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2. Describe four layout patterns and when they should be used
Explain how to design product layouts using assembly line balancing
Explain the concepts of process layout
Describe issues related to workplace design
Describe the human issues related to workplace design

3. Specific arrangement of physical facilities
Facility Layout
Specific arrangement of physical facilities
Layout studies are necessary whenever:
New facility is constructed
Significant change in demand or throughput volume
New good or service is introduced to the customer benefit package
Different processes, equipment, and/or technology are installed

4. Objectives of Layout Studies
Minimize delays in materials handling and customer movement
Maintain flexibility
Use labor and space effectively
Promote high employee morale and customer satisfaction

5. Objectives of Layout Studies
Provide for good housekeeping and maintenance
Minimize energy use and environmental impact
Enhance sales as appropriate in manufacturing and service facilities

6. Types of Layout Patterns
Product layout
Process layout
Cellular layout
Fixed-position layout

7. Product Layout
Arrangement based on the sequence of operations that is performed during manufacturing of a good or delivery of a service
Supports a smooth and logical flow where goods or services move in a continuous path from one process stage to next, using the same sequence of work tasks and activities

8. Product Layout Advantages Disadvantages Higher output rates
Lower work-in-process inventories
Less material handling
Higher labor and equipment utilization
Simple planning and control systems
Disadvantages
Breakdown at one workstation can cause the entire process to shut down
Change in product design or the introduction of new products can require major changes in the layout
Limited flexibility

9. 8.1 Product Layout for a Wine Manufacturer

10. Functional grouping of equipment or activities that do similar work
Process Layout
Functional grouping of equipment or activities that do similar work
Compared with product layouts
Provide flexibility
Require lower investment in equipment

11. Process Layout Disadvantages Advantages Low equipment utilization
High material handling costs
More complicated planning and control systems
Higher worker skill requirements
Advantages
Lower investment in equipment
Diversity of jobs inherent in a process layout can lead to increased worker satisfaction

12. 8.2 Process Layout for a Machine Shop

13. Cellular Layout
Self-contained groups of equipment needed for producing a particular set of goods or services
Design is not according to the functional characteristics of equipment

14. Advantages of Cellular Layout
Reduced materials-handling requirements
Quicker response to quality problems
More efficient use of floor space
More worker responsibility increasing morale

15. 8.3 Cellular Manufacturing Layout

16. Fixed-position Layout
Consolidates the necessary resources in one physical location to manufacture a good or deliver a service
Advantage
Work remains stationary
Disadvantage
High level of planning and control required

17. 8.4 Comparison of Basic Layout Patterns

18. Facility Layout in Service Organizations
Service organizations use product, process, cellular, and fixed-position layouts to organize different types of work
Basic trade-off between product and process layouts concerns the degree of specialization versus flexibility
Service organizations that provide highly standardized services tend to use product layouts

19. 8.5 Product Layout for a Pizza Kitchen

20. Designing Product Layouts
Product layouts in flow shops consist of a fixed sequence of workstations separated by buffers
Suffer from sources of delay such as:
Flow-blocking: Occurs when work center completes a unit but cannot release it because the in-process storage at the next stage is full
Worker remains idle until storage space becomes available

21. Designing Product Layouts
Lack-of-work: Occurs when one stage completes work and no units from the previous stage are awaiting processing
Type
Assembly line: Combining the components of a good or service that has been created previously

22. Assembly-Line Balancing
Technique to group tasks among workstations
Each workstation has the same amount of work
Types of information
Set of tasks to be performed and the time required to perform each task
Precedence relations among the tasks
Desired output rate or forecast of demand for the assembly line

23. 8.6 A Typical Manufacturing Workstation Layout

24. Interval between successive outputs coming off the assembly line
Cycle Time
Interval between successive outputs coming off the assembly line
Cycle time (CT) is related to the output (R) by the following equation
CT = A/R
A - Available time to produce the output
Output (R) - Demand forecast in units, adjusted for on-hand inventory, or orders released to the factory
Both A and R must have the same time units of measure

25. Cycle Time
If the required cycle time is smaller than the larger task time
Then, the work content must be redefined by splitting some tasks into smaller elements
Minimum number of workstations required = Sum of task times/Cycle time = Σt/CT

26. Cycle Time
Total time available = (Number of work stations)×(Cycle Time) = (N)(CT)
Total idle time = (N)(CT) - Σt
Assembly-line efficiency = Σt/(N ×CT)
Balance delay = 1 - Assembly-line efficiency

27. Line-Balancing Approaches
Use decision rules, or heuristics, to assign tasks to workstations
To attempt to minimize the amount of idle time at workstations
Do not guarantee optimal solutions

28. 8.7 A Three-Task Assembly Line

29. 8.9 Precedence Network and Workstation Assignment

30. Designing Process Layouts
Arrangement of departments or work centers relative to each other
Approaches
Focuses on the cost associated with moving materials
Used when it is difficult to obtain data on costs or volumes moved between departments

31. Workplace Design
Well-designed workplace allows for maximum efficiency and effectiveness as the work task or activity is performed
Needs to facilitate service management skills in high-contact, front-office environments

32. 8.10 Pizza Preparation Workplace Design

33. Safety and the Work Environment
Function of the job - Designed in a way where the worker can’t get injured
Person performing the job - Educated in the proper use of equipment
Surrounding environment
Non slip surfaces
Warning signs, or buzzers

34. Ergonomics
Concerned with improving productivity and safety and taking into account the physical capabilities of people by designing:
Workplaces
Equipment
Instruments
Computers
Workstations

35. Job: Set of tasks an individual performs
The Human Side of Work
Job: Set of tasks an individual performs
Job design involves:
Determining the specific job tasks and responsibilities
Work environment
Methods by which the tasks will be carried out to meet the goals of operations
Job enlargement: Horizontal expansion of the job to give the worker more variety

36. The Human Side of Work
Job enrichment: Vertical expansion of job duties to give the worker more responsibility
Highly effective approach to job enrichment is to use teams
Natural work teams
Virtual teams
Self-managed teams (SMTs)

37. Types of layout patterns
Product
Process
Cellular
Fixed-position
Interval between successive outputs coming off the assembly line is cycle time
Safety is required in aspects of function of job, person performing the job and the environment

38. Assembly line
Assembly-line balancing
Cellular layout
Cycle time
Ergonomics
Facility layout
Fixed-position layout
Flow-blocking delay

39. Job
Job design
Job enlargement
Job enrichment
Lack-of-work delay
Process layout
Product layout