OM

CHAPTER 8

FACILITY AND WORK DESIGN

DAVID A. COLLIER AND JAMES R. EVANS

OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

Innovations at McDonalds McDonald s

Indoor I d seating ti (1950s) (1950 ) DriveDrive -through window (1970s) Adding breakfast to the menu (1980s) Adding play areas (late 1980s) Redesign of the kitchens (1990s) S Self Selflf-service i kiosk ki k (2004) Now three separate dining sections

_____ out t of f the th seven are layout l t decisions!!!

Fifth Major Innovation

- New Kitchen Layout
Sandwiches assembled in or der Elimination of some steps, p ,s hortening of others No food prepared ahead exc ept patty New bun toasting machine a nd new bun formulation Repositioning condiment co ntainers Savings of $100,000,000 pe r year in food costs

Chapter 8 Facility and Work Design

Facility layout refers to the specific arrangement of physical facilities.

Purposes of layout studies are to: minimize delays in materials handling and customer movement maintain flexibility use labor and space effectively promote high employee morale and customer satisfaction provide for good housekeeping and maintenance pp p in manufacturing g and service enhance sales as appropriate facilities
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OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

Types of Layout
Office layout Retail layout Warehouse layout FixedFixed -position layout ProcessProcess -oriented layout Work cell layout ProductProduct -oriented layout
Out
ER triage Surgery room Emergency room admissions Laboratories ER Pharmacy Billing/ Beds exit

Radiology

In

Chapter 8 Facility and Work Design

Types of Facility Layouts

A _____________is an arrangement based

on the sequence of operations that are performed during the manufacturing of a good or delivery of a service.

Examples: winemaking industry industry, credit card processing, Subway sandwich shops, paper manufacturers, insurance policy processing, and automobile assembly lines.

OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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Exhibit 8.1

Product Layout for Wine Manufacturer

OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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Chapter 8 Facility and Work Design

Types of Facility Layouts

A ________________consists of a functional

grouping of equipment or activities that do similar work.

Examples: legal offices, shoe manufacturing, jet engine turbine blades, blades and hospitals use a process layout.

OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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Exhibit 8.2

Process Layout for a Machine Shop

OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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Chapter 8 Facility and Work Design

Cellular Layout
In a ___________ layout the design is not

according to the functional characteristics of equipment, q p , but rather by y self-contained groups of equipment (called cells), needed for producing a particular set of goods or services.

________________, or cellular manufacturing, classifies c ass es pa parts ts into to families a es so t that at e efficient ce t mass-production-type layouts can be designed for the families of goods or services.
OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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Chapter 8 Facility and Work Design

Cellular Layout
Cellular layouts are used to centralize people expertise and equipment capability. Examples: l groups of fd different ff equipment (called cells) needed for producing families of goods or services services, group legal (labor law law, bankruptcy, divorce, etc.), or medical specialties (maternity, oncology, surgery, etc.).

OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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Exhibit 8.3

Cellular Manufacturing Layout

Source: J. T. Black, Cellular Manufacturing Systems Reduce Set Up time, Make Small-Lot Production Economical, Industrial Engineering Magazine, Nov. 1983. Used with permission from the author. OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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A Process Layout Problem

Layout A
Welding Forging Lathes Grinding

Layout B
Forging Lathes

Painting

Grinding

Drills

Painting

Welding

Drills

Office

Milling machines

Foundry

Office

Milling machines

Foundry

Layout Techniques for Job shops

i) SLP (systematic Layout Planning) ii) ALDEP (Automated Layout Design Program) iii) CORELAP (Computerized Relationship Layout Plan) ) iv) CRAFT (Computerized Relative Location of Facilities Technique)

Facility Layout Design Using SLP

A. Relationship chart (based upon Tables B and C)
From 1. Credit dpartment 2. Toy department 3. Wine department 4. Camera department 5. Candy department 2 I 6 3 U -U -To 4 A 1, 6 I 1 A 2, 3 5 U -A 1, 6 E 1 X 1 Area (sq.ft 100 Code 400 300 100 100 1 2 3 4 5 6 Reason Type of customer Ease of supervison Common personnel Contact necessary Share same space Psychology

B.

Letter Number

Closeness rating Reason for rating

C.
Value A E I O U X Closeness Absolutely necessary Especially important Important Ordinary closeness OK Unimportant Undesirable

Line code *

Color code + Red Orange Green Blue None

D. Inital relationship diagram (based upon Tables A and C)

E. Initial layout based opon relationship diagram (ignoring space and building constraints)
5 2 3 4 1

Brown

Application of ALDEP to Bregman Manufacturing

Department 5 2 3 4 8 7 Reason Random A between 5 and 2 E between 2 and 3 Random E between 4 and 8 Only one left

1 1 1 1 1 1 1 5 5

1 1 1 1 1 1 5 5 5

2 5

2 5

2 2 3 3 3

2 82 3 3 3

4 4 3 3 3

4 4 4 3 83

4 8 8 8

8 8 99 99

7 7 7 6 6 6 6 6 6

7 7 7 6 6 6 6 6 6

99 99 99 5 99 5 99 5 99 99 5 5 5 5

99 99

99 99

99 99

83 99 99 99 8 7 8 7

99 99 84 84 84 84

99 99 84 84 84 84

CORELAP
1 1 2 3 4 5 6 7 8 9 10 G B B B B B E E D D E D D D D D D D D D D D D D A A A A A H A H B B B A H B A H B A H B A H B B B A I E E E 2 A 3 A 4 A 5 A 6 A 7 A 8 A 9 A 10 A A A I E 11 F F F I E E E F I E E D F I C C D F F C C D F C C D F C C D F C C D F C C D 12 F 13 F 14 F 15 F 16 F 17 F 18 F F

Fig. 2 . Initial layout for the sample problem. The department boundaries are indicated by the code letter for the department. The shipping department, Code G, is situated as shown by the cross-hatched area.

CRAFT
1 1 2 3 4 5 6 7 8 9 10 A A A B B B B D D D D D D D D D B D B D B D A B A B A B A B B B B D A C C C D D D D C D C D C A C A C A C 2 A 3 A 4 A 5 A 6 A 7 A 8 A 9 A 10 11 12 13 14 15 16 17 18 A A A C C C G G G E E E G E E E G G I E F G I E F G I E F G I E F F F F F H H H F H F F F F F G I E E F F F G G G G G G G G G G I E E F F F

D F D F D F H H

F F F

Product Layout - Line Balancing Problem

Line Balancing is the process of assigning tasks to workstations in such a way that the workstations have approximately i l equal l time i requirements. i

Objectives of the Problem The line should be positioned for a continuous flow of assembled products. p - Use a precedence diagram The line should be balanced in terms of work load of work centers.

Assembly Line Example Problem

Precedence Diagram
B A D C E F

Task A B C D E F

Estimated Description

Time (Sec.)

Prepare for next packet 60 Prepare address labels 30 S t material Sort t i l for f stuffing t ffi 90 Apply address labels 45 Stuff envelopes 45 Seal envelopes; place in mailer 90 ----Total time required 360

Exhibit 8.7

A Three-Task Assembly Line

Cycle time is the interval between successive outputs coming off the assembly line. If we use only one workstation, the cycle time is __minute; that is, one completed assembly is produced every minute. If three workstations are used, the cycle time is ___minute, because task A is the bottleneck, or slowest operation. The line can produce only one assembly every ____minute. minute

OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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Assembly Line Work Stations

1 2 3 4
A

Precedence Diagram
B D

30
C

45

60

45 90

90

To illustrate the impact of an unbalanced assembly line, tasks have been assigned to stations so that the workload is uneven. Work Work Work Work Station 1 Station 2 Station 3 Station 4 Tasks Time Tasks Time

What is a cycle time?

Chapter 8 Facility and Work Design

Cycle time (CT) is CT = A/R [8 2] [8.2] A = available time to produce the output. The output (R) is normally the demand forecast in units, adjusted for on-hand inventory if appropriate, or orders released to the factory.

Minimum number of workstations required = Sum of task times/Cycle time = t/CT Total Idle Time = (N)(CT) t Assembly Line Efficiency = t/(N)(CT)

[8.3] [8.5] [8.6]

Balance Delay = 1 Assembly Line Efficiency [8.7]

OM2, Ch. 8 Facility and Work Design 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

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A Heuristic Method for Balancing a Line - Procedure Step 1) Construct a new workstation. Step 2) Construct a set of assignable tasks. If there is no assignable i bl task t k for f the th current t workstation, k t ti go to t Step St 5). 5)
* Assignable tasks are tasks with - no preceding task or all immediate preceding task(s) already assigned, - no greater processing times than the workstations remaining time .

Step 3) Assign a task in the set with the longest task time first into the current workstation. workstation Break ties by choosing the lowest task number. Step p 4) ) Calculate remaining g time of the current workstation and g go to Step 2). Step 5) Go to Step 1) until all tasks are assigned.

Line Balancing g
Work Element A B C D E F G H I Total

Big Broadcaster

Time Immediate Description (sec) Predecessor(s) Bolt leg frame to hopper 40 None Insert impeller shaft 30 A Attach axle 50 A Att h agitator Attach it t 40 B Attach drive wheel 6 B Attach free wheel 25 C Mount lower post 15 C Attach controls 20 D, E Mount nameplate 18 F G F, 244

Line Balancing
Work Element A B C D E F G H I Total Description Bolt leg frame to hopper Insert impeller shaft Attach axle Attach agitator Attach drive wheel Attach free wheel Mount lower p post Attach controls Mount nameplate Time (sec) 40 30 50 40 6 25 15 20 18 244 Immediate Predecessor(s) None A A B B C C D, E F, G

Big Broadcaster

Desired output rate = 2400/week Plant operates 40 hours/week

Assignable Station Tasks Choice Cumm Time Idle Time

Exhibit 8.8

A Typical In-Line Skate

Target output rate = 360 units/week. units/week The effective workday = 7.2 hours
OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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Line Balancing
2.0

1
0.2 0. 2

1.5 5

0.5 0. 5

10 1.0

02 0.2

05 0.5 0.

4 5 3.5

Target g output p rate = 360 units/week = 360 units/5 days y = 72 units/day. y The effective workday = 7.2 hours

CT =

Chapter 8 Assembly Line Balancing

Assembly Line Balance for In-Line Skate

Workstation A B Total Tasks Total Time Idle Time

Using equations [8.4] to [8.6] we may compute the following: Total Time Available = Total Idle Time = Assembly Line Efficiency =
OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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Chapter 8 Assembly Line Balancing

Minimum number of workstations required = Sum of task times/Cycle time = t/CT Total Time Available = (Number of work stations)(Cycle )( y Time) ) = (N)(CT) Total Idle Time = (N)(CT) t Assembly Line Efficiency = t/(N)(CT)

[8.3] [8.4] [ ] [8.5] [8.6]

Balance Delay = 1 Assembly Line Efficiency [8.7] [8 7]

OM, Ch. 8 Facility and Work Design 2009 South-Western, a part of Cengage Learning

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