Q 4 Line Balancing

6.12 Assembly Line Balancing

Assembly line refers to a special arrangement of facilities typically along a
straight line or a u-shaped line, exclusively to produce assemblies or
finished products. The assembly starts in the form of a skeleton at one end
and passes through several work stations where; different operations are
performed and components are added, and the final assembly is obtained
after passing through successive stages. The line is arranged so as to
produce a specified number of products over a certain time period. To
facilitate easy mounting of components and fast operations, the assembly
moves at certain speed and rolls over at the end of the line.
Concept of line balancing
A simple line (typically set up for the purpose of assembly) consists of a
series of work stations, and the total work content of the product, which is
expressed in terms of the total time is divided among these workstations
equally. For example, consider five operations performed at A, B, C, D, and
E. Each one can be a workstation or more than one operation can be
combined at a single workstation. In a simple line like this it is easy to
visualise the flow and also to make out the work allocation. Figure 6.16
depicts a simple line flow indicating the work stations.
A -> B -> C -> D ->E
Fig. 6.16: Simple Line Flow Indicating the Work Stations

As the items move along the line, the work is progressed intermittently and
leaves the line as a finished product. Typically the objective is, to divide the
work content equally among the workstations so that the workstations are
loaded as evenly as possible. This is known as balancing. Firstly, if such a
balance is not achieved, a certain amount of inefficiency will arise because
some stations will have more work to perform than others, and all the
stations are expected to process same number of items per period of time.
Secondly, unequal work content at different workstations leads to unequal
work distribution and also formation of queue of items. Hence, to ensure a
smooth flow, all the workstations are given the same time to process the
items. The entire line typically, on a manual or power-driven conveyor
moves from workstation to workstation at a constant rate.
The time required to complete the work allotted to each station is known as
the service time and the time available at each station is known as the
cycle time, normally longer than the service time. The cycle time includes
both the productive as well as the non-productive time along with idle time if
any. Non productive time includes time for movement, handling and
inspection time. The manner in which the work content is allocated to the
station is influenced by the technological sequence of the assembly and
expressed by precedence requirements, that is, one operation must be
completed before the other operation can start. Such constraints limit the
ability to achieve complete or perfect balance while allocating work to
stations.
The allocation of work elements to a workstation may also be influenced by
zoning constraints which occurs in two ways: positive zoning constraint
demands that certain operations have to be clubbed together because of

certain sharing of resources, and negative zoning which insists that certain
operations should be clubbed together because of interference or conflict.
All these constraints make it very difficult or impossible to achieve perfect
line balance and hence, a certain amount of balancing delay or balancing
loss is inevitable. Balance delay is defined as the total time available to
complete the given job and the total time required. In other words, the
balance delay is the difference in time between the service time and the
cycle time, expressed as a percentage of the cycle time.
The objective of line balancing is that, given a desired cycle time, the
attempt is to assign work elements to workstations to:
Minimise idle time or balancing delay
Minimise the number of work stations
Distribute balancing delay evenly between stations
Avoid violating any constraints
As it is difficult to achieve all these objectives simultaneously at least one
objective has to be satisfied. Based on this premise, several researchers
have proposed different heuristic methods to realise the desired goal.
Discussing all the different approaches is beyond the scope of this topic and
hence a few methods are illustrated.
Several calculations are involved in line balancing. The different terms and
corresponding calculations are stated here as follows:
Cycle time, C

1
C=
r
Where, c = cycle time in hours per unit, and r = desired output rate in units
per hour
Theoretical minimum number of workstations:

t
TM =
c

(to be rounded up)

Where, t total time required to assemble each unit, and c = cycle
time

Idle time nc t
Where, n = number of stations, and c = cycle time

Total time required to assemble oneunitt=(%)

t
Efficiency= 100
nc

Balance delay (%) = 100 Efficiency

Assigning the operations or tasks to workstations is based on heuristics as
given here:

Longest task time Choose the available task with the longest task time
Most following tasks Choose the available task with the largest
number of following tasks
Ranked positional weight Choose the available task for which the sum
of following task times is the longest
Shortest task time Choose the available task with the shortest task
time
Least number of following tasks - Choose the available task with the
least number of following tasks
Practice problems (Ref: Heizer and Render (2008) Operations
Management)
An assembly line is to operate eight hours per day with a desired output of
240 units per day. Table 6.8 depicts the task times and precedence
relationships.
Table 6.8: Task Times and Precedence Relationships

Draw the precedence diagram. What is the cycle time? Balance this line
using the longest task time rule. Find the efficiency and the balance delay. First we draw the
precedence diagram. Figure 6.17 depicts the precedence
diagram.

Fig. 6.17: Precedence Diagram

Cycle time = production time per day/ required output per day
= (8 hour/day) (3600 seconds / hour) / 240 units per day =
120 seconds per unit
After drawing the precedence diagram, the next step is to assign the tasks
to the workstations. First we calculate the theoretical minimum number of
workstations as follows:
Minimum number of workstations = total task time / Cycle time
= 420 / 120 = 3.5 or rounded as 4 (Workstations cannot be a fraction)
Now using this number of workstations the tasks have to be assigned
without violating the precedence relationships. Furthermore, in each
workstation the total task time cannot exceed the cycle time.
Starting from workstation 1, task A has a task time of 60 seconds and can
only be clubbed with another task such that the total time doesnt exceed
120 seconds.
A + B = 60 + 80 = 140 (Not feasible because exceeds 120)
A + C = 60 + 20 = 80 (Feasible)
A + D = 60 + 50 = 110 (Feasible)
Between the two feasible combinations, A + D is selected using the rule
longest task time.
Similarly, other tasks are assigned and line is balanced. The final allocation
of tasks to the four workstations is depicted in the Table 6.9.

The workstations are marked in the precedence diagram also as depicted in

the Figure 6.18.

The efficiency =

NC
T
a

4(120)
420
= 0.875 or 87.5%
And balance delay = 1- Efficiency = 1- 0.875 = 0.125 or 12.5 %
Activity 1
The desired output for an assembly line is 360 units which operates 450
minutes per day. Table 6.10 depicts information about task times and

precedence relationships. Draw the precedence diagram. What is the

cycle time? Balance this line using the largest number of following
tasks rule. Find the efficiency.

Q 5 Steps to set data in a logical order

8.4 Data Driven Approach to Process Definition

In business process modelling, the purpose of the process is to be written in
a statement. The statement should carefully include only those purposes
that are relevant and capable of being achieved. Using this as a reference,
the business analyst will make notes regarding the inputs that are required.
When the purpose is referred to as continuous, irregularities come to light
either because the inputs are insufficient or the purpose may not be
achievable.
The activities stated above, are concerned with collecting data and verifying
whether they are sufficient or not. Before, we attempt to define the business
process; the data collected should be set in a logical order, making the
logical data model complete in all respects.

The following steps should be considered for setting the data in a logical
order.
1. Check whether the participants in the process that is, people, teams,
and electronic applications are sufficient or, any changes and additions
need to be made.
2. Ensure that all the data expected is included or not. Generally, we start
with an initial set of data which we have. When we check them with the
requirements of the process for the desired outcomes, we find gaps.
These gaps help us in determining which subset of the data is
appropriate at each task in the process.
3. Check whether the data is sufficient for the implementation of the
process. This can be achieved by answering the following questions:
1. What is the path the process should take?
2. What decisions are to be made at any point in the process?
3. Are data available at those points?
4. State the rules used to define the various parts of the process. At
this stage, the naming conventions are also included. This is
important to be included at the process definition stage.
5. Determine the disposition of data at the end of the process and
decide the following:
a. Do we plan to keep the data or delete them?
b. If they are to be stored, where and in what form will be used?
c. What are the measures of security for access?
6. Determine the other elements depending upon the business process

and the need. The elements added must be questioned to collect a

detail data. It is better to go deeper into the details and collect data, and
make them available at this initial stage, so that a better model can be
prepared. Then, the processes will be more successful in delivering the
desired output. Process definition enables us to go into details at every
stage of the process and verify the adequacy of data, the sequential
steps in the process and fill the gaps before attempting implementation.
The purpose of setting the data in a logical order is to, locate deficiencies
and remove them. Therefore, the decisions about process and sequence
can be taken and a model can be designed which is useful in all
perspectives.
8.6.1 The ingredients
The ingredients that might be used in a business process can be briefly
outlined as follows:
The data which accomplishes the desired business objective
Acquisition, storage, distribution, and control of data which undertakes
the process across tasks
Persons, teams, and organisational units which helps to perform and
achieve the tasks
Decisions which enhance the value of data during the process
We also have some behavioural aspects of the business process, mainly
the decision making process where humans are involved. Decision failures
are common and research has shown that, the failure of decisions is due to:
biases in perception and fallacies in reasoning
tendency to act on assumptions, even when data are available easily for
verification and/or confirmation
tendency to bring out of memory the facts that reinforce our assumptions
and biased evaluation
tendency to accept evidence or fact as absolute which support our
hypothesis
These listed factors result in faulty decision making. Being aware and
avoiding them consciously improves the processes of the business.

Q6. Post Implementation Review

10.6.2 Post implementation review
After every stage of a project is implemented, it may so happen that there
could be a minor change or modification which has to be reviewed. This is
known as post implementation review. The review is performed in four parts
as depicted in figure 10.12.
1. Final product review: The product obtained after every stage must
meet the requirements of that stage. If it completely meets the stated
objectives, then focus on the issues of maintenance of the processes
and product performance. If the final product does not completely meet
the objectives then identify the variations in the product and analyse the
variation. Study the factors responsible for the change and evaluate

each one separately.

2. Outstanding project work review: Many times it is found that there
may be some item of the project which is still not in its finished form. It
may be insignificant as it may be a by-product of that stage which may
not be required immediately for the next stage. Then the items that are
open should be resolved and necessary steps be taken to close such
open items.
3. Project review: Every aspect of a project from start to end has to be
reviewed. The objectives, performance criteria, financial criteria,
resource utilisation, slips and gains of time, adherence to the project
definition, and plans have to be reviewed. All such review details and
reports have to be well documented for future use.
4. Process review: Every process is important in any project. One may
review the process to see, if any changes can be made to improve its
performance.

Tools for post implementation review

There are various tools for post project implementation review that may be
considered for improving and developing processes of the project. Reports
are prepared on the same which becomes the basis for all future discussion.
Some of the tools that may be considered for post implementation review
are the final product evaluation, outstanding project work evaluation, project
review questionnaire, and project evaluation as depicted in figure 10.13.
1. Final product evaluation: Final product evaluation may be done
through regularly organised meetings and quality reviews.
2. Outstanding project work evaluation: All outstanding works of a
project can be reviewed to check its output quality and performance.
3. Project review questionnaire: Project review questionnaire may
become important if the reviews are to be structured. Group discussion
may be initiated depending upon the points to be discussed.

4. Process evaluation: Evaluation of any process is one of the key issues

of project.