118 CHAPTER 9 L AYO U T S T R AT E G I E S

C H A P T E R

Layout Strategies

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DISCUSSION
QUESTIONS
 1. The   seven   layout
strategies are:
 Fixed   position   or
project layout
 Process­oriented
layout
 Warehouse layout
 Retail layout
 Product­
oriented/repetitive
layout
 Office layout
 Work cells
 2. Fixed   position   layouts
are   complicated   by:   limited
space
at   virtually   all   sites;   at
different   stages   of   the
process,   different   materials
are needed; and the volume of
materials   needed   is
dynamic.
 3. The   advantages   of   a
process layout are:
 It   can   simultaneously
handle  a   wide  variety
of   products   or
services,   especially   in
terms   of   “batches”   or
“job lots.”
 It   has   considerable
flexibility with respect
to   equipment   and
labor assignments.
The   disadvantages   of   a
process layout are:
 The   use   of   general
purpose   rather   than
special   purpose
equipment   tends   to
make   the   overall
process somewhat less
efficient.
 Orders take more time
and   money   to   move
through   the   system
because of the difficult
scheduling,   setting   up
the process for a wide
variety   of   orders,   and
considerable   material
handling.
 Labor   skill
requirements   tend   to
be high because of the
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
use of general purpose
equipment.
Work­in­process
inventories   tend   to
be high.
 4. Most organizations have
9 
some   procedure   for
documenting   movement   of
their product. For instance, a
hospital   has   doctor’s   orders
indicating   the   tests   and
procedures that a patient is to
undergo. A machine shop has
routing documents indicating
the operations that an order is
to   follow   as   the   product
moves through the shop. And
an   auto   repair   shop   knows
what repairs, parts, and labor
are   used   on   a   particular   job
and as a result where the job
was done and the trips made
necessary.
In   each   of   the   above
examples  a  matrix  would  be
made showing the number of
trips.   And   the   distance   (or
time   or   cost)   of   each   trip
would be determined.
 5. The   advantages   of   a
product layout are:  
volume, low­variety products
 The   use   of   special
are:
purpose   equipment
can   make   the   overall
process more efficient.

Individual   workloads
can usually be made to
be  
equivalent.
relatively
It usually results in low
variable   cost   per
unit.
 7. Three   types   of   work
cells are the small work cell
within a plant, focused work
center, and focused factory.
 8. The advantages of  work
cells are:
 Reduction   in   work­
 It   tends   to   keep in­process inventory
material   handling
 Reduction in required
costs relatively low.
floor space
 It   reduces   work­in­  Reduced raw material
process inventories. and   finished   goods
It   makes   training   and
 inventory
supervision easier than  Reduced   direct   labor
with   other   layout cost
strategies.  Heightened   sense   of
The disadvantages are: employee
participation
 High   volume   is
 Increased   utilization
required   because   of
the   large   investment of   equipment   and
machinery
needed   to   set   up   the
 Reduced   investment
process.
in   machinery   and
 Work  stoppage  at  any
equipment
point   ties   up   the
The disadvantages are:
whole operation.
Similar   to   a   product
 There   is   a   lack   of 
flexibility   in   handling layout
a   variety   of   products  High   volume   is
or production rates. required   because   of
the   large   investment
6. Preconditions   for   high­
needed   to   set   up   the
process
 There   is   a   lack   of
1. Volume   is   adequate flexibility in handling
for   high   equipment a variety of products
utilization or production rates
2. Product   demand   is  Requires   the   use   of
stable   enough   to group technology
justify   high  Requires a high level
investment   in of   training   and
specialized flexibility on the part
equipment of employees
3. The   product   is  Either   considerable
standardized   or staff   support   or
approaching   a   phase imaginative
of   its   life   cycle   that employees   are
justifies   investment needed  for  the  initial
in   specialized development   of   the
equipment work cells
4. Supplies   of   raw
material   and
components   are
adequate   and   of
uniform   quality   to
ensure   that   they   will
work   with   the
specialized
equipment.
118

 9. The   requirements   for   a
focused   work   center   or
focused   factory   are
identification of a large family
of   similar   products,   a   stable
demand, and adequate volume
to   justify   the   capital
investment.
10. Two   major   trends
influencing   office   layout   are
dynamic   needs   for
space/services,   technology
and virtual companies.
11. Some   of   the   layout
variables   you   might   want   to
consider   as   particularly
important in an office where
computer programs are to be
written are:
 Ease   of
communication
 Provision of privacy
and   a   quiet   work
environment
 Lighting—especially
as it related to glare on
computer screens
 Consideration   of
ergonomic or human
factor   issues   in
equipment layout and
construction
12. Some   drugstore   and
grocery chains now allow only
limited   routes   through   the
store.   This   (a)   allows   a   high
traffic   volume   to   be   handled
more   readily,   and   (b)   forces
each  customer to  be exposed
to all merchandise. There are
now   Internet   kiosks   in
shopping malls.
13. Retail   store   layout
variables that a manager can
manipulate are:
 Overall arrangement
or pattern through the
store
 The   allocation   of
space   to   individual
products
14. Each student will sketch
the   layout   of   a   local
supermarket.   They   should
observe the long aisles, power
items at aisle caps, and spread
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of staples at corners of store
(fruit/meat/dairy/bakery).
15. “Random   stocking”   is
placing   a   unit   (product)
anywhere in a warehouse that
is   open   (available)   for   use.
This   is   the   opposite   of
“static”  storage   where   every
SKU   has   its   own   allotted
space.
16. Random   stocking  works
best   with   sophisticated
information   systems   that
rapidly   identify   items   by   bar
codes   (or   other   scannable
IDs),   and   place   them
randomly   in   a   warehouse.
That   requires  
(1) open location, (2) accurate
records, (3) efficient “picking”
sequencing,   (4)   combining
orders,   and   (5)   minimizing
distance to “pick” high usage
items.
17. Cross­docking   means
that   units   are   never   put   in
storage   in   an   intermediate
storage   facility   (warehouse).
Units   are   accurately   labeled
prior   to   shipment   with   the
information   needed   to
identify   the   final   destination
so that when they arrive at an
intermediate   warehouse   or
distribution   point,   they   are
immediately   moved   to   the
shipping dock for transmittal
to that final destination.
18. A heuristic is a “rule of
thumb”   method   of   problem
solving.   Line   balancing
heuristics   include:   longest
task   time,   most   following
tasks,   ranked   positional
weights,   shortest   task   time,
and least number of following
tasks.
ETHICAL DILEMMA
Slotting   fees   refer   to
payments   by   manufacturers
for   retail   shelf   space—
although   the   term   can   mean
display   or   other   support—
such as a tasting station—for
a product. They are the result
of:
CHAPTER 9 L AYO U T S T R AT E G I E S 119
 New   product Some   points   for   class
proliferation   (a discussion:
grocer   may   handle  Slotting   fees   mean
only   30,000   of that   the   small   new
100,000   SKUs company has trouble
available,   a   book getting   products   on
seller   has   a   similar the shelf.
problem)  Slotting fees tend to
 High   rate   of   new reinforce the position
product failure of   the   strong/   major
 Increase   in   retailer companies.
power (the retailer as  The   retailer   is
“channel   interested in products
captain”) that will sell and pro­
vide   margin—a
strong inducement for
any good product—if
profitable, shelf space
will be found.
 As   a   practical
matter,   slotting   fees
can   take   so   many
forms   (discounts,
advertising   fees,
tasting   stations,
return   policies,   etc.)
that   real   control   is
probably impossible.
 Slotting fees are the
inevitable   result   of
the   free   market   at
work, one more item
in  the  give  and  take
between   buyer   and
seller.
 Slotting   fees   may
make   up   half   of   the
profit of a grocer.
 Since   the   fees   are
revenue   for   the
retailers,   the   fees
allow lower prices.
 U.S.   District   Judge
Gene   Carter   held   in
2001,   in  Maine,   that
slotting   fees   in   a
news   company
distribution   case
were not illegal.
The   authors   see   no   problem
with the ethics of slotting fees
but   would   encourage   firms
not to hide the nature of the
payments.
ACTIVE MODEL
EXERCISE
120 CHAPTER 9 L AYO U T S T R AT E G I E S

ACTIVE MODEL 9.1:    (d)  Plan B is the lowest
Process Layout Movement–Distance Calcula
9.2     (a) Plan A movements = (20 �6) + (12 �18) + (8 �2) M  W: 125  20 2,500
1. What is the current total
cost?                                                  + (6 �4) + (10 �2) + (4 �18) =
$570 M  D:  75  40 3,000
                                              = 120 + 216 + 16 + 24 + 20 + 72 =
2. Assembly   (A)   and
                                              = 468 (in 100s) = 46,800 M  G:  50  20 1,000
Machine  Shop  (M)  have  the
=
highest degree of interaction.                                       Cost = 46,800 �$0.50 = $23,400 M  B:  60  20 1,200
Would   it   be   better   to   swap
         (b) Plan B movements = (20 �6) + (8 �18) + (12 �2) =
(A) and Painting or (M) and
W  L:  75  20 1,500
Painting   in   order   to   get   (A)                                                  + (10 �4) + (6 �2) + (4 �18) =
and   (M)   shop   next   to   each
                                              = 120 + 144 + 24 + 40 + 12 + 72 D  G: 150  20 3,000
other?
=
Swapping   Assembly                                               = 412 (in 100s) = 41,200
D  B:  20  20  400
and   Painting   lowers   the
                                      Cost = 41,200 �$0.50 = $20,600 =
cost,   while   swapping
L  G:  20  20  400
Assembly   and   Machine          (c)  Plan C movements = (20 �6) + (10 �18) + (6 �2)
=
shop raises the cost.                                                   + (8 �4) + (12 �2) + (4 �18) 13,000 = Min
3. Use the Swap button one movement
                                              = 120 + 180 + 12 + 32 + 24 + 72
swap   at   a   time.   If   the   swap (symmetric
helps, move to the next pair.                                               = 440 (in 100s)
If not, click Swap to put the 9.5
                                              = 44,000
departments back. What is the Interstation Activity Matrix
minimum   total   cost   after   all                                       Cost = 44,000 �$0.50 = $22,000
Pick Up Pick Up Verification
swaps have been tried? Paperwor Advising Class of Status
The cost drops to $510. cost, at $20,600. k
4. Look   at   the   two   data 9.3 (23    10) + (32    5) + and Forms Station Cards and
tables   and   use   the   yellow (20  8) =  230 + 160 + 160 = Payment
shaded   column   to   put 550 (A) (B) (C) (D)
processes   in   rooms.   What Paperwork/   0 450 550  50
C
room assignments lead to the  Forms (A)
o Advising (B) 350   0 200   0
minimum  cost?  What  is  this st Class Cards (C)   0   0   0 750
cost? = Verification/   0   0   0   0
Putting the processes in 5  Payment (D)
rooms   1,4,2,5,6,3 5
respectively   (yellow   shaded 0
area)   has   a   minimum   total 
cost of $460. (Other layouts $
will have the same cost.) 2
=
END-OF-CHAPTER $
PROBLEMS 1,
9.1 Movements = (4 �8) + (9 �7) + (7 �4) + (6 �3) + (8 �2) + (10 � 1 6)
0 or
                 = 32 + 63 + 28 + 18 + 16 + 60 = 217 (in 100s) 0
                 = 21,700 9.4 This   matrix   includes
          Cost = 21,700 �$1 = $21,700 movements   in   both
directions:

M W D L G B
M — 125 75  0  50 60
W — 0 75   0  0
D —  0 150 20
L —  20  0
G —  0
B —

Here are two optimal layouts:

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 CHAPTER 9 L AYO U T S T R AT E G I E S 121

1  2  3Layout
Interstation Distance Matrix—Original  4 5  1
Interstation Distance Matrix—Improved Layout 1 0  8 13  0 0 1  0
Pick Up Pick Up Verification
Pick Up Pick Up Verification 2 5  0  3  3 8 2  4
Paperwor Advising Class of Status
Paperwor Advising Class of Status 3 3 12  0  4 0 3  8
k
k 4 3  0  0  0 5 4 12
and Forms Station Cards and
and Forms Station Cards and 5 0  8  4 10 0 5 14
Payment
Payment (A) (B) (C) (D)
(A) (B) (C) (D)
Paperwork/  0 30 60 90
Paperwork/  0 30 30 60  Forms (A)
 Forms (A) Advising (B) 30  0 30 60
Advising (B) 30  0 60 90 Class Cards (C) 60 30  0 30
Class Cards (C) 30 60  0 30 Verification/ 90 60 30  0
Verification/ 60 90 30  0  Payment (D)
 Payment (D)
Tij    Dij  =   560   (if
areas are fixed)
9.8 (a) Layout 4:

Load  Distance
A  B: 450  30 = 13,500 Load  Distance
A  C: 550  60 = 33,000 A  B: 450  30 = 13,500
A  D:  50  90 =  4,500 A  C: 550  30 = 16,500
B  A: 350  30 = 10,500 A  D:  50  60 =  3,000
B  C: 200  30 =  6,000 B  A: 350  30 = 10,500 Trip Matrix Distance Matrix
C  D: 750  30 = 22,50 B  C: 200  60 = 12,000 1  2  3  4 5  1  2 3  4  5
0 C  D: 750  30 = 22,500
1 0  8 13  0 0 1  0  5 8 11 13
90,000 78,002 5  0  3  3 8 2  5  0 4  8 11
0 3 3 12  0  4 0 3  8  4 0  4  8
Note:  Work areas  are  “fixed”  if
using   the   software   to   reach   this 4 3  0  0  0 5 4 11  8 4  0  5
(b)  Improved layout: 5 0  8  4 10 0 5 13 11 8  5  0
initial answer.

(a)  Initial layout:

Trip Matrix
1  2  3  4 5
9.6 (a) Layout 1: 1 0  8 13  0 0
2 5  0  3  3 8
3 3 12  0  4 0
4 3  0  0  0 5
5 0  8  4 10 0

Tij  Dij = 602 (if areas are
Trip Matrix
fixed;   566  if   not;  595   if  the
1  2  3  4 5 sink is fixed in one location)
1 0  8 13  0 0
9.7 Layout 3:
2 5  0  3  3 8
3 3 12  0  4 0
4 3  0  0  0 5
5 0  8  4 10 0
Tij    Dij  = 600 with work Tij  Dij = 609
areas fixed (504 if not fixed;
560 if the sink is fixed in one
location)
 (b) Layout 2:

Trip Matrix

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122 CHAPTER 9 L AYO U T S T R AT E G I E S

49 minutes
(b) Layout 5: (c) The   cleaning (g)  Efficiency =
operation   is 8 stations �8.0 minutes*
9.12 Performance Timeor
Trip Matrix Distance Task (in minutes)
Matrix Effici
A  4
1  2  3  4  5  1 2  3  4  5
ency
B  7
C  6
=76.6
ref-1 0  8 13  0  0 ref-1  0 4 12 12  4
D  5 %
coun-2 5  0  3  3  8 coun-2  4 0  3  4  4
sink-3 3 12  0  4  0 sink-3 12 3  0  4  4 E  6 *Longest operation time
F  7
stor-4 3  0  0  0  5 stor-4 12 4  4  0  3 �task times
G  8 9.13
(a)  Theoretical minimum number of stations = 
stov-5 0  8  4 10  0 stov-5  4 4  4  3  0
H  6 cycle time
Tij  Dij = 478 49
substantially 60
Solution:   Refrig.   in   Area   3       Cycle time =  = 12 minutes. So minimum number of
(where sink was); Counter in longer   than   the (a, d)  5
Area   4  (where   storage   was); others   so   it 48
warrants   special       stations =  = 4 stations 
Sink in Area 2 (where counter 12
was);   Storage  in   Area   1 consideration   to
(where Refrig. was); Stove in ensure   that  a
Area 5 (no change) smooth flow can be
maintained.   A
9.9 B   and   C   should   be machine
adjacent,   because   they   have constrained  task or
the most trips. Traffic is next lack   of   cross­
heaviest between A and D, so training   may
they   should   be   adjacent. suggest that more  
Continuing  in   this  fashion,   F traditional
should be adjacent to D and A assembly   line
should   be   next   to   F,   but   the balancing
latter   two   have   already   been techniques   be
placed.   Finally,   E   should   be used.
placed next to F. Thus, we are 480 minutes
(b) Cycle time = = 9.6 minu tes                       
left with 9.11 (a)    Cycle time =  (60)(60 sec)    50 units
180 PLAs (c)  Theoretical minimum  = �ti 49
(a) Heuristic solutions: = = 5.1 = 6 stations
number of stations cycle time 9.6
B C A D F E =47,900. 3,600
=  = 20 seconds per PLA
180 Note that the theoretical
or
minimum  �
(b)    Theoretical minimum of workstations = 
 task time
could   not   be
A D F E B C =44,440.
achieved. cycle time
(Note:  These are  not (e) Total  idle 
60 time/cycle
the optimal solution.) =  = 3
= 4 + 1 + 2 + 3 + 2 + 1 +
20
(b) Better layout: 2  =  15   min.  
(c)    Yes, it is feasible. Station 1 with A and C;    
              per   cycle    60
A D F C B E =43,880.
cycles  =  15   idle   hours
9.10 (a) Takt   time  = Station 2 with B and D; and Station 3 with E.  per day.
Minutes   available
(f) Total   idle   time/day.
per   day/Units
Since there are 480
demanded per day 
minutes,   and   each
= 
chair   takes   8
420/25
minutes   (which   is
0 = 
the   longest  
1.68 
operation   time),
minute
there are 480/8 = 60
s
cycles/day.
(b) Number   of   cross­
Total idle time = 
trained
15 minutes/cycle  60 cycles
employees  =
(1.1  +  1.1  +  1.7 = 
+ 3.1 + 1.0)/1.68 15 hours
=  8.0/1.68  =
4.76  5

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 CHAPTER 9 L AYO U T S T R AT E G I E S 123

(b) (c) t/CT  =120/30  =4 (b)  cycle time =  � 40 hr ��60 min ��60 sec � 

�
�4,800 units �
��
stations   is   theoretical � hr �
��
� min � �
minimum. = 30 sec per unit
(d) The   assembly   line (b) Station 1 gets A, G, Summary Statistics
balance   for   a   cycle and   B   and   has   0.5
Cycle time
time   of   30   seconds minutes   left  
Time allocated (cyc  sta)
requires   five over. Station 2 gets
Time needed (sum task)
stations,   as   shown C, D, and E, with no
Idle time (allocated-needed)
below and in part (a) time   left   over.
Efficiency (needed/allocated)
above. Station 3 gets F, H,
Balance delay (1-efficiency)
I, and J and has 0.5
Time minutes   left   over.
Improvements   in (d) Theoretical
Station Task (sec)
This   requires   5   stations—it efficiency   would minimum   no.   of
cannot be done with 4. There seem   impossible. stations = 3
1 A
is an alternative solution with The times are in 0.5
D   and   E   in   workstation   #4 2 B
minute   increments
and   F   alone   in   workstation 3 C
and   can’t   be   sub­
#5. D
divided   to   achieve
4 E exact balance. Total
48 48 5 F
(c)  Efficiency = = = 80% for 5 stations. of   1  minute   of  idle
5 �12 60
time/cycle.
9.14
Performance Time (c) If   stations   1   and   3
 (a)
Task (in seconds) Predecessors each had 0.5 minute
A 20 None more work to do, the
B 30 A (f) With five stations: 
C 15 A �t
Efficiency = 
D 15 A (No. stations)(Cycle time) 
E 10 B,C 120 120
F 30 D,E = = = .8 = 80%    
(5)(30) 150
If six stations are used:
(e) Total   idle   time  =  30 �t
Efficiency = 
seconds (=10 + 20) (No. stations)(Cycle time) 
120 120
= = = .666 = 66.6%
Note:   Stations   2 (6)(30) 180
and   5   remain   30 9.16 Performance Time T
seconds. line would be 100% Task (in minutes)
efficient;   perhaps
support   tasks   could A  1
be assigned to them. B  3
C  2
9.15 (a) Time D  4
Statio Task (minutes) E  1
n F  3
G  2
1 A
H  5
G
I  1
B  
J  3
2 C
2
D
5
E
3 F (a, b)
H  
I
J

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124 CHAPTER 9 L AYO U T S T R AT E G I E S

400 minutes 400 minutes
Cycle time = 13 minutes
Cycle time = = 0.78
60 units (b)  Theoretical Efficiency =
5 stations �3.33 minutes 60 units
= 6.67  minutes unit = 6.67  minutes unit
or   Efficiency  =78%
�ti 25 with   a   cycle   time   of �ti 13
Minimum number of stations = = Minimum number of stations = =
Cycle time 6.67 Cycle time 6.675
13
= 3.75 or 4 workstations 200 Actual efficiency = = 0.867 or 86.7% = 1.95 or 2 workstations
5 �3
Cycle time = = 3.33min
60
Note: Four stations with
(a)  3.33.   Multiple   layouts
a 7­minute cycle time is
with   this   efficiency
possible;   Efficiency
exist.
would become:
25
= 89.3% (c) Theoretical minimum number of  �ti 13
4 7 = = = 3.9 �4
work stations Cycle time 3.33
but   production   drops   to
57 from the required 60
units.   One   five­station (d) Idle time = 1 (at 
solution   (there   are station 3) + 1 (at station 5) = 2 
multiple answers) is: min per boat

9.18 (a) Resolving Problem
9.17   with   a
production time of 300 minutes
Cycle time =
300   minutes   per 60 units
day: = 5  minutes unit
� ti 13 13 minutes
Minimum number of stations = = = 3 stations  6.67 minutes =
Efficiency
Cycle time 5
or Efficiency = 64.9%.
= 2.6, or 3 workstations
Multiple   layouts   with
this efficiency exist.
(c) Theoretical: 13
Actual Efficiency = = 0.722 or 72
3 �6
25 minutes
Efficiency = = 0.937 = 93.7% 9.19 The   assembly­line
4 stations �6.67 minutes
activities are:
Actual: Time Ready
Task (in Predecess Tasks
25 minutes minutes) ors
Efficiency = = 0.833 �83%
5 stations �6.00 minutes A  3 None A, B
(d) Idle time = 1 + 1 + 1 B  6 None C, D, E
+ 2 = 5 min per cycle C  7 A D, E, F
D  5 A, B
9.17 Performance Time E  2      B F, G, H,
I
Task (in minutes) F  4      C
13 minutes
(b)  Efficiency = G = 0.867
 5      F J, H, I, K
A  1 3 stations �5 minutes
H  7      D, E
B  1
or   Efficiency I  1      H K, J
C  2
=86.7%.   Multiple J  6      E
D  1
layouts   with   this K  4 G, I, J
E  3
efficiency exist. 5
F  1
0
G  1
H  2 (c) Resolving (a, g)
I  1 Problem 9.17 with
1 a   production   time
3 of   400   minutes
per day:

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 CHAPTER 9 L AYO U T S T R AT E G I E S 125

C  4 Note   that   the and   doctors   are

D  3 efficiency   of   this idle   10   minutes
E  6 particular grouping  for each patient.
F  1 28
G  4
= = 93.3%
5 �6
H  2
Several   other
28
balances   are   also
� ti
possible. One of them
Minimum number of stations =
Cycle time
is   to   place   A   alone,
28 tasks   B   and   C
= = 4 workstations
7 together,   D   and   F
together,   E   by   itself,
� 24 hr ��60 min � The   work   activities and G and H together.
(b)  � = 15minmay   be   grouped,
�96 units ��
�� hr �� 9.21 Note:   This   problem
however,   into   no
fewer   than   five does   not   have   a   computer
workstations   without logo   next   to   it,   but   it  is
violating   precedence possible   for   students   to
manipulate   the   input   so   that
�1 unit ��60 min ��24 hr � requirements.
(c) � �� � � �= 144 units per day. POM  for  Windows  or  Excel
�10 min �� hr ��day �
OM can solve the problem.
50 min per unit (a) One   possible
(d)  = 5 stations
10 min per cycle layout is: 

Time needed per unit
(e) Efficiency =
Time allocated per unit
Total task time
=
(Cycle time) (Number of stations)
50 28 28
= Efficiency = = = 0.80
(10)(6) 5 �7 35
50
= or
60 Efficiency =80%
= .8333, or 83.33%
(f) Idle   time  =ime
alloca
ted
per
unit
im
e
neede
d   per
unit
=60  
50

=10min/cycle
(g) Best assignment is
shown   in   part   (a)
(b) The   throughput   is
9.20 with the efficiency
3.75 patients per hour.
shown   in   part   (e)
(i.e., 83.33%) (c) The   bottleneck   is
at   the   medical
Performance Time exam   station—16
Task (in minutes) minutes.
A  5 (d) Paramedics   are
B  3 idle   2   minutes,

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126 CHAPTER 9 L AYO U T S T R AT E G I E S

(e) If one more doctor 9.23 (a) Using   a   40­hour

and   one   more week:
paramedic   are
Cottrell Bicycle Co.
added,   it   is
Fewest Following Tasks  Cycle T
possible   to
Seconds
increase   the
throughput   to   at Statio Task Time Time Left
least five per hour n
with   this   simple  1 J3 3 141
layout: F7 21 120
C1 78  42
 2 B5 108  36
 3 A2 72  72
A1 52  20
Number
 4 K3 60  84
Task of
K4 24  60
Successo
K9 27  33
rs
J2 22  11
A 9
B 4
 5 G4 79  65
C 4
F3 32  33
D 2
 6 F9 126  18
E 2
 7 E3 109  35
 8 J1 66  78
G5 29  49
Availabl
Availabl e and E2 18  31
e Fit  9 D7 72  72
10 F4 92  52
Station 1 A A
11 D6 53  91
B, C —
Station 2 B, C B, C D8 78  13
B, F, G — 12 D9 37 107
Station 3 B, F, G B, F, G B3 72  35
D, E, F G E, F, G B7 18  17
D, E, G — 13 A3 114  30
Station 4 D, E, G D, E, G
E, G E, G Time   allocated   (cyc    sta)
E, I — =1872;   Min   (theoretical)   #   of
Station 5 E, I E, I stations =11
The   bottlenecks I, H I, H Time needed (sum task)  =1462;
are   now   the   two I I Efficiency =78.10%;
stations, J — Idle   time   (allocated­needed)
psychological Station 6 J J =410 seconds per cycle
exam   and Answer: Station
eye/measurements
,   taking   12 (Other answers  1
minutes. possible, depending 2
upon how ties are  3
Σti broken in above 
274 (seconds) 4
9.22 (a)  n = = procedure)
Cycle time Cycle time (seconds) 5
60(60)seconds 6
Cycle time = = 60seconds (per iScan)
60 iScans
(c)  n  = 6 workstations in our
274
so n = = 4.5667 � n =answer.
5 = Theoretical minimum
60
number of workstations
ti 274
(d) Efficiency = = = 0.7611
(b)  60 seconds = cycle time � (No. Workstations)(Cycle time) 6 (60)
�From (a)
Number of stations is at least 5�

Precedence
diagram:

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 CHAPTER 9 L AYO U T S T R AT E G I E S 127

Cottrell Bicycle10
Co. D7  72
B3  72
Longest Operation Time (b) Using   a   41­hour
Cottrell Bicycle Co.
11 B7  18
A2  72 Shortest Operation week:
Station Task Time 12 A3 114 Time Cottrell Bicycle C
 1 K3  60
Time   allocated   (cyc    sta)   = Station Task Time Time Left
J1  66 Fewest Following Cyc
J3   3 1728;   Min   (theoretical)   #   of  1 J3 3 Tasks
 2 K9  27 stations = 11 F7 21
Statio Task Time Time
G5  29 Time needed (sum task) = 1462; K3 60
n Left
K4  24 Efficiency = 84.61%; J2 22
J2  22 Idle   time   (alloc­needed)  =266  1 J3   3 144.60
F3  32 seconds per cycle K4 24 F7  21 123.60
 2 K9 27 C1  78  45.60
 3 E3 109  2 B5 108  39.60
Cottrell Bicycle Co. F3 32
F7  21
J1 66  3 A2  72  75.60
 4 F4  92 Ranked Positional
 3 G5 29 A1  52  23.60
E2  18 Weight
 5 G4  79 E2 18  4 K3  60  87.60
D6  53 Station Task Time Time Left C1 78 K4  24  63.60
 6 F9 126  1 K3  60  4 G4 79 K9  27  36.60
 7 C1  78 J2  22  5 F4 92 J2  22  14.60
D9  37  6 D6 53  5 G4  79  68.60
 8 B5 108 D9 37 J1  66   2.60
K9  27
 9 D8  78  7 B5 108  6 F9 126  21.60
J3   3
A1  52  7 G5  29 118.60
F7  21  8 A1 52
10 D7  72
 2 C1  78 A2 72 F4  92  26.60
A2  72
F3  32  9 E3 109  8 D6  53  94.60
11 B3  72
B7  18 K4  24 10 D8 78 D9  37  57.60
12 A3 114  3 G4  79 11 F9 126 F3  32  25.60
 4 F4  92 12 D7 72 E2  18   7.60
Time   allocated   (cyc    sta)   =  9 E3 109  38.60
 5 E3 109 B3 72
1728;   Min   (theoretical)   #   of 10 D7  72  75.60
 6 F9 126 13 B7 18
stations = 11 11 D8  78  69.60
 7 J1  66 A3 114
Time needed (sum task)  =  1462; 12 B3  72  75.60
D6  53 Time   allocated   (cyc    sta)   =
Efficiency =84.61%; B7  18  57.60
 8 B5 108 1872;   Min   (theoretical)   #   of
Idle   time   (alloc­needed)  =  266 13 A3 114  33.60
G5  29 stations = 11
seconds per cycle
 9 E2  18 Time needed (sum task)  = 1462; Time   allocated   (cyc    sta)     =
Cottrell Bicycle Co. D8  78 Efficiency = 78.10%; 1918.80;   Min   (theoretical)   #   of
Most Following Tasks D9  37 Idle   time   (alloc­needed)  =410 stations = 10
Station Task Time 10 D7  72 seconds per cycle Time   needed   (sum   task)   =
 1 K3  60 B3  72 1462.00; Efficiency = 76.19%;
Summary:
J2  22 11 A1  52 Idle time (alloc­needed) = 456.80
B7  18 seconds per cycle
J3   3 A2  72 Algorithm
12 A3 114 Fewest following tasks
K9  27
Time   allocated   (cyc    sta)   = Longest operation time
F3  32
1728;   Min   (theoretical)   #   of Most following tasks
 2 F7  21
K4  24 stations = 11 Ranked positional weight
J1  66 Time needed (sum task)  = 1462; Shortest operation time
G5  29 Efficiency = 84.61%; The   longest   operation
 3 F4  92 Idle   time   (alloc­needed)     =   266 time,   most   following
E2  18 seconds per cycle
 4 C1  78
tasks,   and   ranked
D6  53 positional   weight
 5 E3 109 algorithms   gave   equal
 6 G4  79 efficiencies of 84.61%.
D9  37
 7 F9 126
 8 B5 108
 9 D8  78
A1  52

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128 CHAPTER 9 L AYO U T S T R AT E G I E S

Cottrell Bicycle Co. Cottrell Bicycle Co. Cottrell Bicycle Co. Cottrell Bicycle Co.
Longest Operation Ranked Positional Shortest Operation Cycle Time
Most Following
Time Weight Time Seconds
Tasks
Statio Task Time Time Left
Statio Task Time Statio Task Time Time Statio
Left Task Time
n n n
n
 1 K3  60  1 K3  60    1 J3   3 144.60 K
 1 K3  60
J1  66 J2  22   F7  21 123.60 K
J2  22
J3   3 K3  60  63.60 C
J3   3
 2 K9  27 K9  27   J2  22  41.60 C
G5  29 J3   3   F
K9  27
K4  24 F7  21   K4  24  17.60 C
F3  32
J2  22  2 C1  78    2 K9  27 120.60 C
 2 F7  21
F3  32 F3  32   F3  32  88.60 C
K4  24
K4  24   J1  66  22.60 C
J1  66
 3 E3 109  3 G4  79    3 G5  29 118.60 C
G5  29
F7  21 J1  66    E2  18 100.60 C
 3 F4  92
 4 F4  92  4 F4  92   C1  78  22.60 F
D6  53
D6  53 D6  53     4 G4  79  68.60 F
 4 C1  78
 5 E3 109    5 F4  92  55.60 E
E2  18
 5 G4  79 G5  29    D6  53   2.60 E
D9  37
 6 F9 126    6 D9  37 110.60 E
 5 E3 109
D9  37 E2  18    B5 108   2.60 E
 6 G4  79
E2  18  7 B5 108    7 A1  52  95.60 E
 7 F9 126
 6 F9 126 D9  37    A2  72  23.60 E
 8 B5 108
 7 C1  78  8 D8  78    8 E3 109  38.60 F
 9 D8  78
 8 B5 108 A1  52    9 D8  78  69.60 F
A1  52
 9 D8  78  9 D7  72   10 F9 126  21.60 D
10 D7  72
A1  52 B3  72    11 D7  72  75.60 B
B3  72
10 D7  72 10 B7  18 129.60 B3  72   3.60 B
11 B7  18
A2  72 A3 114   12 B7  18 129.60 A
A2  72
11 B3  72 11 A2  72   A3 114  15.60
12 A3 114
B7  18 Time   allocated   (cyc    sta)   =
Time   allocated   (cyc    sta)   = Time   allocated   (cyc    sta)   =
12 A3 114 1771.20;   Min   (theoretical)   #   of
1771.20;   Min   (theoretical)   #   of 1623.60;   Min   (theoretical)   #   of
stations = 10
Time   allocated   (cyc    sta)     = stations = 10 stations = 10
Time   needed   (sum   task)   =
1771.20;   Min   (theoretical)   #   of Time   needed   (sum   task) Time   needed   (sum   task)   =
1462.00; Efficiency = 82.54%;
stations = 10 =1462.00; Efficiency =82.54%; 1462.00; Efficiency = 90.05%;
Idle time (alloc­needed) = 309.20
Time   needed   (sum   task)   = Idle time (alloc­needed) =309.20 Idle time (alloc­needed) = 161.60
seconds per cycle
1462.00; Efficiency = 82.54%; seconds per cycle seconds per cycle
Summary:
Idle time (alloc­needed) = 309.20
seconds per cycle Number of
Algorithm Workstation
Fewest following tasks 13
Longest operation time 12
Most following tasks 12
Ranked positional 11
weight
Shortest operation time 12
The   ranked   positional
weight   algorithm   gave   the
highest efficiency—90.05%.

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 CHAPTER 9 L AYO U T S T R AT E G I E S 129

ADDITIONAL B  1 (b)  H  6
C  4 400 minutes I  7
HOMEWORK D  1 Cycle time = = 5 minutes /  u  nit
J  5
80 units
PROBLEMS E  2 K  4
F  4 (c)  L 15
Here   are   the   answers   to
1 9
additional   homework 3 Minimum number =  ti = 13 = 2.6  3 stations 7
problems that are located on of stations CT 5
our   Companion  Web   site,   at (a) & (d)
www.myomlab.com.
9.24
Current layout:
Entrance  1 Exam I 2
Lab, EKG 5 O.R.  6
Patient movement =6,700
feet
Improved layout:
Entrance 1 Exam I 2 (e) 
13 minutes
Exam II  3 X­ray  4 Efficiency = = 0.65 = 65%
4 stations    5 minutes
Patient   movement Multiple   layouts
=4,800 feet  are possible.
Improved layout: 9.26 (a) 
Entrance 1 Exam I 2
Exam II  3 X­ray  4
Patient movement =4,700
feet
More   improved   layout
(with Exam rooms swapped):
Entrance 1 Exam II 3
(b) There are  multiple
Exam I  2 X­ray  4
alternatives.   Here
Patient movement =4,500 is   one   that   does
feet not   violate   any
procedures.
Note   that   this   final
solution   reflects   “common Station Tasks
sense,” or the result of one’s
1 A, D
intuition. We simply allocate
2 B, G
the   spaces   in   the   order   in 3 C, F
which   the   tasks   are   usually 4 H, E
performed.   We   usually   start
at the “entrance,” proceed to (c) Each   alternative
an   examination   room;   from has   an   overall
the   exam­ination   room, efficiency of 92.5%.
proceed   for   either   x­rays   or
lab   tests,   then   (a)   leave   the 9.27 Performance Time
facility,   (b)   go   to   get   a   cast Task (in minutes)
put on, or (c) go for surgery. A 13
B  4
9.25 Performance Time C 10
D 10
Task (in minutes) E  6
F 12
A  1
G  5

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130 CHAPTER 9 L AYO U T S T R AT E G I E S

25,200 seconds (60   seconds).   The   task   of Solution C

Cycle time = = 18 seconds / unit
1,400 units “check   file”   will   be   the Maximu
bottleneck,   and   a   line   will Time Process m
build   upt   in   front   of   this Job (sec) Statio Time Output Cost/hour
Minimum number of stations =station. i  The   clerk   and n (sec) (per hr)
cycle time
expensive   equipment   for   the 1 +2 +3 + 145 5 29  124.1    
97
photographic step will be idle 4 $60.00
= = 5.4 or 6 workstations
18
approximately 1/3 of the time 5 20 1 20  180 16.00 +
(20 seconds 60 seconds). 10.00
A   balanced   line   process 6 30 1 30   120* 18.00
is   one   in   which   the  process Cost per renewal =$104.00 120D=$0.867      
Solution  
times  of   each   station   are   the $104.00 Maximu
same.   An   obvious   way   to Time
* Indicates a bottleneck step. Process m
balance   the   line   is   to   add Job (sec) Station Time Output Cost/hour
stations   to   the   bottleneck (sec) (per hr)
activity.   However,   this   may 1+4 55 2 27.5   130    
not   be   the   most   efficient 24.00
solution.   In   some  cases,   it   is 2 30 1 30   120*    
possible to combine activities 12.00
3 60 2 30   120*    
creatively   and   make   more
24.00
productive use of workers.
5 20 1 20  180 16.00
2. How   many   applications +10.00
Total   idle   time  =11 6 0 1 30   120* 18.00
can be processed per hour if
seconds Cost per renewal =$104.00 120 =$0.867         
a   second   clerk   is   added   to
97 secondscheck for violations? $104.00
Efficiency = = 0.898
6 stations    18 seconds
If a second file clerk is added * Indicates a bottleneck step.
or to   the   activity   of   checking
Efficienc files, the  tasks  must  be  performed Solutions—120
Proposed produce   the   same   costs   per
Renewals/Hour:
y   = the   process   time   for   this in a logical sequence, and (2) renewal,   $0.867,   and   both
Solution A
89.8% activity   is   reduced   to   30 the   facilities   and   equipment employ 7 persons.
sec/location must   be   available   for   the Are   solutions   CMaximum  and   D
(60 seconds/2 locations). The tasks. Time Process
equal? Some managers would Output
CASE STUDY bottleneck   now   becomes   the Job
4. How   would   you   suggest
(sec) Station Time
argue   that   the   five  (per peoplehr) Cost/hou
(sec) r
eye   test.   The   maximum modifying   the   process   in who each perform jobs 1, 2,
STATE AUTOMOBILE  output   of   renewals   becomes 1 15 1 15    240
and   3   have   an   enriched   job. $12.00
order   to   accommodate   120
LICENSE RENEWALS 90   renewals/hour   (3600 2 30 1 30    120*
Others   would   argue   that $12.00
applications per hour? 3 60 2 30    120* $24.00
1. What   is   the   maximum sec/hour 40 sec/renewal). This   question   requires   trial­ enlarging   a   job   is   not   the
4 40 2 20    180 $24.00
number   of   applications   per 3. Assuming the addition of and­error   creation   20 of same as enriching a job. How
5 1 20    180 16.00 +10.00
hour that can be handled by a second clerk (anywhere you proposed solutions. Presented
6 30 difficult will it be to monitor
1 30    120*   18.00
the   present   configuration   of choose),   what   is   the Cost per renewal the
below are proposed solutions 120  of=$0.967
  performance
=$116.00   each   of $116.0
the process? maximum   number   of that   each   result   in   the these   five   people   working 0
The   process   times   and applications the process can capacity   for   handling   120 independently   as   a   line
activities for each activity are handle? Solution B
process? How difficult will it
renewals per hour. Solution A
identical   because   all   have If activities 1, 2, and 3 can be was   achieved   by   simply be   to   teach   each   of Maximum
  the   five
only   one   station.   The successfully   combined   to expanding   the   number   of Time employees all four jobs rather
Process Output
Job (sec) Station Time
maximum output of renewals form   a   new   activity   taking stations   performing   each   job than teaching each person one (per hr) Cost/hour
will   be   limited   to   60 105   seconds   that   is (sec)
or two jobs? This is where the
so   that   at   least   120   licenses
renewals/hour   (3600   sec/hr accomplished   by   the   same are   processed 1   per   hour.105 quantitative analysis ends and
+2 +3 4 26.25  137.14    
60   sec/renewal)   by   the three people, the process time Solution   B   combines   jobs judgment must be exercised. $48.00
bottleneck or longest process of the new combined task is   4 +5  60 2 30  120* 32.00
such that the process time at
time. 35   seconds.  So   without +20.00
most   stations  6equals   the 30
If   each   step   in   the adding any personnel, as was 1 30  120* 18.00
bottleneck   process   time   (or
process   is   handled   by   one done above,  it  is  possible  to cycle   time).   Although   this
person,   it   can   be   seen   that process up to 90 renewals per reduced   the   number   of
each   station   will   be   waiting hour. employees from 8 to 7, one of
for the clerk who checks the Creative rearranging and these   is   an   additional
file   for   violations.   This   is combining   of   tasks   can photographer   with   another
because   this   step   takes   the produce   other   cycle   times. camera.  So the total costs is
longest   The  only  limitations  are:  (1) increased. Solutions C and D
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall.

VIDEO CASE
STUDIES
LAYING OUT  than layouts that consider the
ARNOLD  efficiency   of   a   limited   and
PALMER  expensive   resource,   i.e.,
HOSPITAL’S NEW
FACILITY
This   video,   available   from
Prentice   Hall,   was   filmed
specifically   for   this   text   to
supplement   this   case.
(Running time is 9 minutes.)  more medically efficient when
1. A   hospital   considers
many   variables   in   layout
design. These include:
a) Nursing efficiency: how
far does a nurse have to
travel   in   walking   time
and distance to patients,
suppliers,   break   rooms,
etc.
1 b)  Security:   how   to
protect   patients,
especially babies, from
being   reached   by
people who should not
have access to them.
c)   Privacy,   serenity,   and
quiet:   how   to   provide
patients   with   space
that   will   help   them
recover   quickly
(servicescapes)
d)   Meal   and   supply
efficiencies:   how   to
deliver   meals   warm
and   keep   supply   lines
full   with   the   best
efficiency.
e)   Space   for   family   to
visit or sleep over.
f)   Space   for   growth   and
capacity expansion.
g)   Where   to   locate
service   departments
(e.g., x­ray, pharmacy,
laboratories,   financial,
management,   etc.)   so
they are convenient to
patients and staff.
h) Areas for medical and
non­medical staff to be
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall.
CHAPTER 9 L AYO U T S T R AT E G I E S
“off­duty”   from
patient/visitor flow.
  2. The   traditional
“racetrack”   or   linear   hallway
layout   is   less   in­favor   today
nurses.   The   circular   pod
design   makes   it   much   easier
for   nurses   to   see   and   reach
each   room.   This   not   only
saves travel time and walking
or   running  exhaustion,   but   is
staff have a view of each room
at all times.
In   the   circular   pod   system,
supplies  for  each  two  rooms
are in a cabinet at the pair’s
entrances. This differs from a
traditional   layout   with   one
supply room per nursing unit.
3. Using   Figure   9.22’s
linear  layout,  if  Nurse  Smith
makes 6 round trips to each of
the   12   patient   rooms,   20   to
medical   supply,   5   to   break
room, and 12 to linen supply,
his total distance traveled is:
Total   distance   =   6   trips    2
(for round trip)    (20 + 30 +
40 + 50 + 
 60 + 70 + 20 + 30 + 40 + 50
+ 60 + 70)′
+   20   trips   medical
supply  2  50′
+ 5 trips break room  2
 40′
+ 12 trips linen room  2
30′
=   12(540)′  +   40(50)′  +
10(40)′ + 24(30)′
= 6,480′ + 2,000′ + 400′
+   720′  =   9,600′  =   1.82
miles
4. Travel Matrix for Figure
9.23   –   Pod   Design   (Nurse
Jones)
Total   =   7   trips  
2(round­trip factor)  12
rooms  14′
+   20   trips   to
Central   Medical
Supply  2  60′
131
+   6   trips   to
Break Room  2
 60′
+ 12 trips to Pod
Linen   Supply  
2  14′
= 2,352′  + 2,400′  + 720′
+   336′ =   5,808′  =   1.1
miles
Note   that   Questions   3
and   4   did   not   use   the
same data, so we do not
imply a reduction of this
magnitude   for   these
sample numbers.
5. Servicescapes,   a   term
coined by Professor Mary Jo
Bitner   in   a   1992  Journal   of
Marketing  article,  deals  with
ambient   conditions,   spatial
layout,   and
signs/symbols/artifacts.
a)   Ambient   conditions,
such   as   lighting,
sound,   and
temperature   are   all
critical   in   Arnold
Palmer’s neonatal unit,
as  
well as the hospital as
a whole. The case and
video   note  
that the neonatal units
have   been   completely
redesigned,  
with the result being a
quicker   recovery   for
premature  
infants.
b) Spatial layout, with its
circular   nursing   pods,
is the heart of the new
building.
c) Signs/symbols/artifacts
are very important in a
hospital   for   children.
A   30­foot­high   genie
hangs   in   the   main
Arnold   Palmer   lobby.
Art   work,   done   by
children   when   they
were   patients,   is
everywhere.
Carpeting, colors, play
areas, and pictures are
the   artifacts   that
indicate this is a warm
132 CHAPTER 9 L AYO U T S T R AT E G I E S

and   safe   place   for ADDITIONAL CASE

children and families. STUDY*
MICROFIX INC.
FACILITY  The   initial   analysis   is
LAYOUT AT  straightforward.   The   line   is
WHEELED  balanced   using   the   data
COACH exactly   as   presented   in   the
This case study works best if case   study.   The   theoretical
the   7­minute   video,   made minimum number of stations
specifically   for   this   text,   is is  11.   However,   none of  the
shown with the written case.  rules we’ve looked at thus far
1. Assembly   line   balancing leads   to   11   stations.   The
models,   process   layout   to– following   table   shows   the
from   charts,   and   factory answers   given   by   the
layout   software   can   all   be different rules:
used in this case. The   balance   given   by
Number of Minimum
2. The two major plants are fewest following tasks is best,
Rule Stations Slack
across a busy street from one because   it   has   the   fewest
another, which has turned out stations   and   the   cycle   time Longest operation time 13 0.16
to   be   detrimental   to   smooth can be reduced by the largest Most following tasks 13 0.00
product   flow.   Likewise,   to amount   of   time.   An Ranked positional weight 13 0.11
reach   the   warehouse,   one alternative   is   to   see   what Shortest operation time 14 Irrelevant
must leave the main structure. happens   for   41   hours   (even Fewest following tasks 13 0.19
More preassembly of modular though the case says not to).
components   in   work   cells The   following   table   shows
prior   to   the   final   7­day results:
assembly line would help.
3. The  standard models  for Rule
efficiency   apply   here.   The
firm   doesn’t   want   too   much Longest operation time
idle time at any workstation, Most following tasks
and  must  balance  tasks  very Ranked positional weight
carefully. Shortest operation time
Fewest following tasks

Clearly,   the   ranked

positional   weight   balance
leads to the fewest number of
stations.   Furthermore,   the
2 cycle   time   could   be   reduced
(by   0.03)   or   the   production
rate could be increased by a
small   amount   without
changing   the   number   of
stations.
* This case study can be found at
our Companion Web site, at
 www.pearsonhighered.com/heizer.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall.