Manufacturing Processes and

Facility Layout
Selected Slides from Jacobs et al, 9th Edition
Operations and Supply Management
Chapter 7 and 7A
Edited, Annotated and Supplemented by
Peter Jurkat

7-2

Process Flow Structures

Job shop (ex. Copy center making a single copy of a

student term paper)
Batch shop (ex. Copy center making 10,000 copies of
an ad piece for a business)
Assembly Line (ex. Automobile manufacturer)
Continuous Flow (ex. Petroleum manufacturer)

7-3

Product-Process Matrix
Variety - high

Project: fixed location

Work center: job shop

Assembly Line:
automobile manufacturer

Continuous: glass,
paper, steel
Variety - low

Mass
Customization

7-4

Break-Even Analysis

A standard approach to choosing among

alternative processes or equipment
Model seeks to determine the point in units
produced (and sold) where total revenue and
total cost are equal, or
Model seeks to determine the point in units
produced (and sold) where we will start
making profit on the process or equipment

7-5

Break-Even Analysis (Continued)

Solution to: Revenue = Cost
Demand*Price = Fixed Cost + Demand*Variable Cost

Break-even Demand=
Purchase cost of process or equipment
Price per unit - Cost per unit
or
Total fixed costs of process or equipment
Unit price to customer - Variable costs per unit

This formula can be used to find any of its

components algebraically if the other
parameters are known
See Ch07_BreakEvenAnalysis.xls now you do Problem 7.9 and
then Example 7.1 - try to match display on next page

7-6

Example 7.1 page 207

7-7

Manufacturing Process Flow Design

A process flow design can be defined as a

mapping of the specific processes that raw
materials, parts, and subassemblies follow as
they move through a plant

The most common tools to conduct a process

flow design include assembly drawings,
assembly charts, process flow diagrams
(operations), and route sheets

7-8

Assembly Drawing

7-9

Example: Assembly Chart (Gozinto)

From Exhibit 5.14

4
5
6
7

Lockring

Spacer, detent spring

SA-2

Rivets (2)

A-2

Spring-detent
A-5
Component/Assy Operation
Inspection

7-10

Example: Process Flow Chart

Material
Received
from
Supplier

No,
Continue

Inspect
Material for
Defects

Defects
found?

Yes

Return to
Supplier for
Credit

7A-11

Facility Layout
Facility layout can be defined as the process by which the placement of
departments, workgroups within departments, workstations,
machines, and stock-holding points within a facility are determined
This process requires the following inputs:
Specification of objectives of the system in terms of output and
flexibility
Estimation of product or service demand on the system

Processing requirements in terms of number of operations and amount

of flow between departments and work centers
Space requirements for the elements in the layout
Space availability within the facility itself

Each process type (project, job shop, cell, assembly line, continuous)
has it corresponding basic layout
Determine the best layout (one that minimizes flow*distance, or
flow*unit flow cost, , maximizes throughput, )

The Assignment Problem

7A-12

Assign each departments to one of the 8 rooms so as to minimize the cost of required flows
Cost measured in (number of moves)*distance or time or $ cost of move
Can be done by exhaustive enumeration; prohibitive for large problems
All commercial software uses heuristics
See Ch07A_Process_Layout.xls

7A-13

Process Layout: Systematic Layout Planning

Minimizing cost of numerical flow of items

between work centers

Can be impractical to obtain - cannot guarantee

mathematical optimum
Does not account for the qualitative factors that
may be crucial to the placement decision

Systematic Layout Planning

Accounts for the importance of having each

department located next to every other
department rating factors
Is also guided by trial and error

Switching work centers then checking the results of the

closeness score

7A-14

Example of Systematic Layout Planning: Reasons for Closeness

Code

Reason

Type of customer

Ease of supervision

Common personnel

Contact necessary

Share same price

Psychology

7A-15

Example of Systematic Layout Planning:

Importance of Closeness
Rating scale, symbols, and weights

Line
code

Numerical
weights

Value

Closeness

Absolutely necessary

16

Especially important

Important

Ordinary closeness OK

Unimportant

Undesirable

-80

7A-16

Example of Systematic Layout Planning:

Initial Relationship Diagram

1
I
2

3
4

U
5

A
Note here again, Depts. (1) and
(2) are linked together, and
Depts. (2) and (5) are linked
together by multiple lines or
required transactions.

The number of lines

here represent paths
required to be taken in
transactions between
the departments. The
more lines, the more
the interaction between
departments.

7A-17

Example of Systematic Layout Planning: Initial and Final Layouts

1
I

2
1

4
3

Initial Layout
Ignoring space and
building constraints

Now you do 7A.8

3
U
5

A
2

3
5

4
50 ft

Final Layout
Adjusted by square
footage and building
size

20 ft

Note in the
Final Layout
that Depts.
(1) and (5)
are both
placed
directly next
to Dept. (2).

Assembly Line
Layout not a problem its obviously a line with sequential
work stations can be straight, curved, double back, ..
Tasks along line and at each station must satisfy
precedence relationships
A line is balanced if the entire line moves at same speed
and all tasks at all stations get done with no slack not
only nearly impossible but not completely desirable
Time at each station is workstation cycle time
Assembly line balancing is to arrange tasks at each station
so they can be done during the cycle time with minimum
idle time
Work time at each station is sum of task times (or longest
sequence of task times at station if parallel tasks)

7A-19

Task
A
B
C

Example of Line Balancing:

Precedence and Task Times Diagram
Precedents
Time (mins)
Total task
None
2
A
1
times =
None
3.25
11.35
A, C
1.2

.5

F, G

1.4

2
A

1
B

1
G

1.4
H

3.25

1.2

.5

Task C
determines
cycle time
Parallel work
can be done
on one line

7A-20

Example of Line Balancing: Determine Cycle Time

Question: Suppose we want to assemble 100 fans per day.

What would our cycle time and number of workstations
have to be?
Required Cycle Time, C =

Production time per period

Required output per period

420 mins / day

C=
= 4.2 mins / unit
100 units / day
Theoretical Min. Number of Workstations, N t
Sum of task times (T)
Nt =
Cycle time (C)

11.35 mins / unit

Nt =
= 2.702, or 3
4.2 mins / unit

7A-21

Example of Line Balancing: Rules To Follow for Loading Workstations

Assign tasks to station 1, then 2, etc. in sequence.

Keep assigning to a workstation ensuring that
precedence is maintained and total work is less
than or equal to the cycle time. Use the following
rules to select tasks for assignment.
Primary: Assign tasks in order of the largest
number of following tasks
Secondary (tie-breaking): Assign tasks in order of
the longest operating time

7A-22

Sort table by number of followers:

2
A

1
B

1
G

3.25

1.2

.5

1.4
H

Cycle time = 4.2

Station 1
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

Idle= .2

Station 2

Task
A
C
D
B
E
F
G
H

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3

7A-23

2
A

1
B

1
G

3.25

1.2

.5

1.4
H

Cycle time = 4.2

Station 1

Task
A
C
D
B
E
F
G
H

Station 2

A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

C (4.2-3.25)=.95

Idle= .2

Idle = .95

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3

7A-24

2
A

1
B

1
G

3.25

1.2

.5

1.4
H

Cycle time = 4.2

Station 1

Task
A
C
D
B
E
F
G
H

Station 2

A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

C (4.2-3.25)=.95

Idle= .2

Idle = .95

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3
D (4.2-1.2)=3
E (3-.5)=2.5
F (2.5-1)=1.5
H (1.5-1.4)=.1
Idle = .1

Which station is the bottleneck? What is the effective cycle time?

Now you do 7A.4

7A-25

Example of Line Balancing: Determine the Efficiency of the Assembly Line

Sum of task times (T)

Efficiency =
Actual number of workstations (Na) x Cycle time (C)

11.35 mins / unit

Efficiency =
=.901
(3)(4.2mins / unit)
Actually efficiency = 11.35/(3*4.1) = .923
but may not want to run this tight.

7A-26

Manufacturing Cell:
Transition from Process Layout

1. Grouping parts into families that follow a

common sequence of steps
2. Identifying dominant flow patterns of
parts families as a basis for location or
relocation of processes
3. Physically grouping machines and
processes into cells

7A-27

7A-28

Project Layout

Question: What are our primary

considerations for a project layout?

Answer: Arranging materials and equipment

concentrically around the production point in their
order of use.

7A-29

Retail Service Layout

Goal--maximize net profit per square foot

of floor space
Servicescapes
Ambient Conditions
Spatial Layout and Functionality
Signs, Symbols, and Artifacts

7A-30

Retail Layout for Visibility

Customer never sees

more than four aisles

Customer never sees less than

four aisles and can see as many
as six in some locations

Enhanced by having low counters

in center and high along walls