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© 2006 Prentice Hall, Inc. 9 – 1
Operations ManagementOperations ManagementChapter 9 – Layout StrategyChapter 9 – Layout Strategy
© 2006 Prentice Hall, Inc.
© 2006 Prentice Hall, Inc. 9 – 2
Innovations at McDonald’sInnovations at McDonald’s
Indoor seating (1950s)Indoor seating (1950s) Drive-through windowDrive-through window (1970s) (1970s) Adding breakfast to the menu Adding breakfast to the menu
(1980s)(1980s) Adding play areas (1990s)Adding play areas (1990s)
Three out of the four are Three out of the four are layout decisions!layout decisions!
© 2006 Prentice Hall, Inc. 9 – 3
Strategic Importance of Strategic Importance of Layout DecisionsLayout Decisions
The objective of The objective of layout strategy layout strategy is to develop an economic layoutis to develop an economic layout
that will meet the firm’s that will meet the firm’s competitive requirementscompetitive requirements
© 2006 Prentice Hall, Inc. 9 – 4
Layout Design Layout Design ConsiderationsConsiderations
Higher Higher utilization of spaceutilization of space, equipment, , equipment, and peopleand people
Improved Improved flow of informationflow of information, materials, , materials, or peopleor people
Improved Improved employee moraleemployee morale and safer and safer working conditionsworking conditions
Improved Improved customer/client interactioncustomer/client interaction
FlexibilityFlexibility
© 2006 Prentice Hall, Inc. 9 – 5
Types of LayoutTypes of Layout
1.1. Office layout Office layout
2.2. Retail layout Retail layout
3.3. Warehouse layoutWarehouse layout
4.4. Fixed-position layoutFixed-position layout
5.5. Process-oriented layoutProcess-oriented layout
6.6. Work cell layout Work cell layout
7.7. Product-oriented layoutProduct-oriented layout
© 2006 Prentice Hall, Inc. 9 – 6
Types of LayoutTypes of Layout
1.1. Office layout - positions workers, Office layout - positions workers, their equipment, and spaces/offices their equipment, and spaces/offices to provide for movement of to provide for movement of informationinformation
2.2. Retail layout - allocates Retail layout - allocates shelf spaceshelf space and responds to customer behavior and responds to customer behavior
3.3. Warehouse layout - addresses Warehouse layout - addresses trade-offs between space and trade-offs between space and material handlingmaterial handling
© 2006 Prentice Hall, Inc. 9 – 7
Types of LayoutTypes of Layout
4.4. Fixed-position layout - addresses Fixed-position layout - addresses the layout requirements of large, the layout requirements of large, bulky bulky projects such as ships and projects such as ships and buildingsbuildings
5.5. Process-oriented layout - deals with Process-oriented layout - deals with low-volume, high-varietylow-volume, high-variety production production (also called job shop or intermittent (also called job shop or intermittent production)production)
© 2006 Prentice Hall, Inc. 9 – 8
Types of LayoutTypes of Layout
6.6. Work cell layout - a Work cell layout - a special special arrangement of machineryarrangement of machinery and and equipment to focus on production of equipment to focus on production of a single product or group of related a single product or group of related productsproducts
7.7. Product-oriented layout - seeks the Product-oriented layout - seeks the best best personnel and machinepersonnel and machine utilizations in repetitive or utilizations in repetitive or continuous productioncontinuous production
© 2006 Prentice Hall, Inc. 9 – 9
Good Layouts ConsiderGood Layouts Consider
1.1. Material handling equipmentMaterial handling equipment
2.2. Capacity and space requirementsCapacity and space requirements
3.3. Environment and aestheticsEnvironment and aesthetics
4.4. Flows of informationFlows of information
5.5. Cost of moving between various Cost of moving between various work areaswork areas
© 2006 Prentice Hall, Inc. 9 – 10
Office LayoutOffice Layout
Grouping of workers, their Grouping of workers, their equipment, and spaces to provide equipment, and spaces to provide comfort, safety, and movement of comfort, safety, and movement of informationinformation
Movement of information is main Movement of information is main distinctiondistinction
Typically in state of flux due to Typically in state of flux due to frequent technological changesfrequent technological changes
© 2006 Prentice Hall, Inc. 9 – 11
Relationship ChartRelationship ChartValue Closeness
A Absolutely necessary
E Especially important
I Important
O Ordinary OK
U Unimportant
X Not desirable
President
Chief Technology Officer
Engineer’s area
Secretary
Office entrance
Central files
Equipment cabinet
Photocopy equipment
Storage room
O
UA
X
O
U
A
I
OA
I
O
U
AI
I
A
UO
AU O
UX
O I
U
OII
I
E
EE
E E
1122
3344
5566
77
8899
Figure 9.1Figure 9.1
© 2006 Prentice Hall, Inc. 9 – 12
Supermarket Supermarket Retail LayoutRetail Layout
Objective is to Objective is to maximize maximize profitability per square foot of profitability per square foot of floor spacefloor space
Sales and profitability vary Sales and profitability vary directly with directly with customer exposurecustomer exposure
Things at the counter have the Things at the counter have the most exposure.most exposure.
© 2006 Prentice Hall, Inc. 9 – 13
Store LayoutStore Layout
Figure 9.2Figure 9.2
© 2006 Prentice Hall, Inc. 9 – 14
Retail SlottingRetail Slotting Manufacturers pay fees to retailers Manufacturers pay fees to retailers
to get the retailers to display (slot) to get the retailers to display (slot) their producttheir product
Contributing factorsContributing factors Limited shelf spaceLimited shelf space
An increasing number of new An increasing number of new productsproducts
Better information about sales Better information about sales through POS data collectionthrough POS data collection
Closer control of inventoryCloser control of inventory
© 2006 Prentice Hall, Inc. 9 – 15
Warehousing and Storage Warehousing and Storage LayoutsLayouts
Objective is to optimize trade-offs Objective is to optimize trade-offs between handling costs and costs between handling costs and costs associated with warehouse spaceassociated with warehouse space
Maximize the total “cube” of the Maximize the total “cube” of the warehouse – warehouse – utilize its full volumeutilize its full volume while maintaining low material while maintaining low material handling costshandling costs
More location than layout decision.More location than layout decision.
© 2006 Prentice Hall, Inc. 9 – 16
Cross-DockingCross-Docking
Materials are moved directly from Materials are moved directly from receiving to shipping and are not receiving to shipping and are not placed in storage in the placed in storage in the warehousewarehouse
Requires tight scheduling and Requires tight scheduling and accurate shipments, typically accurate shipments, typically with bar code identificationwith bar code identification
© 2006 Prentice Hall, Inc. 9 – 17
Fixed-Position LayoutFixed-Position Layout
Product remains in one place Product remains in one place
Workers and equipment come to Workers and equipment come to sitesite
Complicating factorsComplicating factors Limited space at siteLimited space at site
Different materials required at Different materials required at different stages of the projectdifferent stages of the project
Volume of materials needed is Volume of materials needed is dynamicdynamic
© 2006 Prentice Hall, Inc. 9 – 18
Alternative StrategyAlternative Strategy
As much of the project as possible As much of the project as possible is completed off-site in a product-is completed off-site in a product-
oriented facilityoriented facility
This can significantly improve This can significantly improve efficiency but is only possible when efficiency but is only possible when
multiple similar units need to be multiple similar units need to be createdcreated
© 2006 Prentice Hall, Inc. 9 – 19
Process-Oriented LayoutProcess-Oriented Layout
Like machines and equipment are Like machines and equipment are grouped togethergrouped together
Scheduling can be difficult and Scheduling can be difficult and setup, material handling, and labor setup, material handling, and labor costs can be highcosts can be high
© 2006 Prentice Hall, Inc. 9 – 20
Surgery
Radiology
ER triage room
ER Beds Pharmacy
Emergency room admissions
Billing/exit
Laboratories
Process-Oriented LayoutProcess-Oriented Layout
Patient A - broken leg
Patient B - erratic heart pacemaker
Figure 9.3Figure 9.3
© 2006 Prentice Hall, Inc. 9 – 21
Process-Oriented LayoutProcess-Oriented Layout
Arrange work centers so as to Arrange work centers so as to minimize the costs of material minimize the costs of material handlinghandling
Basic cost elements areBasic cost elements are Number of loads (or people) moving Number of loads (or people) moving
between centersbetween centers
Distance loads (or people) move Distance loads (or people) move between centersbetween centers
© 2006 Prentice Hall, Inc. 9 – 22
Layout at Arnold Palmer Layout at Arnold Palmer HospitalHospital
© 2006 Prentice Hall, Inc. 9 – 23
Process-Oriented LayoutProcess-Oriented Layout
Minimize cost = Minimize cost = ∑ ∑∑ ∑ X Xijij C Cijij
nn
i i = 1= 1
nn
j j = 1= 1
wherewhere nn == total number of total number of work centers or departmentswork centers or departments
i, ji, j == individual individual departmentsdepartments
XXijij == number of loads number of loads moved from department i to moved from department i to department jdepartment j
CCijij == cost to move a load cost to move a load between department i and between department i and department jdepartment j
© 2006 Prentice Hall, Inc. 9 – 24
Process Layout ExampleProcess Layout Example
1.1. Construct a “from-to matrix”Construct a “from-to matrix”
2.2. Determine the space requirementsDetermine the space requirements
3.3. Develop an initial schematic diagramDevelop an initial schematic diagram
4.4. Determine the cost of this layout Determine the cost of this layout
5.5. Try to improve the layoutTry to improve the layout
6.6. Prepare a detailed plan Prepare a detailed plan
Arrange six departments in a factory to Arrange six departments in a factory to minimize the material handling costs. minimize the material handling costs. Each department is 20 x 20 feet and the Each department is 20 x 20 feet and the building is 60 feet long and 40 feet wide.building is 60 feet long and 40 feet wide.
© 2006 Prentice Hall, Inc. 9 – 25
DepartmentDepartment AssemblyAssembly PaintingPainting MachineMachine ReceivingReceiving ShippingShipping TestingTesting(1)(1) (2)(2) Shop (3)Shop (3) (4)(4) (5)(5) (6)(6)
Assembly (1)Assembly (1)
Painting (2)Painting (2)
Machine Shop (3)Machine Shop (3)
Receiving (4)Receiving (4)
Shipping (5)Shipping (5)
Testing (6)Testing (6)
Number of loads per weekNumber of loads per week
50 100 0 0 20
30 50 10 0
20 0 100
50 0
0
Process Layout ExampleProcess Layout Example
Figure 9.4Figure 9.4
© 2006 Prentice Hall, Inc. 9 – 26
Room 1Room 1 Room 2Room 2 Room 3Room 3
Room 4Room 4 Room 5Room 5 Room 6Room 660’60’
40’40’
Process Layout ExampleProcess Layout Example
Receiving Shipping TestingDepartment Department Department
(4) (5) (6)
Figure 9.5Figure 9.5
Assembly Painting Machine ShopDepartment Department Department
(1) (2) (3)
© 2006 Prentice Hall, Inc. 9 – 27
Process Layout ExampleProcess Layout Example
Cost Cost == $50$50 ++ $200$200 ++ $40$40(1 and 2)(1 and 2) (1 and 3)(1 and 3) (1 and 6)(1 and 6)
++ $30$30 ++ $50$50 ++ $10$10(2 and 3)(2 and 3) (2 and 4)(2 and 4) (2 and 5)(2 and 5)
++ $40$40 ++ $100$100 ++ $50$50(3 and 4)(3 and 4) (3 and 6)(3 and 6) (4 and 5)(4 and 5)
= $570= $570
Cost = Cost = ∑ ∑∑ ∑ X Xijij C Cijij
nn
i i = 1= 1
nn
j j = 1= 1
© 2006 Prentice Hall, Inc. 9 – 28
100100
5050
2020
5050
5050
20201010
100100
3030
Process Layout ExampleProcess Layout Example
Interdepartmental Flow GraphInterdepartmental Flow Graph
1 2 3
4 5 6
Figure 9.6Figure 9.6
© 2006 Prentice Hall, Inc. 9 – 29
Process Layout ExampleProcess Layout Example
Cost Cost == $50$50 ++ $100$100 ++ $20$20(1 and 2)(1 and 2) (1 and 3)(1 and 3) (1 and 6)(1 and 6)
++ $60$60 ++ $50$50 ++ $10$10(2 and 3)(2 and 3) (2 and 4)(2 and 4) (2 and 5)(2 and 5)
++ $40$40 ++ $100$100 ++ $50$50(3 and 4)(3 and 4) (3 and 6)(3 and 6) (4 and 5)(4 and 5)
= $480= $480
Cost = Cost = ∑ ∑∑ ∑ X Xijij C Cijij
nn
i i = 1= 1
nn
j j = 1= 1
© 2006 Prentice Hall, Inc. 9 – 30
Process Layout ExampleProcess Layout Example
3030
5050
1010
5050
50502020
5050 100100
100100
Interdepartmental Flow GraphInterdepartmental Flow Graph
2 1 3
4 5 6
Figure 9.7Figure 9.7
© 2006 Prentice Hall, Inc. 9 – 31
Room 1Room 1 Room 2Room 2 Room 3Room 3
Room 4Room 4 Room 5Room 5 Room 6Room 660’60’
40’40’
Process Layout ExampleProcess Layout Example
Receiving Shipping TestingDepartment Department Department
(4) (5) (6)
Figure 9.8Figure 9.8
Painting Assembly Machine ShopDepartment Department Department
(2) (1) (3)
© 2006 Prentice Hall, Inc. 9 – 32
Computer SoftwareComputer Software
Graphical approach only works for Graphical approach only works for small problemssmall problems
Computer programs are available to Computer programs are available to solve bigger problemssolve bigger problems CRAFTCRAFT
ALDEPALDEP
CORELAPCORELAP
Factory FlowFactory Flow
© 2006 Prentice Hall, Inc. 9 – 33
Work CellsWork Cells
Reorganizes people and machines Reorganizes people and machines into groups to focus on single into groups to focus on single products or product groupsproducts or product groups
Group technology identifies Group technology identifies products that have similar products that have similar characteristics for particular cellscharacteristics for particular cells
Volume must justify cellsVolume must justify cells
Cells can be reconfigured as Cells can be reconfigured as designs or volume changesdesigns or volume changes
© 2006 Prentice Hall, Inc. 9 – 34
Improving Layouts Using Improving Layouts Using Work CellsWork Cells
Current layout - straight Current layout - straight lines make it hard to balance lines make it hard to balance tasks because work may not tasks because work may not be divided evenlybe divided evenly
Improved layout - in U Improved layout - in U shape, workers have better shape, workers have better access. Four cross-trained access. Four cross-trained workers were reduced.workers were reduced.
Figure 9.10 (b)Figure 9.10 (b)
U-shaped line may reduce employee movement and space requirements while enhancing communication, reducing the number of workers, and facilitating inspection
© 2006 Prentice Hall, Inc. 9 – 35
Requirements of Work CellsRequirements of Work Cells
1.1. Identification of families of productsIdentification of families of products
2.2. A high level of training and A high level of training and flexibility on the part of employeesflexibility on the part of employees
3.3. Either staff support or flexible, Either staff support or flexible, imaginative employees to establish imaginative employees to establish work cells initiallywork cells initially
4.4. Test (poka-yoke) at each station in Test (poka-yoke) at each station in the cellthe cell
© 2006 Prentice Hall, Inc. 9 – 36
Staffing and Balancing Staffing and Balancing Work CellsWork Cells
Determine the takt timeDetermine the takt time
Takt time =Takt time =total work time availabletotal work time available
units requiredunits required
Determine the number Determine the number of operators requiredof operators required
Workers required =Workers required =total operation time requiredtotal operation time required
takt timetakt time
© 2006 Prentice Hall, Inc. 9 – 37
Staffing Work Cells ExampleStaffing Work Cells Example
600 600 Mirrors per day requiredMirrors per day requiredMirror production scheduled for Mirror production scheduled for 88 hours per day hours per dayFrom a work balance chart From a work balance chart
total operation time total operation time = 140= 140 seconds seconds
Sta
nd
ard
tim
e re
qu
ired
Sta
nd
ard
tim
e re
qu
ired
OperationsOperations
AssembleAssemble PaintPaint TestTest LabelLabel Pack forPack forshipmentshipment
6060
5050
4040
3030
2020
1010
00
© 2006 Prentice Hall, Inc. 9 – 38
600600 Mirrors per day required Mirrors per day requiredMirror production scheduled for Mirror production scheduled for 88 hours per day hours per dayFrom a work balance chart From a work balance chart
total operation time = total operation time = 140 140 secondsseconds
Staffing Work Cells ExampleStaffing Work Cells Example
Takt timeTakt time = = (8(8 hrs hrs x 60x 60 mins mins) / 600) / 600 units units = .8= .8 mins mins = 48= 48 seconds seconds
Workers requiredWorkers required ==total operation time requiredtotal operation time required
takt timetakt time
= 140 / 48 = 2.91= 140 / 48 = 2.91
© 2006 Prentice Hall, Inc. 9 – 39
Work Balance ChartsWork Balance Charts
Used for evaluating operation Used for evaluating operation times in work cellstimes in work cells
Can help identify bottleneck Can help identify bottleneck operationsoperations
Flexible, cross-trained employees Flexible, cross-trained employees can help address labor bottleneckscan help address labor bottlenecks
Machine bottlenecks may require Machine bottlenecks may require other approachesother approaches
© 2006 Prentice Hall, Inc. 9 – 40
Focused Work Center and Focused Work Center and Focused FactoryFocused Factory
Focused Work CenterFocused Work Center Identify a large family of similar products Identify a large family of similar products
that have a large and stable demandthat have a large and stable demand
Moves production from a general-purpose, Moves production from a general-purpose, process-oriented facility to a large work cellprocess-oriented facility to a large work cell
Focused FactoryFocused Factory A focused work cell in a separate facilityA focused work cell in a separate facility
May be focused by product line, layout, May be focused by product line, layout, quality, new product introduction, flexibility, quality, new product introduction, flexibility, or other requirementsor other requirements
© 2006 Prentice Hall, Inc. 9 – 41
Focused Work Center and Focused Work Center and Focused FactoryFocused Factory
Table 9.2Table 9.2
Work CellWork Cell Focused Work CenterFocused Work Center Focused FactoryFocused Factory
A work cell is a A work cell is a temporary product-temporary product-oriented arrangement oriented arrangement of machines and of machines and personnel in what is personnel in what is ordinarily a process-ordinarily a process-oriented facility.oriented facility.
A focused work center is A focused work center is a permanent product-a permanent product-oriented arrangement oriented arrangement of machines and of machines and personnel in what is personnel in what is ordinarily a process-ordinarily a process-oriented facility.oriented facility.
A focused factory is a A focused factory is a permanent facility to permanent facility to produce a product or produce a product or component in a component in a product-oriented product-oriented facility. Many focused facility. Many focused factories currently factories currently being built were being built were originally part of a originally part of a process-oriented process-oriented facility.facility.
Example: A job shop Example: A job shop with machinery and with machinery and personnel; rearranged personnel; rearranged to produce 300 unique to produce 300 unique control panels.control panels.
Example: Pipe bracket Example: Pipe bracket manufacturing at a manufacturing at a shipyard.shipyard.
Example: A plant to Example: A plant to produce window produce window mechanism for mechanism for automobiles.automobiles.
© 2006 Prentice Hall, Inc. 9 – 42
Repetitive and Product-Repetitive and Product-Oriented LayoutOriented Layout
Volume is adequate for high equipment Volume is adequate for high equipment utilizationutilization
Product demand is stable enough to justify high Product demand is stable enough to justify high investment in specialized equipmentinvestment in specialized equipment
Product is standardized or approaching a phase Product is standardized or approaching a phase of life cycle that justifies investment of life cycle that justifies investment
Supplies of raw materials and components are Supplies of raw materials and components are adequate and of uniform qualityadequate and of uniform quality
Organized around products or families of Organized around products or families of similar high-volume, low-variety productssimilar high-volume, low-variety products
© 2006 Prentice Hall, Inc. 9 – 43
Product-Oriented LayoutsProduct-Oriented Layouts Fabrication lineFabrication line
Builds components on a series of machinesBuilds components on a series of machines Machine-pacedMachine-paced Require mechanical or engineering changes Require mechanical or engineering changes
to balanceto balance Assembly lineAssembly line
Puts fabricated parts together at a series of Puts fabricated parts together at a series of workstationsworkstations
Paced by work tasksPaced by work tasks Balanced by moving tasksBalanced by moving tasks
Both types of lines must be balanced so that the Both types of lines must be balanced so that the time to perform the work at each station is the sametime to perform the work at each station is the same
© 2006 Prentice Hall, Inc. 9 – 44
Product-Oriented LayoutsProduct-Oriented Layouts
1.1. Low variable cost per unitLow variable cost per unit
2.2. Low material handling costsLow material handling costs
3.3. Reduced work-in-process inventoriesReduced work-in-process inventories
4.4. Easier training and supervisionEasier training and supervision
5.5. Rapid throughputRapid throughput
AdvantagesAdvantages
1.1. High volume is requiredHigh volume is required
2.2. Work stoppage at any point ties up the Work stoppage at any point ties up the whole operationwhole operation
3.3. Lack of flexibility in product or production Lack of flexibility in product or production ratesrates
DisadvantagesDisadvantages
© 2006 Prentice Hall, Inc. 9 – 45
Assembly-Line BalancingAssembly-Line Balancing
Objective is to minimize the imbalance Objective is to minimize the imbalance between machines or personnel while between machines or personnel while meeting required outputmeeting required output
Starts with the precedence Starts with the precedence relationshipsrelationships
1.1. Determine cycle timeDetermine cycle time
2.2. Calculate theoretical minimum number Calculate theoretical minimum number of workstationsof workstations
3.3. Balance the line by assigning specific Balance the line by assigning specific tasks to workstationstasks to workstations
© 2006 Prentice Hall, Inc. 9 – 46
Copier ExampleCopier Example
This means that This means that tasks B and E tasks B and E cannot be done cannot be done until task A has until task A has been completedbeen completed
PerformancePerformance Task Must FollowTask Must FollowTimeTime Task ListedTask Listed
TaskTask (minutes)(minutes) BelowBelow
AA 1010 ——BB 1111 AACC 55 BBDD 44 BBEE 1212 AAFF 33 C, DC, DGG 77 FFHH 1111 EEII 33 G, HG, H
Total time Total time 6666
© 2006 Prentice Hall, Inc. 9 – 47
Copier ExampleCopier Example
PerformancePerformance Task Must FollowTask Must FollowTimeTime Task ListedTask Listed
TaskTask (minutes)(minutes) BelowBelow
AA 1010 ——BB 1111 AACC 55 BBDD 44 BBEE 1212 AAFF 33 C, DC, DGG 77 FFHH 1111 EEII 33 G, HG, H
Total time Total time 6666 I
GF
C
D
H
B
E
A
10
1112
5
4 3
711 3
Figure 9.13
© 2006 Prentice Hall, Inc. 9 – 48
I
GF
C
D
H
B
E
A
10
1112
5
4 3
711 3
Figure 9.13
PerformancePerformance Task Must FollowTask Must FollowTimeTime Task ListedTask Listed
TaskTask (minutes)(minutes) BelowBelow
AA 1010 ——BB 1111 AACC 55 BBDD 44 BBEE 1212 AAFF 33 C, DC, DGG 77 FFHH 1111 EEII 33 G, HG, H
Total time Total time 6666
Copier ExampleCopier Example480 available
mins per day40 units required
Cycle time =
Production time available per day
Units required per day
= 480 / 40= 12 minutes per unit
Minimum number of
workstations=
∑ Time for task i
Cycle time
n
i = 1
= 66 / 12= 5.5 or 6 stations
© 2006 Prentice Hall, Inc. 9 – 49
I
GF
C
D
H
B
E
A
10
1112
5
4 3
711 3
Figure 9.13
PerformancePerformance Task Must FollowTask Must FollowTimeTime Task ListedTask Listed
TaskTask (minutes)(minutes) BelowBelow
AA 1010 ——BB 1111 AACC 55 BBDD 44 BBEE 1212 AAFF 33 C, DC, DGG 77 FFHH 1111 EEII 33 G, HG, H
Total time Total time 6666
Copier ExampleCopier Example480 available
mins per day40 units required
Cycle time = 12 mins
Minimum workstations = 5.5 or 6
Line-Balancing Heuristics
1. Longest task time Choose the available task with the longest task time
2. Most following tasks Choose the available task with the largest number of following tasks
3. Ranked positional weight
Choose the available task for which the sum of following task times is the longest
4. Shortest task time Choose the available task with the shortest task time
5. Least number of following tasks
Choose the available task with the least number of following tasks
Table 9.4
© 2006 Prentice Hall, Inc. 9 – 50
480 available mins per day
40 units required
Cycle time = 12 mins
Minimum workstations = 5.5 or 6
PerformancePerformance Task Must FollowTask Must FollowTimeTime Task ListedTask Listed
TaskTask (minutes)(minutes) BelowBelow
AA 1010 ——BB 1111 AACC 55 BBDD 44 BBEE 1212 AAFF 33 C, DC, DGG 77 FFHH 1111 EEII 33 G, HG, H
Total time Total time 6666
Copier ExampleCopier Example
I
GF
H
C
D
B
E
A
10 11
12
5
4
3 7
11
3
Station 1
Station 2
Station 3
Station 5
Station 4
Station 6
Figure 9.14
© 2006 Prentice Hall, Inc. 9 – 51
PerformancePerformance Task Must FollowTask Must FollowTimeTime Task ListedTask Listed
TaskTask (minutes)(minutes) BelowBelow
AA 1010 ——BB 1111 AACC 55 BBDD 44 BBEE 1212 AAFF 33 C, DC, DGG 77 FFHH 1111 EEII 33 G, HG, H
Total time Total time 6666
Copier ExampleCopier Example480 available
mins per day40 units required
Cycle time = 12 mins
Minimum workstations = 5.5 or 6
Efficiency =∑ Task times
(actual number of workstations) x (largest cycle time)
= 66 minutes / (6 stations) x (12 minutes)
= 91.7%