BA 1107 A 4

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Study Item # 4

Chapter # Chapter- Layout, ProductionControlling & Maintenance

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Discussion Topics

• Layout of Physical Facilities.• Materials Handeling.• Layout Types.• Planning Product layout• Production Controlling•

Maintenance management

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Layout of Physical Facilities

• Layout of Physical Facilities means planning forthe location of all machines, utilities, employeeworkstations, customer service areas, materialstorage areas, rest rooms, launch rooms,drinking fountains, internal walls, offices andcomputer rooms, and for the flow patterns of

materials and people around, into and withinbuilding.

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Objectives for manufacturingoperation layouts

• Provide enough production capacity• Reduce materials-handling costs• Conform to site and building constraints•

Allow space for production machines• Allow high labor, machine and space utilization andproductivity.

• Provide for volume and product flexibility• Provide space for rest rooms, cafeterias, and other

personal-care needs• Provide for employee safety and health• Allow ease of supervision• Allow ease of maintenance• Achieve objectives with least capital investments

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Materials Handeling

• A materials-handelling system is the entirenetwork of transportation that receives

materials, stores materials in inventories,moves them about between processingpoints within and between buildings and

finally deposits the finished products intoveichles that will deliver them tocustomers.

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Materials handling principles

• Materials should move through the facility in directflow pattern, minimizing zigzagging or backtracking.

• Related production process should be arranged toprovide for material flows.

• Mechanical materials-handling devices should bedesigned and located and materials storage locationshould be selected so that human effort expendedthrough bending, reaching, lifting and walking isminimized.

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Materials handling principles

• Heavy or bulky materials should be moved theshortest distance through locating processes thatuse them near receiving and shipping areas.

• The number of times each material is moved shouldbe minimized.

• System flexibility should allow for unexpectedsituation such as materials-handling equipmentbreakdowns, changes in production systemtechnology, and future expansion of productioncapabilities.

• Mobile equipment should carry full loads at all times;empty and partial loads should be avoided.

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Layout Types

• Process layout • Product layout • Cellular manufacturing layout • Fixed-position layout •

Hybrid layout

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Process layout• Process layouts, functional layouts

or job shops as they are some timescalled are designed toaccommodate variety in productdesigns and processing steps. If amanufacturing facility produces avariety of custom products inrelatively small batches, the facility

will use a process layout.

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Product Layout

• Product layout often called production lines orassembly lines; are designed to accommodate onlya few product designs. Such layouts are designed toallow a direct material flow through the facility forproducts. Auto manufacturing plants are goodexamples of facilities that used product layout.

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Cellular manufacturing layout

• Into cellular manufacturing (CM) machines aregrouped into cells , and the cells functionssomewhat like a product layout island within

a larger job shop or process layout. Each cellin a CM layout is formed to produce a singleparts family-a few parts all with commoncharacteristics, which usually means thatthey require the same machines and havesimilar machine settings.

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Fixed-position layout

• Some manufacturing and constructionfirms use a layout for arranging work thatlocates the product in a fixed position andtransport workers, materials, machinesand subcontractors to and form theproduct. Missile assemble, large aircraftassembly, ship construction, and bridgeconstruction are examples of fixed-positionlayout.

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Hybrid layout

• Most manufacturing facilities use acombination of layout types. Hybridlayout is such type of layout wherethe departments may be arrangedaccording to the types of processesbut products flow through on aproduct layout.

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Planning Product layout

• The analysis of production lines is the central focusof the product layouts. The product design and the

market demand for products ultimately determinethe technological process steps and the requiredproduction capacity of production lines. The numberof workers, attended and unattended machines, andtools required to provide the market demand mustthen be determined. This information is provided byline balancing.

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Line balancing

• Line balancing is an analysis process that triesto equally divide the work to be done amongworkstations so that the number of workers orworkstations required on a production line isminimized

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Line balancing procedure

• Determine which tasks must be performed tocomplete one unit of particular product.

•

Determine the order of sequence in which the tasksmust be performed.• Draw a precedence diagram. This is a flowchart

wherein circles represent tasks and connectingarrows represents precedence.

•

Estimate task times .• Calculate the cycle time .• Calculate the minimum number of workstations.• Use one of the heuristics to assign tasks to

workstations so that the production line is balanced.

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Line balancing terminologies

• Tasks: Element of work• Task procedure: The sequence of order in which

tasks must be performed.•

Task time: The amount of time required for a well-trained worker or unattended machine to perform atask.

• Cycle time: The time in minutes between productscoming off the end of a production line.

•

Cycle time =Productive time/hour ⁄ Demand/hour• Productive time per hour: The number of minutes in

each hour that a workstation is working on theaverage.

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• Workstations: Physical location where a particularset of tasks is performed.

•

Work center: A physical location where two or moreidentical workstations are located.• Number of workstations working: The amount of

work to be done at a work center expressed innumber of workstations.

•

Minimum number of workstations: The least number of workstations that can provide the requiredproduction.

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• Minimum number of workstations = Sum of taskstime × Demand per hour ⁄ Productive time per hour

•

Actual number of workstations: The total number ofworkstations required for the entire production line.• Utilization: The percentage of time that a production

line is working.• Utilization = Minimum number of

workstations ⁄ Actual number of workstations× 100

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Production Controlling

• Designing and controlling the production process:Production processes must be capable of

producing products with characteristics thatcustomers want. Once production processes are inplace, they must be operated so that productsconform to customer requirements .

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Controllable and uncontrollable factors in theproduction process

• Controllable factors •

Uncontrollable factors

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The process capability index

• Process capability is a production process’s ability toproduce products within the desired expectations ofcustomers.

PCI = UL- L/6σ

Where,• UL = The upper limit of a product characteristic that can be

allowed within customer expectations.• LL = The lower limit of a product characteristic that can be

allowed within customer expectations.• σ = The standard deviation of a product characteristic from a

production process,

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The process capability index

• PCI ≥ 1.00; The production process has thecapability of producing products that meetcustomer expectations.

• PCI ≤ 1.00; The production process does not havethe capability of producing products that meetcustomer expectations.

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Effective ways of improving operation process

• Developing supplier partnership • Customer service, distribution and installation • Building teams of empowered employees - Work teams empowerment - Quality at the source - Quality circles •

Benchmarking and continuous improvement

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Maintenance management

• Maintenance management refers all thoseactivities which ensure the proper handling andusing of production equipment and facility.Those activities include keeping productionequipment and facility adjusted, repaired and ingood working condition.

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Maintenance manager

• A maintenance manager is a plant engineerwho reports to either a plant manager ormanufacturing manager. Maintenancedepartment is typically splits into two groups:building and ground, and equipmentmaintenance.

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Repairs

• When buildings and equipments break down,malfunction, or are otherwise damaged so thatnormal operations are hindered, they are repaired,

mended, overhauled and put back into operatingcondition. Repair activities are reactive; that is, theyare performed after a malfunction has occurred.

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Objectives of repair program

• To get equipment back in operation as quickly as possible inorder to minimize interruptions to production.

• To control the cost of repair crews, including straight timeand over time labor costs.

• To control the investment in replacement spare parts thoseare used when machines are repaired.

• To control the investment in replacement spare machines,which are also called stand by machines.

•

To perform the appropriate amount of repairs at eachmalfunctions.

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Repair programs

• Repair crews, standby machines, and repair shops • Breakdown triggers repairs and corrective actions • Early parts replacement policies • Letting workers repair their own machine

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Preventive management (PM) program

• In the case of machine breakdowns, operationsmanagers have no choice-repairs must be made.

On the other hand, the decision to have regularlyscheduled inspections, machine adjustments,lubricants and parts replacement as apart of apreventive maintenance program is discretionary.

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PM and operation strategies

• PM can be an important factor in achievingoperation strategies. For example, a PM program

can be essential to the success of a product-focused positioning strategy. In product-focusedpositioning strategies, standardized productdesigns are produced along production lineswhere there are little if any in-process inventoriesbetween adjacent operations.

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Automation and the prominence of PM

• In automated factories, PM program are essential.Consider the concept of workless factories, system

of automated machines operate continuouslywithout the need for production workers. In suchan environment a large number of maintenanceworkers would be needed to keep the machinesadjusted, lubricated and in good operatingcondition.

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Scheduling PM activities

• At some Ford, Toyota, General Motors, and otherplants, production is scheduled on two eight-hour

shifts per day along with one four-hour minishiftfor PM activities. At other factories that produce onthree shifts per day, the capacity of each machinesused for production-planning purposes is reducedto allow time for each machine to undergo itsregular PM inspection, adjustment, lubrication andparts replacement.

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PM database requirements

• For an effective PM program, detailed records mustbe maintained on each machine. An ongoing

history of the dates and frequency of breakdowns,descriptions of malfunctions, and costs of repairsis fundamental to determining how often toschedule PM for each machine.

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Modern approaches to PM

• JIT (Just in Time) •

TQM (Total Quality Management) • BPR (Business Process

Reengineering)

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Thank You

Coming up: Study item # 5Decision making.

BA 1107 A 4

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