15.2 Single - Factor (One - Way) Analysis of Variance : Independent SamplesTo Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
Facilities Layout
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Facility Layout
Facility Layout
the configuration of departments, work centers and equipment, with particular emphasis on the movement of work (customers or materials) through the system.
Facility Layout decisions arise when:
Designing new facilities
Redesigning existing facilities
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Requires substantial investments of money and effort
Involves long-term commitments
Has significant impact on cost and efficiency of short-term operations
Importance of Layout Decisions
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The Need for Layout Planning
Inefficient operations
High cost
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The Need for Layout Planning
Changes in output volume or product mix
Changes in methods or equipment
Changes in environmental or other legal requirements
Morale problems
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Layout Strategy aims to..
Develop an economical layout which will meet the requirements of:
product design and volume (product strategy)
process equipment and capacity (process strategy)
quality of work life (human resource strategy)
building and site constraints (location strategy)
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Layout Design Objectives
Basic Objective
Facilitate a smooth flow of work, material, and information through the system
Supporting objectives
Avoid bottlenecks
Design for safety and security
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Layout Design Objectives
Facilitate communication and interaction between workers, between workers and their supervisors, or between workers and customers
Facilitate the entry, exit, and placement of material, products, or people
Encourage proper maintenance activities
Provide flexibility to adapt to changing conditions
Maximize customer satisfaction
Improve employee morale
Improve customer/client interaction
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Basic Types of Layouts
Process Layout (Functional Layout)
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Process (Functional) Layout
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Used with process-focused (non repetitive) processes
Layout that can handle varied processing requirements
Machines are grouped according to the process they perform. E.g. All x-ray machines in the same area
Used for intermittent processing (job shop or batch shop)
Low raw material and finished goods inventory, high WIP inventory
Process (Functional) Layout
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Process Layouts
Job Shop or Batch
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Process Layout in Services
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Emergency Room Layout
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Manufacturing Process Layout
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Manufacturing Process Layout
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Manufacturing Process Layout
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Process Layout
Design places departments with large flows of material or people close to each other
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Process Layout: Advantages
Not particularly vulnerable to equipment failures
General-purpose equipment is often less costly than the specialized equipment used in product layouts
It is possible to use individual incentive plans
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Process Layout: Disadvantages
Challenging routing and scheduling
Complexities often reduce span of supervision
Special attention for each product or customer
Accounting and purchasing are more involved
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Product Layout
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Linear arrangement of workstations to produce a specific product
Layout that uses standardized processing operations to achieve smooth, rapid, high volume flow
Requires standardized product, high production volume, stable production quantities
High equipment utilization, high investment in justified equipment, large raw material and finished goods inventories
Product Layout
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Raw materials
or customer
Finished item
Product Layout
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Product Layout:A U-Shaped Production Line
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In
Out
Workers
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Mixed Model Assembly Lines
Produce multiple models in any order on one assembly line
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Product Layout: Advantages
Established routing and scheduling
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Product Layout: Disadvantages
Creates dull, repetitive jobs
Poorly skilled workers may not maintain equipment or quality of output
Fairly inflexible to changes in volume or product or process design
Highly susceptible to shutdowns
Individual incentive plans are impractical
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Product Layout
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Comparison Of Product And Process Layouts (1 of 2)
1. Description Sequential arrangement Functional grouping
of machines of machines
production, mainly batch production,
4. Demand Stable Fluctuating
5. Volume High Low
PRODUCT LAYOUT PROCESS LAYOUT
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Comparison Of Product And Process Layouts (2 of 2)
8. Inventory Low in-process, High in-process,
high finished goods low finished goods
9. Storage space Small Large
10. Material Fixed path Variable path
handling (conveyor) (forklift)
13. Layout decision Line balancing Machine location
14. Goal Equalize work at Minimize material
each station handling cost
15. Advantage Efficiency Flexibility
PRODUCT LAYOUT PROCESS LAYOUT
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Fixed Position Layouts
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Fixed Position Layouts
Layout in which the product or project remains stationary (cannot be moved), and workers, materials, and equipment are moved as needed
Generally highly skilled labor is needed
Often low fixed costs
Typically high variable costs
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Combination Layouts
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Combination Layouts
Some operational environments use a combination of the three basic layout types:
Hospitals
Supermarket
Shipyards
Some organizations are moving away from process layouts in an effort to capture the benefits of product layouts
Cellular manufacturing
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Cellular Layout
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Cellular Layout
Layout in which machines are gruped into a cell that can process items that have similar processing requirements.
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Cellular Layout - Work Cells
Special case of product-oriented layout - in what is ordinarily a process-oriented facility
Consists of different machines brought together to make a product family
Example: An assembly line set up to produce 3000 identical parts in a job shop
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Group Technology Schemes Enable Grouping of Parts
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Parts Families
A family of related grocery items
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Original Process Layout
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Revised Cellular Layout
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Automated Manufacturing Cell
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A Comparison of Functional and Cellular Layouts
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Flexible Manufacturing System (FMS)
A group of machines designed to handle intermittent processing requirements and produce a variety of similar products (automated machining and material handling systems)
Includes supervisory computer control, automatic material handling, and robots or other automated processing equipment
It is a more automated version of cellular manufacturing
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Flexible Manufacturing Systems
Automated machining operations
Automated material handling
Automated tool changers
Computer controlled system
Designed around size of parts processed & average processing time for parts
Can process wide variety of items quickly
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Flexible Manufacturing System
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FMS Layouts
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FMS Layouts
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Service Layout
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Service Layouts
Service layouts can be categorized as: product, process, or fixed position
Service layout requirements are somewhat different due to such factors as:
Degree of customer contact
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Service Layouts
Minimize flow of customers or paperwork
Retailing tries to maximize customer exposure to products
Computer programs consider shelf space, demand, profitability
Layouts must be aesthetically pleasing
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Retail Service Layout
Goal– maximize product exposure to customers
Servicescapes
37
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Office Layout
Arranged by process or product
Example: Payroll dept. is by process
Relationship chart used
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Warehouse Layout
Similar to process layout
Items moved between dock
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A Good Service Layout (Servicescape) Considers
Ambient conditions - background characteristics such as lighting, sound, smell, and temperature.
Spatial layout and functionality - which involve customer circulation path planning
Signs, Symbols, and Artifacts - characteristics of building design that carry social significance
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Layout Methodology
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Process Layout Methodology
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Designing Process Layouts
The main issue in designing process layouts concerns the relative placement of the departments
Measuring effectiveness
A major objective in designing process layouts is to minimize transportation cost, distance, or time
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Process Layout: Interdepartmental Flow
The flow (number of moves) to and from all departments
The cost of moving from one department to another
The existing or planned physical layout of the plant
Determine
The “best” locations for each department, where best means maximizing flow, minimizing costs (materials handling costs)
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Information Requirements
A list of departments to be arranged and their dimensions
A projection of future workflows between the pairs of work centers
The distance between locations and the cost per unit of distance to move loads between them
The amount of money to be invested in the layout
A list of any special considerations
The location of key utilities, access and exit points, etc.
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Steps in Developing a
Develop an initial schematic diagram
Determine the cost of this layout
By trial-and-error (or more sophisticated means), try to improve the initial layout
Prepare a detailed plan that evaluates factors in addition to transportation cost
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Designing Process Layouts
Block Diagramming
Use when quantitative data is not available
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Block Diagramming (1 of 7)
Create load summary chart
Develop trial layouts minimizing number of nonadjacent loads
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Block Diagramming (2 of 7)
Load Summary Chart
Composite Movements Composite Movements
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Block Diagramming (3 of 7)
Load Summary Chart
Composite Movements Composite Movements
1
2
3
4
5
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Block Diagramming (4 of 7)
Load Summary Chart
Composite Movements Composite Movements
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3
4
5
100
200
150
50
50
60
40
110
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Block Diagramming (5 of 7)
Load Summary Chart
Composite Movements Composite Movements
1
2
3
4
5
100
200
150
50
50
60
40
110
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Block Diagramming (6 of 7)
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2
5
1
4
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Block Diagramming (7 of 7)
1
2
3
4
5
3
2
5
1
4
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Relationship Diagramming
Used when quantitative data is not available
Muther’s grid displays preferences
Denote location preferences with weighted lines
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Relationship Diagramming (Systematic Layout Planning) (2 of 2)
Numerical flow of items between departments
Can be impractical to obtain
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
Is also guided by trial and error
Switching departments then checking the results of the “closeness” score
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Relationship Diagramming Example
A Absolutely necessary
E Especially important
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Relationship Diagrams
Offices
Stockroom
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Relationship Diagrams
Offices
Stockroom
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Product Layout Methodology
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Designing Product Layouts
Jobs are divided into work elements
Precedence diagram of tasks is developed
Work elements are assigned to workstations by trying to balance the amount work of each workstation
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Product Layout: Line Balancing
Line Balancing is the process of assigning tasks to workstations in such a way that the workstations have approximately equal time requirements. X
Why is line balancing important?
To allow us to use labor and equipment more efficiently.
To avoid fairness issues that arise when one workstation must work harder than another.
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Product Layout
Work Station
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Line Balancing Concepts (1 of 2)
Precedence diagram
Network showing order of tasks and restrictions on their performance
Cycle time
Maximum time allowed at each workstation to complete its set of tasks on a unit
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Line Balancing Concepts (2 of 2)
Question: Suppose you load work into the three work stations below such that each will take the corresponding number of minutes as shown. What is the cycle time of this line?
Answer: The cycle time of the line is always determined by the work station taking the longest time. In this problem, the cycle time of the line is 7 minutes. There is also going to be idle time at the other two work stations.
Station 1
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Line Balancing
(120 units)
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Flow Time vs Cycle Time
Cycle time = max time allowed at each workstation to complete its set of tasks on a unit. (establishes the output rate of a line)
Flow time = time to complete all stations
Flow time = 4 + 4 + 4 = 12 minutes
Cycle time = max (4, 4, 4) = 4 minutes
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2
3
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Line Balancing Objectives
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How Many Workstations are Needed?
The required number of workstations is a function of
Desired output rate
Theoretical minimum number of stations
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Efficiency of the Line
j = number of work elements
n = actual number of workstations
Ca = actual cycle time
Cd = desired cycle time
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Balance Delay
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Line Balancing Process
Estimate task times
3. Calculate the desired cycle time required for the line.
4. Calculate the theoretical minimum number of workstations.
5. Group tasks into workstations, recognizing cycle time and precedence constraints.
6. Calculate the efficiency of the line.
7. Stop if theoretical minimum number of workstations on an acceptable efficiency level reached. If not, go back to step 4.
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Precedence Diagram
Precedence diagram
A diagram that shows elemental tasks and their precedence requirements
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Assigning Tasks to Workstations
Some Heuristic (Intuitive) Rules:
Count the number of tasks that follow
Assign tasks in order of greatest positional weight.
Positional weight is the sum of each task’s time and the times of all following tasks.
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Line Balancing (Example 1)
A Press out sheet of fruit — 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3
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Line Balancing (Example 1)
A Press out sheet of fruit — 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3
D
B
C
A
0.1
0.2
0.4
0.3
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Line Balancing (Example 1)
A Press out sheet of fruit — 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3
D
B
C
A
0.1
0.2
0.4
0.3
6,000 units
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Line Balancing (Example 1)
A Press out sheet of fruit — 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3
D
B
C
A
0.1
0.2
0.4
0.3
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Line Balancing (Example 1)
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Line Balancing (Example 1)
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Line Balancing (Example 1)
B 0.1 C, D
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Line Balancing (Example 1)
B 0.1 C, D
2 C 0.0 D
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Line Balancing (Example 1)
B 0.1 C, D
2 C 0.0 D
3 D 0.1 none
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Line Balancing (Example 1)
B 0.1 C, D
2 C 0.0 D
3 D 0.1 none
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Line Balancing (Example 1)
B 0.1 C, D
2 C 0.0 D
3 D 0.1 none
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Line Balancing (Example 2)
You’ve just been assigned the job a setting up an electric fan assembly line with the following tasks:
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Line Balancing (Example 2)
Structuring the Precedence Diagram
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Line Balancing (Example 2)
Question: Which process step defines the maximum rate of production?
Answer: Task C is the cycle time of the line and therefore, the maximum rate of production.
A
C
B
D
E
F
G
H
2
3.25
1
1.2
.5
1
1.4
1
17
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Line Balancing (Example 2)
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Line Balancing (Example 2)
Determine Cycle Time
Question: Suppose we want to assemble 100 fans per day. What would our cycle time have to be?
Answer:
19
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Line Balancing (Example 2)
Determine Theoretical Minimum Number of Workstations
Question: What is the theoretical minimum number of workstations for this problem?
Answer:
19
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Line Balancing (Example 2)
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A
C
B
D
E
F
G
H
2
3.25
1
1.2
.5
1
1.4
1
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A
C
B
D
E
F
G
H
2
3.25
1
1.2
.5
1
1.4
1
Task
Followers
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A
C
B
D
E
F
G
H
2
3.25
1
1.2
.5
1
1.4
1
Task
Followers
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A
C
B
D
E
F
G
H
2
3.25
1
1.2
.5
1
1.4
1
Task
Followers
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A
C
B
D
E
F
G
H
2
3.25
1
1.2
.5
1
1.4
1
Task
Followers
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C (4.2-3.25)=.95
Idle = .95
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A
C
B
D
E
F
G
H
2
3.25
1
1.2
.5
1
1.4
1
Task
Followers
To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
A
C
B
D
E
F
G
H
2
3.25
1
1.2
.5
1
1.4
1
Task
Followers
To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
Which station is the bottleneck? What is the effective cycle time?
A
C
B
D
E
F
G
H
2
3.25
1
1.2
.5
1
1.4
1
Task
Followers
To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
Efficiency of the Assembly Line
33
To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
= (.2+.95+.1)/3(4.2)
2000 by Prentice-Hall, Inc
To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
Parallel Workstations
1 min.
2 min.
1 min.
1 min.
To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
Computerized Line Balancing
Ranked positional weight
Longest operation time
Shortest operation time
2000 by Prentice-Hall, Inc
To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
Balancing U-Shaped Lines
To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
Balancing U-Shaped Lines
2000 by Prentice-Hall, Inc
To Accompany Russell and Taylor, Operations Management, 4th Edition, 2003 Prentice-Hall, Inc. All rights reserved.
Balancing U-Shaped Lines
12 min 12 min
2000 by Prentice-Hall, Inc
A, C
E
G
1
A, C
E
G
1