MTSU Facility Layout Arrangement of Manufacturing and Services Processes Arrangement of...
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Transcript of MTSU Facility Layout Arrangement of Manufacturing and Services Processes Arrangement of...
MTSU
Facility LayoutArrangement of
Manufacturing and Services Processes
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Locate All Areas Within a Building Equipment Work stations Material storage Rest/break areas Utilities Eating areas Aisles Offices
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Characteristics of the Facility Layout Decision (1 of 2)
Location of these various areas impacts the flow through the system
The layout can affect productivity and costs generated by the system
Layout alternatives are limited by the amount and type of space required for the
various areas, the amount and type of space available and the operations strategy
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Characteristics (2 of 2)
Infrequent Expensive to implement Studied and evaluated extensively Involves a long-term commitment
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Manufacturing Facility Layout
Basic layout forms Process Product Cellular Fixed position
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Process Layouts(Job Shop)
Equipment that performs similar processes is grouped together
Used when the operations system must handle a wide variety of products in relatively small volumes, i.e., flexibility
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Characteristics ofProcess Layouts (1 of 2)
General-purpose equipment used Changeover is rapid Material flow is intermittent Material handling equipment is flexible Operators must be highly skilled
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Characteristics (2 of 2)
Technical supervision required Planning, scheduling and controlling
functions are challenging Production time is relatively long In-process inventory is relatively high
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Product Layouts(Assembly Line)
Operations are arranged in the sequence required to make the product
Used when the operations system must handle a narrow variety of products in relatively high volumes
Operations and personnel are dedicated to producing one or a small number of products
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Characteristics ofProduct Layouts (1 of 2)
Special-purpose equipment used Changeover is expensive and lengthy Material flow approaches continuous Material handling equipment is fixed Operators need not be skilled
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Characteristics (2 of 2)
Little direct supervision required Planning, scheduling and controlling
functions are relatively straight-forward Production time for a unit is relatively short In-process inventory is relatively low
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Cellular Layout
Operations required to produce a particular family (group) of parts are arranged in the sequence required to make that family
Used when the operations system must handle a moderate variety of products in moderate volumes
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Characteristics Relative to Process Layouts
Equipment can be less general-purpose Material handling costs are reduced Training periods for operators are shortened In-process inventory is lower Parts can be made faster and shipped more
quickly
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Characteristics Relative to a Product Layout
Equipment can be less special-purpose Changeovers are simplified Production easier to automate
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Fixed-Position Layouts
Product remains in a fixed position, and the personnel, material and equipment come to it
Used when the product is very bulky, large, heavy or fragile
Examples
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Hybrid Layouts
Combination of layout types
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Service Facility Layouts
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Characteristics of Services (1 of 2)
There may be a diversity of services provided
There are three dimensions to the type of service Standard or custom design Amount of customer contact Mix of physical goods and intangible services
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Characteristics (2 of 2)
There are three types of service operations Quasi manufacturing Customer-as-participant Customer-as-product
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Characteristics ofService Facility Layouts
The encounter between the customer and the service must be provided for
The degree to which customer-related features must be provided varies with the amount of involvement and customer contact
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Analyzing Service Facility Layouts
For quasi manufacturing services, approaches used to design and analyze process and product layouts may be used
Provide for customer waiting lines
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Retail Service Layout
Objective: Maximize net profit per square foot of store space
Servicescape refers to the physical surroundings in which the service takes place, and how these surroundings affect customers and employees ambient conditions spatial layout and functionality Signs, symbols and artifacts
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Job Design, Work Measurement, and Learning Curves
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Job Design
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Job Design
Definition - Specifying the work activities of an individual or group in an organizational setting What is to be done (job content) How it is to be done (job method)
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Issues Affecting Job Design Quality control as part of the worker’s job Cross-training workers to perform multiskilled jobs Employee involvement and team approaches “Informating” ordinary workers through
telecommunication networks and computers Extensive use of temporary workers Automation of heavy manual work Organizational commitment to providing
meaningful and rewarding jobs
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Considerations in Job Design
Behavioral Specialization of labor Job enrichment Sociotechnical systems
Physical Work physiology Anthropometric data Ergonomics
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Work Methods (1 of 2)
Overall Productive System Identify delays, transportation distances, processes,
and processing time requirements to simplify the entire operation
Flow diagram and process chart
Worker at a Fixed Workplace Simplify the work method and make the required
operator motions as few and as easy as possible
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Work Methods (2 of 2)
Worker Interacting with Equipment Efficient use of the person’s and equipment
time Worker-machine charts
Workers Interacting with Other Workers activity or gang chart
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Work Measurement and Standards
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Work Measurement Purpose is to establish the standard for a
particular job These standards are used to
schedule work and allocate capacity provide an objective basis for motivating the
work force and measuring their performance bid for new contracts and to evaluate
performance on existing ones provide benchmarks for improvement compute the cost of a product
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Work Measurement Techniques
Time Study Elemental Standard-Time Data Predetermined Motion-Time Data Systems Work Sampling
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Time Study (1 of 3)
Information is generally gathered by observing an operator directly or on video tape using a stopwatch
The job or task being studied is broken down into elements
The operator is timed on his/her performance of each of the elements over a number of cycles or repetition
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Time Study (2 of 3)
While the analyst is collecting the time data, he/she is also evaluating the “quality” of the operators performance relative to that jobs “normal” time
This performance rating is somewhat subjective and is based on the complexity and difficulty of the task, and the operator’s skill, dexterity and speed
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Time Study (3 of 3)
Normal time = Average observed time X Performance rating
Standard time = Normal time + (Allowances X Normal time) or
= Normal time/(1-Allowance) The number of observations required depends
on the precision and confidence level desired by the analyst and the variability of the observed times
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Elemental Standard-Time Data (1 of 2)
Information was obtained from previous time studies and codified in tables in a data base
Break down the job into its elements Look up each element in the data base and
the time associated with it. Times obtained from these tables are considered as normal time
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Elemental (2 of 2)
Adjust the element time for special characteristics of the job
Add element times together and apply allowances
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Predetermined Motion-TimeData Systems (PMTS) (1 of 2)
Use tables with times form basic motions. these data are generic to a wide range of manual work
Three PMTS systems are available methods time measurement (MTM) most work measurement systems (MOST) work factor
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Predetermined (2 of 2)
Advantages They enable development of standards before a job
exists They have been tested extensively in the laboratory
and field They include performance rating in the times given
in the tables They can be used to audit time studies for accuracy They are accepted as part of many union contracts
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Work Sampling (1 of 3)
Involves observing a portion of or sample of the work activity and drawing some conclusions about the activity
Identify the specific activity or activities to be studied
Estimate the proportion of time the activity of interest is of the total time
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Work Sampling (2 of 3)
Determine the level of confidence and the accuracy desired, and compute the sample size
Determine the specific times when each observation is to be made. It is important that these observation times be selected randomly
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Work Sampling (3 of 3)
At the end of the study, divide the number of times the activity of interest was observed divided by the total number of observations to find the percentage of time the subject is engaged in the activity of interest
Three primary applications Ratio delay Performance measurement Time standards
nonrepetitive tasks repetitive tasks
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Advantages of Work Sampling Several work sampling studies may be conducted
simultaneously by the same observer The observer need not be a trained analyst No timing devices are required Work of a long cycle time may be studies with fewer
observer hours The duration of the study is longer, which minimizes
effects of short-period variations The study may be temporarily delayed with little effect Operator has less chance to influence the findings by
changing his/her work pattern
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Financial Incentive Systems
Basic compensation systems Time spent on the job
Hourly pay Straight salary
Direct daily output Piece rate
Sales Commission
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Individual and Small-Group Plans Based on output and quality measures Aggregate individual pay - pay for worker in
a group is based on the average performance of all workers in the group
Skill development (pay for knowledge)
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Organizationwide Plans
Profit sharing - distribute a percentage of profits across the work force
Gain sharing Based on controllable costs or units of output Always combined with a participative approach to management
Scanlon - workers are paid on the basis of the incentive rates worked out in management-worker committees
Lincoln Electric - combination of a piece-work plan, a yearly bonus, and a stock-purchase plan
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Learning Curves Shows the relationship between unit
production time and the number of consecutive units produced
Based on three assumptions The amount of time required to complete a given
task will be less each time the task is undertaken The unit time will decrease at a decreasing rate The reduction in time will follow a predictable
pattern
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