Op Manage 14
-
Upload
saikiran38 -
Category
Documents
-
view
218 -
download
0
Transcript of Op Manage 14
-
7/31/2019 Op Manage 14
1/34
Operations Management-14
Process layout
IBS Campus Case
-
7/31/2019 Op Manage 14
2/34
Layout Planning Decisions about the physical arrangement of economic
activity centres within a facility. An economic activity centre can be anything that takes up
space a person or group of persons, an admissionswindow, a workstation, a cafeteria, a stairway or an elevatorshaft, a storage room, a department, a classroom, the desks
and chairs or whiteboards in a classroom and so on. Layout determines the way in which materials and other
inputs (like people and information) flow through theoperation.
Relatively small changes in the position of a machine in a
factory can affect the flow of materials considerably. Gettingit wrong can lead to inefficiency, inflexibility, large volumesof inventory and work in progress, high costs and unhappycustomers.
Changing a layout can be expensive and difficult, so it is best
to get it right first time.
-
7/31/2019 Op Manage 14
3/34
Layout Planning: Questions
What centres should the layout include?
The tasks that will be undertaken by each work centre.
How much space and capacity does each centrerequire?
How should each centres space be configured?
Where should each centre be located? Relative location placement of a centre relative to other
centres
Absolute location the particular space that the centreoccupies within the campus.
The degree and direction of flow between each workcentre (for example number of journeys, number ofloads, cost of flow per distance travelled).
-
7/31/2019 Op Manage 14
4/34
General objectives
Inherent safety. Dangerous processes should not beaccessible without authorisation. Fire exits should beclearly marked with uninhibited access. Pathways shouldbe clearly defined and not cluttered.
Length of flow. The flow of materials and informationshould be channelled by the layout to fit best the objectivesof the operation. This generally means minimising thedistance travelled by materials.
Clarity of flow. All flow of materials should be clearly
signposted, for example using clearly marked routes. Staff comfort. The layout should provide for a well
ventilated, well lit and, where possible, pleasant workingenvironment.
-
7/31/2019 Op Manage 14
5/34
General objectives
Management coordination. Supervision andcommunication should be assisted by the location ofstaff and communication equipment.
Accessibility. All machines, plant and equipment should
be easily accessible for cleaning and maintenance. Use of space. All layouts should make best use of the
total space available (including height as well as floorspace). This usually means minimising the space for aparticular process.
Long-term flexibility. Layouts need to be changedperiodically. Future needs (such as expansion) shouldbe taken into account when designing the layout.
-
7/31/2019 Op Manage 14
6/34
Systematic layout planning (SLP)1. Develop a relationship chart (Muther grid) showing the degree of
importance of having each department located adjacent to everyother department.
2. From this chart, an activity relationship diagram depicting materialhandling between departments, is developed.
3. Draw up a schematic layout showing the work centres and the
flow between them, putting the work centres with the greatestflow closest to each other.
4. Adjust the schematic layout to take into account the constraints ofthe area into which the layout must fit.
5. Draw the layout showing the actual work centre areas anddistances that materials must travel. Calculate the effectivenessmeasure of the layout either as total distance travelled or as thecost of movement.
6. This pattern, in turn, is modified department by department tomeet building space limitations.
-
7/31/2019 Op Manage 14
7/34
80
80
40
73
320
320
160
A
E
D
C
B
Preliminary schematic layout
40
80
80
73
320
320
160
A
ED
C
B
Adjusted schematic layout
This is to be adjusted to fit the building geometry.
-
7/31/2019 Op Manage 14
8/34
Relationship chart/aeiou
matrix/(Richard) Muther grid
Faculty Chambers (1), Printer/Xerox (2),
Water Coolers (3), Student Restrooms
(4) Classrooms (5), and Library (6)
-
7/31/2019 Op Manage 14
9/34
Muther grid for Ibs
Xs
Student Rest Rooms(4) not close to Faculty
Chambers(1)
Water Coolers (3) not close to Library(6)
Water Coolers (3) not close to Student Rest
Rooms(4)
-
7/31/2019 Op Manage 14
10/34
Muther grid for Ibs
As
Faculty Chambers(1) close to Printer/Xerox(2)
Faculty Chambers (1) close to Water
Coolers(3)
Printer/Xerox(2) close to Library(6)
Water Coolers(3) close to Classrooms(5)
Student Rest rooms (4) close to Library(6)
Classrooms (5) close to Library(6)
-
7/31/2019 Op Manage 14
11/34
Muther grid for Ibs
We create a cluster of links using the
departments rated A beginning with the
department that occurs most frequently
which is 6 as follows
-
7/31/2019 Op Manage 14
12/34
Muther grid for Ibs Then we take the remaining
departments rated A andadd them to this maincluster using trial and errorto address the closenessrelationships.
If departments do not link to this main cluster we will need to
create a new cluster but in this case all the departments link to
the above cluster.
Similarly we can also graphically depict
the relationship between departments
rated X
-
7/31/2019 Op Manage 14
13/34
Muther grid for Ibs
Since the cluster of departments rated A also satisifies the
relationship between those rated X, we can assign
departments with inspection as follows. Close can mean
diagonally close too.
Note: In this case all the e,i,o and u ratings are also satisfied
though this is not always necessary.
-
7/31/2019 Op Manage 14
14/34
Load Distance Analysis
Each department is 10 feet by 10 feet,
distances are rectilinear, which of the
following two layouts is better?
Layout A Layout B
3 8
7 4
1 10
9 2
6 5
4 7
10 1
2 9
5 6
8 3
-
7/31/2019 Op Manage 14
15/34
Routing/Travel Distances
Product Department
Processing Sequence
Quantity Processed
Per Month
A 1 5 410 1,000 units
B 2 6 3 9 2,000
C 210 1 9 3,000D 1 7 810 1,000
E 2 5 6 9 2,000
F 1 7 410 4,000
-
7/31/2019 Op Manage 14
16/34
Routing/Travel Distances
Distance Between
Departments (feet)
Distance Between
Departments (feet)
Flow Layout A Layout B Flow Layout A Layout B
1 5 30 30 39 30 201 7 10 10 45 30 30
1 9 10 10 47 10 10
1 10 10 10 410 10 10
2 5 10 10 56 10 102 6 20 20 69 10 10
2 10 10 10 78 20 50
3 6 40 10 810 20 30
-
7/31/2019 Op Manage 14
17/34
Solution (1/2)
Compute the total travel for each product
through each layout alternative.
Product
Department
Processing
Sequence
Distance per
Product (feet)
Layout A
Distance per
Product (feet)
Layout B (feet)
A 1 5 410 30+30+10= 70 30+30+10= 70
B 2 6 3 9 20+40+30= 90 20+10+10= 50
C 210 1 9 10+10+10= 30 10+10+10= 30
D 1 7 81010+20+20= 50 10+50+30= 90
E 2 5 6 9 10+10+10= 30 10+10+10= 30
F 1 7 410 10+10+10= 30 10+10+10= 30
-
7/31/2019 Op Manage 14
18/34
Solution (2/2)
Compute total distance traveled per month by
each product through each layout alternative.
Units per Distance per Product Distance per Month
Product Month Layout A Layout B Layout A Layout B
A 1000 70 70 70,000 70,000
B 2000 90 50 180,000 100,000
C 3000 30 30 90,000 90,000
D 1000 50 90 50,000 90,000E 2000 30 30 60,000 60,000
F 4000 30 30 120,000 120,000
Totals 570,000 530,000*
-
7/31/2019 Op Manage 14
19/34
Registration process: initial layout
Since 900 students have to be processed between 9am 6pm which is 9 hours or 8 hours excluding an hour for lunch
Cycle time = Time Available/Number to be processed = 0.6
(no lunch) or 0.53 minutes Throughput Time = Since every student has to be processed
at each of the stages on average he/she spends 22.4minutes
-
7/31/2019 Op Manage 14
20/34
Load matrix for current registration
Process
-
7/31/2019 Op Manage 14
21/34
Distance Matrix
-
7/31/2019 Op Manage 14
22/34
Cost Matrix
-
7/31/2019 Op Manage 14
23/34
Load*Distance*Cost Matrix
To A B C D
From
A - 450*30*1 350*60*2 50*90*2
B 350*30*1 - 200*30*1 0
C 0 0 - 750*30*1D 0 0 0 -
To A B C D Total
From
A - 13500 66000 9000 88500
B 10500 - 6000 0 16500
C 0 0 - 22500 22500
D 0 0 0 - 0
Total 127500
-
7/31/2019 Op Manage 14
24/34
Improving the layout
A more optimal layout would therefore resultfrom moving in the priority order apparent fromthe descending order of travel costs observedabove
i. Departments A and C closer without disturbingthe relative proximity of A and B nor disturbingthe relative proximity of C and D since themovement costs between these departments is
large. ii. Attempting to move departments A and D and
then B and C closer than currently.
-
7/31/2019 Op Manage 14
25/34
Alternative layout 1
-
7/31/2019 Op Manage 14
26/34
Alternate Layout-2
-
7/31/2019 Op Manage 14
27/34
Suppose diagonal movements are to
be treated as non adjacent
-
7/31/2019 Op Manage 14
28/34
Process or functional Layout Process layouts are sometimes called functional
layouts because the transforming resources with thesame, or similar, function are grouped together.Products with different requirements move betweenthe clusters of transforming resources in differentways.
This makes this kind of layout particularly flexible. Itcan usually cope with a wide variety of differentprocessing requirements.
However, it is complex to manage with flows crossing
each other and moving on irregular and intermittentpaths.
The same is true in office environments. Eachfunctional group sits together in a work area, andsupports multiple product teams.
-
7/31/2019 Op Manage 14
29/34
Cell layout
Primarily this type of layout is an attempt to
reduce the complexity of process layouts.
It divides transforming resource up into small
clusters which can be used to act upon
different products or product groups.
Within each cell layout can be almost identical
to product layout
-
7/31/2019 Op Manage 14
30/34
Detailed design of cell layouts
The detailed design of cell layouts is difficult, because cellsare a compromise between process and product layout.
One method is to find which processes naturally grouptogether. This involves examining each process and askingwhich other processes might also be needed for a typical
product. For example, when making furniture, if all partsthat need holes drilling in them also need those holes to becountersunk, then it makes sense to locate drilling andcountersinking machines in the same cell.
Another method is to design the cells around product
families. The families indicate the characteristics of similarproducts, such as size, shape and material that determinetheir processing requirements. Cells can then be designedto co-locate the necessary processes for different productfamilies.
-
7/31/2019 Op Manage 14
31/34
Production flow analysis
Product families
Machines
1 2 3 4 5 6 7 81 X X2 X X X3 X X X4 X X X5 X X X6 X X7 X X8 X X X
Basic product family and machine data
hi d d f ili
-
7/31/2019 Op Manage 14
32/34
Machines and product families
reorganised into cellsProduct families
Machines
3 6 8 5 2 4 1 74 X X X
Cell A1 X X6 X X3 X X X
Cell B8 X X2 X X X5
Cell CX X X
7 X XThis analysis rarely results in a totally clean division between cells. In
this case, product family 8 (allocated to cell A) needs processing by
machine 3, which has been allocated to cell B.
-
7/31/2019 Op Manage 14
33/34
Ways to solve the problem
1. Purchase another machine the same as machine 3 andput it in cell A. This solves the problem but requiresinvesting capital in a new machine that might be underutilised.
2. Send products in family 8 to cell B after they have beenprocessed in cell A. This avoids the need to purchaseanother machine but it results in more complex materialsflow.
3. If there are several product families that have thisproblem, devise a special cell for them including allnecessary machines to tackle their processing needs. Thisinvolves extra capital expenditure, but removes theproblem product families from the rest of the operation,leaving it with a more predictable and ordered flow.
-
7/31/2019 Op Manage 14
34/34
A u shaped cell is a specific form of work cell designed to
eliminate walking. The operator finishes where he starts, so
there is no time wasted walking back to the first process.