Oper

MOTIVATION
1
2
LAYOUT 3
FA LI
4
FA LI
FACILITY 5
6
CYCLE 7
LINE LINE
8
LINE LINE
LINE BALANCING 9
The P
10
The P
DESIGN 11
- t + GERUND
12
- t + GERUND
PLANNING 13
P R O C E SS
SELECTION
and FA C I L I T Y
L AYO U T
INTRODUCTION
PROCESS SELECTION
Deciding on the way production of goods or
services will be organized
15
INTRODUCTION
MAJOR IMPLICATIONS OF
PROCESS SELECTION
▰ Capacity planning
▰ Layout of facilities
▰ Equipment
▰ Design of work systems
16
PROCESS SELECTION AND SYSTEM DESIGN
Facilities and
Forecasting Capacity Equipment
Planning
Product and Layout

Service Design
Process
Selection Work
Technological
Change Design
17
PROCESS STRATEGY
▰ Capital intensive –
equipment/labor
▰ Process flexibility- adjust to
changes
▻ Design
▻ Volume
▻ technology 18
PROCESS SELECTION
▰ How much variety in products

or services will the system need
to handle?
▰ What degree of equipment
flexibility will be needed?
▰ What is the expected volume
19
of output?
PROCESS TYPES
JOB SHOP BATCH REPETITIVE

Small scale Moderate High volumes
volume of
standardized
goods or
i.e.
i.e. bakeries services
veterinarian
offices i.e. automatic
carwash
20
PROCESS TYPES
CONTINUOUS PROJECT
Very high A nonrepetitive
volumes of set
non-discrete of activities
goods directed toward
i.e. supplying a unique goal
electricity to within a limited
homes time
frame.
i.e. publishing a
book 21
PROCESS TYPES
22
AUTOMATION
Machinery that has

sensing and control
devices that enables
it to operate
23
AUTOMATION
PROGRAMMABLE
FIXED AUTOMATION AUTOMATION
▰ uses high-cost,
▰ use of high-cost, general-
specialized equipment
for a fixed sequence of
purpose equipment
operations controlled by a computer
program
FLEXIBLE AUTOMATION
▰ evolved from
programmable automation
24
FACILITIES LAYOUT
Layout: the configuration of

departments, work centers,
and equipment, with
particular emphasis on
movement of work
(customers or materials)
through the system
25
IMPORTANCE OF LAYOUT DECISIONS
Requires Has
substantia Involves significant
impact on
l long-term
cost and
investmen commitm
efficiency
ts of ent of short-
money term
and effort operations
26
THE NEED FOR LAYOUT DECISIONS
Changes in the design The introduction of new

Inefficient operations Accidents
of products or services products or services
Changes in
Changes in volume of
environmental Changes in methods
output or mix of Morale problems
or other legal and equipment
products
requirements
27
BASIC LAYOUT TYPES
PRODUCT PROCESS FIXED-POSITION COMBINATION

LAYOUTS LAYOUTS LAYOUT LAYOUTS
uses standardized which the product or

can handle varied project remains
processing operations a combination of the
to achieve smooth, processing stationary, and workers,
previous layouts
materials, and equipment
rapid, high-volume flow requirements are moved as needed
28
PRODUCT LAYOUT
Raw Finished
Station Station
Station Station
Station Station
Station
materials 1 22 33 44
item
or customer
Material Material Material Material
and/or and/or and/or and/or

labor labor labor labor
Used for Repetitive or Continuous Processing 29

ADVANTAGES OF PRODUCT LAYOUT
▰ High rate of output

▰ Low unit cost
▰ Labor specialization
▰ Low material handling cost
▰ High utilization of labor and
equipment
▰ Established routing and scheduling
▰ Routing accounting and purchasing
30
DISADVANTAGES OF PRODUCT LAYOUT
▰ Creates dull, repetitive jobs

▰ Poorly skilled workers may not
maintain equipment or quality of
output
▰ Fairly inflexible to changes in
volume
▰ Highly susceptible to shutdowns
▰ Needs preventive maintenance
▰ Individual incentive plans are 31
PROCESS LAYOUT
Process Layout
(functional)
Dept. A Dept. C Dept. E
Dept. B Dept. D Dept. F
Used for Intermittent processing 32

Job Shop or Batch
ADVANTAGES OF PROCESS LAYOUT
▰ Can handle a variety of processing

requirements
▰ Not particularly vulnerable to
equipment failures
▰ Equipment used is less costly
▰ Possible to use individual incentive
plans
33
DISADVANTAGES OF PROCESS LAYOUT
▰ In-process inventory costs can be
high
▰ Challenging routing and scheduling
▰ Equipment utilization rates are low
▰ Material handling slow and
inefficient
▰ Complexities often reduce span of
supervision
▰ Special attention for each product
or customer 34
CELLULAR LAYOUTS
▰ Cellular Production
Layout in which machines are
grouped into a cell that can process
items that have similar processing
requirements
▰ Group Technology
The grouping into part families of
items with similar design or
35
manufacturing characteristics
“ LINE BALANCING is the
process of assigning tasks
to workstations in such a
way that the workstations
have approximately
equal time requirements.
36
“ CYCLE TIME is the
maximum time
allowed at each
workstation to
complete its set of
tasks on a unit.
37
▰
Example:
Suppose that the desired output rate is 480 units and the line
will operate for eight hours a day, the necessary cycle time is:
= 1.00 minute per unit
38
“ PRECEDENCE
DIAGRAM
Tool used in line balancing
to display elemental tasks
and sequence
requirements
39
▰
Example:
Assume that the line will operate for eight hours per day (480
minutes). With a cycle time of 2.5 minute, output would be:
= 192 units per day
40
▰
The number of workstations that will be needed is a function of both the desired output rate and our
ability to combine elemental tasks into workstations. We can determine the theoretical minimum number
of stations necessary to provide a specified rate of output as follows:
41
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MOTIVATION

Product and Layout

▰ How much variety in products

JOB SHOP BATCH REPETITIVE

Machinery that has

Layout: the configuration of

Changes in the design The introduction of new

PRODUCT PROCESS FIXED-POSITION COMBINATION

uses standardized which the product or

and/or and/or and/or and/or

Used for Repetitive or Continuous Processing 29

▰ High rate of output

▰ Creates dull, repetitive jobs

Dept. A Dept. C Dept. E

Dept. B Dept. D Dept. F

Used for Intermittent processing 32

▰ Can handle a variety of processing

= 1.00 minute per unit

= 192 units per day

This means that you can:

Isn’t that nice? :)

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