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OPERATIONMANAGEMENT

1. A fixed position layout keeps workers and equipment in one work area like a ship, bridge, or operating room. 2. A process-oriented layout can simultaneously handle different products or customer needs and supports product differentiation. 3. Work cells group related machines and workers to focus on a single product or product family. This reduces costs and inventory while improving productivity and employee participation. Requirements include identifying product families and highly trained flexible employees.

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Jean Tampelic
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23 views10 pages

OPERATIONMANAGEMENT

1. A fixed position layout keeps workers and equipment in one work area like a ship, bridge, or operating room. 2. A process-oriented layout can simultaneously handle different products or customer needs and supports product differentiation. 3. Work cells group related machines and workers to focus on a single product or product family. This reduces costs and inventory while improving productivity and employee participation. Requirements include identifying product families and highly trained flexible employees.

Uploaded by

Jean Tampelic
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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DESIGNING

OPERATION
FIXED POSITION LAYOUT

> In a fixed position lay out, the projects remains in one place and workers and
equipment done to that one work area.

Example: Ship, a highway, a bridged, a house and an operating table in a hospital


operating room.

PROCESS ORIENTED LAYOUT


> A process oriented layout can simultaneously handle a wide variety of products
or services. This is a traditional way to support a product differentiation strategy. It is
most efficient when making products with different requirement or when handing
costumers, patients or clients with different needs.
where: n= total number of work centers or department
i, j = individual departments.
X ij = number of loads moved from departments i to department j.

C ij = cost to move a load between department I and department j.

WORK CELLS
> A work cells recognizes people and machines that world originarily be
dispersed in various departments into a group so that they can focus on making a
single product or a group of related products.
The advantages of work cells:
1. Reduced work –in- process inventory
2. Less floor space
3. Reduce raw material and finished goods inventories
4. Reduced direct labor cost
5. Hightened sense of employee participation
6. Increased equipment and machinery utilizaton.
7. Reduced investment in machinery and equipment
Requirements of Work Cells:
> Identification of families of products, often through the use of group technology
codes or equivalents.
> A high level of training, flexibility and empowerment of employees.
> Being self-contained with it’s own equipment and resources
> Testing ( poka-yoke) at each station in all the cell.
Staffing and Balancing Work Cells
> Once the work cell has the appropiate equipment located in the
proper sequence, the next task is to staff and balance the cell. Efficient
production in a work cell requires appropiate staffing.

STAFFING WORK CELLS


> Stephen Hall’s company in Dayton makes autho mirrors. The
major customers is the Honda plants nearby,Honda expects 600 mirrors
delivered daily, and the work cell producing the mirror is scheduled for 8
hours.
APPROACHE
> Hall uses Equations ( 9-2) and ( 9-3) and develops a work balance chart to
help determine the time for each operation in the work cell, as well as total
time.
SOLUTION
> Takt time = ( 8hours x 60 minutes)/600 units=480/600= 8 minutes=48
seconds
Therefore, the customer requirements is one mirror every 48 seconds.

Workers required =Total operation time required / Takt time


= ( 50 + 45 +10 + 20 +15)/48
= 140/48 = 2.29
INSIGHT
> To produce unit every 48 seconds will require 2.29 people. Whith
three operators this work cell will be producing one unit each 46.67
seconds ( 140 seconds/ 3 employees = 46.67) and 617 units per day
( 480 minutes available x 60 seconds/ 46.47 seconds for each unit =
617).
Work Balance Chart
> Is also valuable for evaluating the operation times in work cells.
Takt is German for “ time” “ measure” and “ beat” and is used in this
context as the rate at which completed units must be produced to satisfy
costumer demand.

The focused Work Center and the focused Factory


> When the firm has identified a family of similar products that
have a large and stable demnd, it may organized a focused Work Center. A
focused Work Center also called “ plant within a plant” moves production
to a large work cell that remains part of the present facility.

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