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Facility Layout

Facility Layout. Chapter 6A. Learning Objectives. Understand how production processes are typically organized and the trade-off between efficiency and flexibility offered by each design. Gain experience with the basic tools used to design workcenters , assembly lines, and manufacturing cells.

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Facility Layout

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  1. Facility Layout Chapter 6A

  2. Learning Objectives • Understand how production processes are typically organized and the trade-off between efficiency and flexibility offered by each design. • Gain experience with the basic tools used to design workcenters, assembly lines, and manufacturing cells. • Recognize typical retail and office layout designs.

  3. Layout Decisions • Facility layout: the process of determining placement of departments, workgroups within departments, workstations, machines, and stock-holding points within a facility • This process requires the following inputs: • Specification of the objectives used to evaluate the design • Estimates of product or service demand • Processing requirements • Space requirements for the elements • Space availability within the facility LO 1

  4. Product–Process Matrix: Framework Describing Layout Strategies LO 4

  5. Project Layout LO 3

  6. Project Layout Continued • The product remains in a fixed location • A high degree of task ordering is common • A project layout may be developed by arranging materials according, to their assembly priority LO 3

  7. Workcenter LO 3

  8. WorkcenterContinued • Most common approach to developing this type of layout is to arrange workcenters in a way that optimizes the movement of material • Optimal placement often means placing workcenters with large interdepartmental traffic adjacent to each other • Sometimes is referred to as a department and is focused on a particular type of operation LO 3

  9. Manufacturing Cell LO 3

  10. Manufacturing Cell Continued • Group parts into families that follow a common sequence of steps • Identify dominant flow patterns for each part family • Machines and the associated processes are physically regrouped into cells LO 3

  11. Flexible Line Layouts

  12. Assembly Line Balancing • Specify the sequential relationships among tasks • Determine the required workstation cycle time • Determine the theoretical minimum number of workstations • Select a primary and secondary assignment rule • Assign tasks • Evaluate the efficiency of the balance • Rebalance if needed LO 2

  13. Assembly Line Balancing Formula LO 2

  14. Example: Assembly Steps and Times for Wagon builtProduction of 500 Wagons and 8 hr/work shift (2-15 min. breaks and 30 mins. For lunch included) LO 2

  15. Example: Precedence Diagram LO 2

  16. Example: C and Nt Primary rule: Largest following tasks Secondary rule: Longest task time LO 2

  17. Example: Assignment LO 2

  18. Example: Efficiency LO 2

  19. Service Businesses A service business is the management of organizations whose primary business requires interaction with the customer to produce the service • Generally classified according to who the customer is: • Financial services • Health care • A contrast to manufacturing

  20. Retail Service Layout • Goal--maximize net profit per square foot of floor space • Servicescapes • Ambient conditions • Background characteristics, such as noise • Spatial layout and functionality • Planning the circulation path of customers and grouping merchandise • Signs, symbols, and artifacts • Parts of the service that have social significance LO 3

  21. Alternative Store Layouts LO 3

  22. Office Layout • More open offices • Low divider walls • Size and orientation of desks indicates importance of people behind them LO 3

  23. BALK RENEG Degree of Patience No Way! No Way!

  24. Any Questions?

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