Embed Size (px)
DESCRIPTION
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. - PowerPoint PPT Presentation
Citation preview
Chapter 6A
1. Understand how production processes are typically organized and the trade-off between efficiency and flexibility offered by each design.
2. Gain experience with the basic tools used to design workcenters, assembly lines, and manufacturing cells.
3. Recognize typical retail and office layout designs.
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:1. Specification of the objectives used to evaluate the design
2. Estimates of product or service demand
3. Processing requirements
4. Space requirements for the elements
5. Space availability within the facility
LO 1LO 1
LO 4LO 4
LO 3LO 3
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 3LO 3
LO 3LO 3
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 3LO 3
LO 3LO 3
1. Group parts into families that follow a common sequence of steps
2. Identify dominant flow patterns for each part family
3. Machines and the associated processes are physically regrouped into cells
LO 3LO 3
1. Specify the sequential relationships among tasks
2. Determine the required workstation cycle time
3. Determine the theoretical minimum number of workstations
4. Select a primary and secondary assignment rule
5. Assign tasks
6. Evaluate the efficiency of the balance
7. Rebalance if needed
LO 2LO 2
(C) timecycletion x Worksta)(N ons workstatiofnumber Actual(T) s task timeof Sum Efficiency
(C) timeCycle(T) s task timeof Sum )(N minimum lTheoretica
units)(in day per output Requireddayper timeProduction (C) timeCycle
a
t
LO 2LO 2
LO 2LO 2
LO 2LO 2
487.3seconds 50.2seconds 195
4.50500
200,25 wagons500
min 420 x sec. 60dayper Output
dayper timeProduction
CTN
C
t
LO 2LO 2
Primary rule: Largest following tasksSecondary rule: Longest task time
LO 2LO 2
%7777.04.505
195
CNTEfficiencya
LO 2LO 2
Generally classified according to who the customer is:
Financial services
Health care
A contrast to manufacturing
A service business is the management of organizations whose primary business requires interaction with the customer to produce the service
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 3LO 3
LO 3LO 3
More open offices Low divider walls Size and orientation of desks indicates
importance of people behind them
LO 3LO 3
No Way!
BALK
No Way!
RENEG
