CHAPTER 6 PROCESS SELECTION AND FACILITY LAYOUT

Teaching Notes
After design of product, a process type should be selected for it, mainly depending on the volume and design. Facility Layout involves physical placement of departments and/or arrangement of equipment within a plant or a service facility. A good layout will possibly lead to smooth flow of material, reduction of inventories, effective utilization of space. The material in this chapter can be divided into four areas !. "rocess types, selection, design, and automation. #. Types of layouts. $. Line balancing. %. &esigning process layouts.

Reading: Tou de Fo ce
Answers to Questions: !. The 'iper/"rowler assembly plant is much smaller than typical automobile assembly plants. The plant covers $(#,))) square feet of space as opposed to other typical auto assembly plants that cover from # million square feet to * million square feet of space. The production capacity of the 'iper plant is much less than a typical automobile assembly line. The 'iper plant+s daily production capacity is !$ 'ipers and #) "rowlers compared to large automobile assembly plants that can manufacture !))) vehicles per day. ,hile most large automobile plants require #))) or more wor-ers, the 'iper plant employs only #.) employees. The 'iper plant employs s-illed /craftsman/ wor-ers. Typical auto assembly plants use wor-ers to do repetitive wor- with little s-ill required. There are no robots or automation in the 'iper plant while most auto assembly plants have high levels of automation. The 'iper plant uses early #)th century manual assembly techniques on two manual, parallel, relatively short 0!# wor- stations and 1#) feet long2 assembly lines with generous idle time built in. Typical assembly lines usually involve the use of robots, large number of wor-stations and very little idle time. This assembly plant, speed of line is lower 0%* minute stops at each wor- station vs. appro3. ! minute in most other assembly plants2. #. The reasons for not having robots or other high level automation include the following There seems to be more customization here ma-ing it difficult to use robots. Also, robots are usually used for welding, which is not used for aluminum bodies of "rowler and 'iper. 4hrysler 4orporation wants to portray a high quality image of two handcrafted automobile models that is generally more e3pensive and appealing to high5income individuals. The personal attention to the customers is part of the mar-eting pac-age associated with both products. The company also wants to draw attention to this facility and the two car models 0'iper and "rowler2 manufactured at this facility because it is an unusual and attractive automobile

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manufacturing facility. 4hrysler 4orporation is hoping that not only will it draw attention to the two hand5crafted automobile models produced within the facility but also possibly improve the general goodwill associated with the company.

Ans!e s to Discussion and Re"ie! #uestions

!. "rocess selection refers to the ways organizations choose to produce or provide their goods and services. 6t involves choice of technology, type of processing, and so on. These choices have important implications for layout of facilities, equipment choices, and the design of worsystems. There are five basic process types a. 7ob5shop 7ob5shop is used when a low volume and a large variety of goods or services are needed. 7ob5shop involves intermittent processing, high fle3ibility, s-illed wor-ers, relatively large wor-5in5process inventories and general5purpose machinery. An e3ample is a tool and die shop that is able to produce a wide variety of tools. b. 8atch 8atch processing is used when a moderate volume of goods and services is demanded. 6t is designed to handle a moderate variety in products. The processing is intermittent. The fle3ibility of the process to produce a variety of goods, the s-ill of the wor-ers, amount of wor-5in5process inventories are all less than 9ob shop. Typical e3amples of batch processing are paint manufacturing and clothes ma-ing. c. :epetitive This type of a process involves higher volumes of more standardized goods or services. The fle3ibility of the process to produce a variety of goods, the s-ill of the wor-ers, amount of wor-5in5process inventories are all less than batch process. Typical e3amples for this type of process include appliances and automobiles assembling. d. 4ontinuous This type of a process involves very high volume of highly standardized goods or services. These systems have no fle3ibility in output or equipment. ,or-ers are generally low s-illed and there is no wor-5in5process inventory. The machines are dedicated to perform specified tas-s. Typical e3amples include petroleum products, steel and sugar processing. e. "ro9ect "ro9ects are designed to be used with non5routine, unusual tas-s or activities. These activities are generally not repeated. ;quipment fle3ibility, level of wor-er s-ills and wor-5 in5process inventory can range from very low to very high. ;3amples include construction of a dam or a bridge, conversion of the production system from 9ob5shop to cellular manufacturing, installing and implementing a new inventory and bar coding system. Advantages <ighly uniform output, boredom and fatigue are not factors, machines don+t go out on stri-e, etc. &isadvantages :igidity, e3pensive, setting up is hard. 4omputerized numerically controlled 04=42 machines are programmed to follow a set of processing instructions. :obots have movable arms that enable them to handle a wide variety of tas-s such as welding, loading and unloading machines, painting, and testing. Fle3ible manufacturing systems 0F>?2 are groups of 4=4 machines that have a supervisory computer, automatic material handling, and automatic processing. ?ystems usually range from $ machines to a dozen. They are designed to handle a variety of processing requirements 0similar to intermittent systems2 with some of the benefits of automation. 4omputer5integrated manufacturing 046>2 is a system for lin-ing manufacturing activities through an integrated computer. These include engineering design, fle3ible manufacturing systems, and production planning and control.

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0?ee question A% above for description.2 F>? is usually used as an automated manufacturing cell wor-ing on a family of similar parts. "rocess selection decisions often include aspects that require highly technical -nowledge. >any managers do not possess such e3pertise. <owever, if those decisions are delegated to engineers or others who do have the e3pertise, there is the danger that managerial issues will suffer. The solution is for managers to increase their -nowledge of technological advances. 6n the meantime, managers must be prepared to as- questions and impress upon technical e3perts their goals and ob9ectives. A process flowchart or diagram is a graphical representation of steps of process 0operations, delays, etc.2 The trade5offs between product layout and process layout include the following a. "rocess layout has more equipment fle3ibility. b. "rocess layout generally has higher s-illed wor-ers. c. "roduct layout involves higher volume manufacturing. d. "rocess layout benefits from high fle3ibility to be able to produce a variety of products, while product layout benefits from large volume manufacturing at low cost. e. The ma9or goal of process layout is to minimize the transportation and material handling costs while the primary ob9ective of the product layout is to minimize idle time and ma3imize efficiency of the process. f. The utilization of process layout generally results in higher levels of wor-5in5process inventory than the product layout. g. For a product layout, the flow of wor- is straight, while for process layout, the flow of woris mi3ed depending on the product produced. h. There is more dependency between wor-stations for product layout than for a process layout. i. The preventive maintenance and machine reliability are more important in a product layout than process layout because equipment brea-down may involve shutting down a wor- station which may in turn result in shutting down downstream wor- stations. 9. :outing and scheduling is much less complicated for processes with product layout than processes with process layout. 5 ;stimate space requirements. 6s there enough space availableB 5 &etermine the roads and rail access to the site. 5 &raw a process flowchart and superimpose it on the map of shop floor, starting from receiving and ending in shipping. 5 Allow space for material handling. 5 :earragne the layout see-ing feedbac- from affected wor-ers. 5 >ar- out line of machines on the shop floor. Product layouts are generally characterized by specialized labour and equipment designed for continuous processing. The layout is often arranged on the basis of processing sequence. "rocess layouts are more general in nature, in terms of labour, processing equipment and material handling equipment. Process layouts often feature machine groups or departments. 6tems processed in process layouts tend to follow differing paths through the system. The main advantages of product layouts include a. A potentially high rate of output. b. Low unit costs. c. Low training costs and wide span of supervision due to specialization.

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d. Low unit cost for material handling. e. <igh utilization of labour and equipment. f. :outing and scheduling are built into the design. g. Accounting, purchasing and inventory control are fairly routine. The main disadvantages of product layouts include a. ?pecialization can mean dull, repetitive 9obs with little opportunity for personal satisfaction or creativity. b. ,or-ers may have little interest in maintaining equipment or in the quality of output. c. The system is not particularly adaptable to changes in process design or changes in the volume of output. d. The system is highly susceptible to shutdowns caused by equipment failure or e3cessive absenteeism. e. "reventive maintenance costs and the capacity for quic- repairs are necessary to ensure high utilization. f. 6ncentive plans tied to individual output are impractical. The main advantages of process layouts are a. They can handle a variety of processing requirements. b. The system is less vulnerable to equipment failures than product layouts. c. The general purpose equipment used is often less costly than the specialized equipment used in product layouts. 6t is also usually easier and less costly to maintain and repair. d. 6ndividual incentive systems are possible. The main disadvantages of process layouts are a. 6n5process inventory costs can be high 0manufacturing2. b. :outing and scheduling must be done for each new 9ob. c. ;quipment utilization rates are usually low. d. >aterial handling is slower, less efficient, and more costly per unit than with a product layout. e. There is often a lower span of supervision compared to a product layout. f. Cnit costs tend to be higher than comparable output produced with a product layout. g. Accounting, inventory control and purchasing are generally more involved than with a product layout. The main goal of line balancing is to achieve a set of tas- groupings at wor- stations in the line that have equal time requirements in order to get a high utilization of labour and equipment. Cnbalanced lines have bottlenec-s at some wor- stations and idle time at others. The resulting output is lower than it would be if the line were balanced. :outing and scheduling are continual problems in a process layout because a variety of 9obs pass through the system, and they tend to differ in terms of routing and schedule requirements. 6n contrast, product layouts typically handle items with little or no varietyDall have the same or similar routing and scheduling requirements. ,ith a product layout, equipment brea-down has serious implications because the separate pieces of equipment are closely tied together. 6f one piece of equipment fails, the line will quic-ly come to a halt. 4onsequently, preventive maintenance to reduce the failure rate is advisable. 6n contrast, a process layout often contains duplicate equipment so that if one particular piece of equipment fails, the wor- can usually be shifted to another piece of equipment. 4onsequently, there is less need for preventive maintenance, and less need for repair of equipment when it does brea- down.
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>oreover, process layouts utilize more s-illed wor-ers who tend to ta-e better care of the equipment than their lower s-illed counterparts in a product layout system. 7ob processing sequence usually determines the arrangement of equipment in a product layout. 6n a process layout, 9ob processing sequences vary, so there is much less influence on equipment arrangement. 8ecause of differences in 9ob requirements, sequencing is a continual tas- in a process layout. The subway system is essentially a fi3ed5path arrangementDa product layout. 6ts advantages are often low operating cost, more efficient handling, and low cost per unit moved. En the other hand, a bus system is more fle3ible in terms of varying routes. This can be desirable if there are shifts in where potential riders are coming from and going to. For e3ample, a new bus route could easily be established to service a new shopping area, a new apartment comple3, or a large industrial facility. Ether considerations are initial cost 0high for subway and relatively low for bus2, severity of difficulties that would arise from a brea-down 0high for subway, low for bus2, the possibility of alternative uses 0none for subway, private groups, etc., for bus during off times2, and possible disruptions caused by weather 0higher ris- for bus than subwayDe.g., snowstorms stall highway traffic2. Fi3ed5path material handling equipment in supermar-ets includes the belts at the chec-outs which move items up to the cashier, the roller conveyors which transport bo3es of groceries outside to pic-up areas, conveyors in the meat department to move carcasses from storage to cutting tables, roller conveyors to off5load goods from truc-s and move them to storage. 'ariable5path material handling equipment includes grocery carts, /truc-s/ and pallet9ac-s used to transport goods from storage to display shelves, and movable rac-s to transport ba-ed goods from ovens or from deliveries to the ba-ery counter. <euristic approaches are rules designed to guide decision ma-ers to satisfactory decisions by reducing the number of alternatives that must be considered. They do not necessarily yield optimal solutions. They are usually employed when there is a problem involving an e3ceedingly large number of potential solutions. =onmanufacturing environments do not usually lend themselves to product layouts because they tend to involve more processing variety than many manufacturing environments. Ene e3ception is a cafeteria. The original car was one of a large number of similar cars produced on an assembly line, which was set up to speed the flow of wor-. That is, inventories of parts were on hand, specialized machinery, wor-ers and material handling equipment were arranged specifically for the 9ob. As well, parts and components are made in large batches reducing the unit cost. As a result of this, the unit cost of the car was relatively low. 6n contrast, constructing a car from FscratchG is essentially a cross between 9ob shop and a pro9ect, with none of the economies of mass production. A list of the parts must be assembled. ?ome might be available locally, but others would have to be shipped individually from suppliers. The parts would have to be held until all were on hand. ,or-ers would not be highly familiar with this particular car. 4onsequently, the wor- would progress at a fairly slow rate, and probably with a certain amount of bac-5trac-ing. Ebviously, construction of a replacement would be considerably more costly than the initial car. Layout can lead to high productivity if it contributes to a smooth flow of wor- with high utilization of labour and equipment. This requires careful consideration of wor- requirements to determine what will be needed and a certain amount of effort to obtain an optimal 0or satisfactory2 layout. A poor layout will hinder productivity with bottlenec-s, lower utilization of labour and equipment than is necessary, and require more handling or movement between worstations than is necessary 0particularly in process layouts2. 6n cellular manufacturing, machines are grouped into a cell. The basis for grouping can be operations needed to process a group of similar items or part families. Advantages of such

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systems include relatively short throughput time, reduced material handling, less wor-5in5process inventory, and reduced setup time. Hroup technology involves selecting items that have similar design or processing requirements and grouping them into part families for cellular manufacturing. 6t also includes a coding system for items. Although, we treated the tas- times as fi3ed in balancing assembly lines, it is more realistic to assume variable tas- times whenever humans are involved. The lower the level of automation, the higher the variability of tas-s. 6f the assembly line consists of tas-s with variable times, it will be more difficult to balance the line. 6n order to deal with variability of tas- times, we can require a minimum amount of idle time to be available at each wor-station. As the variability of tas- times increase we can increase the minimum idle time available at each wor-station. 6n addition wor-station idle time can also be used for slower or less e3perienced wor-ers who ta-e longer than normal to complete a tas-. Factors such as opportunity to use available, less e3pensive equipment, familiarity with machines and equipment, e3pertise of wor-ers, space minitations, choice of alternate materials, and strategic implications of this process. !. 6n most cases it is not feasible to perfectly balance a production line. First, there are technological constraints dealing with precedence and incompatibility issues. 6n other words, certain tas-s have to be performed before others 0precedence2 and two tas-s may not be performed at the same station due to their incompatibility 0space and nature of operation considerations2. ?econdly, there are output constraints. ?ince most tas- times vary, output constraint determines whether an otherwise eligible tas- will fit at a worstation because sum of the tas- times assigned to a station can not e3ceed the cycle time. As a result of both technological and output constraints, it is e3tremely difficult to achieve a perfectly balanced production line. The larger the number of tas-s, the more difficult to achieve perfect balance. #. "roducing two products on the same assembly line allows the company to utilize the same wor-stations to produce the common parts and available to them. This results in reduced labour and capital costs. 6f one of the products is new, the company can shorten the period of time from design to actual production, and reduce the cost of manufacturing in the long run. $. Fi3ed automation is utilized in a continuous flow/mass production environment. 6t enables the firm to manufacture a single or a few products at high volume and low cost. <owever, it is not fle3ible enough to produce a variety of parts and it is very costly to ma-e changes to the process. Fle3ible automation is utilized in a batch environment, where a wide variety of products can be produced without significant changeover 0setup2 time/cost. Fle3ible machinery is not designed for high volume 0mass2 production.

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Solutions (continued) a. ?tation ! # $ % Time left !.@ ).% !.@ !.$ ).* !.@ !.! ).* !.@ ).@ ).$ ;ligible a b b c, d, e c, d c, d c, g g, f g h ,ill fit a 55 b c, d, e 55 c, d c, g f g h Assign 0time2 a 0!.%2 b 0).*2 e 0).@2 ).* d 0).12 c 0)..2 f 0).*2 g 0!.)2 h 0).*2 55 ).$ !.# !.# I @$.$N 1.# K#, !@L 6dle ).%

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Operations Management, 2/ce

Solutions (continued) a. ?tation ! # Time left !% ( . !% 1 * ! !% !) ! !% ( ;ligible A, d, f A, d, g &, g, b &, b 8, e ;, c 4 4 < 6 6 ,ill fit A, d, f A, d, g H, b &, b 8, e ;, c 55 4 < 55 6 Assign 0time2 F 0*2 A 0$2 H 0.2 & 012 8 0#2 ; 0%2 4 0%2 < 0(2 ! 6 0*2 ( !! ;ligible A, d, f A, d, g a, g A, g A, e ;, b ;, c ;, c 4 < < 6 ,ill fit A, d, f A, d, g A, g A, e ;, b 55 ;, c 4 55 < 6 Assign 0time2 F 0*2 & 012 H 0.2 A 0$2 8 0#2 55 ; 0%2 4 0%2 % 0(2 6 0*2 6dle # 6dle )

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Instructors Manual, Chapter 6

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Solutions (continued) b. !. Total time %.. I I #.$ minutes. = # Assign a, b, c, d, and e to station ! #.$ minutes Assign f, g, and h to station # #.$ minutes #. =o idle time. ET %#) $. Eutput I I I !@#.. units per day. 4T #.$ Total time I %.. min., 4T I .% K$L b .% d b. 4T I c. = I .# K#L c !.# e K#L K!L %@) min/day I # minutes #%) units/day %.. I #.$ 0round to $2 stations #.) ;ligible ,ill Fit
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Solutions (continued) b. Time ?tation :emaining ;ligible ! !.* a, e !.% e, b !.# e, c .$ e, d .# d # !.* d .( f .1 g .$ h .# i $ !.* 9 .@ .* l ,ill Fit a, e e, b e, c e d f g h i 9 l Assign 0tas-2 a 0.!2 b 0.#2 c 0.(2 e 0.!2 d 0..2 f 0.#2 g 0.%2 h 0.!2 i 0.#2 9 0.12 - 0.$2 l 0.#2 6dle Time

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Operations Management, 2/ce

Solutions (continued) d. Task Number of followers A . 8 * 4 % & % ; $ F # H # < # 6 ! 7 ) O"ositional weight 4T I *) seconds Station ! # $ Time Left *) * *) *) $( !$ % *) $@ #1 !1 @ *) %) li!ible A, & &, 8 &, 8 8, ; ;, 4 4, F F, H, < F, H, < F, < < 6 7 7 Will "it A, & 55 &, 8 8, ; ;, 4 4, F 55 F, H, < F, < < 6 55 7 Assi!n Task (time) A 0%*2 &0 *)2 8 0!!2 ; 0#.2 4 0(2 H 0!#2 F 0!!2 < 0!)2 6 0(2 @ 7 0!)2 %) $% #dle * ) *PW !). .! *) !). *. $) $! #( !( !)

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Instructors Manual, Chapter 6

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Operations Management, 2/ce

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Instructors Manual, Chapter 6

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Solutions (continued) $ ( * !%. ! 1 # @ % . $ * @ . (

Ene approach is to first combine the from5to number of trips into a single QbetweenR table. That is, add the trips from 6 to 9 to the number of trips from 9 to i. ! ! # $ % # !) $ #) %) % @) () ** )

Then ran- the QbetweenR trips between departments !. #. $. %. A, 8 8, 4 8, & 4, & A, & A, F #, % !, % $, % #, $ () @) ** %)

=e3t, ran- the locations from closest pair down %) metres %) metres *) metres .) metres 1) metres @) metres #B %B A % ' ) #B !B (

Finally, assign the pair with highest number of trips between them as close as possible on the floor plan. 6f there is a tie, use a question mar- in front of the assignment, but mar- alternate locations. 6n this case, #,% have the highest trip, and they can be in A,8 or 8,4.

The ne3t high number of trips are for department !,%. Hiven that # and * can only occupy either the pair of locations A,8 or 8,4, it follows that department ! should occupy either A or 4. Therefore, department $ should be assigned to &. The % th highest number of trips is between # and $. The ne3t closest locations are 4 and &. Therefore, # should be located in 4

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Operations Management, 2/ce

Solutions (continued) !*. "air of departments !, # !, $ !, % !, * !, . !, 1 !, @ #, $ #, % #, * #, . #, 1 #, @ $, % $, * $, . $, 1 $, @ %, * %, . %, 1 %, @ *, . *, 1 *, @ ., 1 ., @ 1, @ Assign by ran* B . B % @ $ # * B . B % @ $ #

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Instructors Manual, Chapter 6

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Solutions (continued) !.. The distances are ran-ed as #) ft. .) ft. A, 8 All other neighbour pairs %) ft. All pairs ne3t to neighbours . . . . . .

Assign $,* as close as possible. The ne3t highest number of trips is between # and .. There are many choices 4, &, ;, F. #B $B *B $B *B #B %B .B .B .B .B #B

The ne3t highest number of trips is between ! and %. ?o *B $B *B $B #B .B !B %B .B #B #B .B %B !B .B !B %B #B %B !B

The ne3t highest number of trips is between % and .. This narrows the choices to *B $B *B !B %B $B #B .B !B %B .B #B

The ne3t highest number of trips is ! and *. This fi3es all departments $ * ! % . #

!1.

8ecause the opposite trip needs to go around the hall, complementing it, and because the distance of going around the hall is the same, it follows that a reasonable approach ill use the absolute value of difference between loads in the opposite direction.
Operations Management, 2/ce

(%

! 0&ifference in loads2 ! # $ % * . 1 @ ( !) =ow ran- these !,1 *) !,$ .,@ @,( !,# 1,!) .,( %,* $,!) #,$ 1,( !,!) #,!) #,* %,( *,. %( %% %! %) %) $( $* $% $$ #1 #* #% #$ #! #) . . .

# %)

$ %( $$

% !% !% #

* !1 #$ . $*

. ! * . !% #)

1 !( !% *) . % !$

@ @ . !) !@ * %% !#

( ! @ !! #! !1 %( #1 %!

!) #* #% $% ( * !* %) !* !1

$B 1B

! 1B $B

.B (B

@ .B (B

. . .

Instructors Manual, Chapter 6

(*

Solutions (continued)

5 5 5

Assign $ S 1 close to !. Assign . S ( close to @. Assign !) close to 1 !) goes in 4, which fi3es 1 to 8, and $ to 7.

1 !)

! $

.B (B

@ .B (B %B *B

*B %B

5 5 5

Assign % S * in H S <. Assign 1 S ( close together. This fi3es ( to &, and . to F. Assign # S * close together. This fi3es * to < and % to H.

1 !)

! $

@ . %

(.

Operations Management, 2/ce

Solutions (continued) !@. ?tation ! # $ Time Left *) *) * *) #% !$ # *) %! #( !( !) ;ligible A, & A, ; ;, 8 ;, 8 8, F F, 4 4 4 H, < < 6 7 ,ill fit A, & A, ; 55 ;, 8 8, F F, 4 55 4 H,< < 6 7 Assign Tas0time2 & 0*)2 A 0%*2 ; 0#.2 8 0!!2 F 0!!2 # 4 0(2 H 0!#2 < 0!)2 6 0(2 7 0!)2 6dle Time ) *

) 1

!(.

a. 4ustomer arrives

,ait

Cse a FfloatG as a teller

All ?ervers 8usy

"ossible Failure

Loss of Hoodwill

?pecifies need

Teller as-s co5 wor-ers / manager

Teller -nows how to satisfy needB

"ossible Failure

:esulting delays loss of Hoodwill 4ustomer receives receipt, etc. S leaves

Instructors Manual, Chapter 6

(1

Solutions (continued) b. !. 4ustomer arrives #. 4ontact with teller $. 4ustomer leaves

!.! 4ustomer arrives

!.# 4ustomer waits

#.! 4ustomer states needs

#.# Teller performs necessary actions

$.! 4ustomer receives receipt, etc. $.!

$.# 4ustomer leaves

!.!

!.#

#.!

#.#.! Teller identifies type of transaction needed

#.#.# Teller follows procedure for the identified transaction

$.#

#). 4ustomer arrives <ostess greets S determines table Titchen produces order <ostess seats customer ,aiter returns with food ,aiter greets, gives menu, S ta-es beverage order ,aiter chec-s bacafter * min. to see if food is good 8artender produces order

,aiter returns with beverage S ta-es food order

,aiter chec-s bac- after $) min. to ta-e platesU ta-es dessert order

,aiter returns with desserts

,aiter returns with bill after !) min.

4ustomer pays and leaves

(@

Operations Management, 2/ce

Reading: )u*i(ee Fo d
Answers to Questions: !. 4ustomer calls S boo-s appt. ?ervice advisor obtains customer personal info and customer need. 6f there is a problem to be diagnosed, this info is also written on wor- order 4ustomer signs wor- order authorization and leaves 4ar

4ar brought in in the morning of appointment day

,or- Erder 4ar 4ar waits for service. Technician does the worand reports bac- to dispatcherU comments written on wor- order. 4ar ,aits outside 4ustomer comes, payes, and ta-es the car.

,ororder

Tower dispatcher assigns and sequences the 9ob

,ororder

?ervice advisor calls customer that car is ready

#. $.

"rocess type for service department is 9ob shop many types of customized service by various technicians. &ispatcher performs the 9ob scheduling function 0see 4hapter !12. 6t is important because its efficiency directly affects technician utilization and customer service.

O+e ations Tou : Red+ath Suga

Answer to *uestions !. 4apacity of shed is .*,))) tonnes. The capacity of production is !)) tonnes/hour, wor-ing #% hours a day, * days a wee-. Therefore, raw sugar is enough for I .*,))) / 0!))O#%O*2 I *.% wee-s. Assuming that a full ship arrives when the shed is half full and 9ust before the ?t. Lawrence ?eaway freeze, there may be enough raw sugar for # months, which is not enough.

Instructors Manual, Chapter 6

((

#.

,ater

,ater 4entrifuge ?ugar crystals

&oc-ed ship

4rushed sugar cane

?hed

>i3

4harcoal Filters 0cistern2 ,ater

?weetland "ress 0cloth filters2

<ot water ?team >i3

>elter

?trainer 4alcium carbonate

;vaporate

?olids 0impurities2 ,ater 4entrifuge

?olid particles

'acuum "an 0boil2 0re5crystallization2

Tumble &ryer

<ot air

"ac-aging ?tore

?creens 0sizing2

&istribute

Everfill silos

Reading: Tou De Fo ce
Answer to *uestions !. The 'iper/"rowler assembly plant is much smaller than typical automobile assembly plants. The plant covers $(#,))) square feet of space as opposed to other typical auto assembly plants that cover from # million square feet to * million square feet of space. The production capacity of the 'iper plant is much less than a typical automobile assembly line. The 'iper plant+s daily production capacity is !$ 'ipers and #) "rowlers compared to large automobile assembly plants that can manufacture !))) vehicles per day. ,hile most large automobile plants require #))) or more wor-ers, the 'iper plant employs only #.) employees. The 'iper plant employs s-illed /craftsman/ wor-ers. Typical auto assembly plants use wor-ers to do repetitive wor- with little s-ill required. There are no robots or automation in the 'iper plant while most auto assembly plants have high levels of automation.

!))

Operations Management, 2/ce

#.

The 'iper plant uses early #)th century manual assembly techniques on two manual, parallel, relatively short 0!# wor- stations and 1#) feet long2 assembly lines with generous idle time built in. Typical assembly lines usually involve the use of robots, large number of wor-stations and very little idle time. The reasons for not having robots or other high level automation include the following 4hrysler 4orporation wants to portray a high quality image of two handcrafted automobile models that is generally more e3pensive and appealing to high5income individuals. The personal attention to the customers is part of the mar-eting pac-age associated with both products.

O+e ations Tou : Hi,-e. P ecision S+ ing Co/ Ltd/

Answers to *uestions !. #. $. 7ob shop, because every 9ob is different and production is based on customer order of their specific design. <owever, the process flows are rather similar for all the 9obs.. 8ecause <i58e- carries inventories of various types and gauges of raw material 0wires2, and a large amount of ,6" in order to efficiently schedule and use its equipment and wor-ers. Ves, the layout groups various machines of the same type together. >ost 9obs follow the sequences shown on the layout below. As it can be observed, the movement of material is usually minimized 0especially if ,6" is stored for a while, given that inventory is -ept in the middle2. <owever, for 7ob 8, requiring grinding and then finishing, there is e3cessive material handling. The location of grinding is chosen so that the dust from it is contained in the corner of the shop. "erhaps finishing operations can be moved closer to the shipping gates in order to reduce material handling and throughput time.

)o* Instructors Manual, Chapter 6

)o* A

)o* C !)!