FACILITY AND

WORK DESIGN
CHAPTER 6

SUMAGAYSAY, TAN, TOTICA

LEARNING OBJECTIVES
After studying this chapter, you should be able to:

6.1 Describe four layout patterns and when they should be used.

6.2 Explain how to design product layouts using assembly-line balancing.

6.3 Explain the concepts of process layout.

6.4 Describe issues related to workplace design.

6.5 Describe the human issues related to workplace design.

FACILITY LAYOUT
refers to the specific arrangements of
physical facilities.
Facility layout designs are necessary whenever

(1) a new facility is constructed;

(2) there is a significant change in demand or throughput

volume;
(3) a new good or service is introduced to the customer
benefit packaged;

(4) or different processes, equipment, and/or technology

are installed
FOUR MAJOR Product Layout
LAYOUT
PATTERNS ARE Process Layout

COMMONLY Cellular Layout

USED IN
CONFIGURING Fixed-position
Layout
FACILITIES
PRODUCT LAYOUT
is an arrangement based on the sequence of operations that
is performed during the manufacturing of a good or delivery
of a service.
PROCESS LAYOUT
consists of a functional grouping of equipment or activities
that do similar work.
CELLULAR LAYOUT
based on self-contained groups of equipment (called cells)
needed for producing a particular set of goods or services

the cellular concept was developed at the Toyota Motor

Company.
FIXED-POSITION LAYOUT
consolidates the resources necessary to manufacture a good or
deliver a service, such as people, materials, and equipment, in
one physical location.
FACILITY LAYOUT IN
SERVICE ORGANIZATION
service organizations used product, process,
cellular, and fixed-position layouts to organize
different types of work
PRODUCT
LAYOUT
 definition

PRODUCT LAYOUT
generally consist of a fixed sequence of
workstations
PRODUCT LAYOUT

separated by linked by gravity

buffers conveyors
 BUFFERS
store work so the next worker can grab the output of the
previous step
 GRAVITY ROLLERS
rolls output into the buffer, easily transfers outputs
CAUSES OF
DELAY
 definition

CAUSES OF DELAY
are also known as production bottlenecks
 KINDS OF DELAY

1 2
FLOW-BLOCKING LACK-OF-WORK
DELAY DELAY
 definition

FLOW-BLOCKING DELAY
occurs when a work center completes a unit
but cannot release it because the in-process
storage at the next stage is full.
 definition

LACK-OF-WORK DELAY
occurs whenever one stage completes work
and no units from the previous stage are
awaiting processing; often called STARVING
HOW TO
MINIMIZE DELAY
Delay can be minimized by attempting to "balance"
the process by designing the appropriate level of
capacity at each workstation. This is often done by
adding additional workstations in parallel. Product
layouts might have workstations in series, in parallel,
or in a combination of both.
 definition

PARALLEL WORKSTATIONS
do their job independent of others
 definition

SERIES WORKSTATIONS
jobs depend on the completion of previous
steps in order to start
ASSEMBLY
LINE
 definition

ASSEMBLY LINE
a product layout dedicated to combining the
components of a good or service that has been
created previously.
ASSEMBLY LINE
BALANCING
 definition

ASSEMBLY LINE BALANCING

a technique to group tasks among
workstations so that each workstation has the
same amount of work
GOOD
BALANCE
 definition

GOOD BALANCE
results in achieving throughput necessary to
meet sales commitments and minimize the
cost of operations
 A GOOD BALANCE
CAN HELP YOU

1 2
ACHIEVE THE SALES MINIMIZE THE COST
COMMITMENTS OF OPERATIONS
THE THREE
INFORMATION
 TO BEGIN WE MUST KNOW THREE TYPES OF
INFORMATION

THE SET OF THE THE DESIRED

TASKS TO BE PRECEDENCE OUTPUT RATE OR
PERFORMED RELATIONS FORECAST OF
AND THE TIME AMONG THE DEMAND FOR
REQUIRED TO TASKS - THAT IS, THE ASSEMBLY
PERFORM EACH THE SEQUENCE LINE
TASK IN WHICH TASKS

MUST BE
PERFORMED.

POSSIBLE WAYS
TO BALANCE
 1 2 3
LITERALLY JUST SEPARATE SPLIT
ADD THE TIME WORKSTATIONS WORKSTATIONS
FOR EACH STEP INDIVIDUALLY
CYCLE
TIME
 definition

CYCLE TIME
is the interval between successive outputs
coming off the assembly line
FORMULA FOR
CYCLE TIME
 formula

CT = A/R
where
CT = cycle time
A = available time to produce the output
R = demand forecast or required output
FORMULA FOR
MINIMUM
WORKSTATIONS
 formula

mw = Σt/CT
where
mw = minimum workstations
Σt = Sum of task times
CT =Cycle Time
MINIMUM WORKSTATIONS
whenever the answer is in fraction,
it should be rounded up
FORMULAS THAT
THAT PROVIDE
ADDITIONAL INFO
 KEEP IN MIND
N CT
number of cycle time
workstations
 formula

Total Time Available = (N)(CT)

represents the total productive capacity that
management pays for
 formula

Total idle time = (N)(CT) - Σt

difference between total time available and
the sum of the actual times for productive
tasks
 formula

Assembly-line efficiency =
Σt/(N X CT)
specifies the fraction of available productive
capacity that is used.
 formula

Balance delay =
1 - Assembly-line efficiency
represents the amount of idle time that results
from imbalance among workstations and is
called the balance delay
LINE-BALANCING
APPROACH
WHEN THERE ARE A LARGE NUMBER OF TASKS,
THE WORKSTATION NUMBERS ARE ALSO LARGE
WHICH MAKES THE BALANCING PROBLEM
COMPLEX. IN ORDER TO AID LARGE LINE-
BALANCING PROBLEMS, DECISION RULES RELY ON
COMPUTERIZED ALGORITHMS AND SIMULATION
MODELS.
LONGEST TIME
TASK FIRST
 definition

THE LONGEST-TASK-TIME-FIRST
DECISION RULE
assigns tasks with long task times first, because
shorter task times are easier to fit in the line
balance later in the procedure.
SHORTEST TIME
TASK FIRST
 definition

SHORTEST-TASK-TIME-FIRST
DECISION RULE
attempts to minimize the amount of idle time
at workstations, but they are heuristics and do
not guarantee optimal solutions.
LONGEST TIME
TASK FIRST RULES
 1 2 3
CHOOSE A SET OF ASSIGN THE CONSTRUCT A NEW
"ASSIGNABLE ASSIGNABLE TASK SET OF ASSIGNABLE
TASKS" – THOSE FOR WITH THE LONGEST CANDIDATES. IF NO
WHICH ALL TASK TIME FIRST. FURTHER TASKS
IMMEDIATE BREAK TIES BY CAN BE ASSIGNED,
PREDECESSORS CHOOSING THE MOVE ON TO THE
HAVE ALREADY LOWEST TASK NEXT WORK-
BEEN ASSIGNED. NUMBER. STATION. CONTINUE

IN THIS WAY UNTIL

ALL TASKS HAVE
BEEN ASSIGNED.
DESIGNING
PROCESS
LAYOUT

In designing process layouts, we are concerned with the

arrangement of departments or work centers relative to
each other.
WORKPLACE
AND JOB
DESIGN
 1 2 3
Who will use the How will the work be What technology is
workplace? Will the performed? What tasks are needed?
workstation be shared? required? How much time
How much space is does each task take? How
required? much time is required to
set up for the workday or
for a particular job? How
might the tasks be grouped
into work activities most
effectively?
 4 5
What environmental and
. What must the
safety issues need to be
employee be able to see?
addressed? What
What must the
protective clothing or gear
employee be able to
should the employee wear?
hear?
What is an acceptable
noise level? Are all
employees trained on
emergency evacuation
procedures and plans?
JOB DESIGN
 A job is the set of tasks an individual performs.

Job design involves determining the specific job tasks and responsibilities,
the work environment, and the methods by which the tasks will be carried
out to meet the goals of operations.

Two broad objectives must be satisfied in job design. One is to meet

the firm's competitive priorities-cost, efficiency, flexibility, quality, and so on;
the other is to make the job safe, satisfying, and motivating for the worker.
Job enlargement is the horizontal expansion of the job to give
the worker more variety-although not necessarily more
responsibility

Job enrichment is the vertical expansion of job duties to give

the worker more responsibility
SAFETY, ERGONOMICS,
AND THE WORK
ENVIRONMENT
Safety is one of the aspects of workplace design,
particularly in today’s society.
a function of the job, the person performing the
job, and the surrounding environment.

Ergonomics is concerned with improving productivity and

safety by designing workplaces, equipment, instruments,
computers, workstations, and so on that take into account the
physical capabilities of people.
THE
END