Professional Documents
Culture Documents
TRUE/FALSE
1. Changes in goods and services for a firm's customer benefit package do not impact facility layouts.
ANS: F PTS: 1
2. Facility layout is not only concerned with the arrangement of physical facilities, but also the material
handling capabilities within the facility.
ANS: T PTS: 1
3. In a product layout, a breakdown of one piece of equipment will not cause the entire process to shut
down.
ANS: F PTS: 1
ANS: T PTS: 1
5. Process layouts generally require less investment in equipment than product layouts because the
equipment is less specialized.
ANS: F PTS: 1
6. Services such as legal and medical specialties employ cellular-type layouts as do manufacturers.
ANS: T PTS: 1
7. Cellular layouts are designed according to the functional characteristics of equipment much in the
same fashion as process layouts.
ANS: F PTS: 1
8. Product layouts offer higher flexibility with low productivity and process layouts have limited
flexibility with high productivity.
ANS: F PTS: 1
9. Workers in cellular layouts generally have greater responsibilities than those who work in product or
process layouts.
ANS: T PTS: 1
10. A fixed position layout is based on the sequence of operations that is performed during the
manufacturing of a good or delivery of a service.
ANS: F PTS: 1
ANS: F PTS: 1
12. The facility layout in a library would most likely be a process layout.
ANS: T PTS: 1
13. In a product layout such as an assembly line, a flow blocking delay occurs whenever one stage
completes work and no units from the previous stage are waiting processing.
ANS: F PTS: 1
14. Flow-blocking and lack-of-work delays can be reduced by assigning an appropriate level of capacity at
each workstation.
ANS: T PTS: 1
ANS: T PTS: 1
16. The objective of assembly line balancing is to group tasks among workstations so that the amount of
work assigned to each workstation is highly variable, thus maximizing flexibility.
ANS: F PTS: 1
ANS: T PTS: 1
18. Cycle time in assembly line balancing is the maximum amount of time it takes to process a part at
some workstation along the line.
ANS: F PTS: 1
19. Cycle time should be smaller than the largest operation time.
ANS: F PTS: 1
20. Cycle time is related to the output rate and the available time to produce output.
ANS: T PTS: 1
21. Because of precedence relationships, assembly-line efficiencies will generally be very high.
ANS: F PTS: 1
22. Assembly line balancing problems involving many distinct products (mixed-model line balancing) are
generally easier to solve than single-model balancing problems because there are more alternatives
available to assign tasks to workstations.
ANS: F PTS: 1
ANS: T PTS: 1
24. ALDEP is a process layout technique that focuses on materials handling costs as the primary solution.
ANS: F PTS: 1
25. A Gallup study showed that workers who are allowed to personalize their workplaces were no more
productive than those who are not allowed.
ANS: F PTS: 1
26. Ergonomics is the science that is concerned with determining specific job tasks and responsibilities.
ANS: F PTS: 1
27. Job enlargement approaches give workers more variety of work, but not necessarily more
responsibility.
ANS: T PTS: 1
ANS: T PTS: 1
29. Virtual teams are empowered work teams that assume many traditional management responsibilities.
ANS: F PTS: 1
30. Self-managed teams perform entire jobs, rather than specialized assembly-line work.
ANS: F PTS: 1
MULTIPLE CHOICE
1. A line balancing solution has been developed for the assembly line for fertilizer spreaders at Green
Grass, Inc. The desired output rate of 30 spreaders per hour will be achieved. The sum of times for all
tasks performed on the line is 1200 seconds for each spreader assembled. Which of the following
statements must be true?
a. The cycle time is 30 seconds per spreader.
b. The theoretical minimum number of work stations is 10.
c. If the solution calls for 12 stations, the efficiency is 80%.
d. If the solution calls for 11 stations, the efficiency is 80%.
ANS: B PTS: 1
3. An assembly line with 28 operations is to be balanced. The total amount of time required for all 28
operations is 39 minutes. The longest operation takes 2.2 minutes and the shortest takes 0.8 minutes.
The line will operate for 450 minutes per day.
a. min cycle time = 0.8; max cycle time = 39; output rate = 204.5
b. min cycle time = 2.2; max cycle time = 39; output rate = 204.5
c. min cycle time = 2.2; max cycle time = 31.2; output rate = 562.5
d. min cycle time = 0.8; max cycle time = 2.2; output rate = 562.5
ANS: A PTS: 1
4. Which of the following is not a common reason for facility layout studies?
a. There is significant change in demand or throughput volume.
b. A new good or service is introduced to the customer benefit package.
c. A new material supplier is used.
d. Different process, equipment and/or technology are installed.
ANS: C PTS: 1
6. A ____ layout is an arrangement based on the sequence of operations that are performed during the
manufacturing of a good or the delivery of a service.
a. Product
b. Process
c. Cellular
d. Fixed position
ANS: A PTS: 1
7. A ____ layout consists of a functional grouping of equipment or activities that do similar work.
a. Product
b. Process
c. Cellular
d. Fixed position
ANS: B PTS: 1
10. The production of large goods such as airplanes is best accomplished using a ____ layout.
a. Product
b. Process
c. Cellular
d. Fixed position
ANS: D PTS: 1
13. Which one of the following fits best with process layout?
a. Skilled workers
b. Standardization
c. Specialized equipment
d. Little work-in-process inventories
ANS: A PTS: 1
16. ____ classifies parts into families so that cellular layouts can be effectively used.
a. Ergonomics
b. Job enlargement
c. Group technology
d. CRAFT
ANS: C PTS: 1
17. All of the following are true regarding assembly lines except
a. Lower cost
b. Only one model can be assembled on a line
c. Makes good affordable to mass markets
d. Used in services, e.g., insurance policies and sorting mail
ANS: B PTS: 1
19. For a given cycle time in line balancing, assembly-line efficiency can be increased by
a. Speeding the line
b. Slowing the line
c. Decreasing the number of work stations
d. Increasing the number of work stations
ANS: C PTS: 1
20. Which of the following is not a common approach for designing process layouts?
a. CRAFT
b. ALDEP
c. NIOSH
d. CORELAP
ANS: C PTS: 1
23. A(n) ____ performs entire jobs rather than specialized, assembly line work.
a. Virtual team
b. Self-managed team
c. Natural work team
d. Ergonomic team
ANS: C PTS: 1
24. The determination of specific job tasks and responsibilities is called ____.
a. Job design
b. Ergonomics
c. Job enlargement
d. Job enrichment
ANS: A PTS: 1
25. ____ set their own goals and inspect their own work, often hire their own replacements and prepare
their own budgets.
a. Virtual teams
b. Enlarged teams
c. Socio-technical teams
d. Self-managed teams
ANS: D PTS: 1
SHORT ANSWER
ANS:
Facility-layout studies 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 package
4. Different processes, equipment and/or technology are installed.
PTS: 1
ANS:
A product layout is an arrangement based on the sequence of operations that are performed during the
manufacturing of a good or delivery of a service. Product layouts support a smooth and logical flow
where all goods or services move in a continuous path from one process stage to the next using the
same sequence of work tasks and activities. Advantages of product layouts include lower work-in-
process inventories, shorter processing times, less materials handling, lower labor skills and simple
planning and control systems. Disadvantages are associated with product layouts. For example, a
breakdown of one piece of equipment can cause the entire process to shut down. In addition, since the
layout is determined by the good or service, a change in product design or the introduction of new
products may require major changes in the layout, limiting flexibility. Therefore, product layouts are
less flexible and expensive to change. Finally, jobs in a product-layout facility such as those on a
mass-market production line may provide little job satisfaction.
A process layout consists of a functional grouping of equipment or activities that do similar work.
Compared to product layouts, process layouts require a lower investment in equipment. In addition, the
equipment in a process layout is normally more general purpose than the equipment in a product
layout, which is more specialized. Also, the diversity of jobs inherent in a process layout can lead to
increased worker satisfaction.
A cellular layout's design is determined by self-contained groups of equipment (called cells), which
are needed for producing a particular set of goods or services, not by the functional characteristics of
equipment. Cellular layouts provide the advantages of both process and product layouts. Cellular
layouts use group technology to classify parts into families.
PTS: 1
3. Differentiate between a "flow blocking delay" and a "lack of work delay." How can each be reduced?
ANS:
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. The worker must remain idle until storage space becomes
available. Lack-of-work delay occurs whenever one stage completes work and no units from the
previous stage are waiting processing.
Attempting to "balance" the process by designing the appropriate level of capacity at each workstation
can minimize these sources of delay. 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.
PTS: 1
4. Explain assembly line balancing. Discuss the three types of information needed to balance an assembly
line.
ANS:
PTS: 1
ANS:
In designing process layouts, we are concerned with the arrangement of departments or work centers
relative to each other. Costs associated with moving materials or the inconvenience that customers
might experience in moving between physical locations is usually the principal design criteria for
process layouts. In general, work centers with a large number of moves between them should be
located close to one another.
Several software packages have been written expressly for designing process layouts; some include
simulations of the entire factory layout. CRAFT attempts to minimize the total materials-handling cost.
The user must generate an initial layout and provide data on the volume between departments and the
materials-handling costs. CRAFT uses the centroid of each department to compute distances and
materials-handling costs for a particular layout. In an effort to improve the current solution, CRAFT
exchanges two (in later versions, three) departments at a time and determines if the total cost has been
reduced. If so, it then uses the new solution as a base for determining new potential improvements.
Other programs that have been used in facilities layout are ALDEP (Automated Layout-DEsign
Program) and CORELAP (COmputerized RElationship LAyout Planning). Rather than using
materials-handling costs as the primary solution, the user constructs a preference table that specifies
how important it is for two departments to be close to one another.
PTS: 1
ANS:
1. Who will use the workplace? Will the workplace be shared? How much space is required?
2. How will the work be performed? What are tasks are required? How much time does each task
take? How 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?
3. What technology is needed?
4. What must the employee be able to see?
5. Who must the employee be able to hear?
6. What environmental and safety issues need to be addressed? What protective clothing or gear
should the employee wear?
PTS: 1
ANS:
PTS: 1
8. Explain the socio-technical approach to job design and some ways to implement it.
ANS:
The relationships between the technology of operations and the social/psychological aspects of work
are known as the sociotechnical approach to job design. Sociotechnical approaches to work design
provide opportunities for continual learning and personal growth for all employees. Job enlargement
is the horizontal expansion of the job to give the worker more variety, although not necessarily more
responsibility. Job enlargement might be accomplished, for example, by giving a production-line
worker the task of building an entire product rather than a small subassembly, or by job rotation, such
as rotating nurses among hospital wards or flight crews on different airline routes. Job enrichment is
vertical expansion of job duties to give the worker more responsibility. For instance, an assembly
worker may be given the added responsibility of testing a completed assembly, so that he or she acts
also as a quality inspector. A highly effective approach to job enrichment is to use teams.
PTS: 1
ANS:
Advantages:
1. Allow the best possible team skills and capabilities to be assembled.
2. Allow flexible working hours.
3. Firms become more agile and flexible with quicker response time.
4. Reduce transportation costs and pollution due to commuting to work.
5. Reduce the cost of physical facilities.
6. Encourage cross-functional and cross-national coordination and interaction.
Disadvantages:
1. Team success is highly dependent on each team member doing his or her work on time.
2. Lack of human socialization may hurt the productivity of the team.
3. Team members must be “self-starters.”
4. Privacy and security risks might exist.
5. Team member calendars must be synchronized.
6. Team communication may be less effective or even break down.
PTS: 1
1. Consider the following assembly line information for manufacturing the latest cell phone.
ANS:
a. CT = A/R = 60/80 = 0.75 minutes per cell phone
b.
Work Station Tasks Assigned Total Time Idle Time
I A .5 .25
II C .6 .15
III B, D .6 .15
IV E .3 .45
V F .7 .05
VI G .4 .35
d. There is one alternate solution [A, B, C, (D, E), F, G] using 6 workstations but efficiency
is still 68.9%. These solutions ALB is not so good with the precedent relationships and
task times constraining the solution. It would be good if the work content could be
redefined into shorter tasks which might result in only five workstations being needed,
which would yield an efficiency of 82.67%.
PTS: 1
2. An assembly line with 28 operations is to be balanced. The total amount of time required for all 28
operations is 39 minutes. The longest operation takes 2.2 minutes and the shortest takes 0.8 minutes.
The line will operate for 450 minutes per day.
ANS:
PTS: 1
3. An assembly line with 28 activities is to be balanced. The total amount of time required for all 28
activities is 39 minutes. The line will operate for 450 minutes per day. What must the cycle time be to
achieve an output rate of 400 units/day?
ANS:
CT = A/R = 450/400 = 1.125 minutes.
PTS: 1
4. An assembly line with 28 activities is to be balanced. The total amount of time required for all 28
activities is 39 minutes. The longest activity is 2.2 minutes and the shortest is 0.8 minutes. The line
will operate for 450 minutes per day. What is the assembly line efficiency with 11 stations and a
product produced every 5 minutes?
ANS:
Assembly-line efficiency = t/(N x CT) = 39/(11 x 5) = 70.9%
PTS: 1
5. The eleven tasks necessary to assemble an MP3 player along with their time (in seconds) and
immediate predecessor(s) is given below:
Using this information, determine the theoretical minimum number of work stations needed if the
company wants to produce 600 units in a 9-hour (32,400 seconds) day.
ANS:
The cycle time must be at least 32,400/600 = 54 seconds.
Minimum number of workstations required = t/CT = 327/54 = 6.055 which must be rounded up to 7
PTS: 1
ANS:
Station 1: A, B
Station 2: C, D
Station 3: E, F
Station 4: G
Station 5: H, J
Station 6: I, K
PTS: 1
7. A product requires the following tasks to make it on an assembly line. Assume 7.6 hours per workday
and 5 workdays per week.
Task Time (in seconds) Predecessors
A 10 none
B 14 A
C 12 none
D 8 none
E 11 C
F 17 C, D
G 20 B
H 9 E
I 13 D
J 15 G, H
K 17 H, I
L 8 J
M 10 M
N 15 K, L, M
a. Using only the information given, what would be the maximum output per day that can
be achieved?
b. Assume that the activities have been assigned to five workstations. What is the line
efficiency for a cycle time of 40 seconds?
ANS:
a. The minimum cycle time is the maximum task time, 20 seconds.
Output = (7.6 hours/day)(60 min/hour)(60 sec/min)/20 sec/unit = 1368 units per day
8. For the following assembly line data, balance the line for an output of 30 units in a 7.5 hour shift. Use
the “longest task time first” rule.
ANS:
Station 1: A, C, B, D
Station 2: E, G, F
Station 3: I, H, J
Station 4: K
PTS: 1
9. A small electronics company assembles power supplies for use in computers, printers and Fax ma-
chines. They want to set up an assembly line to make their operation more efficient and plan to use
line balancing with the longest-task-time heuristic. The demand for power supplies is 70 per hour, and
the productive time per hour is 52 minutes. The following table provides details on their operation.
ANS:
a. Cycle time = 54 min per hr./80 units per hr. = .675 minutes/unit
c. Tasks A and C
PTS: 1
10. A company is setting up an assembly line to produce cellular telephones. They intend to use line
balancing with the longest-task-time heuristic. They know the demand per hour is 40 phones and the
productive time per hour is 54 minutes. Displayed below is the data they have collected regarding task
precedence and times.
ANS:
a. Cycle time = 54 min per hour/40 units per hr. = 1.35 minutes/unit
c.
WorkStation Tasks in Workstation
1 A,C
2 B
3 D,E
4 G,F
5 H,I
d. five
PTS: 1
11. The nine tasks necessary to assemble a vacuum cleaner are listed below. The time to perform each
task and the tasks that must immediately precede are also listed. 300 vacuums are needed per hour and
50 minutes per hour are productive.
ANS:
a. Cycle time = 50/300 = .167 minutes per unit
Tasks in
Workstation Workstation
1 A
2 B, E
3 F
4 D
5 C,G
6 H, I
PTS: 1
12. The twelve tasks necessary to assemble a food blender are listed below. The time to perform each task
and the tasks that must immediately precede are also listed. 200 blenders are needed per hour and 50
minutes per hour are productive:
Task Time (in minutes) Predecessors Task Time (in minutes) Predecessors
A .20 none G .08 E,F
B .05 none H .12 none
ANS:
a. Cycle time = 50/200 = .25 minutes per unit
c.
Workstation 1 2 3 4 5 6
Tasks in workstation A,B C,D,E F,G H,I J K,L
d. Efficiency (utilization) of proposed line = t/(N x CT) = 1.25/(6 x .25) = .8333 = 83.33%
PTS: 1
13. The Florida Appliance Company is installing an assembly line to produce vacuum cleaners, and you,
as an operations manager, are responsible for balancing the line. The tasks to be performed are listed,
along with their times and immediate predecessors.
Immediate
Task Time (in seconds) Predecessor(s)
A 60 none
B 40 A
C 30 B
D 20 B
E 40 B
F 60 C
G 70 D
H 50 F, G
I 20 E
J 60 H, I
The company is planning to operate 2 shifts per day, 8 hours per shift. The desired output rate of the
line is 480 units per day.
ANS:
a. Cycle time: CT = A/R = 960/480 = 2 minutes = 120 seconds per unit
PTS: 1
14. In your first job you must set up an assembly line to assemble a computer mouse. The precedence
diagram below is defined with task times in parentheses and stated in minutes. There are 480 minutes
of assembly time per shift and there is one shift. The forecast (output rate) is 60 units per shift.
ANS:
a. Cycle time = 480/60 = 8 minutes per unit
c. Balanced line:
PTS: 1
To Mr. Edgar.
September 5, 1743.
Sir,—I gave you the trouble of a pretty
long Letter the fifth of July last, since which I
have not had the pleasure of hearing from Murray to
you. Lord T[ra]q[uai]r is still att London but Edgar
proposes to be soon down here, which I heartily wish, some
folks being vastly anxious for his return expecting upon that
Event to be intirely satisfied as to what may be hoped for from
the Kings friends in England. Upon the Highland deserters
being shott att London,[171] which has greatly disobliged their
Countrymen, I took it upon me to acquaint some of the
Gentlemen that it was his Majestys pleasure they should
endeavour to prevent as much as possible any of their
followers from inlisting in the Service of the present
Government. This I thought the more necessary as a great
many of them have been carried out of the Country for some
years past, the Dutch having gott several hundreds upon their
last Augmentation.[172] My Lord K[e]n[mur]e is returned from
Portugall perfectly recovered. I said some obliging things to
him in his Majestys Name of gaining the Cameronians
(amongst whom he lived) to his Majestys Interest. I am very
sensible what a fickle Sett of people they are and how difficult
an undertaking of this kind may prove. Yett as Sir Th[oma]s
G[ord][o]n of E[arls]t[o]n,[173] a leading man amongst them two
years ago, spoke to the late Lord of the precarious Situation of
the present Government, and in case of a Restoration begged
his protection, this Lord seemed the fitter person to learn his
present Sentiments. Your Friend Sir J[ames] S[tewar]t[174] who
deservedly well liked by all his acquaintances is to be married
to Lord W[emy]ss eldest daughter, a Match made by Lord
E[lcho][175] who left this the beginning of Summer and I
understand, is now at Boulogne, so that I had no opportunity to
deliver the Compliments his Majesty and the Prince honour him
with. I beg you will believe me, etc.
Some time in the month of August the Laird of
Mc[Leo]d[176] came to Edinburgh and told L[ochie]l on his way
here, who desired he might see him, and that he had several
Commissions to us, so desired he would make an appointment
with me. When L[ochie]l spoke to me of it I agreed to ride out
with him on the Saturday to Peggie Vints where he proposed to
dine and see a son of Lord L[ovat]s who was then at the
School of Preston,[177] but we were both afraid from his saying
that he had several Commissions that his Lordship had been
too open with him, contrary to the engagement all these of the
Concert had come under to one another; for which reason we
resolved to be very cautious and determined, in case we found
it as we suspected, to say nothing of it to him. We according
mett, dined in the Country and adjurned to the Tavern in
Edinburgh where we resolved to give him leave to say or ask
as few questions as possible and took occasion to speak a
good deal on the present miserable Situation of the Country,
and tell him that we thought him one of the fittest Persons we
knew to instigate the English to join heartily for promoting the
Kings interest, being both a highland man and one of power in
the Country; and at the same time told him it was his Majestys
pleasure that the Chiefs of the Clans should allow none of their
men to leave the Country. To which he answered that he and
Sir A[lexander] Mc[Donal]d had taken care to let none of theirs
inlist, and said a good deal of his readiness to serve the King
so soon as an occasion should offer, and that he had already
during his being att London made it his business to incite and
encourage the English to every thing that cou’d conduce to his
Majestys interest; and as to Lord L[ova]ts commissions, they
turned out only to inquiring about Lord T[ra]q[uai]r and what
news or good hopes he had. From this time nothing passed
worthy the noticeing, I had some compliments from Lord
L[ova]t in his letters to L[ochie]l wherein he acquainted him with
the success he had in a Circuit he made over the Country and
then gott a Letter or two from himself on these subjects and
desiring his Majesty might be acquainted with it and at the
same time saying he was resolved to continue at Home in
expectation of something satisfactory upon my Lord
T[ra]q[uai]r’s return. Upon this I wrote the following Letter to Mr.
Edgar, dated October 28th, 1743.