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Process Selection and Facility Layout
Process Selection and Facility Layout
Process Selection
and Facility Layout
McGraw-Hill/Irwin
Learning Objectives
Learning Objectives
6-3
Introduction
Process selection
Deciding on the way production of goods or
services will be organized
Major implications
Capacity planning
Layout of facilities
Equipment
Design of work systems
6-4
Figure 6.1
Forecasting
Capacity
Planning
Product and
Service Design
Technological
Change
Facilities and
Equipment
Layout
Process
Selection
Work
Design
6-5
Process Strategy
Key aspects of process strategy
Process flexibility
Technology
Adjust to changes
Design
Volume
technology
6-6
Technology
Technology: The application of scientific
discoveries to the development and
improvement of products and services and
operations processes.
Technology innovation: The discovery and
development of new or improved products,
services, or processes for producing or
providing them.
6-7
Kinds of Technology
Operations management is primarily
concerned with three kinds of technology:
Product and service technology
Process technology
Information technology
Technology Competitive
Advantage
Innovations in
Products and services
Cell phones
PDAs
Wireless computing
Processing technology
Increasing productivity
Increasing quality
Lowering costs
6-9
Technology Acquisition
Technology can have benefits but
Technology risks include:
What technology will and will not do
Technical issues
Economic issues
Initial costs, space, cash flow, maintenance
Consultants and/or skilled employees
Integration cost, time resources
Training, safety, job loss
6-10
Process Selection
Variety
Batch
How much
Flexibility
What degree
Volume
Job Shop
Repetitive
Expected output
Continuous
6-11
Process Types
Job shop
Small scale
Batch
Moderate volume
Repetitive/assembly line
High volumes of standardized goods or services
Continuous
Very high volumes of non-discrete goods
6-12
Figure 6.2
Process Type
Job Shop
Appliance repair
Emergency
room
Ineffective
Commercial
baking
Batch
Classroom
Lecture
Automotive
assembly
Repetitive
Automatic
carwash
Continuous
(flow)
Ineffective
Steel Production
Water purification
6-13
Very High
Moderate
Low
Very low
Process
flexibility
Very High
Moderate
Low
Very low
Unit cost
Very High
Moderate
Low
Very low
Volume of
output
Very High
Low
High
Very low
6-14
Automation
Automation: Machinery that has sensing
and control devices that enables it to
operate
Fixed automation
Programmable automation
6-16
Automation
Computer-aided design and
manufacturing systems (CAD/CAM)
Numerically controlled (NC) machines
Robot
Manufacturing cell
Flexible manufacturing systems(FMS)
Computer-integrated manufacturing (CIM)
6-17
Facilities Layout
Layout: the configuration of
departments, work centers, and
equipment, with particular emphasis on
movement of work (customers or
materials) through the system
Product layouts
Process layouts
Fixed-Position layout
Combination layouts
6-18
Importance of Layout
Decisions
Requires substantial investments of
money and effort
Involves long-term commitments
Has significant impact on cost and
efficiency of short-term operations
6-20
High Cost
Bottlenecks
Accidents
The introduction of new
products or services
Safety hazards
6-21
Changes in
environmental
or other legal
requirements
Changes in volume of
output or mix of
products
Morale problems
Changes in methods
and equipment
6-22
6-23
Process layout
Product Layout
Figure 6.4
Raw
materials
or customer
Station
1
Station
Station
22
Station
Station
33
Material
Material
Material
Material
and/or
labor
and/or
labor
and/or
labor
and/or
labor
Station
Station
44
Finished
item
6-25
6-26
In
4
5
Workers
6
Out
10
6-28
Process Layout
Figure 6.7
Process Layout
(functional)
Dept. A
Dept. C
Dept. E
Dept. B
Dept. D
Dept. F
6-29
Product Layout
Figure 6.7 (contd)
Product Layout
(sequential)
Work
Station 1
Work
Station 2
Work
Station 3
6-30
6-31
Disadvantages of Process
Layouts
6-32
Cellular Layouts
Cellular Production
Group Technology
6-34
Functional
Cellular
Number of moves
between departments
many
few
Travel distances
longer
shorter
Travel paths
variable
fixed
greater
shorter
Throughput time
higher
lower
Amount of work in
process
higher
lower
Supervision difficulty
higher
lower
Scheduling complexity
higher
lower
Equipment utilization
lower
higher
6-35
Service Layouts
6-36
6-37
Cycle Time
6-38
( t)
CT
6-40
Precedence Diagram
Figure 6.11
1.0 min.
b
c
0.7 min.
d
0.5 min.
A Simple Precedence
Diagram
e
0.2 min.
6-41
6-42
Example 1 Solution
Eligible
Revised
Assign Time
Task
Remaining
1.0
0.9
0.2
a, c
c
none
a
c
-
0.9
0.2
1.0
0.0
1.0
0.5
0.3
d
e
-
d
e
-
0.5
0.3
Time
Workstation Remaining
1
Station
Idle Time
0.2
0.0
0.3
0.5
6-43
6-44
Example 2
0.2
0.2
0.3
0.8
0.6
1.0
0.4
0.3
6-46
Solution to Example 2
Station 1
Station 2
Station 3
e
f
Station 4
6-47
Bottleneck Workstation
1 min.
30/hr.
1 min.
30/hr.
2 min.
30/hr.
1 min.
30/hr.
Bottleneck
6-48
Parallel Workstations
30/hr.
1 min.
60/hr.
2 min.
30/hr.
1 min.
1 min.
60/hr.
30/hr.
2 min.
30/hr.
Parallel Workstations
6-49
6-50
170
100
6-51
6-52
Process Layout
Milling
Assembly
& Test
Grinding
Drilling
Plating
6-53
Functional Layout
333
Lathes
1111 2222
Heat
treat
111
Grind
3333
Assembly
4
44
44
111
3
33
33
33
33
111 333
Drill
Mill
222
222
2
444
222
111
444
333
333
222
Gear
cutting
111
444
6-54
-1111
Lathe
222222222
3333333333
Mill
Mill
Drill
Drill
Lathe Mill
44444444444444
Mill
Heat
treat
Gear
-1111
cut
Heat
treat
Grind - 2222
Heat
treat
Grind - 3333
Drill
Gear - 4444
cut
Assembly
6-55
6-56
6-57
6-58