Line Balancing

J J SHRIKHANDE 1
J J SHRIKHANDE

Types of Assembly/Process Lines

1 Single model line

2. Model line

3. Mixed Batch model line

2
J J SHRIKHANDE

Batch Model Line

1.This line produces each model in batches.

2.Workstations are set up to produce required quantity of the

first model then the stations are reconstructed to produce
other model.

3.Products are often assembled in batches when medium

demand.
 
4.It’s more economical to use one assembly line to produce
several products in batches than build a separate line for
each model.

3
J J SHRIKHANDE

Line Balancing

1.Line balancing is common technique to solve problems

occurred in assembly line.

2.Line balancing is a technique to minimize imbalance

between workers and workloads in order to achieve required
run rate.

THE AIM IS TO MAINTAIN PRODUCTION AT AN EQUAL RATE.

4
J J SHRIKHANDE

Objectives of Line Balancing

1 To manage the workloads among

assemblers.

2 To identify the location of

bottleneck.

3 To determine number of
workstations.

5
J J SHRIKHANDE

Terminology used for Line Balancing

Minimum Rational Work Element:

*Minimum rational work element is the smallest practical
indivisible tasks into which the job can be divided.
These work elements cannot be subdivided further
*Example: drilling a hole, screw and nut etc.
*Tej : where j is used to identify the element out of the ne
elements that make up the total work.

Total Work Content:

*Total work, Twc, content is the aggregate of all the work
elements to be done on the line.

6
J J SHRIKHANDE

Precedence Constraints:
*Technological sequencing requirements, the order in which
the work elements can be accomplished is limited.
 
Precedence Diagram:
*A graphical representation of the sequence of work
elements as defined by the precedence constraints.
 
Balance Delay (Balancing Loss):
*Balance delay is a measure of the line inefficiency which
results from idle time due to imperfect allocation of work
among station.
 
 

7
J J SHRIKHANDE

Line balancing operates under two conditions:

i) Precedence Constraint.
Products can’t move to other station if it doesn’t fulfill
required task at that station. It shouldn’t across other station
because certain part needs to be done before others.
ii) Cycle time Restriction
•Cycle time is maximum time for products spend in every
workstation.
• Different workstation has different cycle time.

8
 Steps in Line Balancing
Specify the sequential relationships among tasks using a precedence diagram. The diagram consists of circles and arrows.
Circles represent individual tasks; arrows indicate the order of task performance.
Determine the required workstation cycle time (C), using the formula
C = Production Required perday / Required output per day (in units)
Determine the theoretical minimum number of workstations (Nt) required to satisfy the workstation cycle time
constraint using the formula (note that this must be rounded up to the next highest integer)
N = Sum of Task Time ( T ) / Cycle Time ( C )

Select a primary rule by which tasks are to be assigned to workstations and a secondary rule to break ties. For example,
the primary rule might be the longest task time, and the secondary rule, the task with the longest number of following
tasks. In this case, for the tasks that can be assigned, pick the one with the longest task time. If there is a tie, pick the
one that has the greatest number of following tasks.

Assign tasks, one at a time, to the first workstation until the sum of the task times is equal to the workstation cycle time
or no other tasks are feasible because of time or sequence restrictions. Every time a task is assigned, re-create the list
of tasks that are feasible to assign and then pick one based on the rule defined in 4. Repeat the pro- cess for
workstation 2, workstation 3, and so on, until all tasks are assigned.
Efficiency = Sum of Task Times ( T ) / Actual number of workstations ( Na ) × Workstation cycle time (C)

Here we assume there is one worker per workstation. When, for some reason, the number of workstations does not
equal the number of workers, we would usually substitute the number of workers for number of workstations since the
concern is normally related to the use of labor. Often, it is the case that the line is run at a cycle time different than the
time calculated in equation 8.1. In this case, the actual cycle time used by the assembly line should be used in the
efficiency calculation.

If efficiency is unsatisfactory, re-balance using a different decision rule. Keep in mind that the efficiency cannot be
improved if the current solution uses the theoretical number of workstations calculated in step 3.
 Line - Balancing Process
Cycle
Thruput
Rate
/hr
Lead
Time
WIP
Units
Time
Process A B C D E 5 12 15 3

Case 5 2 Min 3 Min 5 Min 1 Min 4 Min

Bottle neck

Case 1 15 Min 15 4 15 1

Case 5B 3 Min 3 Min 3 Min 3 Min 3 Min 3 20 15 5

Balanced

2.5 2.5 4 15 15 3.75

Case 6 2 Min 3 Min 1 Min 4 Min
Min Min

Case 3 5 Min
JIT Balanced
5 Min 5 Min 5 12 15 3

Little’s Law
WIP= Through-put Rate*Lead Time
J J SHRIKHANDE
 Process A B C D E
Minutes/Unit 2 3 5 1 4
Capacity/hr 30 20 12 60 15
Option Case 1 Case 5 Case 5 B Case 6 Case 3

Manpower 1 5 5 6 3

Comments Only one 5 operators Distribute Extra Equal work

Operator work Equally Operator for C for 3
Process CT mn 15 5 3 4 5
Throughput/h 4 12 20 15 12
Lead Time Mn 15 15 15 15 15
WIP Units 1 3 5 3.75 3
Utilization % 100 60 100 62.5 100
Idle Time 0 40 0 37.5 0
Output/Per/hr 4 2.4 4 2.5 4
DL Cost/hr 20 100 100 120 60
DL Cost/Unit 5 8.33 5 8 5

J J SHRIKHANDE 11
5 B is Balanced Line 3 is Balanced JIT Line
J J SHRIKHANDE

Line Balancing

Line Balancing
12
 Assembly Lines Balancing Concepts

Question:
Question:Suppose
Supposeyou
youload
loadwork
workinto
intothe
thethree
threework
work
stations
stationsbelow
belowsuch
suchthat
thateach
eachwill
willtake
takethe
thecorresponding
corresponding
number
numberof ofminutes
minutesas
asshown.
shown. What
Whatis isthe
thecycle
cycletime
timeof
of
this
thisline?
line?

Station 1 Station 2 Station 3

Minutes
per Unit 6 7 3
Answer:
Answer: The
Thecycle
cycletime
timeof
of the
theline
lineis
isalways
always
determined
determined by bythe
thework
work station
stationtaking
taking the
the longest
longest
time.
time. In
Inthis
thisproblem,
problem, the
thecycle
cycletime
timeofof the
theline
lineis is77
minutes.
minutes. There
There is
isalso
also going
going toto be
beidle
idle time
time at
at the
the
other
other two
two work
work stations.
stations.
J J SHRIKHANDE 13
 Example of Line Balancing

• You’ve just been assigned the job a setting up an

electric fan assembly line with the following tasks:

Task Time (Mins) Description Predecessors

A 2 Assemble frame None
B 1 Mount switch A
C 3.25 Assemble motor housing None
D 1.2 Mount motor housing in frame A, C
E 0.5 Attach blade D
F 1 Assemble and attach safety grill E
G 1 Attach cord B
H 1.4 Test F, G

J J SHRIKHANDE 14
 Example of Line Balancing:
Structuring the Precedence Diagram
Task Predecessors Task Predecessors
A None E D
B A F E
C None G B
D A, C H E, G

A B G
H

C D E F
J J SHRIKHANDE 15
Example of Line Balancing: Precedence Diagram

Question:
Question:Which
Whichprocess
processstep
stepdefines
definesthe
themaximum
maximumrate
rateof
of
production?
production?
2 1 1
A B G 1.4
H

C D E F
3.25 1.2 .5 1
Answer:
Answer:Task
TaskCCisisthe
thecycle
cycle time
timeofof the
the line
line and
and
therefore,
therefore,the
the maximum
maximum rate
rate of
of production.
production.
J J SHRIKHANDE 16
Example of Line Balancing: Determine Cycle
Time
Question:
Question:Suppose
Supposewe
wewant
want to
toassemble
assemble100
100
fans
fansper
perday.
day. What
Whatwould
wouldour
ourcycle
cycletime
time
have
haveto
tobe?
be?

Answer:
Answer:
Production time per period
Required Cycle Time, C =
Required output per period

420 mins / day

C= = 4.2 mins / unit
100 units / day

J J SHRIKHANDE 18
 Example of Line Balancing:
Determine Theoretical Minimum Number of Workstations

Question:
Question:What
Whatisisthe
thetheoretical
theoreticalminimum
minimumnumber
numberof
of
workstations
workstationsfor
forthis
thisproblem?
problem?

Theoretical Min. Number of Workstations, N t

Answer:
Answer:
Sum of task times (T)
Nt =
Cycle time (C)

11.35 mins / unit

Nt = = 2.702, or 3
4.2 mins / unit

J J SHRIKHANDE 19
J J SHRIKHANDE

ExExample • Assign tasks to station 1, then 2, etc. in sequence. Keep

of Line assigning to a workstation ensuring that precedence is
maintained and total work is less than or equal to the
Balancing: cycle time. Use the following rules to select tasks for
assignment.
Rules To
Follow • Primary: Assign tasks in order of the largest number of
following tasks

• Secondary (tie-breaking): Assign tasks in order of the

longest operating time

20
 Task Followers Time (Mins)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

J J SHRIKHANDE 21
 Task Followers Time (Mins)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2)

J J SHRIKHANDE 22
 Task Followers Time (Mins)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2)
B (2.2-1=1.2)

J J SHRIKHANDE 23
 Task Followers Time (Mins)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

Idle= .2
J J SHRIKHANDE 24
 Task Followers Time (Mins)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95
B (2.2-1=1.2)
G (1.2-1= .2)

Idle= .2
J J SHRIKHANDE 25
 Task Followers Time (Mins)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95
B (2.2-1=1.2)
G (1.2-1= .2)

Idle= .2 Idle = .95

J J SHRIKHANDE 26
 Task Followers Time (Mins)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95 D (4.2-1.2)=3

B (2.2-1=1.2)
G (1.2-1= .2)

Idle= .2 Idle = .95

J J SHRIKHANDE 27
 Task Followers Time (Mins)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95 D (4.2-1.2)=3

B (2.2-1=1.2) E (3-.5)=2.5
G (1.2-1= .2)

Idle= .2 Idle = .95

J J SHRIKHANDE 28
 Task Followers Time (Mins)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95 D (4.2-1.2)=3

B (2.2-1=1.2) E (3-.5)=2.5
G (1.2-1= .2) F (2.5-1)=1.5

Idle= .2 Idle = .95

J J SHRIKHANDE 29
 Task Followers Time (Mins)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95 D (4.2-1.2)=3

B (2.2-1=1.2) E (3-.5)=2.5
G (1.2-1= .2) F (2.5-1)=1.5
H (1.5-1.4)=.1
Idle= .2 Idle = .95 Idle = .1
Which station is the bottleneck? What is the effective cycle time?
J J SHRIKHANDE 30
 Example of Line Balancing:
Determine the Efficiency of the Assembly Line
Sum of task times (T)
Efficiency =
Actual number of workstations (Na) x Cycle time (C)

11.35 mins / unit

Efficiency = =.901
(3)(4.2mins / unit)

J J SHRIKHANDE 31
 Assembly
Line
Balancing

J J SHRIKHANDE 32
 Assembly
Line
Balancing
Contd.

J J SHRIKHANDE 33
 Assembly
Line
Balancing
Contd.

J J SHRIKHANDE 34
Key Formulas

J J SHRIKHANDE 35
J J SHRIKHANDE

Flexible & U
Shaped Layouts

38
 39
J J SHRIKHANDE
Bicycle Plant – Lean Layout – Cellular line

J J SHRIKHANDE 40
J J SHRIKHANDE

Benefits of Cellular( Group Technology ) Layout

1. Reduction in setup time
•Setup time is defined as period required preparing a device, machine, process or system to be
ready to function or accept a job. Manufacturing cells are designed to process parts having
similar shapes and relatively similar sizes. So it is not required to change or adjust machines
and tools within cells to process similar parts. Thus setup time is greatly reduced in cellular
manufacturing.
2. Reduction in work in progress
•Work in progress refers to all materials and partly finished products that are at various stages
of the production process. Work in progress excludes inventory of raw materials at the start of
the production cycle and inventory of finished products at the end of the production cycle.
With reduced setup times, the amount of work in progress can be reduced. Work in progress
can be reduced by 50% when the setup time is cut in half.
3. Reduction in material handling cost and time
•If proper method is not employed in material handling then total manufacturing cost & time is
significantly increased. In cellular manufacturing, each part is processed completely within a
single cell (where possible) which reduces part travelling distance & time. Almost no effort is
needed in cellular manufacturing to store, protect and control materials. In cellular
manufacturing, machines are close together under one or more workers in each cell. Thus it
becomes easy to move materials from one machine to another. Reduction in work in progress
also reduces material handling cost in cellular manufacturing.
4. Reduction in material flow distance
•Material flow distance is defined as total distance travelled by all parts/materials to
manufacture a single product or a variety of different products. By reducing it we can
significantly reduce total manufacturing cost & time. Material flow distance is low in cellular
manufacturing because every parts travel only in a small area (cell). In each cell, machines are
close together. By efficient layout design of machines in each cell, 30 to 70% reduction in
material flow distance can be achieved.
41
J J SHRIKHANDE

Benefits of Cellular( Group Technology ) Layout

5. Improvement in machine utilization
•In cellular manufacturing, single machine can be used to manufacture one or more
products in each cell. Unnecessary machines are identified and removed from the
manufacturing process. Reduction in setup time also reduces idle time for machines
thus machine utilization is improved in cellular manufacturing.
6. Reduction in production lead time
•Production lead time is defined as period between receipt of an order and until when it
is available for packing or shipment. Production lead time is reduced in cellular
manufacturing because of reduction in setup time, reduction in work in progress,
reduction in material handling time, reduction in material flow distance and
improvement in machine utilization.
7. Improvement in quality
•In cellular manufacturing, most or all operations occur in one area and among a small
team. This focuses responsibility and motivates the team to avoid similar defects in the
future. Feedback on quality problems is faster and surer thus quality is improved in
cellular manufacturing.
8.  Better Supervision / worker morale
•By achieving all above listed advantages of cellular manufacturing, manufacturing
industry profit increases more and more day by day and because of increment in profit,
worker will get high incentive (bonus) apart from salary. Manufacturing processes
become simple in cellular manufacturing. High incentive and simplified manufacturing
processes boost worker morale.

42
 Push & Pull System
Push System Pull System

Make to Stock Make to Order

Long Lead Time Short Lead Time

Low Capacity High Capacity

Low Output Variety High Output Variety

Low Value of Finished Goods High Value of Finished Goods

Service Factory

Balanced JIT Line is least Cost Configuration line where

Capacity = Throughput Rate = Demand

J J SHRIKHANDE 43
 For more details see You tube Video link
How to cut costs through Process Analysis & process
Improvement
by Domingo
https://youtu.be/IRLYHYDC>TR8.

J J SHRIKHANDE 44