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1、Topic-10Facility Design and Line BalancingDDDDGGGGGGMMMMMMAAAALLLLLLLLFacility LayoutFacility Layout DesignnFacility layout: determine the relative positions of each unit within the facility. Facility layout will determine the work flow patterns in the facility.nLayout design: has a significant impa
2、ct on most operational performance measures, especially on: -materials handling costsFacility Layout Design (II)- Production cost- Production Lead-time- Inventory Level- Quality ControlMajor Objectives of Facility Layout Designn1.Simplify work flow pattern within n the facility.n2. Reduce materialha
3、ndling costsn3. Increase utilization of resourcesn4. Provide flexibility that requiredU-Shape LayoutMachine 1Machine 2Machine 3Machine 4Machine 5Materials inFinished goods outSome Objectives of Facility Layout-Objectives for Manufacturing Operation LayoutvProvide enough production capacityvReduce ma
4、terial handling costvConform to site and building constrainsvAllow space for production machinesvAllow high labor, machine and space utilization and productivityvProvide for volume and product flexibilityvProvide space for restrooms, cafeterias, and other personal care needs of employeesvProvide for
5、 employee safety and healthvAllow case of supervisionvAllow case of maintenancevControl Some Objectives of Facility Layout-Additional Objectives for Warehouse Operations LayoutnPromote efficient loading and uploading of shipping vehiclesnProvide for effective stock picking, order filling, and unit l
6、oadingnAllow case of inventory countsnPromote accurate inventory record keepingSome Objectives of Facility Layout-Additional Objectives for Service Operation LayoutnProvide for customer comfort and conveniencenProvide appealing setting for customersnAllow attractive display of merchandisenReduce tra
7、vel of personnel or customersnProvide for privacy in work areasnPromote communication between work areasnProvide for stock rotation for shelf lifeMaterials Handing in Layout DesignnThe central focus of most manufacturing layouts is to minimize the cost of processing, transporting , and storing mater
8、ials throughout the production system.nMaterials used in manufacturing include:Raw materialPurchased componentsWork-in-progressFinished goodsPackaging materialMaintenance, repair, and operating supplies Materials Handing in Layout Design (II)nA materials-handing system is the entire network of trans
9、portation that:Receives material in inventoriesStores material in inventoriesMoves material between processing pointsDeposits the finished products into vehicles for delivery to customersMaterials Handing in Layout Design (III)nMaterial-Handing principlesMove directly (no zigzagging/backtracking)Min
10、imize human effort requiredMove heavy/bulky items the shortest distancesMinimize number of times same item is movedMH systems should be flexibleMobile equipment should carry full loadsnMaterial-Handling Equipment Automatic transfer devices/Containers/pallets/hand cartsConveyors/Cranes/Elevators/Pipe
11、lines/ Turntables/AGVSTypes of Facility Layout1.Process Layout: Similar Machines are Grouped together as Specific Work Centers (WC). (Functional/Departmental Layout) (e.g., Job Shop)2.Product Layout :Machines are Installed According to Operations Sequence through which designed Product is Made. (Lin
12、e Layout) (e.g., Assembly Line/Continuous Process) LLLLLLMMMMMMGGGGGGDDDDDDWork flow inputsWork flow outputsOriginal Job Shop Layout:GMLDFMDDLDDGLLDGLDLDFWork flow inputsWork flow outputsGroup Technology Group Technology Layout:Layout:Key:M= Milling Machine D= DrillingL=Lathe F= FinishG= GrinderType
13、s of Facility Layout3.Project Layout: Equipment are fixed at specified Position. (Fixed Position Layout) (e.g., Project Shop: Aircraft Plant/Ship Building Yard)4. Cellular Layout: Selected Machines are grouped to form several Manufacturing Cells, each produces a specific group of products. (GT Layou
14、t, GT-Group Technology) (e.g., Cellular Shop)Fixed Position LayoutLLLLLLMMMMMMGGGGGGDDDDDDWork flow inputsWork flow outputsOriginal Job Shop Layout:GMLDFMDDLDDGLLDGLDLDFWork flow inputsWork flow outputsGroup Technology Group Technology Layout:Layout:Key:M= Milling Machine D= DrillingL=Lathe F= Finis
15、hG= GrinderProcess LayoutDrillingDDDDGrindingGGGGGGMillingMMMMMMAssemblyAAAALathingReceiving and shipping LLLLLLLL(a) Jumbled flows in a job shop without GT cells(a) Jumbled flows in a job shop without GT cellsCellular Layout(b) Line flows in a job shop with three GT cells (b) Line flows in a job sh
16、op with three GT cells Cell 3LMGGCell 1Cell 2Assembly areaAALMDLLMShippingDReceivingGGroup Technology/Cellular ManufacturingnGroup TechnologyEach part produced receives a multi-digit code that describes the physical characteristics of the part.Parts with similar characteristics are grouped into part
17、 familiesParts in a part family are typically made on the same machines with similar toolingGroup Technology/Cellular Manufacturing (II)nCellular Manufacturing Some part families (those requiring significant batch sizes) can be assigned to manufacturing cells.The organization of the shop floor into
18、cells is referred to as cellular manufacturing.Flow of parts within cells tend to be more like product-focused systemsGroup Technology/Cellular Manufacturing (III)nAdvantages (relative to a job shop)Process changeovers simplifiedVariability of tasks reduced (less training needed)More direct routes t
19、hrough the systemQuality control is improvedProduction planning and control simplerAutomation simplerWhat is Layout Planning?nKey Design Choices:nWhat centers should we include?nHow much space and capacity for each center?nHow to configure the space?nWhere should each be located?nRelative location:
20、can affect travel time, material handling cost, and communicationnAbsolute location: can affect cost to change layout and customer reactionWhat is Layout Planning? (II)nFour Major Layout Types:1) Process layout: organizes resources around the process and groups workstations or departments according
21、to function2) Product (line) layout: dedicates resources to a product or closely related product familyChallenge in designing product layouts- balance tasks, equalize the workload assigned to resources 3) Cellular Layout- Group technology): combines elements of both a flexible flow and line flow fac
22、ility with both fabrication and assembly operations 4) Fixed position layout: product is fixed ion place. Resources come to the product. Minimizing number of times product must be movedLayout TypesFoundryMilling machinesLathesGrindingPaintingDrillsOfficeWeldingForging(a) Process Layout ( job shop)(a
23、) Process Layout ( job shop)Layout Types(b) Product (Line) Layout (b) Product (Line) Layout Station 1Station 2Station 3Station 4Process Layout Vs Product LayoutProcess LayoutProduct LayoutProduct MixLarge & DynamicSmall & StableProduct VolumeLow to MediumHighMachine TypeGeneral/ Non- DedicatedSpecia
24、l/ DedicatedFlexibilityHighLowWork Flow PatternBatch Flow/ RandomContinuous, LinearAutomationLowHighInitial CostLowHighVariable CostHighLowPlan & ControlOrder Based/ ComplexFlow Rate BasedLeadtimeVery LongShortWIP LevelHighVery LowMGT ConcernsScheduling, Leadtime, CostsEfficiency, Line BalancingLayo
25、ut Design in ServicenProcess Layout and Product Layout are also two major facility layout designs in Service operations. Some examples : Process Layout:/Product Layout:nSome Specific Considerations in Service Layout Design:Must provide entryways to customer.Must provide waiting space for customers.N
26、eed separation of rooms for customer privacy.Process Layout Design Procedure1. Collect Required Data: (Product Mix/Production Volume/.)2. Determine the Number of Work Centers.3. Determine Space Requirement for Each Work Center.4. Examine Relationships among Work Centers based on:- Material Handling
27、Costs- Supportive Factors ( Loading & Unloading/Closeness to Computer Center/)- Specific Requirement.5. Develop Layout Alternative Plans.6.Evaluate Alternative Plans and Make Final Selection. Layout by Process(a) Original layout(a) Original layoutFrozen foodsDry groceriesBreadVegetablesMeatsLayout b
28、y Process(b) Revised layout(b) Revised layoutFrozen foodsDry groceriesBreadVegetablesMeatsProcess Layout Design Methods1.Small Size: Optimizing Techniques, (Linear Programming/Transportation Model/) (N 50) Service Operations Layout- InOffice (Service) Layouts:nRecent Poll: A 1400 service worker poll
29、 revealed that 75% felt a better layout would improve their productivitynManagement indirectly used layout as a “spatial language to say: You are special? Out of supervisors watchful eyes/ Satisfied social needsnProximity: nThe unusual approach is to design office layouts around work flows and commu
30、nication patternsnThe assumption is that proximity helps with understanding, mutual interest, and even friendshipnPrivacy:nCrowding and noise can hurt performance and attitudesService Operations Layout- IInOptions in office layoutnPrivacy is expensive. The capital investment in open-plan layouts is
31、about 40% less. An open plan maximizes flexibility.nA trade-off between privacy and proximity is possible.nTraditional layouts:nClosed offices for somenOpen areas for othersnOffice landscapingnEveryone in the open: plants, screens, and portable participations for semiprivate spacenActivity settingsn
32、Home based: a personal nook; position mo longer means placenMultiple workplacesnTelecommuting or electronic cottageProduct Layout DesignnLine layout: * all work stations are located along production line in a pre-specified sequence. * a series of operations performed in the same order. * a transport
33、ation device connection all WSs to form a line * all machines are dedicated to perform certain operations tasks.nDesign questions:n* how many work stations in the line?n* how operation tasks are assigned to each work station?nThere is no relative position issue in line layout design.Layout Types(b)
34、Product (Line) Layout (b) Product (Line) Layout Station 1Station 2Station 3Station 4In a Hospital for an Medical ExamReceptionistSign UpTemperatureHeight/WeightBlood PressureBloodBy A RN-See DoctorExitPre-Check UpSample TakenTest- 1Test- 2Test- 3EntranceIt is a Line-LayoutIn an Museum EntranceShowro
35、om 1Showroom 2Showroom 3Showroom 6Showroom 5Showroom 4Showroom 7Showroom 8Showroom 9ExitGift ShopIt is a Line-LayoutWhy Line Need Be Balanced?nExample:nTasks: A B C D E F G H I JnOp.time: 2 3 9 1 14 16 4 1 7 13Work station: (1) (2) (3) (4) (5)Precedence requirement:ABCDEFGHI-J Initial assignment:Tas
36、ks: (A,B) (C,D) (E,F) (G,H) (I,J)WSs: (1) (2) (3) (4) (5)Question: how about the performance of this production line?nInitial Assignment:nTasks: (A,B) (C,D) (E,F) (G,H) (I,J)nWS : (1) (2) (3) (4) (5)nProcess time: 5 10 30 5 20nIdle time: 25 20 0 25 10n1. Shortest Time Interval a Finished Product out
37、 off Line = 30n2. Stable Output Rate of this Line = 2/hourn3. Idle (Slack) Time at Each WS ( 25+20+0 +25+10=80)n4. Total Slack Time of the Line =80n5. Is this Line Balanced ? NonNew Assignment:nTasks: (A,B,C) (D,E) (F) (G,H,I) (J)nWS : (1) (2) (3) (4) (5)nProcess time:14 15 16 12 13nIdle time: 2 1 0
38、 4 3n1. Shortest Time Interval a Finished Product out off Line = 16n2. Stable Output Rate of this Line = 4/hourn3. Idle (Slack) Time at Each WS (2+1+0 +4+3=10)n4. Total Slack Time of the Line =10n5. Is this Line Balanced ? Yes, almost!Why line need be balanced (II)nObjectives of line balancing: to m
39、inimize total slack time (two types of problems)1.Given the number of Wsminimize the cycle time (maximize output rate)2.Given the cycle timeminimize the number of WS (maximize utilization)Elements of line balancing problem1. Task: smallest work element2. Task processing time: time required to comple
40、te a task.3. Work station (WS): a location along the line where tasks are processed4. Work load of a WS: the sum of the processing times of all tasks assigned to a work station.5.Cycle time: a fixed time interval for feeding two consecutive units into the line.6. Production rate: at which work mater
41、ials are fed into the line.(production rate=1/cycle time)Designing Product (Line) Layout- InCommon characteristics:nArranges workstations in sequencenLine flow from station to station, with each performing a set of work elementsnSmall or nonexistent inventory buffersnProduction line or assembly line
42、Designing Product (Line) Layout- IInLine BalancingnTwo basic questionsnHow many stations are needed?nWhat work elements are assigned to each?nImmediate predecessorsnPrecedence diagramnCannot add a work element until all of its immediate predecessors are donenDesired output ratenMatching demand to th
43、e production plannJob specialization and number of shifts workednCycle time: inverse of desired hourly output rate; convert to same time units as given for work elementsDesigning Product (Line) Layout- IIInOther considerationsnPacingnBehavioral factorsnJob enlargement and rotation/ craft linesnInvol
44、ving worker groups in decisionsnArranging stations to facilitate interaction/ personnel selectionnNumber of models produced: mixed-model linenModify cycle timesnMay increase efficiencynRebalancing frequencyLine Balancing: Constraints & Assumptions nConstraints: 1. Precedence Requirements 2. Zoning L
45、imitations 3. Other Constraints.oAssumptions: 1. A Task cant be split. 2. All tasks must be completed. 3. Same processing times for all work stations. How to balance a production line1. Collect all required information2. Draw a precedence network/diagram3. Determine: a) the number of work stationund
46、er given cycle time or, b) the cycle timeunder given number of work stations4. Select taskassignment methods5. Assign tasks to work stations6. Evaluate assignment solutionTask Assignment Heuristicsn1.LPT (Next Longest Processing Time Task First): select the task that has the largest processing time
47、but still fit to the WS available timen2.SPT (Next Shortest Processing Time Task First): select the task that has the shortest processing and still fit to the WS available timen3.MSF (Most Successors Task First): select the task that has the most successors and still fit to the WS available timen4.L
48、SPT (Largest Successors Processing Time Task First): select the task that has the largest successors processing time and still fit to the WS available timeSee Calculation Examples nYour Supplement p.10-22: - Problem 1 - Problem 2 (Using only SPT and LPT Heuristics)Problem # 1 SupplementGivennProduct
49、ion Rate = 500/7.5 = 66.67 (units/hour)nCycle Time = 1/(Production Rate) = 1/66.67 (hour) = (1/66.67)*60*60 =54 (seconds)nObjective: Min The No. of WS32153535382212163120Procedure Diagram:Line Balancing Solution SheetProblem #1 Supplementa) Assign Task by Heuristics Given: Cycle-Time = 54Number of W
50、ork Station = 6 Total Slack Time = (7+4+3+19+19+16)=68Efficiency= Total Time Total Slack Time)/Time= (6*54-68)/ (6*54)= 256/324 79%AA3222B, C, DC157B, DB, GB, H, IDHG2220121634B, IBB, J(E, F)E, F(F)FIBEFJ3123203353538191916123456WorkstationTask AvailableTask AssignedTask TimeTime RemainingLine Balan
51、cing Solution SheetProblem #1 Supplementa) Assign Task by Heuristics Given: Cycle-Time = 54Work StationTask AvailableTask AssignedTask TimeTime Remaining1AB,C,DAC32152272B,DB,GB,H,IDGH221216322043B,IB,JIJ31202334B(E,F)B35195E,F(F)E35196FF3816Number of Work Station = 6Total Slack Time = (7+4+3+19+19+
52、16)=68Efficiency= Total Time Total Slack Time)/Time= (6*54-68)/ (6*54)= 256/324 79%Problem #1 Supplementa) Assign Task by Heuristics Given: Cycle-Time = 54Number of Work Station = 5Total Slack Time = (0+4+4+3+3)=14Efficiency= Total Time Total Slack Time)/Time= (5*54-14)/ (5*54)= 256/270 95%Work Stat
53、ion Task Availability Tasks Assigned Task Time Time Remaining1AB, C, DAD3222222B, C, DBE, F, C, GC351519345E, F, GFE, GG381216E, H, IEH, IH351619IIJJ312023Problem #1 Supplementa) Assign Task by Heuristics Given: Cycle-Time = 54Work StationTask AvailableTask AssignedTask TimeTime Remaining1AB,C,DAD32
54、222202B,C,GE,F,C,GBC35151943E,F,GE,GFG38121644E,H,IH,IEH35161935IJIJ3120233Number of Work Station = 5Total Slack Time = (0+4+4+3+3)=14Efficiency= Total Time Total Slack Time)/Time= (5*54-14)/ (5*54)= 256/270 95%Problem #2 SupplementGiven:Production Rate = 300/8 = 37.5 unit/ hourCycle Time = (1/37.5)
55、*60*60= 96 secObjectives:Minimize: (No. of WS)Procedure Diagram:5122283239202042201216124420Problem #2 SupplementGiven:Production Rate = 300/8 = 37.5 unit/ hourCycle Time = (1/37.5)*60*60= 96 secObjectives:Minimize: (No. of WS)Procedure Diagram:5122283239202042201216124420Problem #2 Supplementa) Ass
56、ign Task by HeuristicsGiven Cycle Time: 96Work StationTask AvailableTask AssignedTask TimeTime Remaining1ABF32CGDH03EIJ34LKMN0Number of Workstations = 4Total Slack Time = 6Efficiency = (Total Time Total Slack Time)/ Total Time = 98.4%Problem #2 Supplementa) Assign Task by HeuristicsGiven Cycle Time:
57、 96Work StationTask AvailableTask AssignedTask TimeTime Remaining1AE62DCBI23FGJ144LHK165MN64Number of Workstations = 5Total Slack Time = 102Efficiency = (Total Time Total Slack Time)/ Total Time = 78%How to select line balancing heuristicsnFor a specific problemhow to select? * random? * try all heu
58、ristics?Guidelines:1.Job structure:2. Task processing time distribution:Computer expert systems have been developed for line balancing problemsLine balancing problemn1. Single-model line: nonly one product is processed on the line. All items are identical- no job sequencing issues.nMajor management
59、concern: balancing the line only. nAdvantages: simple and easy to planning, scheduling, and controlling n2. Mixed-model line: nMore than two products are processed on the same line. Items are different. nMajor management concerns: both items sequencing & line balancing are to be considered together
60、to achieve better performance.nAdvantages: high utilization/ eliminate line changeovers/nWhy mixed? Capacity of line Demand of a single productSubjective Considerations in Assembly Line Balancing ProblemsnJob enlargement vs. job specialization- employee motivationnChoice of cycle time- speed of line
61、 vs. balance delaynSpace requirementsnTask decomposition can a major task really be broken down?nSpecial materials handling considerationsnSafetynQuality controlnFlexibility of designProduction lines: Western vs. JapaneseWesternJapaneseTop priority: line balancingTop priority: flexibilityStrategy: s
62、tability- long production runs so that nee to rebalance seldom occursStrategy: flexibility- expect to rebalance often to match output to changing demandAssume fixed labor assignmentsFlexible labor: move to the problems or to where the current workload isUse inventory buffers to cushion effects of eq
63、uipment failureEmploy maximal preventive maintenance to keep equipment from breaking downNeed sophisticated analysis (e.g. using computers) to evaluate and cull the many optionsNeed human ingenuity to provide flexibility and ways around bottlenecksPlanned by staffSupervisor may lead design effort an
64、d will adjust as neededProduction lines: Western vs. JapaneseWesternJapanesePlan to run at fixed rate, send quality problems off lineSlow for quality problems, speed up when quality is rightLinear or L- shaped linesU- shaped or parallel linesConveyorized material movement is desiredPut stations clos
65、e together and void conveyorsBuy “super machines” and keep them busyMake (or buy) small machines, add more copies as neededApplied in labor- intensive final assemblyApplied even to capital-intensive subassembly and fabrication workRun mixed models where labor content is similar from model to modelSt
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