Layout Strategy. Dr. Keong Leong Management Department UNLV

Transcription

1 Layout Strategy Dr. Keong Leong Management Department UNLV

2 Key Learning Outcome When you complete this class you should be able to: Explain the strategic importance of layout decisions Develop a good layout for a processoriented facility Balance production flow in a repetitive or product-oriented facility using the assembly line balancing technique

3 Outline Global Company Profile: McDonald s The Strategic Importance of Layout Decisions Process-Oriented and Repetitive Layout Assembly Line Balancing

4 McDonald s New Layout Redesigning all 30,000 outlets around the world Three separate dining areas Linger zone with comfortable chairs and Wi-Fi connections Grab and go zone with tall counters Flexible zone for kids and families Facility layout is a source of competitive advantage

5 McDonald s New Kitchen Layout Savings of $100,000,000 per year in food costs

6 Facility Layout Strategy The objective of layout strategy is to develop a costeffective layout that will meet a firm s competitive needs Location or arrangement of everything within & around a facility to achieve: Higher utilization of space, equipment, and people Improved flow of information, materials, or people Improved employee morale and safer working conditions Improved customer/client interaction Flexibility

7 Process-Oriented Layout Surgery ER Triage Room Patient A - broken leg Emergency room admissions Patient B - erratic heart pacemaker Laboratories Radiology ER Beds Pharmacy Billing/exit Figure 9.3

8 Process-Oriented Layout Minimize cost = X ij C ij i = 1 j = 1 n n where n = total number of work centers or departments i, j = individual departments X ij = number of loads moved from department i to department j C ij = cost to move a load between department i and department j

9 Process Layout Example Arrange six departments in a factory to minimize the material handling costs. Each department is 20 x 20 feet and the building is 60 feet long and 40 feet wide. Construct a from-to matrix Determine the space requirements Develop an initial schematic diagram Determine the cost of this layout Try to improve the layout Prepare a detailed plan

10 Process Layout Example Number of loads per week Department Assembly (1) Painting (2) Machine Shop (3) Receiving (4) Shipping (5) Assembly Painting Machine Receiving Shipping Testing (1) (2) Shop (3) (4) (5) (6) Testing (6) Figure 9.4

11 Process Layout Example Room 1 Room 2 Room 3 Assembly Painting Machine Shop Department Department Department (1) (2) (3) 40 Receiving Shipping Testing Department Department Department (4) (5) (6) Figure 9.5 Room 4 Room 5 Room 6 60

12 Process Layout Example Interdepartmental Flow Graph Figure 9.6

13 Process Layout Example Cost = X ij C ij i = 1 j = 1 n n Cost = $50*20 + $100*40 + $20*60 (1 and 2) (1 and 3) (1 and 6) + $30*20 + $50*40 + $10*20 (2 and 3) (2 and 4) (2 and 5) + $20*60 + $100*20 + $50*20 (3 and 4) (3 and 6) (4 and 5) = $13,200

14 Process Layout Example Room 1 Room 2 Room 3 Painting Assembly Machine Shop Department Department Department (2) (1) (3) 40 Receiving Shipping Testing Department Department Department (4) (5) (6) Figure 9.8 Room 4 Room 5 Room 6 60

15 Process Layout Example Revised Interdepartmental Flow Graph Figure 9.7

16 Process Layout Example Cost = X ij C ij i = 1 j = 1 n n Cost = $50*20 + $100*20 + $20*40 (1 and 2) (1 and 3) (1 and 6) + $30*40 + $50*20 + $10*40 (2 and 3) (2 and 4) (2 and 5) + $20*60 + $100*20 + $50*20 (3 and 4) (3 and 6) (4 and 5) = $10,600 Lower Cost Layout

17 Assembly Line Balancing Objective is to minimize the imbalance between machines or personnel while meeting required output Starts with the precedence relationships Determine cycle time Calculate theoretical minimum number of workstations Balance the line by assigning specific tasks to workstations Calculate efficiency

18 Assembly Line Balancing Cycle time = Production time available Demand per day Minimum number of work stations = Σ Task times Cycle time Efficiency = Σ Task times (Actual number of work stations) * (Largest cycle time)

19 Copier Example Performance Task Must Follow Time Task Listed Task (minutes) Below A 10 B 11 A C 5 B D 4 B E 12 A F 3 C,D G 7 F H 11 E I 3 G,H Total time 66 This means that tasks B and E cannot be done until task A has been completed

20 Copier Example Performance Task Must Follow Time Task Listed Task (minutes) Below A 10 B 11 A C 5 B D 4 B E 12 A F 3 C,D G 7 F H 11 E I 3 G,H Total time A B 12 5 C D F 11 E H 7 G 3 I Figure 9.13

21 Copier Example 480 available Performance Task Must Follow mins per day Time Task Listed 40 units required Task (minutes) Below A 10 B 11 A Production time C 5 B available per day Cycle time = D 4 B Units required per day 5 E 12 A = 480 / 40 C F 3 C, D 10 = minutes per 3 unit 7 G 7 F A G H 11 E Minimum I 3 G, number H of Total time 66 workstations B n F 4 Time for task i i = 1 12 D 11 Cycle time E H = 66 / 12 = 5.5 or 6 stations 3 I

22 Copier Example Secondary Rule Line-Balancing Heuristics 480 available 1. Longest task time Choose the available task with Performance Task Must Follow the longest task time mins per day Time Task Listed Primary Rule 40 units required Task 2. (minutes) Most following tasksbelow Choose the available task with A 10 the largest number Cycle of time following = 12 mins tasks Minimum B 11 A = 5.5 or 6 workstations C 3. Ranked 5 positional B Choose the available task for D weight 4 B which the sum of following task 5 E 12 A times is the longest F 3 C, D C 4. Shortest task time Choose 10 the 11 available task 3 with 7 G 7 F the shortest A Btask time F G H 11 E 4 3 I 5. Least 3 number of G, H I Total time following 66 tasks Choose the available 12 D task with 11 the least number of following tasks E H Table 9.4

23 Task Copier Example Performance Time (minutes) Task Must Follow Task Listed Below A 10 B Station 11 5 A 2 C 5 C B D B E A 12 B A F 3 4C, D G 7 D F H 11 E 12 I 3 G, H Station Total 1 time 66 E Station 4 F Station available mins per day 40 units required Cycle time = 12 mins Minimum = 5.5 or 6 workstations H Station 5 G 3 I Station 6 Figure 9.14

24 Copier Example available mins per day 40 units required Cycle time = 12 mins Minimum = 5.5 or 6 workstations 10 A C 11 3 B 12 4 D F 11 E H 7 G 3 I Efficiency = Task times (actual number of workstations) x (largest cycle time) = 66 minutes / (6 stations) x (12 minutes) = 91.7%