Slide 7.1. Chapter 7 Layout and flow

Transcription

1 Slide 7.1 Chapter 7 Layout and flow

2 Slide 7.2 Layout and flow Direct Design Operations management Develop Supply network design Layout and flow Deliver Process technology People, jobs and organization Product/service design Figure 7.1 The design activities in operations management covered in this chapter

3 Slide 7.3 Key operations questions In Chapter 7 Layout and flow Slack et al. identify the following key questions What is layout? What makes a good layout? What are the basic layout types used in operations? What type of layout should an operation choose?

4 Slide 7.4 Layout Layout involves the relative positioning of transformed resources within operations and the allocation of tasks, which together dictate the flow of transformed resources The relative positioning of transforming resources The allocation of tasks to transforming resources The flow of transformed resources What makes a good layout?

5 Slide 7.5 What makes a good layout? Inherent safety Length of flow, e.g., minimizing the distance Clarity of flow, e.g., signpost, clear and evident flow Staff conditions, e.g., arrange unpleasant parts of the operation Management coordination, e.g., location of staff Accessibility, e.g., for proper maintenance and cleaning Use of space, e.g., minimizing the space used Long-term flexibility, e.g., for future needs of the operation

6 Slide 7.6 Types of Layout Fixed position project management Functional layout flow charts and relationship charts Cell layout product flow analysis Product layout assembly line balancing techniques

7 Slide 7.7 The relationship between functional and layout types Manufacturing process types Basic layout types Service process types Project processes Jobbing processes Batch processes Fixed position layout Functional layout Cell layout Professional services Service shops Mass processes Continuous processes Product layout Mass services Table 7.1 The relationship between process types and basic layout types

8 Slide 7.8 Case Discussion Read the case: Factory flow helps surgery productivity (Page 195) Question: What do you think are the advantages and disadvantages of this arrangement when compared with the conventional layout of one surgeon remaining in one operating theatre?

9 Slide 7.9 An innovative layout in a surgery improves its efficiency Figure 7.3 Assembly line surgery

10 Books Reference Books Reserve collection Slide 7.10 An example of a functional layout in a library Books Books To study area Books Books Circulation desk Computer learning lab Catalogue station Display area Main entrance Work room Terminal room Periodicals Copy room A/V room Director s office Work room Figure 7.4 An example of a functional layout in a library

11 Slide 7.11 Shop-within-a-shop (cell) in a department store Sports shop Books and DVDs Footwear Magazines and stationery Perfume & jewellery Escalators Men's clothes Luggage and gifts Women s clothes Entrance Figure 7.5 The ground floor plan of a department store showing the sports goods shop-within-a-shop retail cell

12 Slide 7.12 Example of product layout: a paper manufacturing operation

13 Slide 7.13 A restaurant complex with all four basic layout types Desert buffet Starter buffet Oven Cell layout buffet Fixed-position layout service restaurant Main course buffet Preparation Service line Line layout cafeteria Cool room Functional layout kitchen Grill Freezer Vegetable prep Figure 7.7 A restaurant complex with all four basic layout types

14 Slide 7.14 Design techniques for functional layout Flow information &relationship To From LOADS/DAY A B C D E A B C D E To From UNIT COST/DISTANCE TRAVELLED A B C D E A B C D E DAILY COST/DISTRANCE TRAVELLED To From A B C D E A B C D E

15 Machines Machines Slide 7.15 Design techniques for cell layout Product flow analysis (a) Component families (a) Component families X X 4 X X X 2 X X X 1 X X 3 X X X 6 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X

16 Load Slide 7.16 Balancing loss is that proportion of the time invested in processing the product or service which is not used productively An ideal balance where work is allocated equally between the stages Cycle time = 2.5 mins Work allocated to stage Stage Figure 7.17 Balancing loss is that proportion of the time invested in processing the product or service which is not used productively

17 Load Slide 7.17 Balancing loss is that proportion of the time invested in processing the product or service which is not used productively (Continued) But if work is not equally allocated, the cycle time will increase and balancing losses will occur Cycle time = 3.0 mins Work allocated to stage Idle time Stage Figure 7.17 Balancing loss is that proportion of the time invested in processing the product or service which is not used productively (Continued)

18 Slide 7.18 Design techniques for product layout Assembly line balancing techniques. 1. What cycle time (desired) is needed? 2. How many stages are needed? 3. Deal with task-time variations 4. Balance the layout Cycle time for the layout = Number or stages = Time available Number to be processed Total work content Required cycle time

19 Slide 7.19 Design techniques for product layout Example A manufacturer needs to design a production line. The customer order is 5,000 products a week and the number of hours worked is 40 hours per week. The total work content = 1.68 min (see the production process below). Help them to design the layout mins e 0.30 mins 0.25 mins 0.05 mins 0.25 mins a b c d f g i 0.12 mins 0.36 mins 0.10 mins h 0.08 mins

20 Slide 7.20 Element listing Element a De-tin and trim 0.12 mins Element Element b c Reshape with off-cuts Clad in almond fondant 0.30 mins 0.36 mins Element d Clad in white fondant 0.25 mins Element e Decorate, red icing 0.17 mins Element f Decorate, green icing 0.05 mins Element g Decorate, blue icing 0.10 mins Element h Affix transfers 0.08 mins Element i Transfer to base and pack 0.25 mins Total work content = 1.68 mins

21 Slide 7.21 Solution Cycle time for the layout = (Desired) Number or stages = 40 hrs * 60 mins = 3.5 stages = 0.48 min Stage 1 Stage 2 Stage mins Stage 4 e 0.30 mins 0.25 mins 0.05 mins 0.25 mins a b c d f g i 0.12 mins 0.36 mins 0.10 mins h 0.08 mins Idle time every cycle = ( ) + ( ) + ( ) = 0.24 mins Proportion of idle time per cycle 0.24 = = 12.5%

22 Slide 7.22 Long and thin versus short and fat layouts A 60 minute task with a required cycle time of 15 minutes every 15 minutes every 15 minutes every 15 minutes 60 Figure 7.20 The arrangement of stages in product layout can be described on a spectrum from long thin to short fat

23 Slide 7.23 Long and thin versus short and fat Long and short describes the number of stages Fat and thin describes the amount of work at each stage Advantages of long-thin processes controlled flow simple materials handling lower capital requirement (no duplication) greater efficiency higher space utilization Advantages of short-fat processes higher mix flexibility higher volume flexibility greater robustness less monotonous higher ownership

24 Slide 7.24 Next week case The North West Constructive Bank (abridged)