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Process Selection and Facility Layout

The document discusses different types of facility layouts such as product layouts, process layouts, and fixed-position layouts and how they are suited for different production needs. It also covers considerations for designing process layouts such as positioning departments to minimize transportation costs while ensuring certain departments are separated or adjacent based on their needs. Process layouts aim to handle a variety of processing requirements by grouping similar activities into functional departments.

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Joeve Grace Natividad
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232 views

Process Selection and Facility Layout

The document discusses different types of facility layouts such as product layouts, process layouts, and fixed-position layouts and how they are suited for different production needs. It also covers considerations for designing process layouts such as positioning departments to minimize transportation costs while ensuring certain departments are separated or adjacent based on their needs. Process layouts aim to handle a variety of processing requirements by grouping similar activities into functional departments.

Uploaded by

Joeve Grace Natividad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Process Selection and

Facility Layout
Facilities and
Forecasting Capacity
Equipment
Planning

Product & Layout


service Design

Process
Selection Work
Technological
Design
Change

Capacity is significantly impacted by process selection and facility layout.


The arrangement of departments, work centers,
and equipment, with particular emphasis on
movement of work (customers or materials)
through the system.
Inefficient operations
For Example: Changes in the design
High Cost of products or services
Bottlenecks

Accidents
The introduction of new
products or services

Safety hazards
Changes in
environmental Changes in volume of
or other legal output or mix of
requirements products

Morale problems
Changes in methods
or equipment
 Product Layouts most helpful to repetitive processing
 Process Layouts used for irregular processing
 Fixed-position layouts used when projects require layouts
 Hybrid layouts combinations of these above types
• Cellular manufacturing
• Group technology
• Flexible Manufacturing Systems
 Product layout: Layout that uses standardized processing
operations to achieve smooth, fast, high-volume flow

 Made possible by highly standardized goods or services that allow


highly standardized, repetitive processing

 The work is divided into a series of standardized tasks, permitting


specialization of equipment and division of labor

 The large volumes handled by these systems usually make it


economical to invest substantial sums of money in equipment
and in job design.
Raw
Station Station Station Station Finished
materials item
1 2 3 4
or customer

Materials Materials Materials Materials


and/or and/or and/or and/or
labor labor labor labor

Used for Repetitive or Continuous Processing


Example: automobile assembly lines, cafeteria serving line
In 1 2 3 4
5

Workers
6
Out 10 9 8 7
 High rate of output
 Low unit cost
 Labor specialization
 Low material handling cost
 High utilization of labor and equipment
 Established routing and scheduling
 Routine accounting, purchasing and inventory control
 Creates boring, repetitive jobs
 Poorly skilled workers may not maintain equipment or
quality of output
 Fairly inflexible to changes in volume
 Highly inclined to shutdowns
 Needs preventive maintenance
 Individual incentive plans are impractical
 Process layouts: Layouts that can handle various
processing requirements
 The layouts feature departments or other functional
groupings in which similar kinds of activities are performed
 Examples: Machine shops usually have separate
departments for milling, grinding, drilling, and so on
 Different products may present quite different processing
requirements and sequences of operations
Milling

Assembly
& Test Grinding

Drilling Plating

Process Layout - work travels to dedicated process centers


 Can handle a variety of processing requirements
 Not particularly at risk to equipment failures
 Equipment used is less costly
 Possible to use individual incentive plans
 In-process inventory costs can be high
 Challenging routing and scheduling
 Equipment utilization rates are low
 Material handling slow and inefficient
 Complexities often reduce span of supervision
 Special attention for each product or customer
 Accounting, inventory control and purchasing are
more involved
 Fixed-Position Layout: Layout in which the product or
project remains stationary, and workers, materials, and
equipment are moved as needed
Examples:
◦ Large construction projects (buildings, power plants,
dams)
◦ Shipbuilding, production of large aircraft
◦ Rockets used to launch space missions
 The three basic layout types may be altered to satisfy the
needs of a particular situation
 Examples:
◦ Supermarket layouts: primarily process layout, have
fixed-path material-handling devices as well (roller-
type conveyors and belt-type conveyors)
◦ Hospitals: process layout, fixed-position layout as well
(patient care)
◦ Off-line reworking (customized processing) of faulty
parts in a product layout
 Cellular Production
◦ Layout in which machines are grouped into a cell that
can process items that have similar processing
requirements
 Group Technology
◦ The grouping into part families of items with similar
design or manufacturing characteristics
Design characteristics: size, shape and function.
Manufacturing or processing characteristics: type
and sequence of operations required.
Line Balancing
Line Balancing is the process of assigning tasks to
workstations in such a way that the workstations have
approximately equal time requirements.

 Tasks are grouped into manageable bundles and


assigned to workstations with one or two operators

 Goal is to minimize idle time along the line, which leads


to high utilization of labor and equipment

 Perfect balance is often impossible to achieve


Cycle time is the maximum time allowed
at each workstation to complete its set
of tasks on a unit.
0.1 min. 0.7 min. 1.0 min. 0.5 min. 0.2 min.

With 5 workstations, CT = 1.0 minute.

Cycle time of a system = longest processing time in a workstation.


0.1 min. 0.7 min. 1.0 min. 0.5 min. 0.2 min.

With 1 workstation, CT = 2.5 minutes.

Cycle time of workstation = total processing time in of tasks.

With 3 workstations, can CT = 1.0 minute?

0.1 min. 0.7 min. 1.0 min. 0.5 min. 0.2 min.

Workstation 1 Workstation 2 Workstation 3


OT
Output capacity =
CT
OT = operating time per day

CT = cycle time

Example: 8 hours per day


OT = 8 x 60 = 480 minutes per day
Cycle Time = CT = 1.0 min
Output = OT/CT = 480/1.0 = 480 units per day
Cycle Time = CT = 2.5 min
Output = OT/CT = 480/2.5 = 192 units per day
OT
CT = cycle time =
D
D = Desired output rate

Example: 8 hours per day


OT = 8 x 60 = 480 minutes per day
D = 480 units per day
CT = OT/D = 480/480 = 1.0 Minute
t
Nmin =
CT
 t = sum of task times
Nmin = theoretical Minimum Number of
Workstations Required

Example: 8 hours per day, desired


output rate is 480 units per day
CT = OT/D = 480/480 = 1.0 Minute
Nmin = ∑t /CT = 2.5/1.0 = 2.5 stations
≈ 3 stations
Designing Process
Layouts
 The main issue in design of process layouts concerns the
relative positioning of the departments involved.

 Departments must be assigned to locations.

 The problem is to develop a reasonably good layout; some


combinations will be more desirable than others.
 Some departments may benefit from adjacent locations
• Sharing expensive tools or equipments.

 Some departments should be separated

• A lab with delicate equipment should not be located near a


department that has equipment with strong vibrations.

• Sand blasting department and painting department.

• Flammable materials near a furnace.


 One advantage of process layouts: satisfy a variety of processing
requirements

 Customers or materials in these systems require different


operations and different sequences of operations

 One of the major objectives in process layout is to minimize


transportation cost, distance, or time

 This is usually accomplished by locating departments with relatively


high interdepartmental work flow as close together as possible

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