Chapter 6 Process Selection and Facility Layout Saba Bahouth – UCO 1 Process Selection as Part of System Design Deciding on the way the production of goods or services will be organized Forecasting Capacity Planning Product and Service Design Technological Change Facilities and Equipment Facility Layout Process Selection Saba Bahouth – UCO Work Design 2 Process Choice Decisions Three Types of Goods and Services Custom, or make-to-order, goods and services are generally produced and delivered as one-of-a-kind or in small quantities, and are designed to meet specific customers’ specifications. Examples: ships, weddings, certain jewelry, estate plans, buildings, and surgery. Option, or assemble-to-order, goods and services are configurations of standard parts, subassemblies, or services that can be selected by customers from a limited set. Examples: desktop computers, Subway sandwiches, vacation in tour, BBA Standard, or make-to-stock, goods and services are made according to a fixed design, and the customer has no options from which to choose. Examples: appliances, shoes, sporting goods, credit cards, on-line Web-based courses, and bus service. Saba Bahouth – UCO 3 The Big Picture Types of Goods and Services Custom make-to-order Types of Processes Types of Layout 1. Projects 1. Fixed Position Layout 2. Job-Shop 2. Process/Functional Layout 3. Batch Option assemble-to-order Standard make-to-stock 4. Repetitive/ (Assembly Lines) 5. Continuous Saba Bahouth – UCO 3. Product Layout 4 Projects Types of Processes Job shop: Small scale production Batch: Moderate volume production Repetitive/assembly line: High volumes of standardized goods or services Continuous: Very high volumes of non-discrete goods Job-Shop (intermittent process) Process/Functional Layout Batch Repetitive (assembly line) Product Layout Continuous Product Layout Continuum Make to Order High variety, low volume Low utilization (5% - 25%) General-purpose equipment Flexible equipment Saba Bahouth – UCO Make to Stock Low variety, high volume High utilization (70% - 95%) Specialized equipment 5 Saba Bahouth – UCO 6 Batch Repetitive Saba Bahouth – UCO 7 Volume, Variety and Process Matrix Repetitive Process Low-Volume Different Products: (High Variety) One or few units per run, high variety (allows customization) High-Volume Mass Customization Process/Functional focus (Intermittent) projects, job shop (machine, print, carpentry) Kinko’s (difficult to achieve, but huge rewards) Dell Computer Co. (Batch) Different Modules Modest runs, standardized modules Different Attributes only (Low Variety) (such as grade, quality, size, thickness, etc.) Long runs only Repetitive (autos, motorcycles) Honda Poor strategy Product focus (steel, glass) Nucor Steel Saba Bahouth – UCO 8 Assembly-Line Balancing 0.1 min 0.7 min 1.0 min Saba Bahouth – UCO 0.5 min 0.2 min 9 Assembly-Line Balancing Assembly-Line Balancing • An assembly line is a product layout dedicated to combining the components of a good or service that has been created previously. • Assembly line balancing is a technique for grouping tasks to balance the workload on workstations. • Cycle time (CT) is the interval between successive outputs. 0.1 min 0.7 min 1.0 min 0.5 min 0.2 min • Min. number of WS needed = Sum of task times/Cycle time = t / CT • Individual WS efficiency = t / CT • Assembly Line Efficiency = t / (N*CT) Saba Bahouth – UCO 10 Assembly-Line Balancing • 5 workstations: CT = 1 minute; 1 assembly every 1 minute. • 3 workstations: CT = 1 minute; 1 assembly every 1 minute. • 1 workstation: CT = 2.5 minutes; 1 assembly every 2.5 minutes. 0.1 min 0.7 min 1.0 min 0.5 min 0.2 min Maximum Allowed Cycle Time: MACT = A / R where A = Available time to produce the output (Hrs/day or Min/day) R = Required output Rate (units/day) (be careful with time units) Example: [8hrs/day] / [160units/day] = 0.05 hrs/unit or 3 minutes Saba Bahouth – UCO 11 Funnel Analogy of Bottlenecks Saba Bahouth – UCO 12 Little’s Law J.D. Little (1961) developed a simple formula that explains the relationship between flow time (T), throughput (R) and work-in-process (WIP), which is known as Little’s Law. WORK-IN-PROCESS (WIP) = THROUGHPUT (R) * FLOW TIME (T) Assume: Throughput = 30 units/hr Flow time = 20 minutes or 1/3 hr Therefore WIP = 30 units/hr x 1/3 hr = 10 units Consider a voting facility that processes an average of 50 people per hour and that on average, it takes 10 minutes for each person to complete the voting process. WIP = R*T WIP = 50 voters/hr*(10 minutes/60 minutes per hour) WIP = 8.33 voters Saba Bahouth – UCO 13 Solved Problem An accounts receivable manager processes 200 bills per day with an average processing time of 5 working days. What is the average number of bills in her office? What if she reduces the time from 5 to 1 day using better technology? Solution: Saba Bahouth – UCO 14 Automation Automation: Machinery that has sensing and control devices that enables it to operate with minimal input from an operator. – Fixed automation – Programmable automation Machine technology – NCM for drilling, cutting, etc Automatic identification systems (AIS) – Bar codes, toll pass Process control – Glass temperature – QA charts Vision system - Replacing human inspection: level in medicine bottles Robot – Imitation of human arm for boring and dangerous jobs Automated storage and retrieval systems (ASRS) Automated Guided Vehicles (AGV) Flexible manufacturing systems (FMS) – One computer system controlling several machines and material handling • Computer-integrated manufacturing (CIM) – One computer system spanning over engineering, inventory, manufacturing, warehousing and shipping • • • • • • • • Saba Bahouth – UCO 15 Facilities Layout Layout: the configuration of departments, work centers, and equipment, with particular emphasis on movement of work (customers or materials) through the system • Process/Functional layout • Product layout • Combination layout • Fixed-Position layout (Projects) Saba Bahouth – UCO 16 Process/Functional Layout 222 444 Mill 111 333 111 333 Lathes 222 111 444 222 Drill Grind 3333 1111 2222 Heat treat Assembly 111 Gear cutting Saba Bahouth – UCO 111 444 17 Process/Functional Layout A process/functional layout consists of a functional grouping of equipment or activities that do similar work. Examples: offices, hospitals. Advantages of product layouts include a lower investment in general purpose equipment, flexibility, and the diversity of jobs inherent in a process layout can lead to increased worker satisfaction. Saba Bahouth – UCO 18 Product Layout A product layout is an arrangement based on the sequence of operations that are performed during the manufacturing or service. Examples: Subway sandwich shops, automobile assembly lines. Advantages of product layouts include lower work-in-process inventories, shorter processing times, less material handling, requires lower labor skills, and simple planning and control systems. Saba Bahouth – UCO 19 Process/Functional Layout 222 444 Mill 111 333 111 333 Lathes 222 111 444 222 Drill Grind 3333 1111 2222 Heat treat Assembly 111 Gear cutting 111 444 • Cellular Production • Group Technology Saba Bahouth – UCO 20 Cellular Manufacturing Layout Mill Drill Heat treat Gear cut -1111 222222222 Mill Drill Heat treat Grind - 2222 3333333333 Lathe Mill Heat treat Grind - 3333 Drill Gear cut 44444444444444 Mill Saba Bahouth – UCO Assembly -1111 Lathe - 4444 21 Group Technology / Cellular Layout Saba Bahouth – UCO 22 Forming a Cell Drill Polish Work Cell Saba Bahouth – UCO 23 A U-Shaped Production Line In 1 2 3 4 5 Workers 6 Out 10 9 8 Saba Bahouth – UCO 7 24 Process/Functional Layouts Advantages • Can handle a variety of processing requirements • Not particularly vulnerable to equipment failures • Equipment used is less costly • Possible to use individual incentive plans Disadvantages • 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 and purchasing are more involved Saba Bahouth – UCO 25 Product Layout Advantages • High rate of output • Low unit cost • Labor specialization • Low material handling cost • High utilization of labor/equipment • Established routing and scheduling • Easy accounting and purchasing Disadvantages • Creates dull, repetitive jobs • Poorly skilled workers may neglect maintenance and quality • Fairly inflexible to changes in volume • Highly susceptible to shutdowns • Needs preventive maintenance • Individual incentive plans are impractical Saba Bahouth – UCO 26 Service Layouts • • • • Warehouse and storage layouts Retail layouts Office layouts Service layouts must be functional and aesthetically pleasing Saba Bahouth – UCO 27