Lesson 3 Layout & Flow

Sandwich making 'If you were making a sandwich for a friend how would you do it? 'If you were making sandwiches for a whole group of friends who were due to arrive in an hour’s time, how would your process change?‘ 'If you were making 5,000 sandwiches a day for a supermarket, how would you wish to organize the production system?'

Sandwich making Sandwich for a friend - What kind of sandwich would they want (limited only by the availability of ingredients in the kitchen), when do they want it? (it could be made to order), and how much it could be customized (more salt and pepper) Whole group/1hour arrival (You would butter all the bread together, standardize the products to some extent, and so on). ‘Making 5,000 sandwiches a day for a supermarket?'(would need to use an assembly line or process, etc.).

Volume & Variety Layout and flow cannot be discussed without first considering : The product volume and variety The type of process to be employed These factors are inextricably linked

How decisions might be connected (Slack2004) Project process Jobbing process Batch process Mass process Continuous process Fixed position layout Process layout Cell layout Product layout The physical position of all transforming resources The flow of the operation’s transformed resources Process type Basic layout type Detailed design of layout Volume and variety Strategic performance objectives Decision 1 Decision 2 Decision 3

Volume & Variety Product volume – quantity of units produced Product Variety – is the variation in products (SKU’s) Product volume and variety is affected by the type of business and the market demand for products

Volume-Variety Dilemma Accepted continuum for processes Low VOLUME High High Not possible? VARIETY Accepted continuum for processes Not viable? Low

Volume & Variety Product volume and variety have a big influence on process design. The two dimensions normally go together: Low volumes operations normally have a high degree of product variety. [automotive component supplier] High volume operations normally have a low degree of product variety.[canning plant] The same organisation can have different parts of the operation organised differently – [large automotive OEM] Volume/Variety is seen as having a large Influence upon the process type deployed

Volume & Variety Process types in manufacturing are generally considered as: Project Processes Jobbing Processes Batch Processes Mass Processes Continuous Processes The volume/variety position points to the most appropriate process

Manufacturing Process Types Volume Low High Variety Project Jobbing Batch Mass Contin- -uous Notice how process types overlap! Process types are designed to cater for the volume /variety mix

Project Processes One-off, complex, large scale, high work content “products” e.g. construction projects Specially made, every one customized i.e. a project! Defined start and finish: time, quality and cost objectives Many different skills have to be coordinated Fixed position layout, resources brought to product

Jobbing Processes Also deal with high variety / low volume Very small quantities: “one-offs” Specially made. High variety, low repetition e.g. bespoke suits Skill requirements are usually very broad Each job has to share resources with other jobs Fixed position or process layout (routing decided by jobbers)

Batch Processes Higher volumes and lower variety than for jobbing Standard products, repeating demand. But can make specials Specialized, narrower skills Set-ups (changeovers) at each stage of production Can use process or cellular layout, has a predetermined planned routing

Mass (Line) Processes Higher volumes than Batch Standard, repeat products Low and/or narrow skills No set-ups, or almost instantaneous ones Cell or product layout: a fixed sequence of operations

Continuous Processes Extremely high volumes and low variety: often single product Standard, repeat products Highly capital-intensive and automated Few changeovers, if any, required Difficult and expensive to start and stop the process Product layout: usually flow along conveyors or pipes

The Product/Process Matrix Low volume Low standardization INCREASING VARIETY Multiple products Higher volume Few major products High volume High standardization PRODUCT CHARACTERISTICS INCREASING VOLUME Machine tool maker Custom furniture maker Automobile factory Petro- chemical refinery Jumbled flow (jobbing) Disconnected line flow (batch) Connected (mass) Smooth flow (Continuous) PROCESS CHARACTERISTICS Random (project)

Deviating from the ‘natural’ diagonal on the product-process matrix has consequences for cost and flexibility Project Jobbing Batch Mass Continuous Professional service Service Shop None Less process flexibility than is needed so high cost More process flexibility than is needed so high cost The ‘natural’ line of fit of process to volume/variety characteristics Manufacturing operations process types Service operations process types Variety Volume 9

Layout and F low Layout decisions have to be carefully thought out: Size and complexity of equipment involved Cost Resource and time Disruption to production and customer service Complex and ‘muddled’ production flows can evolve if not designed and monitored properly

Layout Product volume and variety dictate the process type selected. Areas of overlap exist where more than one type could be applicable – in this case operational objectives are used to make decision: cost, flexibility, known future areas of growth etc. There are four broad layouts Fixed position Process Cell Product

Layout It is important to note that one process type does not mean one layout type. There are normally choices associated with jobbing processes, batch processes and mass processes.

The nature of the basic layout types Manufacturing B asic layout Service process types types process types Project processes Project processes Fixed Professional position layout services Jobbing processes Process layout Service shops Batch pro cesses Cell layout Mass processes Mass services Product layout Continuous processes

Fixed Position Transformed resources do not move Equipment and resources move to the product which is stationery. Normally because product is too large, i.e. shipbuilding, aero-engine, power generators. Or too delicate or fragile – heart transplant patient Main problems associated with this type of operations are space and scheduling issues: Adequate space for groups to work without interference Storage for materials and equipment Scheduling of material and people is key to FP success

Fixed Position Example Case study exercise – ALSTROM Pg 209 In groups of 2-3 discuss the set questions. Question 2 should be answered in relation to performance metrics - Quality, Speed, Dependability. Flexibility and Cost

Alstrom Case Study 1. What factors at each site are likely to influence the layout? Although the generators themselves will be relatively standard (though there are some variations) the installation of each will be slightly different where the generator interfaces with something else. The input of fuel, the output of generated electricity, and the way in which the generator is fixed to its foundations will all depend on the customer’s site. So, for example, the geometry of the site could be important. Very large pieces of the generator will have to be brought in and positioned in the site. If access to the site is restricted this may have to be done in a non-standard manner. Similarly, some of the services required by the product (compressed air, water, etc.) may not be available at the right place. These will also have to be provided.

Alstrom Case Study 2. Parts of the product are assembled in the factory and transported to the site. What advantage does this give the company? The advantages to the company can be classed according to our normal five performance objectives as follows. Quality – Assembling large parts of the generator at the factory ensures that the job will be done by skilled staff who can make sure that any small problems in assembly are solved at the point where there are the appropriate facilities. Assembling parts on the site introduces more variables which may undermine the quality of the product. Speed – It will be faster to assemble parts in the factory using an appropriate layout than trying to do the same on the site where conditions are less predictable. Dependability – Again, the relatively predictable conditions of the factory will allow assembly to be carried out to a schedule. Assembly on site is prone to disruption from the other tasks taking place on the site. Flexibility – Standard parts, assembled at the factory, can be used for more than one customer. So, for example, if one part, when it gets to the site, is found to be unsatisfactory another one can be rushed to it at short notice. Cost – Making many of the same part in the factory (even if the part is fairly large) is obviously cheaper than assembling everything on site.

Process Layout Resource types dominate layout decision Similar process are located together – for convenience or utilisation Parts are routed through the operation based upon their requirements Flow patterns are different and complex Control and visibility is also an issue Example of use – production of aero-engine parts – many different processes involved.

Cellular Layout Where all the required resources are available in one area to meet the processing needs. Can be of the product or process layout type. After completion the product may be finished or go to another cell. Cells attempt to bring order to the product flow

Process Layout Cellular Layout

Product Layout Each product follows the same route Can also be known as flow-line Flow is clear predictable and therefore offers visibility and ease of control. Products produced are standardised (although small variations are possible) – but flow route is the same. Examples – car assembly, electronic goods etc.

Advantages and disadvantages Fixed Process Cell Product position layout layout layout layout Very high product High product and Can give good and mix flexibility. mix flexibility. compromise. Low unit costs for high volume. A dvantages Product/customer Relatively robust Fast throughput. not moved. in the case of Opportunities for disruptions. Group work can specialization of High variety of result in good equipment. tasks for staff. Easy to supervise. motivation. Can have low mix Very high unit Low utilization. Can be costly to flexibility. costs. rearrange existing Disadvantages Can have very layout. Not very robust to Scheduling space high WIP. disruption. and activities can Can need more be difficult. Complex flow. plant. Work can be very repetitive.

Next Week No tutorial sessions on Monday 15th October Answer SAQ for Unit 1 - Lesson 3 Read Unit 1 lesson 4 of study guide LAYOUT DESIGN TECHNIQUES – LINE BALANCING

Lesson 3 Self Assessment Questions

Lesson 3 Self Assessment Questions

Lesson 3 Self Assessment Questions

Lesson 3 Self Assessment Questions