1. An Integrated Goods and Services Approach
OPERATIONS MANAGEMENT
An Integrated Goods and Services Approach
CHAPTER 8
Facility Design and Layout
JAMES R. EVANS
AND
DAVID A. COLLIER
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western 1

2. Chapter 8 Learning Objectives
To understand different types of layout patterns, how they relate to process choice, and some of the methods to evaluate alternative layout plans.
To understand the key issues involved in designing product layouts and balance assembly lines to enable efficient and economical production of goods and services.
To understand the major issues involved in designing process layouts, and to be able to apply simple tools to develop a good process layout design.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

3. Chapter 8 Learning Objectives
To understand the issues that operations managers must address in designing individual workstations to meet productivity, quality, and employee safety requirements.
To understand the importance of addressing the social and environmental aspects of work in designing jobs and team-based processes to enhance employee motivation and satisfaction.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

4. Facility layout refers to the specific arrangement
Chapter 8 Facility Design and Layout
Facility layout refers to the specific arrangement
of physical facilities. Facility-layout studies are
necessary whenever
(1) a new facility is constructed,
(2) there is a significant change in demand or throughput volume,
(3) a new good or service is introduced to the customer benefit package, or
(4) different processes, equipment, and/or technology are installed.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

5. Purposes of layout studies are to:
Chapter 8 Facility Design and Layout
Purposes of layout studies are to:
minimize delays in materials handling and customer movement,
maintain flexibility,
use labor and space effectively,
promote high employee morale and customer satisfaction,
provide for good housekeeping and maintenance, &
enhance sales as appropriate in manufacturing and service facilities.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

6. Other Facility Layout Issues
Chapter 8 Facility Design and Layout
Other Facility Layout Issues
Essentially, a good layout should support the ability of operations to accomplish its mission.
If the facility layout is flawed in some way, process efficiency and effectiveness suffers.
In manufacturing, facility layout is generally unique, and changes can be accomplished without much difficulty.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

7. Other Facility Layout Issues
Chapter 8 Facility Design and Layout
Other Facility Layout Issues
For service firms, however, the facility layout is often duplicated in hundreds or thousands of sites. This makes it extremely important that the layout be designed properly, as changes can be extremely costly.
Also see Supply Chain Design for Multisite Services in Chapter 9.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

8. Types of Facility Layouts
Chapter 8 Facility Design and Layout
Types of Facility Layouts
A product layout is an arrangement based on the sequence of operations that are performed during the manufacturing of a good or delivery of a service.
Examples: winemaking industry, credit card processing, Subway sandwich shops, paper manufacturers, insurance policy processing, and automobile assembly lines.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

9. Types of Facility Layouts Product Layout
Chapter 8 Facility Design and Layout
Types of Facility Layouts
Product Layout
Advantages of product layouts include lower work-in-process inventories, shorter processing times, less material handling, lower labor skills, and simple planning and control systems.
Disadvantages include a breakdown at one workstation can cause the entire process to shut down, a change in product design or the introduction of new products may require major changes in the layout, and little job satisfaction.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

10. Product Layout for Wine Manufacturer
Exhibit 8.1
Product Layout for Wine Manufacturer
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

11. Types of Facility Layouts
Chapter 8 Facility Design and Layout
Types of Facility Layouts
A process layout consists of a functional grouping of equipment or activities that do similar work.
Examples: legal offices, shoe manufacturing, jet engine turbine blades, and hospitals use a process layout.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

12. Types of Facility Layouts Process Layout
Chapter 8 Facility Design and Layout
Types of Facility Layouts
Process Layout
Advantages of product layouts include a lower investment in general purpose equipment, and the diversity of jobs inherent in a process layout can lead to increased worker satisfaction.
Disadvantages include high movement and transportation costs, more complicated planning and control systems, longer total processing time, higher in-process inventory or waiting time, and higher worker-skill requirements.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

13. Process Layout for a Machine Shop
Exhibit 8.2
Process Layout for a Machine Shop
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

14. Cellular/Group Layout
Chapter 8 Facility Design and Layout
Cellular/Group Layout
Group technology, or cellular manufacturing, classifies parts into families so that efficient mass-production-type layouts can be designed for the families of goods or services.
In a group, or cellular, layout, the design is not according to the functional characteristics of equipment, but rather by groups of different equipment (called cells) needed for producing families of goods or services.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

15. Cellular/Group Layout
Chapter 8 Facility Design and Layout
Cellular/Group Layout
Group layouts are used to centralize people expertise and equipment capability.
Examples: groups of different equipment (called cells) needed for producing families of goods or services, group legal (labor law, bankruptcy, divorce, etc.) or medical specialties (maternity, oncology, surgery, etc.).
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

16. Cellular Manufacturing Layout
Exhibit 8.3
Cellular Manufacturing Layout
Source: E. Paul Degarmo, J. T. Black, and Ronald A. Kosher, Materials and Processes in Manufacturing, 9th Edition, John Wiley & Sons, 2003.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

17. Exhibit 8.4 Two Part Families
Operations Management/Ch. 8 Facility Design and Layout
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18. Process Layout Without Part Families
Exhibit 8.5
Process Layout Without Part Families
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

19. Group Layout Based on Part Families
Exhibit 8.6
Group Layout Based on Part Families
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

20. Process (Job Shop) Layout at Rockwell’s Dallas Factory
Exhibit 8.7
Exhibit 7.7
Process (Job Shop) Layout at Rockwell’s Dallas Factory
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

21. Cellular Layout at Rockwell’s Dallas Factory
Exhibit 8.8
Cellular Layout at Rockwell’s Dallas Factory
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

22. Chapter 8 Facility Design and Layout
A fixed-position layout consolidates the resources necessary to manufacture a good or deliver a service, such as people, materials, and equipment, in one physical location.
The production of large items such as heavy machine tools, airplanes, buildings, locomotives, and ships is usually accomplished in a fixed position layout.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

23. Fixed-position layout
Chapter 8 Facility Design and Layout
Fixed-position layout
This fixed-position layout is synonymous with the "project" classification of processes presented in Chapter 7.
Service-providing firms also use fixed-position layouts; examples include major hardware and software installations, sporting events, and concerts.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

24. Comparison of Basic Layout Patterns
Exhibit 8.9
Comparison of Basic Layout Patterns
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

25. Materials Handling Issues and Systems Industrial trucks
Chapter 8 Facility Design and Layout
Materials Handling Issues and Systems
Industrial trucks
Fixed-path conveyor systems
Overhead cranes
Automated storage and retrieval systems (see OM Spotlight: Ocular Sciences Contact Lenses Distribution Center)
Tractor-trailer systems
Automated guided vehicles (AGVs)
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

26. Ocular Sciences Contact Lenses Distribution Center
Exhibit 8.10
Ocular Sciences Contact Lenses Distribution Center
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

27. Facility Design in Service Organizations
Chapter 8 Facility Layout in Service Organizations
Facility Design in Service Organizations
Service organizations use product, process,
group, and fixed-position layouts to organize
different types of work.
Process Layout Examples
Libraries place reference materials, serials, and
microfilms into separate areas; hospitals group
services by function also, such as maternity,
oncology, surgery, and X-ray; and insurance
companies have office layouts in which
claims, underwriting, and filing are individual
departments.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

28. Facility Design in Service Organizations Product Layout Examples
Chapter 8 Facility Layout in Service Organizations
Facility Design in Service Organizations
Product Layout Examples
Service organizations that provide highly standardized
services tend to use product layouts. For example,
Exhibit 8.11 shows the layout of the kitchen at a small
pizza restaurant that has both dine-in and delivery.
Lenscrafter Uses Both Process and Product
Layouts
In Exhibit 6.14 we see the customer contact area is
arranged in a process layout. In the lab area,
however, where lenses are manufactured, a group
layout is used.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

29. Product Layout for a Pizza Kitchen
Exhibit 8.11
Product Layout for a Pizza Kitchen
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

30. Chapter 8 Facility Design and Layout
Designing Product Layouts
A product layout is an arrangement based on the sequence of operations that are performed during the manufacturing of a good or delivery of a service.
Flow-blocking delay occurs when a work center completes a unit but cannot release it because the in-process storage at the next stage is full. The worker must remain idle until storage space becomes available.
Lack-of-work delay occurs whenever one stage completes work and no units from the previous stage are awaiting processing.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

31. A Typical Manufacturing Workstation Layout
Exhibit 8.12
A Typical Manufacturing Workstation Layout
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

32. Product Layout Design Options
Exhibit 8.13
Product Layout Design Options
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

33. Assembly-Line Balancing
Chapter 8 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 to group tasks among workstations so that each workstation has – in the ideal case – the same amount of work.
Examples: winemaking industry, credit card processing, Subway sandwich shops, paper manufacturers, insurance policy processing, and automobile assembly lines.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

34. Assembly-Line Balancing
Chapter 8 Assembly Line Balancing
Assembly-Line Balancing
To begin, we need to know three types of information
to balance an assembly line:
the set of tasks to be performed and the time required to perform each task (work content),
the precedence relations among the tasks – that is, the sequence in which tasks must be performed, and
the desired output rate or forecast of demand for the assembly line.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

35. A Three-Task Assembly Line
Exhibit 8.14
A Three-Task Assembly Line
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

36. Chapter 8 Assembly Line Balancing
Cycle time is the interval between successive outputs coming off the assembly line.
In the three-operation example shown in Exhibit 8.14, if we use only one workstation, the cycle time is 1 minute; that is, one completed assembly is produced every minute.
If two workstations are used, as just described, the cycle time is 0.5 minute.
If three workstations are used, the cycle time is still 0.5 minute, because task A is the bottleneck, or slowest operation. The line can produce only one assembly every 0.5 minute.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

37. Chapter 8 Assembly Line Balancing
Cycle time is the interval between successive outputs
coming off the assembly line.
Cycle time is related to the output rate (R) by the following
equation
C = A/R (8.2)
where A = available time to produce the output.
The output rate is normally the demand forecast, adjusted for on-hand inventory if appropriate, or orders released to the factory.
Both A and R must have the same time units (hour, day,
week, and so on).
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

38. Total Time Available = (Number work stations)(Cycle Time) = N*CT (8.4)
Chapter 8 Assembly Line Balancing
Minimum number of workstations required = Sum of task times/Cycle time =  t / C (8.3)
Total Time Available = (Number work stations)(Cycle Time) = N*CT (8.4)
Total Idle Time = N*CT -  t (8.5)
Assembly Line Efficiency =  t/ (N*CT) (7.6)
Balance Delay = 1 - Assembly Line Efficiency (8.7)
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

39. A Typical In-Line Skate
Exhibit 8.15
A Typical In-Line Skate
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

40. Precedence Network for In-Line Skate
Exhibit 8.16
Precedence Network for In-Line Skate
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

41. Chapter 8 Assembly Line Balancing
Assembly Line Balance for In-Line Skate (Exhibit 8.16)
Workstation Tasks Total Time Idle Time
A 1, 2,
B 3, 4, 6, 7,
Total
Using equations (8.4) to (8.6) we may compute the following:
Total Time Available = (Number workstations)(Cycle Time) = N*CT = 2*6 = 12 minutes
Total Idle Time = N*CT -  t = 2* = 2.6 minutes
Assembly Line Efficiency =  t/ N*CT = 9.4/2*6 = 78.3%
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

42. Chapter 8 Designing Process Layouts
We will assume that cost is proportional to distance
traveled. Since the distance traveled depends on the
layout, we use the following approach:
1. Design a trial layout.
2. Compute the distances between work centers.
3. Multiply interdepartmental distances by the volume of flow between work centers to create a volume-distance matrix; then compute the total cost.
4. Use the volume-distance matrix created in Step 3 to propose changes in the current layout. Repeat the process (from Step 2) until a satisfactory layout is obtained.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

43. Volume (Load) Matrix for HVE, Inc. Exhibit 8.17
Designing Process Layouts
Home Video Equipment (HVE) is building a new factory and must determine how eight departments should be organized within the factory. Square footage per department and annual movements (volumes) between departments are know.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

44. Material Flow for HVE, Inc.
Exhibit 8.18
Material Flow for HVE, Inc.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

45. Initial Layout for HVE, Inc.
Exhibit 8.19
Initial Layout for HVE, Inc.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

46. Volume-Distance Matrix for Initial HVC, Inc. Layout
Exhibit 8.20
Volume-Distance Matrix for Initial HVC, Inc. Layout
DAB = |XA - XB| + |YA - YB| (Equation 8.8)
Based on Exhibit 8.19, the distance between receiving and storage, whose center is at the point (5.5, 8), and pressing, whose center is at the point (2, 6), is | | + | 8 - 6| = = We obtain the volume-distance matrix shown above by multiplying the load between receiving and pressing (100) by the distance between the departments (55) yields a volume-distance figure of 5,500.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

47. Second Trial Layout for HVE, Inc.
Exhibit 8.21
Second Trial Layout for HVE, Inc.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

48. Process Layouts -- Third Trial for HVE, Inc.
Exhibit 8.22
Process Layouts -- Third Trial for HVE, Inc.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

49. Example questions that must be addressed at the
Chapter 8 Workplace Design
Workplace Design
Example questions that must be addressed at the
workstation level include:
Who will use the workplace? Will the workstation be shared? How much space is required?
How will the work be performed? What tasks are required? How much time does each task take? How much time is required to setup for the workday or for a particular job? How might the tasks be grouped into work activities most effectively?
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

50. Example questions that must be addressed at the
Chapter 8 Workplace Design
Workplace Design
Example questions that must be addressed at the
workstation level include:
What technology is needed? Employees may need a computer or access to customer records and files, special equipment, intercoms, and other forms of technology.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

51. Pizza Preparation Workplace Design
Exhibit 8.23
Pizza Preparation Workplace Design
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

52. Chapter 8 Workplace Design
Ergonomics is concerned with improving productivity and safety by designing workplaces, equipment, instruments, computers, workstations, and so on that take into account the physical capabilities of people.
Three key safety issues are lighting, temperature and humidity, and noise.
A job is the set of tasks an individual performs.
Job design involves determining the specific job tasks and responsibilities, the work environment, and the methods by which the tasks will be carried out to meet the goals of operations.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

53. Chapter 8 Workplace Design
Job enlargement is the horizontal expansion of the job to give the worker more variety—although not necessarily more responsibility.
Job enrichment is vertical expansion of job duties to give the worker more responsibility.
A team is a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and approach for which they hold themselves mutually accountable.
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

54. Check out Officescape (www.officescape.com).
Chapter 8 Workplace Design
Virtual Workplaces
About two-thirds of the U.S. work force collects, organizes, analyses, and disseminates information.
Physical assets such as paper and offices are being replaced by virtual projects, offices, and workplaces.
Check out Officescape (
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

55. Advantages and Disadvantages of Virtual Offices and Teams
Exhibit 8.25
Advantages and Disadvantages of Virtual Offices and Teams
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

56. Exhibit 8.26
Solved Problem #1 -- Yurtle Mortgage Co. Warehouse Distances and Daily Folder Volume
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

57. Solved Problem #1 -- Yurtle Mortgage Co. Facility Layout Distances
Exhibit 8.27
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

58. Exhibit 8.28 Solved Problem #2 -- Lou’s Machine Shop Load Matrix
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

59. Exhibit 8.29 Solved Problem # 2 -- Lou’s Machine Shop Solution
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

60. Tom’s AirSoft Gun Shop Data – Problem #1
Exhibit 8.30
Tom’s AirSoft Gun Shop Data – Problem #1
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

61. Chapter 8 Assembly Line Balancing Solved Problem # 3
To make one particular model of a personal digital assistant
(PDA) on an assembly line, the work content is defined by the
ten tasks listed to the right.
Work Task Time (seconds) Immediate Predecessor(s)
None
None ,2 ,6
Total 32.0 seconds
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

62. Chapter 8 Assembly Line Balancing Solved Problem # 3
(a) Draw the precedence diagram for this assembly line.
(b) What is the cycle time if you want to produce 4,500 PDAs per workday assuming 7.5 hours per day?
(c) What is the theoretical minimum number of workstations to balance this line?
(d) Using the largest task time first decision rule with the shortest task time rule being used for breaking ties, balance this assembly line. (Make sure you do not violate precedent relationships and the total work per workstation must be less than or equal to 6 seconds.)
(e) Compute process efficiency and evaluate the resulting balance in part (d).
(f) Comment on the results
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

63. Chapter 8 Assembly Line Balancing Solved Problem # 3
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

64. Chapter 8 Assembly Line Balancing Solved Problem # 3
(b) What is the cycle time if you want to produce 4,500 PDAs per workday assuming 7.5 hours per day?
C= A/R= (7.5 hours/day)(60 minute/hour)(60seconds/minute)/(4,500 units/day)
= (27,000 seconds/day)/(4,500 units/day)
= 6 seconds
(c) What is the theoretical minimum number of workstations to balance this line?
TW=(Sum task times/CT= 32 seconds/6 seconds
= 5.33 or rounded to 6 workstations
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

65. Chapter 8 Assembly Line Balancing Solved Problem # 3
(d) Using the largest task time first decision rule with the shortest task time rule being used for breaking ties, balance this assembly line. (Make sure you do not violate precedent relationships and the total work per workstation must be less than or equal to 6 seconds.)
Workstation Tasks Total Time Idle Time Idleness%
A 1, %
B %
C %
D %
E 6, %
F 8, %
G %
Total
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

66. Chapter 8 Assembly Line Balancing Solved Problem # 3
(e) Compute process efficiency and evaluate the resulting balance in part (d).
Total Time Available = (Number work stations)(Cycle Time) = N*CT = 7*6 = 42 seconds
Total Idle Time = N*C - ( t = 7*6 – 32) = 10 seconds
Assembly Line Efficiency = St/ N*C = 32/(7*6) = 76.2%
(f) Comment on the results?
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

67. Data for Problem #2 Lou’s Metal Products
Exhibit 8.31
Data for Problem #2 Lou’s Metal Products
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

68. Data for CORELAP Problem #3
Exhibit 8.32
Data for CORELAP Problem #3
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

69. CORELAP Preference Table Problem #3
Exhibit 8.33
CORELAP Preference Table Problem #3
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

70. Equipment Movement Frequencies for DOT Factory Problem #4
Exhibit 8.34
Equipment Movement Frequencies for DOT Factory Problem #4
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

71. Distance Data for DOT Factory Problem #4
Exhibit 8.35
Distance Data for DOT Factory Problem #4
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

72. DOT Factory Layout Problem #4
Exhibit 8.36
DOT Factory Layout Problem #4
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

73. Cindy’s Tax Service Preference Table Problem #6
Exhibit 8.37
Cindy’s Tax Service Preference Table Problem #6
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

74. Interdepartmental Distances for Mercy Hospital
Exhibit 8.38
Interdepartmental Distances for Mercy Hospital
Problem # 7
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

75. Interdepartmental Trips per Day for Mercy Hospital
Exhibit 8.39
Interdepartmental Trips per Day for Mercy Hospital
Problem # 7
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

76. Unit Flows Between Departments Problem #8
Exhibit 8.40
Unit Flows Between Departments Problem #8
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

77. Personal Computer Workstation Design Problem #9
Exhibit 8.41
Personal Computer Workstation Design Problem #9
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

78. Precedence Diagram for Problem 13
Exhibit 8.42
Precedence Diagram for Problem 13
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

79. Precedence Diagram for Problem 15
Exhibit 8.43
Precedence Diagram for Problem 15
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

80. Exhibit 8.44 Data for Problem 18
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

81. Case: University Library Current Layout
Exhibit 8.45
Case: University Library Current Layout
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

82. Case: University Library Current Workflow
Exhibit 8.46
Case: University Library Current Workflow
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

83. Case: BankUSA: Cash Movement (1 of 2) Exhibit 8.47
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western

84. Case: BankUSA: Cash Movement (2 of 2)
Exhibit 8.47 (continued)
Case: BankUSA: Cash Movement (2 of 2)
Operations Management/Ch. 8 Facility Design and Layout
©2007 Thomson South-Western