1. 9 Layout Strategies PowerPoint presentation to accompany
Heizer and Render
Operations Management, Eleventh Edition
Principles of Operations Management, Ninth Edition
PowerPoint slides by Jeff Heyl
© 2014 Pearson Education, Inc.

2. Innovations at McDonald’s
Indoor seating (1950s)
Drive-through window (1970s)
Adding breakfast to the menu (1980s)
Adding play areas (late 1980s)
Redesign of the kitchens (1990s)
Self-service kiosk (2004)
Now three separate dining sections
© 2014 Pearson Education, Inc.

3. Innovations at McDonald’s
Indoor seating (1950s)
Drive-through window (1970s)
Adding breakfast to the menu (1980s)
Adding play areas (late 1980s)
Redesign of the kitchens (1990s)
Self-service kiosk (2004)
Now three separate dining sections
Six out of the seven are layout decisions!
© 2014 Pearson Education, Inc.

4. McDonald’s New Layout Seventh major innovation
Redesigning all 30,000 outlets around the world
Three separate dining areas
Linger zone with comfortable chairs and Wi-Fi connections
Grab and go zone with tall counters
Flexible zone for kids and families
Facility layout is a source of competitive advantage
© 2014 Pearson Education, Inc.

5. What is Facility Layout
Location or arrangement of everything within & around buildings
Objectives are to maximize
Customer satisfaction
Utilization of space, equipment, & people
Efficient flow of information, material, & people
Employee morale & safety
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6. Strategic Importance of Layout Decisions
The objective of layout strategy is to develop an effective and efficient layout that will meet the firm’s competitive requirements

7. Layout Design Considerations
Higher utilization of space, equipment, and people
Improved flow of information, materials, or people
Improved employee morale and safer working conditions
Improved customer/client interaction
Flexibility

8. Types of Layout Office layout Retail layout Warehouse layout
Fixed-position layout
Process-oriented layout
Work-cell layout
Product-oriented layout

9. Types of Layout
Office layout: Positions workers, their equipment, and spaces/offices to provide for movement of information
Retail layout: Allocates shelf space and responds to customer behavior
Warehouse layout: Addresses trade- offs between space and material handling

10. Types of Layout
Fixed-position layout: Addresses the layout requirements of large, bulky projects such as ships and buildings
Process-oriented layout: Deals with low-volume, high-variety production (also called job shop or intermittent production)

11. Types of Layout
Work cell layout: Arranges machinery and equipment to focus on production of a single product or group of related products
Product-oriented layout: Seeks the best personnel and machine utilizations in repetitive or continuous production

12. Layout Strategies TABLE 9.1 Layout Strategies OBJECTIVES EXAMPLES
Office
Locate workers requiring frequent contact close to one another
Allstate Insurance
Microsoft Corp.
Retail
Expose customer to high-margin items
Kroger’s Supermarket
Walgreen’s
Bloomingdale’s
Warehouse (storage)
Balance low-cost storage with low-cost material handling
Federal-Mogul’s warehouse
The Gap’s distribution center
Project (fixed position)
Move material to the limited storage areas around the site
Ingall Ship Building Corp.
Trump Plaza
Pittsburgh Airport

13. Layout Strategies TABLE 9.1 Layout Strategies OBJECTIVES EXAMPLES
Job Shop (process oriented)
Manage varied material flow for each product
Arnold Palmer Hospital
Hard Rock Cafe
Olive Garden
Work Cell (product families)
Identify a product family, build teams, cross train team members
Hallmark Cards
Wheeled Coach Ambulances
Repetitive/ Continuous (product oriented)
Equalize the task time at each workstation
Sony’s TV assembly line
Toyota Scion

14. Good Layouts Consider Material handling equipment
Capacity and space requirements
Environment and aesthetics
Flows of information
Cost of moving between various work areas

15. Office Layout
Grouping of workers, their equipment, and spaces to provide comfort, safety, and movement of information
Movement of information is main distinction
Typically in state of flux due to frequent technological changes

16. Relationship Chart
Figure 9.1

17. Office Layout Three physical and social aspects Two major trends
Proximity
Privacy
Permission
Two major trends
Information technology
Dynamic needs for space and services

18. Supermarket Retail Layout
Objective is to maximize profitability per square foot of floor space
Sales and profitability vary directly with customer exposure

19. Five Helpful Ideas for Supermarket Layout
Locate high-draw items around the periphery of the store
Use prominent locations for high-impulse and high- margin items
Distribute power items to both sides of an aisle and disperse them to increase viewing of other items
Use end-aisle locations
Convey mission of store through careful positioning of lead-off department

20. Store Layout
Figure 9.2

21. Retail Slotting
Manufacturers pay fees to retailers to get the retailers to display (slot) their product
Contributing factors
Limited shelf space
An increasing number of new products
Better information about sales through POS data collection
Closer control of inventory

23. Servicescapes
Ambient conditions - background characteristics such as lighting, sound, smell, and temperature
Spatial layout and functionality - which involve customer circulation path planning, aisle characteristics, and product grouping
Signs, symbols, and artifacts - characteristics of building design that carry social significance

24. Warehousing and Storage Layouts
Objective is to optimize trade-offs between handling costs and costs associated with warehouse space
Maximize the total “cube” of the warehouse – utilize its full volume while maintaining low material handling costs

25. Warehousing and Storage Layouts
Material Handling Costs
All costs associated with the transaction
Incoming transport
Storage
Finding and moving material
Outgoing transport
Equipment, people, material, supervision, insurance, depreciation
Minimize damage and spoilage

26. Warehouse Layout Floor Plan
Zones
Conveyor
Truck
Order Picker
layout

27. Warehousing and Storage Layouts
Warehouse density tends to vary inversely with the number of different items stored
Automated Storage and Retrieval Systems (ASRSs) can significantly improve warehouse productivity by an estimated 500%
Dock location is a key design element

28. Cross-Docking
Materials are moved directly from receiving to shipping and are not placed in storage in the warehouse
Requires tight scheduling and accurate shipments, bar code or RFID identification used for advanced shipment notification as materials are unloaded

29. Random Stocking
Typically requires automatic identification systems (AISs) and effective information systems
Allows more efficient use of space
Maintain a list of “open” locations
Maintain accurate records of existing inventory and its locations
Sequence items on orders to minimize travel time required to pick orders
Combine orders to reduce picking time
Assign certain items or classes of items, such as high usage items, to particular warehouse areas so that distance traveled is minimized

30. Customizing Value-added activities performed at the warehouse
Enable low cost and rapid response strategies
Assembly of components
Loading software
Repairs
Customized labeling and packaging

31. A-1 Distribution Systems
Dock
Aisle
Storage area
Trips to and Area Needed
Department from Dock (blocks)
1. Toasters 280 1
2. Air conditioners 160 2
3. Microwaves 360 1
4. Stereos 375 3
5. TVs 800 4
6. Radios 150 1
7. Bulk storage 100 2
layout
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32. A-1 Distribution Systems
Dock
Aisle
Storage area
Trips to and Area Needed
Department from Dock (blocks) Ratio Rank
1. Toasters /1 = 280
2. Air conditioners /2 = 80
3. Microwaves /1 = 360
4. Stereos /3 = 125
5. TVs /4 = 200
6. Radios /1 = 150
7. Bulk storage /2 = 50
layout
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33. A-1 Distribution Systems
Dock
Aisle
Storage area
Trips to and Area Needed
Department from Dock (blocks) Ratio Rank
1. Toasters /1 = 280 2
2. Air conditioners /2 =
3. Microwaves /1 = 360 1
4. Stereos /3 = 125 5
5. TVs /4 = 200 3
6. Radios /1 = 150 4
7. Bulk storage /2 =
layout
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34. A-1 Distribution Systems
Dock
Aisle
Storage area 3
Trips to and Area Needed
Department from Dock (blocks) Ratio Rank
1. Toasters /1 = 280 2
2. Air conditioners /2 =
3. Microwaves /1 = 360 1
4. Stereos /3 = 125 5
5. TVs /4 = 200 3
6. Radios /1 = 150 4
7. Bulk storage /2 =
layout
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35. A-1 Distribution Systems
Dock
Aisle
Storage area 3 1
Trips to and Area Needed
Department from Dock (blocks) Ratio Rank
1. Toasters /1 = 280 2
2. Air conditioners /2 =
3. Microwaves /1 = 360 1
4. Stereos /3 = 125 5
5. TVs /4 = 200 3
6. Radios /1 = 150 4
7. Bulk storage /2 =
layout
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36. A-1 Distribution Systems
Dock
Aisle
Storage area 3 5 5 1 5 5
Trips to and Area Needed
Department from Dock (blocks) Ratio Rank
1. Toasters /1 = 280 2
2. Air conditioners /2 =
3. Microwaves /1 = 360 1
4. Stereos /3 = 125 5
5. TVs /4 = 200 3
6. Radios /1 = 150 4
7. Bulk storage /2 =
layout
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37. A-1 Distribution Systems
Dock
Aisle
Storage area 3 5 5 6 4 2 7 1 5 5 4 4 2 7
Trips to and Area Needed
Department from Dock (blocks) Ratio Rank
1. Toasters /1 = 280 2
2. Air conditioners /2 =
3. Microwaves /1 = 360 1
4. Stereos /3 = 125 5
5. TVs /4 = 200 3
6. Radios /1 = 150 4
7. Bulk storage /2 =
layout
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38. Fixed-Position Layout
Product remains in one place
Workers and equipment come to site
Complicating factors
Limited space at site
Different materials required at different stages of the project
Volume of materials needed is dynamic

39. Alternative Strategy
As much of the project as possible is completed off-site in a product-oriented facility
This can significantly improve efficiency but is only possible when multiple similar units need to be created

40. Process-Oriented Layout
Like machines and equipment are grouped together
Flexible and capable of handling a wide variety of products or services
Scheduling can be difficult and setup, material handling, and labor costs can be high
Department areas having similar processes located in close proximity
e.g., All x-ray machines in same area
Used with process-focused processes

41. Process-Oriented Layout
Surgery
Radiology
ER triage room
ER Beds
Pharmacy
Emergency room admissions
Billing/exit
Laboratories
Patient A - broken leg
Patient B - erratic heart pacemaker
Figure 9.3

42. Process-Oriented Layout
Arrange work centers so as to minimize the costs of material handling
Basic cost elements are
Number of loads (or people) moving between centers
Distance loads (or people) move between centers

43. Process-Oriented Layout
where n = total number of work centers or departments
i, j = individual departments
Xij = number of loads moved from department i to department j
Cij = cost to move a load between department i and department j

44. Process Layout Example
Arrange six departments in a factory to minimize the material handling costs. Each department is 20 x 20 feet and the building is 60 feet long and 40 feet wide.
Construct a “from-to matrix”
Determine the space requirements
Develop an initial schematic diagram
Determine the cost of this layout
Try to improve the layout
Prepare a detailed plan

45. Process Layout Example
Figure 9.4
Department Assembly Painting Machine Receiving Shipping Testing
(1) (2) Shop (3) (4) (5) (6)
Assembly (1)
Painting (2)
Machine Shop (3)
Receiving (4)
Shipping (5)
Testing (6)
Number of loads per week
50 0

46. Process Layout Example
Figure 9.5
Area A Area B Area C
Area D Area E Area F
60’
40’
Assembly Painting Machine Shop
Department Department Department
(1) (2) (3)
Receiving Shipping Testing
Department Department Department
(4) (5) (6)

47. Walters Company assumes that a forklift carries all interdepartmental loads. The cost of moving one load between adjacent departments is estimated to be $1. Moving a load between non-adjacent departments costs $2.

48. Process Layout Example
Interdepartmental Flow Graph
Figure 9.6
100 50 20 10 30
Machine Shop (3)
Testing
(6)
Shipping
(5)
Receiving
(4)
Assembly
(1)
Painting
(2)

49. Process Layout Example
Cost = $50 + $200 + $ (1 and 2) (1 and 3) (1 and 6)
+ $30 + $50 + $ (2 and 3) (2 and 4) (2 and 5)
+ $40 + $100 + $ (3 and 4) (3 and 6) (4 and 5)
= $570

50. Process Layout Example
Revised Interdepartmental Flow Graph
Figure 9.7 30 50 20 10
100
Machine Shop (3)
Testing
(6)
Shipping
(5)
Receiving
(4)
Painting
(2)
Assembly
(1)

51. Process Layout Example
Cost = $50 + $100 + $ (1 and 2) (1 and 3) (1 and 6)
+ $60 + $50 + $ (2 and 3) (2 and 4) (2 and 5)
+ $40 + $100 + $ (3 and 4) (3 and 6) (4 and 5)
= $480

52. Process Layout Example
Figure 9.8
Area A Area B Area C
Area D Area E Area F
60’
40’
Painting Assembly Machine Shop
Department Department Department
(2) (1) (3)
Receiving Shipping Testing
Department Department Department
(4) (5) (6)

53. Computer Software CRAFT ALDEP CORELAP Factory Flow Proplanner
Graphical approach only works for small problems
Computer programs are available to solve bigger problems
CRAFT
ALDEP
CORELAP
Factory Flow
Proplanner

54. Computer Software Proplanner analysis Distance traveled reduced by 38%
Before
After

55. Computer Software
Three dimensional visualization software allows managers to view possible layouts and assess process, material handling, efficiency, and safety issues

56. Work Cells
Reorganizes people and machines into groups to focus on single products or product groups
Group technology identifies products that have similar characteristics for particular cells
Volume must justify cells
Cells can be reconfigured as designs or volume changes

57. Advantages of Work Cells
Reduced work-in-process inventory
Less floor space required
Reduced raw material and finished goods inventories
Reduced direct labor cost
Heightened sense of employee participation
Increased equipment and machinery utilization
Reduced investment in machinery and equipment

58. Work Cell Advantages Inventory Equipment utilization Floor space
Direct labor costs
Equipment utilization
Employee participation
Quality
layout
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59. Requirements of Work Cells
Identification of families of products
A high level of training, flexibility and empowerment of employees
Being self-contained, with its own equipment and resources
Test (poka-yoke) at each station in the cell

60. Improving Layouts Using Work Cells
Figure 9.9 (a)
Material
Current layout - workers in small closed areas.
Improved layout - cross-trained workers can assist each other. May be able to add a third worker as additional output is needed.

61. Improving Layouts Using Work Cells
Figure 9.9 (b)
Current layout - straight lines make it hard to balance tasks because work may not be divided evenly
Improved layout - in U shape, workers have better access. Four cross-trained workers were reduced.
U-shaped line may reduce employee movement and space requirements while enhancing communication, reducing the number of workers, and facilitating inspection

62. Work Cell Floor Plan Office Tool Room Work Cell Saws Drills layout
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63. Staffing and Balancing Work Cells
Determine the takt time
Takt time =
Total work time available
Units required
Determine the number of operators required
Workers required =
Total operation time required
Takt time

64. Staffing Work Cells Example
600 Mirrors per day required
Mirror production scheduled for 8 hours per day
From a work balance chart total operation time = 140 seconds
Standard time required
Operations
Assemble
Paint
Test
Label
Pack for
shipment 60 50 40 30 20 10
Figure 9.10

65. Staffing Work Cells Example
600 Mirrors per day required
Mirror production scheduled for 8 hours per day
From a work balance chart total operation time = 140 seconds
Takt time = (8 hrs x 60 mins) / 600 units
= .8 min = 48 seconds
Workers required =
Total operation time required
Takt time
= 140 / 48 = 2.92

66. Work Balance Charts Used for evaluating operation times in work cells
Can help identify bottleneck operations
Flexible, cross-trained employees can help address labor bottlenecks
Machine bottlenecks may require other approaches

67. Focused Work Center and Focused Factory
Identify a large family of similar products that have a large and stable demand
Moves production from a general-purpose, process-oriented facility to a large work cell
Focused Factory
A focused work cell in a separate facility
May be focused by product line, layout, quality, new product introduction, flexibility, or other requirements

68. Repetitive and Product-Oriented Layout
Organized around products or families of similar high-volume, low-variety products
Volume is adequate for high equipment utilization
Product demand is stable enough to justify high investment in specialized equipment
Product is standardized or approaching a phase of life cycle that justifies investment
Supplies of raw materials and components are adequate and of uniform quality

69. Product-Oriented Layouts
Fabrication line
Builds components on a series of machines
Machine-paced
Require mechanical or engineering changes to balance
Assembly line
Puts fabricated parts together at a series of workstations
Paced by work tasks
Balanced by moving tasks
Both types of lines must be balanced so that the time to perform the work at each station is the same

70. Product Layout (b) Layout of a production line Station 1 Station 2
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71. Product Layout (b) Layout of a production line Station 1 Station 2
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72. Product Layout (b) Layout of a production line Station 1 Station 2
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73. Product Layout (b) Layout of a production line Station 1 Station 2
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74. Product-Oriented Layouts
Low variable cost per unit
Low material handling costs
Reduced work-in-process inventories
Easier training and supervision
Rapid throughput
Advantages
High volume is required
Work stoppage at any point ties up the whole operation
Lack of flexibility in product or production rates
Disadvantages

75. Product-Oriented Requirements
Standardized product
High production volume
Stable production quantities
Uniform quality of raw materials & components
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76. Product-Oriented Layout - Assumptions
Volume is adequate for high equipment utilization
Product demand is stable enough to justify high investment in specialized equipment
Product is standardized or approaching a phase of its life cycle that justifies investment in specialized equipment
Supplies of raw materials and components are adequate and of uniform quality to ensure they will work with specialized equipment
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77. McDonald’s Assembly Line
Figure 9.11

78. An Assembly Line Layout
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79. Assembly-Line Balancing
Objective is to minimize the imbalance between machines or personnel while meeting required output
Starts with the precedence relationships
Determine cycle time
Calculate theoretical minimum number of workstations
Balance the line by assigning specific tasks to workstations

80. Design Product Layouts: Line Balancing
Line Balancing is the process of assigning
tasks to workstations in such a way that the workstations have approximately equal time requirements.
layout
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81. Cycle Time Cycle time is the maximum time
allowed at each workstation to
complete its set of tasks on a unit.
layout
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82. Determine Maximum Output
layout
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83. Determine the Minimum Number of Workstations Required
layout
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84. Assembly Line Balancing The General Procedure
Determine cycle time by taking the demand (or production rate) per day and dividing it into the productive time available per day
Calculate the theoretical minimum number of work stations by dividing total task time by cycle time
Perform the line balance and assign specific assembly tasks to each work station
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85. Assembly Line Balancing Steps
1. Determine tasks (operations)
2. Determine sequence
3. Draw precedence diagram
4. Estimate task times
5. Calculate cycle time
6. Calculate number of work stations
7. Assign tasks
8. Calculate efficiency
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86. Layout Heuristics for Assigning Tasks in Assembly Line Balancing
Longest task time - choose task with longest operation time
Most following tasks - choose task with largest number of following tasks
Ranked positional weight - choose task where the sum of the times for each following task is longest
Shortest task time - choose task with shortest operation time
Least number of following tasks - choose task with fewest subsequent tasks
layout
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87. Line Balancing
Green Grass, Inc.
Big Broadcaster
layout
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88. Line Balancing Example 8.3
Green Grass, Inc., a manufacturer of lawn & garden equipment, is designing an assembly line to produce a new fertilizer spreader, the Big Broadcaster. Using the following information, construct a precedence diagram for the Big Broadcaster.

89. Line Balancing Big Broadcaster Work Time Immediate
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s)
layout
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90. Line Balancing Big Broadcaster Work Time Immediate
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s)
layout
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91. Line Balancing Big Broadcaster A 40 Work Time Immediate
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s) A 40
layout
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92. Line Balancing Big Broadcaster B 30 A 40 Work Time Immediate
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s) 40 30 B A
layout
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93. Line Balancing Big Broadcaster B 30 A 40 C 50 Work Time Immediate
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s) 40 50 B C A 30
layout
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94. Line Balancing Big Broadcaster D B 30 A 40 C 50 Work Time Immediate
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s) 40 50 30 D B C A
layout
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95. Line Balancing Big Broadcaster D B 30 E 6 A 40 C 50
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s) 40 6 50 E 30 D B C A
layout
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96. Line Balancing Big Broadcaster D B 30 E 6 A F 40 C 25 50
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s) 40 6 50 E 30 25 D B F C A
layout
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97. Line Balancing Big Broadcaster D B 30 E 6 A F 40 C 25 50 G 15
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s) 40 6 50 15 E 30 25 D B F C A G
layout
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98. Line Balancing Big Broadcaster D H B 20 30 E 6 A F 40 C 25 50 G 15
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s) 40 6 20 50 15 E 30 25 H D B F C A G
layout
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99. Line Balancing Big Broadcaster D H B 20 30 E 6 A F 40 C 25 50 I 18 G
A Bolt leg frame to hopper 40 None
B Insert impeller shaft 30 A
C Attach axle 50 A
D Attach agitator 40 B
E Attach drive wheel 6 B
F Attach free wheel 25 C
G Mount lower post 15 C
H Attach controls 20 D, E
I Mount nameplate 18 F, G
Total 244
Work Time Immediate
Element Description (sec) Predecessor(s) 40 6 20 50 15 18 E 30 25 H I D B F C A G
layout
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100. Line Balancing Big Broadcaster D H B 20 30 E 6 A F 40 C 25 50 I 18 G15 18 E 30 25 H I D B F C A G
layout
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101. Line Balancing Big Broadcaster D H B 20 30 E 6 A F40 6 20 50 15 18 E 30 25 H I D B F C A G
Desired output rate = 2400/week
Plant operates 40 hours/week
layout
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102. Line Balancing Big Broadcaster D H B 20 30 E 6 A F40 6 20 50 15 18 E 30 25 H I D B F C A G
Desired output rate = 2400/week
Plant operates 40 hours/week
r = 2400/40 = 60 units/hour
layout
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103. Line Balancing Big Broadcaster D H B 20 30 E 6 A F40 6 20 50 15 18 E 30 25 H I D B F C A G
Desired output rate = 2400/week
Plant operates 40 hours/week
r = 2400/40 = 60 units/hour
c = 1/60 = 1 minute/unit
= 60 seconds/unit
layout
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104. Line Balancing Big Broadcaster c = 60 seconds/unit D H B 20 30 E 6 A F40 6 20 50 15 18 E 30 25 H I D B F C A G
Desired output rate = 2400/week
Plant operates 40 hours/week
TM = 244 seconds/60 seconds
= or 5 stations
layout
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105. Line Balancing Big Broadcaster c = 60 seconds/unit D H B 20 30 E 6 A F40 6 20 50 15 18 E 30 25 H I D B F C A G
Desired output rate = 2400/week
Plant operates 40 hours/week
TM = 244 seconds/60 seconds
= or 5 stations
Efficiency = [244\5(60)]100 = 81.3%
layout
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106. Line Balancing Big Broadcaster c = 60 seconds/unit TM = 5 stations
Efficiency = 81.3% 40 6 20 50 15 18 E 30 25 H I D B F C A G
Cumm Idle
Station Candidate Choice Time Time
S1 A A 40 20
layout
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107. Line Balancing Big Broadcaster c = 60 seconds/unit TM = 5 stations
Efficiency = 81.3% 40 6 20 50 15 18 E 30 25 H I D B F C A G
Cumm Idle
Station Candidate Choice Time Time
S1 A A 40 20
layout
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108. Line Balancing Big Broadcaster c = 60 seconds/unit TM = 5 stations
Efficiency = 81.3% 40 6 20 50 15 18 E 30 25 H I D B F C A G S1
Cumm Idle
Station Candidate Choice Time Time
S1 A A 40 20
S2 B,C C 50 10
layout
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109. Line Balancing Big Broadcaster c = 60 seconds/unit TM = 5 stations
Efficiency = 81.3% 40 6 20 50 15 18 E 30 25 H I D B F C A G S1 S2
Cumm Idle
Station Candidate Choice Time Time
S1 A A 40 20
S2 B,C C 50 10
S3 B,F,G B 30 30
layout
h2low

110. Line Balancing Big Broadcaster c = 60 seconds/unit TM = 5 stations
Efficiency = 81.3% 40 6 20 50 18 E 30 25 H I D B F C A G S1 S2
Cumm Idle
Station Candidate Choice Time Time
S1 A A 40 20
S2 B,C C 50 10
S3 B,F,G B 30 30
E,F,G F 55 5
layout
h2low

111. Line Balancing Big Broadcaster c = 60 seconds/unit TM = 5 stations
Efficiency = 81.3% 6 20 18 E H I 40 50 15 30 25 D B F C A G S1 S2
Cumm Idle
Station Candidate Choice Time Time
S1 A A 40 20
S2 B,C C 50 10
S3 B,F,G B 30 30
E,F,G F 55 5
layout
h2low

112. Station Candidate Choice Cumulative time (sec) Idle time (sec) S1 A 4020 S2
B, C C 50 10 S3
B, F, G
E, F, G B F 30 55 5 S4
D, E, G
E, G D G S5
E, I E H I 18 24 44 42 36 16
layout
h2low

113. Line Balancing Big Broadcaster c = 60 seconds/unit TM = 5 stations
Efficiency = 81.3% 40 6 20 50 15 18 E 30 25 H I D B F C A G S1 S3 S4 S2 S5
layout
h2low

114. Immediate predecessors
Questions 2
A company is setting up line to produce 192 units per eight-hour shift. The following table identifies the work elements, times and immediate predecessors .
Work element
Time (sec)
Immediate predecessors A 40
None B 80 C 30
D,E,F D 25 E 20 F 15 G
120 H
145 I
130 J
115
C,I
Total
720
layout
h2low

115. Question 3
Figure below shows the layout of a warehouse. Each of seven departments (A-G) requires a block except C, which needs two spaces. The daily trips to and from the dock are 390 for A, 180 for B, 220 for C, 250 for D, 160 for E, 120 for F and 220 for G. Shows the arrangement in the warehouse
Dock
Aisle
layout
h2low

116. Wing Component Example
TABLE 9.2
Precedence Data for Wing Component
TASK
ASSEMBLY TIME (MINUTES)
TASK MUST FOLLOW TASK LISTED BELOW A 10 – B 11 C 5 D 4 E F 3
C, D G 7 H I
G, H
Total time 65
This means that tasks B and E cannot be done until task A has been completed

117. Wing Component Example
TABLE 9.2
Precedence Data for Wing Component
TASK
ASSEMBLY TIME (MINUTES)
TASK MUST FOLLOW TASK LISTED BELOW A 10 – B 11 C 5 D 4 E F 3
C, D G 7 H I
G, H
Total time 65
480 available mins per day
40 units required
Cycle time =
Production time available per day
Units required per day
= 480 / 40
= 12 minutes per unit
Figure 9.12 I G F C D H B E A 10 11 5 4 3 7
Minimum number of workstations
= 65 / 12
=5.42, or 6 stations

118. Wing Component Example
480 available mins per day
40 units required
Cycle time = 12 mins
Minimum workstations
= 5.42 or 6
Figure 9.13 I G F H C D B E A 10 11 5 4 3 7
Station 2
Station 3
Station 4
Station 1
Station 6
Station 3
Station 5

119. Wing Component Example
480 available mins per day
40 units required
Cycle time = 12 mins
Minimum workstations
= 5.42 or 6
TABLE 9.2
Precedence Data for Wing Component
TASK
ASSEMBLY TIME (MINUTES)
TASK MUST FOLLOW TASK LISTED BELOW A 10 – B 11 C 5 D 4 E F 3
C, D G 7 H I
G, H
Total time 65 I G F C D H B E A 10 11 5 4 3 7
Figure 9.12
Efficiency =
∑ Task times
(Actual number of workstations) x (Largest cycle time)
= 65 minutes / ((6 stations) x (12 minutes))
= 90.3%