Download presentation
Presentation is loading. Please wait.
Published byBertina Sims Modified over 9 years ago
1
System Design: Process Selection and Facility Layout Pertemuan 07 Mata kuliah: J0444 - Manajemen Operasional Tahun: 2010
2
Learning Objectives Explain the strategic importance of process selection. Explain the influence that process selection has on an organization. Describe the basic processing types. Discuss automated approaches to processing. Explain the need for management of technology.
3
Learning Objectives List some reasons for redesign of layouts. Describe the basic layout types. List the main advantages and disadvantages of product layouts and process layouts. Solve simple line-balancing problems. Develop simple process layouts.
4
Process selection –Deciding on the way production of goods or services will be organized Major implications –Capacity planning –Layout of facilities –Equipment –Design of work systems Introduction
5
Forecasting Product and Service Design Technological Change Capacity Planning Process Selection Facilities and Equipment Layout Work Design Process Selection and System Design
6
Key aspects of process strategy – Capital intensive – equipment/labor – Process flexibility – Technology – Adjust to changes – Design – Volume – technology Process Strategy
7
Technology Technology: The application of scientific discoveries to the development and improvement of products and services and operations processes. Technology innovation: The discovery and development of new or improved products, services, or processes for producing or providing them.
8
Kinds of Technology Operations management is primarily concerned with three kinds of technology: –Product and service technology –Process technology –Information technology All three have a major impact on: –Costs –Productivity –Competitiveness
9
Technology Competitive Advantage Innovations in –Products and services Cell phones PDAs Wireless computing –Processing technology Increasing productivity Increasing quality Lowering costs
10
Technology Acquisition Technology can have benefits but … Technology risks include: –What technology will and will not do –Technical issues –Economic issues Initial costs, space, cash flow, maintenance Consultants and/or skilled employees Integration cost, time resources Training, safety, job loss
11
Variety –How much Flexibility –What degree Volume –Expected output Job Shop Batch Repetitive Continuous Process Selection
12
Job shop –Small scale Batch –Moderate volume Repetitive/assembly line –High volumes of standardized goods or services Continuous –Very high volumes of non-discrete goods Process Types
13
Process Type Job Shop Appliance repair Emergency room Ineffective Batch Commercial baking Classroom Lecture Repetitive Automotive assembly Automatic carwash Continuous (flow) IneffectiveSteel Production Water purification Product and Service Processes
14
Automation: Machinery that has sensing and control devices that enables it to operate –Fixed automation –Programmable automation Computer-aided design and manufacturing systems (CAD/CAM) Numerically controlled (NC) machines Robot Manufacturing cell Flexible manufacturing systems(FMS) Computer-integrated manufacturing (CIM) Automation
15
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
16
Strategic Importance of Layout Proper layout enables: 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
17
Types of Layouts Fixed-position layout Process-oriented layout Office layout Retail layout Warehouse layout Product-oriented layout
18
Six Layout Strategies Fixed-position layout –large bulky projects such as ships and buildings Process-oriented layout –deals with low-volume, high-variety production (“job shop”, intermittent production) Office layout –positions workers, their equipment, and spaces/offices to provide for movement of information
19
Six Layout Strategies - continued Retail/service layout –allocates shelf space and responds to customer behavior Warehouse layout –addresses trade-offs between space and material handling Product-oriented layout –seeks the best personnel and machine use in repetitive or continuous production
20
Layout Example - Office
21
Raw materials or customer Finished item Station 2 Station 2 Station 3 Station 3 Station 4 Station 4 Material and/or labor Station 1 Material and/or labor Material and/or labor Material and/or labor Used for Repetitive or Continuous Processing Product Layout
22
1 234 5 6 7 8910 In Out Workers A U-Shaped Production Line
23
Dept. A Dept. BDept. D Dept. C Dept. F Dept. E Used for Intermittent processing Job Shop or Batch Processes Process Layout (functional) Process Layout
24
Requirements of a Good Layout an understanding of capacity and space requirements selection of appropriate material handling equipment decisions regarding environment and aesthetics identification and understanding of the requirements for information flow identification of the cost of moving between the various work areas
25
Constraints on Layout Objectives Product design & volume Process equipment & capacity Quality of work life Building and site
26
Areas of Concern in Layout Strategy Layout Strategy Material Flow Communication Work Cell Safety Material Attributes Warehousing Service Areas
27
Fixed-Position Layout Design is for stationary project Workers and equipment come to site Complicating factors –Limited space at site –Changing material needs
28
Process-Oriented Layout Design places departments with large flows of material or people together Department areas having similar processes located in close proximity –e.g., All x-ray machines in same area Used with process-focused processes
29
Steps in Developing a Process-Oriented Layout 1Construct a “from-to matrix” 2Determine space requirements for each department 3Develop an initial schematic diagram 4Determine the cost of this layout 5By trial-and-error (or more sophisticated means), try to improve the initial layout 6Prepare a detailed plan that evaluates factors in addition to transportation cost
30
Cost of Process-Oriented Layout
31
Interdepartmental Flow of Parts 123456 1 2 3 4 5 6 501000020 30 50 10 0 200 100 50 0 0
32
Interdepartmental Flow Graph Showing Number of Weekly Loads 10 0 5030 10 20 50 20 100 50 1 2 3 4 5 6
33
Possible Layout 1
34
Interdepartmental Flow Graph Showing Number of Weekly Loads 10 0 50 30 10 20 50 20 100 50 1 2 3 4 5 6
35
Possible Layout 3
36
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 Cellular Layouts
37
Cellular Layout - Work Cells Special case of product-oriented layout - in what is ordinarily a process-oriented facility Consists of different machines brought together to make a product Temporary arrangement only Example: Assembly line set up to produce 3000 identical parts in a job shop
38
Improving Layouts by Moving to the Work Cell Concept
39
Work Cell Floor Plan Office Tool Room Work Cell SawsDrills
40
Office Layout Design positions people, equipment, & offices for maximum information flow Arranged by process or product Example: Payroll dept. is by process Relationship chart used Examples Insurance company Software company
41
Office Layout Floor Plan Accounting Manager Brand X Finance Fin.Acct.
42
Relationship Chart 1 President O 2 CostingU AA 3 EngineeringI O 4 President’s Secretary 1 2 3 Ordinary closeness: President (1) & Costing (2) Absolutely necessary: President (1) & Secretary (4) 4 I = Important U = Unimportant
43
Office Relationship Shart 1 President 2 Chief Technology Officer 3 Engineer’s Area 4 Secretary 5 Office entrance 7 Equipment cabinet 8 Photocopy equipment 9 Storage room UIIAUOEUIIAUOE I O E I OAOAXOUEOAOAXOUE A I E U A IIEAXIIEAX UUOUUO OUOU O Val.Closeness AAbsolutely necessary EEspecially important IImportant OOrdinary OK UUnimportant XNot desirable
44
Retail/Service Layout Design maximizes product exposure to customers Decision variables Store flow pattern Allocation of (shelf) space to products Types Grid design Free-flow design Video
45
Retail /Service Layout - Grid Design Office Carts Check- out Grocery Store MeatBread Milk Produce Frozen Foods
46
Store Layout - with Dairy, Bread, High Drawer Items in Corners
47
Retail/Service Layout - Free-Flow Design Feature Display Table Trans. Counter Apparel Store
48
Retail Store Shelf Space Planogram Computerized tool for shelf-space management Generated from store’s scanner data on sales Often supplied by manufacturer 2 ft. 5 facings VO-5 SUAVE VO-5 PERT VO-5
49
A Good Service Layout (Servicescape) Considers Ambient conditions - background characteristics such as lighting, sound, smell, and temperature. Spatial layout and functionality - which involve customer circulation path planning Signs, Symbols, and Artifacts - characteristics of building design that carry social significance
50
Warehouse Layout Design balances space (cube) utilization & handling cost Similar to process layout Items moved between dock & various storage areas Optimum layout depends on Variety of items stored Number of items picked
51
Warehouse Layout Floor Plan Zones Conveyor Truck Order Picker
52
Product-Oriented Layout Facility organized around product Design minimizes line imbalance –Delay between work stations Types: Fabrication line; assembly line
53
Product-Oriented Requirements Standardized product High production volume Stable production quantities Uniform quality of raw materials & components
54
Line Balancing is the process of assigning tasks to workstations in such a way that the workstations have approximately equal time requirements. Design Product Layouts: Line Balancing
55
Assembly Line Balancing Analysis of production lines Nearly equally divides work between workstations while meeting required output Objectives –Maximize efficiency –Minimize number of work stations
56
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
57
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
58
AB EH C D F G I 10 Min. 511 12 373 4 11 Precedence Diagram Example
59
Assembly Line Balancing Equations Cycle time = Production time available Demand per day Minimum number of work stations Task times Cycle time Efficiency = = Task times * (Cycle time) (Actual number of work stations)
60
Six Station Solution AB C E D F G I H 10 11 5 3 7 3 12
61
The End
Similar presentations
© 2025 SlidePlayer.com. Inc.
All rights reserved.