1. إستراتيجية إنتاجية الموضوع الخامس
تخطيط عملاني للسيطرة
(الوقت/ الكلفة)
Dr.Kasser Naser Mansour- KAU-KSA
21 نيسان، 17

2. Dr.Kasser Naser Mansour- KAU-KSA
تخطيط عملاني للسيطرة
إستراتيجية إنتاجية
تكنولوجيا العمليات
إدارة المشروع
تصميم المنتج/ الخدمة
تخطيط عملاني
نظام العمل
الجدولة
تخطيط إجمالي
؟؟ !!
Dr.Kasser Naser Mansour- KAU-KSA
21 نيسان، 17

3. Dr.Kasser Naser Mansour- KAU-KSA
المحتويات
1- عناصر الوقت في النظام الإنتاجي
2- نموذج الترتيب حسب العملية( تحليل التدفق)
3- نموذج الترتيب حسب المنتج( تحليل الفعالية)
4- تخطيط الطاقة الإنتاجية
5- أساليب إتخاذ قرار إختيار المنتج/ الخدمة الجديد
أسئلة ومسائل
المراجع
Dr.Kasser Naser Mansour- KAU-KSA
21 نيسان، 17

4. مدخل الحوار الإستراتيجي
ما هي وسائل وأساليب المنظمة للمنافسة بالوقت والكلفة؟
ماهي وسائل وأساليب السيطرة العمليانية في منظمات الأعمال؟
Dr.Kasser Naser Mansour- KAU-KSA
21 نيسان، 17

5. فشل إدارة الموارد البشرية
أسباب الهدر في الوقت
تصميم محطات العمل والمناولة ومشكلات تدفق المواد
مشاكل إدارة الخط الإنتاجي
الجدولة قصيرة الأجل
فشل إدارة الموارد البشرية
أعطال طارئة في عمل الآلة -
أعمال الصيانة الوقائية والطارئة
Dr.Kasser Naser Mansour- KAU-KSA
21 نيسان، 17

6. 1- عناصر الوقت في النظام الإنتاجي
وقت العملية
وقت الآلات والتجهيزات
وقت العمال
Dr.Kasser Naser Mansour- KAU-KSA
21 نيسان، 17

7. Layout Planning Questions مسائل تخطيط الترتيب
قبل أن نتخذ قرار الترتيب المناسب يجب أن نجيب عن الأسئلة التالية:
What centers should the layout include?
How much space and capacity does each center need?
How should each center’s space be configured?
Where should each center be located?

8. Location Dimensions ابعاد الموقع
The location of a center has two dimensions:
Relative location: The placement of a center relative to other centers.
Absolute location: The particular space that the center occupies within the facility.

9. How Process Layoutكيف يتم ترتيب العملية fits the Operations Management Philosophy
Operations As a Competitive
Weapon
Operations Strategy
Project Management
Process Strategy
Process Analysis
Process Performance and Quality
Constraint Management
Process Layout
Lean Systems
Supply Chain Strategy
Location
Inventory Management
Forecasting
Sales and Operations Planning
Resource Planning
Scheduling

10. Product Layout Input Data and Activities 1. Flow of Materials
2. Activity Relationships
Analysis
3. Relationship Diagram
4. Space Requirements
5. Space Available
6. Space Relationship Diagram
7. Modifying Considerations
8. Practical Limitations
Search
Involve people most knowledgeable about the process
Define process symbols
Try to involve anyone who has knowledge of the process. Implementation and ownership are enhanced when people doing the process are involved in the charting and opportunity identification.
Fewer people can do it faster - but they may not be as effective. This is the standard efficiency vs. effectiveness issue. Meetings cost money. Trained facilitators are invaluable in getting this process started.
9. Develop Layout Alternatives
10. Evaluation
Selection
Process Maps - Understanding the Process

11. Absolute Locations vs. Relative Locations
Original layout
Frozen
foods
Dry
groceries
Bread
Vegetables
Meats
Frozen
foods
Dry
groceries
Bread
Vegetables
Meats
Revised layout
Four of the absolute locations have changed but not the relative locations. 2

12. Strategic Issues
Layout choices can help communicate an organization’s product plans and competitive priorities.
Altering a layout can affect an organization and how well it meets its competitive priorities in the following ways:
Increasing customer satisfaction and sales at a retail store.
Facilitating the flow of materials and information.
Increasing the efficient utilization of labor and equipment.
Reducing hazards to workers.
Improving employee morale.
Improving communication.

13. Performance Criteria Customer satisfaction Level of capital investment
Requirements for materials handling
Ease of stock picking
Work environment and “atmosphere”
Ease of equipment maintenance
Employee and internal customer attitudes
Amount of flexibility needed
Customer convenience and levels of sales

14. Types of Layouts
Flexible-flow layout: A layout that organizes resources (employees) and equipment by function rather than by service or product.
Line-flow layout: A layout in which workstations or departments are arranged in a linear path.
Hybrid layout: An arrangement in which some portions of the facility have a flexible-flow and others have a line-flow layout.
Fixed-position layout: An arrangement in which service or manufacturing site is fixed in place; employees along with their equipment, come to the site to do their work.

15. A Flexible Flow Layout A job shop has a flexible-flow layout. Foundry
Milling
machines
Lathes
Grinding
Painting
Drills
Office
Welding
Forging 5

16. نموذج الترتيب حسب العملية
المسألة هنا هي مسألة تكاليف( النقل والمناولة)، وطرائق حلها هي:
1- طريقة المخططات البسيطة
2- طريقة تحليل تتابع العملية
3- طريقة تحليل العبء في المسافة المقطوعة
4- طريقة التحليل بستخدام الحاسب
Dr.Kasser Naser Mansour- KAU-KSA
21 نيسان، 17

18. A Absolutely Necessary
E Especially Important
I Important
O Ordinary Closeness O.K.
U Unimportant
X Undesirable
A and X > E > I > O > U X A O E

20. Layout Designتصميم الترتيب
Three concepts:ثلاثة مفاهيم:
Layout Evaluationتقييم الترتيب
Layout Construction تشكيل الترتيب
Layout Improvement أهمية الترتيب
What to use as input data?ماذا نستخدم بيانات كمدخلات؟
Relationships – closeness ratingsعدد العلاقات المغلقة بين الأقسام والشعب وأماكن العمل
Subjective
May take long time to prepare
Flow data تدفق البيانات
Objective
May not be very stable
How to Evaluate the Layout Plans? – Objective Functionكيف نقيم خطط الترتيب
Distance Based
Adjacency Based

21. Layout Evaluationتقييم التريتب
An Algorithm عملية التقيم تقارن بين خطط جيدة وآخر قائم سيء
s = g (X ) نطوَر نموذج كما يلي:
Adjacency-based scoring (Komsuluk Bazli Skorlama)
Based on the relationship chart and diagram
Xi is the number of times an adjacency i is satisfied, i=A, E, I, O, U, X
Aldep uses (wi values) A=64, E=16, I=4, O=1, U=0, and X=-1024
Scoring model has intuitive appeal; the ranking of layouts is sensitive to the weight values. Layout “B” may be preferred to “C” with certain weights but not with others.
Therefore, the specification of the weights is very important.
The weights wi can also be represented by the flow amounts between the adjacent departments instead of scores assigned to A, E, I, O, U, X.
wi is the weight for class i.
Xi is the number of adjacencies in class i.

22. Example 1 2 3 4 5 6 7
I O
E I U
O U A E
4+1 =5
=20
1+0 =1
----
64 =64
16 =16
Total Score 106 1 2 3 4 5 6 7 U I E O A
Receiving
Milling
Press
Screw Machine
Assembly
Plating
Shipping 3
Press 7
Shipping 2
Milling 4
Screw Machine U U E E I I 6
Plating 5
Assembly 1
Receiving O A O

23. Exercise: Find the score of the layout shown below
Exercise: Find the score of the layout shown below. Use A=8, E=4, I=2, O=1, U=0 and X=-8. 1 2 3 4 5 6 7 U I E O A
Receiving
Milling
Press
Screw Machine
Assembly
Plating
Shipping 3
Press 7
Shipping 6
Plating 4
Screw Machine 1
Receiving 2
Milling 5
Assembly

24. Layout Evaluation (cont’d)
Distance-based scoring (Mesafe Bazli Skorlama)
Approximate the cost of flow between activities
Requires explicit evaluation of the flow volumes and costs
cij covers both the i to j and the j to i material flows
Dij can be determined with any appropriate distance metric
Often the rectilinear distance between department centroids
Assumes that the material flow system has already been specified (cij=flow required* cost /flow-distance)
Assumes that the variable flow cost is proportional to distance
Distance often depends on the aisle layout and material handling equipment

25. Layout Evaluation – Distance Based Scoring
Example
Initial Layout
Flow Data
Total Cost
Distance Data

26. Layout Evaluation – Distance-Based Scoring
Impact of aisle layout and direction of travel

27. Warehouse Layouts Out-and-back Pattern
The most basic warehouse layout is the out-and-back pattern. The numbers indicate storage areas for same or similar items.
Dock
Aisle
Storage area

28. Warehouse Layouts Zone System
Click to add title
Zones
Control station
Shipping doors
Tractor trailer
Overflow
Feeder lines 59

29. Office Layouts تخطيط المكتب
Most formal procedures for designing office layouts try to maximize the proximity of workers whose jobs require frequent interaction.
Privacy is another key factor in office design.
Four common office layouts:
Traditional layouts
Office landscaping (cubicles/movable partitions)
Activity settings
Electronic cottages (Telecommuting)

30. Line Flow Layout A production line has a line-flow layout. Station 110

31. Group Technology (GT)
Group Technology (GT) is an option for achieving line-flow layouts with low-volume processes; this technique creates cells not limited to just one worker and has a unique way of selecting work to be done by the cell.
The GT method groups parts or products with similar characteristics into families and sets aside groups of machines for their production.

32. Before Group Technology
Jumbled flows in a job shop without GT cells
Drilling D
Grinding G
Milling M
Assembly A
Lathing
Receiving and shipping L 14

33. Applied Group Technology
Line flows in a job shop with three GT cells
Cell 3 L M G
Cell 1
Cell 2
Assembly area A D
Shipping
Receiving 18

34. Designing Flexible-Flow Layouts
Step 1: Gather information
Space requirements by center
Available space
Closeness factors: which centers need to be located close to one another.
Closeness matrix: A table that gives a measure of the relative importance of each pair of centers being located close together.
Step 2: Develop a Block plan: A plan that allocates space and indicates placement of each department.
Step 3: Design a detailed layout.

35. Gather Information Example : Office of Budget Management 100' 150' 3 6
Department Area Needed (ft2)
1. Administration 3,500
2. Social services 2,600
3. Institutions 2,400
4. Accounting 1,600
5. Education 1,500
6. Internal audit 3,400
Total 15,000
Space Requirements
100'
150' 3 6 4 1 2 5
Current Block Plan 23

36. Closeness Matrix Example 8.1 Office of Budget Management
100'
150' 3 6 4 1 2 5
Example Office of Budget Management
Trips between Departments
Department
1. Administration —
2. Social services —
3. Institutions —
4. Accounting —
5. Education —
6. Internal audit —
8 1 1
3 9 2 1
Departments 2 and 3 have next priority.
Departments 3 and 5 have the next highest.
Departments 1 and 6 have the most interaction. 23

37. Proposed Block Plan First put departments 1 and 6 close together
100'
150' 3 6 4 1 2 5
First put departments 1 and 6 close together 1 6
Next put departments 3 and 5 close together 5 3
Then put departments 2 and 3 close together 2
100'
150' 4 23

38. Applying the Weighted- Distance Method
Weighted-distance method: A mathematical model used to evaluate flexible-flow layouts based on proximity factors.
Euclidean distance is the straight-line distance, or shortest possible path, between two points.
Rectilinear distance: The distance between two points with a series of 90 degree turns, as along city blocks.

39. Distance Measures Euclidian Distance dAB = (xA – xB)2 + (yA – yB)2
Rectilinear Distance
dAB = |xA – xB| + |yA – yB|

40. Calculating the WD Score
© 2007 Pearson Education
Calculating the WD Score
Example 2 : Load Distance Analysis
Current Plan Proposed Plan
Dept Closeness Distance Distance
Pair Factor, w d wd Score d wd Score 1, 1, 1, 1, 1, 2, 2, 2, 3, 3, 4, 5,
ld = ld = 82 23

41. Designing Line-Flow Layouts
Line balancing is the assignment of work to stations in a line so as to achieve the desired output rate with the smallest number of workstations.
Work elements are the smallest units of work that can be performed independently.
Immediate predecessors are work elements that must be done before the next element can begin.
Precedence diagram allows one to visualize immediate predecessors better; work elements are denoted by circles, with the time required to perform the work shown below each circle.

42. 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. 63

43. Line Balancing Green Grass, Inc.
© 2007 Pearson Education
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)
Line Balancing Green Grass, Inc. 40 D 20 H 30 B 6 E 40 A 25 F 50 C 18 I 15 G 64

44. Desired Output and Cycle Time
Desired output rate, r must be matched to the staffing or production plan.
Cycle time, c is the maximum time allowed for work on a unit at each station: 1 r
c =

45. Designing Line-Flow Layouts
Line balancing is the assignment of work to stations in a line so as to achieve the desired output rate with the smallest number of workstations.
Work elements are the smallest units of work that can be performed independently.
Immediate predecessors are work elements that must be done before the next element can begin.
Precedence diagram allows one to visualize immediate predecessors better; work elements are denoted by circles, with the time required to perform the work shown below each circle.

46. 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. 63

47. Line Balancing Green Grass, Inc.
© 2007 Pearson Education
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)
Line Balancing Green Grass, Inc. 40 D 20 H 30 B 6 E 40 A 25 F 50 C 18 I 15 G 64

48. Theoretical Minimum
Theoretical minimum (TM ) is a benchmark or goal for the smallest number of stations possible, where total time required to assemble each unit (the sum of all work-element standard times) is divided by the cycle time. It must be rounded up
Idle time is the total unproductive time for all stations in the assembly of each unit.
Efficiency (%) is the ratio of productive time to total time.
Balance Delay is the amount by which efficiency falls short of 100%.

49. Output Rate and Cycle Time Example.4
Green Grass, Inc.
Desired output rate, r = 2400/week
Plant operates 40 hours/week
r = 2400/40 = 60 units/hour
Cycle time, c = 1/60
= 1 minute/unit
= 60 seconds/unit 1 r

50. Calculations for Example.4 continued
Theoretical minimum (TM ) - sum of all work-element standard times divided by the cycle time.
TM = 244 seconds/60 seconds = 4.067
It must be rounded up to 5 stations
Cycle time: c = 1/60 = 1 minute/unit = 60 seconds/unit
Efficiency (%) - ratio of productive time to total time.
Efficiency = [244/5(60)]100 = 81.3%
Balance Delay - amount by which efficiency falls short of 100%.
(100 − 81.3) = 18.7%

51. Line Balancing D H B 20 30 E S1 S3 6 A S2 F 40 C 25 50 I 18 G 15
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
S1 A A 40 20
S2 B,C C 50 10
S3 B,F,G B 30 30
E,F,G F 55 5
Cumm Idle
Station Candidate Choice Time Time S2
And this completes work station S3. 96

52. Green Grass, Inc. Line Balancing Solution
© 2007 Pearson Education
Green Grass, Inc. Line Balancing Solution
The goal is to cluster the work elements into 5 workstations so that the number of work-stations is minimized, and the cycle time of 60 seconds is not violated. Here we use the trial-and-error method to find a solution, although commercial software packages are also available. S5 S4 6 E 20 H 18 I 40 D 30 B 25 F 50 C A 15 G S3 S1 S2
c = 60 seconds/unit
TM = 5 stations
Efficiency = 81.3%

53. Other Considerations
In addition to balancing a line, managers must also consider four other options:
1. Pacing: The movement of product from one station to the next as soon as the cycle time has elapsed.
2. Behavioral factors of workers.
3. Number of models produced: A mixed-model line produces several items belonging to the same family.
4. Cycle times depend on the desired output rate, and efficiency varies considerably with the cycle time selected.

55. Tiderna för att utföra monteringsoperationerna
är enl. följande:
M1, Delmontering D1, D2 och D3: 12 min
M2, Delmontering D4 och D5: 20 min
M3, Delmontering A och B: 10 min
M4, Delmontering D6 och D7: 8 min
M5, Delmontering D8 och D9: 16 min
M6, Delmontering C och D: 22 min
M7, Slutmontering E och F: 16 min
a) Åskådliggör de olika stegen i monteringen
enligt strukturen i ett precedensdiagram
(nätverk). Kalla monteringsaktiviteterna M1,
M2, ..., M7.
b) Minimera antalet monteringsstationer om
cykeltiden tillåts vara högst 28 min. Använd
"längsta operationstid först"
c) Bestäm balanseringsförlusten.