More Related Content Similar to Heizer om10 ch09 (20) Heizer om10 ch091. 9 - 1© 2011 Pearson Education, Inc. publishing as Prentice Hall
9 Layout Strategies
PowerPoint presentation to accompany
Heizer and Render
Operations Management, 10e
Principles of Operations Management, 8e
PowerPoint slides by Jeff Heyl
2. 9 - 2© 2011 Pearson Education, Inc. publishing as Prentice Hall
Outline
Global Company Profile:
McDonald’s
The Strategic Importance of
Layout Decisions
Types of Layout
Office Layout
3. 9 - 3© 2011 Pearson Education, Inc. publishing as Prentice Hall
Outline – Continued
Retail Layout
Servicescapes
Warehousing and Storage Layouts
Cross-Docking
Random Docking
Customizing
Fixed-Position Layout
4. 9 - 4© 2011 Pearson Education, Inc. publishing as Prentice Hall
Outline – Continued
Process-Oriented Layout
Computer Software for Process-
Oriented Layouts
Work Cells
Requirements of Work Cells
Staffing and Balancing Work Cells
The Focused Work Center and the
Focused Factory
5. 9 - 5© 2011 Pearson Education, Inc. publishing as Prentice Hall
Outline – Continued
Repetitive and Product-Oriented
Layout
Assembly-Line Balancing
6. 9 - 6© 2011 Pearson Education, Inc. publishing as Prentice Hall
Learning Objectives
When you complete this chapter, you
should be able to:
1. Discuss important issues in office layout
2. Define the objectives of retail layout
3. Discuss modern warehouse
management and terms such as ASRS,
cross-docking, and random stocking
4. Identify when fixed-position layouts are
appropriate
7. 9 - 7© 2011 Pearson Education, Inc. publishing as Prentice Hall
Learning Objectives
When you complete this chapter, you
should be able to:
5. Explain how to achieve a good process-
oriented facility layout
6. Define work cell and the requirements of
a work cell
7. Define product-oriented layout
8. Explain how to balance production flow
in a repetitive or product-oriented facility
8. 9 - 8© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
9. 9 - 9© 2011 Pearson Education, Inc. publishing as Prentice Hall
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!
10. 9 - 10© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
11. 9 - 11© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
12. 9 - 12© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
13. 9 - 13© 2011 Pearson Education, Inc. publishing as Prentice Hall
Types of Layout
1. Office layout
2. Retail layout
3. Warehouse layout
4. Fixed-position layout
5. Process-oriented layout
6. Work-cell layout
7. Product-oriented layout
14. 9 - 14© 2011 Pearson Education, Inc. publishing as Prentice Hall
Types of Layout
1. Office layout: Positions workers,
their equipment, and spaces/offices
to provide for movement of
information
2. Retail layout: Allocates shelf space
and responds to customer behavior
3. Warehouse layout: Addresses trade-
offs between space and material
handling
15. 9 - 15© 2011 Pearson Education, Inc. publishing as Prentice Hall
Types of Layout
4. Fixed-position layout: Addresses the
layout requirements of large, bulky
projects such as ships and buildings
5. Process-oriented layout: Deals with
low-volume, high-variety production
(also called job shop or intermittent
production)
16. 9 - 16© 2011 Pearson Education, Inc. publishing as Prentice Hall
Types of Layout
6. Work cell layout: Arranges
machinery and equipment to focus
on production of a single product or
group of related products
7. Product-oriented layout: Seeks the
best personnel and machine
utilizations in repetitive or
continuous production
17. 9 - 17© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
Table 9.1
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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
Standard Aero
Repetitive/
Continuous
(product
oriented)
Equalize the task time at each
workstation
Sony’s TV assembly line
Toyota Scion
Table 9.1
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Good Layouts Consider
Material handling equipment
Capacity and space requirements
Environment and aesthetics
Flows of information
Cost of moving between various
work areas
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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
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Relationship Chart
Figure 9.1
22. 9 - 22© 2011 Pearson Education, Inc. publishing as Prentice Hall
Supermarket Retail Layout
Objective is to maximize
profitability per square foot of
floor space
Sales and profitability vary
directly with customer exposure
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Five Helpful Ideas for
Supermarket Layout
1. Locate high-draw items around the
periphery of the store
2. Use prominent locations for high-impulse
and high-margin items
3. Distribute power items to both sides of
an aisle and disperse them to increase
viewing of other items
4. Use end-aisle locations
5. Convey mission of store through careful
positioning of lead-off department
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Store Layout
Figure 9.2
25. 9 - 25© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
26. 9 - 26© 2011 Pearson Education, Inc. publishing as Prentice Hall
Retail Store Shelf Space
Planogram
Computerized
tool for shelf-
space
management
Generated from
store’s scanner
data on sales
Often supplied
by manufacturer
5 facings
Shampoo
Shampoo
Shampoo
Shampoo
Shampoo
Conditioner
Conditioner
Shampoo
Shampoo
Shampoo
Shampoo
Conditioner
2 ft.
27. 9 - 27© 2011 Pearson Education, Inc. publishing as Prentice Hall
Servicescapes
1. Ambient conditions - background
characteristics such as lighting, sound,
smell, and temperature
2. Spatial layout and functionality - which
involve customer
circulation path planning,
aisle characteristics, and
product grouping
3. Signs, symbols, and
artifacts - characteristics
of building design that
carry social significance
28. 9 - 28© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
29. 9 - 29© 2011 Pearson Education, Inc. publishing as Prentice Hall
Warehousing and Storage
Layouts
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
Material Handling Costs
30. 9 - 30© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
31. 9 - 31© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
32. 9 - 32© 2011 Pearson Education, Inc. publishing as Prentice Hall
Random Stocking
Typically requires automatic identification
systems (AISs) and effective information
systems
Random assignment of stocking locations
allows more efficient use of space
Key tasks
1. Maintain list of open locations
2. Maintain accurate records
3. Sequence items to minimize travel, pick time
4. Combine picking orders
5. Assign classes of items to particular areas
33. 9 - 33© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
34. 9 - 34© 2011 Pearson Education, Inc. publishing as Prentice Hall
Shipping and receiving docks
Office
Customization
Conveyor
Storage racks
Staging
Warehouse Layout
Traditional Layout
35. 9 - 35© 2011 Pearson Education, Inc. publishing as Prentice Hall
Warehouse Layout
Cross-Docking Layout
Shipping and receiving docks
Office
Shipping and receiving docks
36. 9 - 36© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
37. 9 - 37© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
38. 9 - 38© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
39. 9 - 39© 2011 Pearson Education, Inc. publishing as Prentice Hall
Surgery
Radiology
ER
triage
room
ER Beds Pharmacy
Emergency room admissions
Billing/exit
Laboratories
Process-Oriented Layout
Patient A - broken leg
Patient B - erratic heart
pacemaker
Figure 9.3
40. 9 - 40© 2011 Pearson Education, Inc. publishing as Prentice Hall
Layout at Arnold Palmer Hospital
Central break
and medical
supply rooms
Local linen
supply
Local
nursing pod
Pie-shaped
rooms
Central nurses
station
41. 9 - 41© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
42. 9 - 42© 2011 Pearson Education, Inc. publishing as Prentice Hall
Process-Oriented Layout
Minimize cost = ∑ ∑ Xij Cij
n
i = 1
n
j = 1
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
43. 9 - 43© 2011 Pearson Education, Inc. publishing as Prentice Hall
Process Layout Example
1. Construct a “from-to matrix”
2. Determine the space requirements
3. Develop an initial schematic diagram
4. Determine the cost of this layout
5. Try to improve the layout
6. Prepare a detailed plan
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.
44. 9 - 44© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
50 100 0 0 20
30 50 10 0
20 0 100
50 0
0
Process Layout Example
Figure 9.4
45. 9 - 45© 2011 Pearson Education, Inc. publishing as Prentice Hall
Area 1 Area 2 Area 3
Area 4 Area 5 Area 6
60’
40’
Process Layout Example
Receiving Shipping Testing
Department Department Department
(4) (5) (6)
Figure 9.5
Assembly Painting Machine Shop
Department Department Department
(1) (2) (3)
46. 9 - 46© 2011 Pearson Education, Inc. publishing as Prentice Hall
Process Layout Example
Interdepartmental Flow Graph
Figure 9.6
100
50
50
10
100
30 Machine
Shop (3)
Testing
(6)
Shipping
(5)
Receiving
(4)
Assembly
(1)
Painting
(2)
47. 9 - 47© 2011 Pearson Education, Inc. publishing as Prentice Hall
Process Layout Example
Cost = $50 + $200 + $40
(1 and 2) (1 and 3) (1 and 6)
+ $30 + $50 + $10
(2 and 3) (2 and 4) (2 and 5)
+ $40 + $100 + $50
(3 and 4) (3 and 6) (4 and 5)
= $570
Cost = ∑ ∑ Xij Cij
n
i = 1
n
j = 1
48. 9 - 48© 2011 Pearson Education, Inc. publishing as Prentice Hall
Process Layout Example
Revised Interdepartmental Flow Graph
Figure 9.7
30
50
50
50 100
100 Machine
Shop (3)
Testing
(6)
Shipping
(5)
Receiving
(4)
Painting
(2)
Assembly
(1)
49. 9 - 49© 2011 Pearson Education, Inc. publishing as Prentice Hall
Process Layout Example
Cost = $50 + $100 + $20
(1 and 2) (1 and 3) (1 and 6)
+ $60 + $50 + $10
(2 and 3) (2 and 4) (2 and 5)
+ $40 + $100 + $50
(3 and 4) (3 and 6) (4 and 5)
= $480
Cost = ∑ ∑ Xij Cij
n
i = 1
n
j = 1
50. 9 - 50© 2011 Pearson Education, Inc. publishing as Prentice Hall
Area 1 Area 2 Area 3
Area 4 Area 5 Area 6
60’
40’
Process Layout Example
Receiving Shipping Testing
Department Department Department
(4) (5) (6)
Figure 9.8
Painting Assembly Machine Shop
Department Department Department
(2) (1) (3)
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Computer Software
Graphical approach only works for
small problems
Computer programs are available to
solve bigger problems
CRAFT
ALDEP
CORELAP
Factory Flow
52. 9 - 52© 2011 Pearson Education, Inc. publishing as Prentice Hall
CRAFT Example
Figure 9.9
TOTAL COST 20,100
EST. COST REDUCTION .00
ITERATION 0
(a)
A A A A B B
A A A A B B
D D D D D D
C C D D D D
F F F F F D
E E E E E D
TOTAL COST 14,390
EST. COST REDUCTION 70
ITERATION 3
(b)
D D D D B B
D D D D B B
D D D E E E
C C D E E F
A A A A A F
A A A F F F
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Computer Software
Three dimensional visualization
software allows managers to view
possible layouts and assess process,
material
handling,
efficiency,
and safety
issues
54. 9 - 54© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
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Advantages of Work Cells
1. Reduced work-in-process inventory
2. Less floor space required
3. Reduced raw material and finished
goods inventory
4. Reduced direct labor
5. Heightened sense of employee
participation
6. Increased use of equipment and
machinery
7. Reduced investment in machinery and
equipment
56. 9 - 56© 2011 Pearson Education, Inc. publishing as Prentice Hall
Requirements of Work Cells
1. Identification of families of products
2. A high level of training, flexibility
and empowerment of employees
3. Being self-contained, with its own
equipment and resources
4. Test (poka-yoke) at each station in
the cell
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Improving Layouts Using
Work Cells
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.
Figure 9.10 (a)
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Improving Layouts Using
Work Cells
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.
Figure 9.10 (b)
U-shaped line may reduce employee movement
and space requirements while enhancing
communication, reducing the number of
workers, and facilitating inspection
59. 9 - 59© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
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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
Standardtimerequired
Operations
Assemble Paint Test Label Pack for
shipment
60
50
40
30
20
10
0
61. 9 - 61© 2011 Pearson Education, Inc. publishing as Prentice Hall
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 mins = 48 seconds
Workers required =
Total operation time required
Takt time
= 140 / 48 = 2.91
62. 9 - 62© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
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Focused Work Center and
Focused Factory
Focused Work Center
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
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Focused Work Center and
Focused Factory
Table 9.2
Work Cell Focused Work Center Focused Factory
Description: Work cell
is a temporary
product-oriented
arrangement of
machines and
personnel in what is
ordinarily a process-
oriented facility
A focused work center is
a permanent product-
oriented arrangement
of machines and
personnel in what is
ordinarily a process-
oriented facility
A focused factory is a
permanent facility to
produce a product or
component in a
product-oriented
facility. Many focused
factories currently
being built were
originally part of a
process-oriented
facility
Example: A job shop
with machinery and
personnel rearranged
to produce 300 unique
control panels
Example: Pipe bracket
manufacturing at a
shipyard
Example: A plant to
produce window
mechanism for
automobiles
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Repetitive and Product-
Oriented Layout
1. Volume is adequate for high equipment
utilization
2. Product demand is stable enough to justify high
investment in specialized equipment
3. Product is standardized or approaching a phase
of life cycle that justifies investment
4. Supplies of raw materials and components are
adequate and of uniform quality
Organized around products or families of
similar high-volume, low-variety products
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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
67. 9 - 67© 2011 Pearson Education, Inc. publishing as Prentice Hall
Product-Oriented Layouts
1. Low variable cost per unit
2. Low material handling costs
3. Reduced work-in-process inventories
4. Easier training and supervision
5. Rapid throughput
Advantages
1. High volume is required
2. Work stoppage at any point ties up the
whole operation
3. Lack of flexibility in product or production
rates
Disadvantages
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McDonald’s Assembly Line
Figure 9.12
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Disassembly Lines
Disassembly is being considered in new
product designs
“Green” issues and recycling standards are
important consideration
Automotive
disassembly
is the 16th
largest
industry in
the US
70. 9 - 70© 2011 Pearson Education, Inc. publishing as Prentice Hall
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
71. 9 - 71© 2011 Pearson Education, Inc. publishing as Prentice Hall
Wing Component Example
This means that
tasks B and E
cannot be done
until task A has
been completed
Performance Task Must Follow
Time Task Listed
Task (minutes) Below
A 10 —
B 11 A
C 5 B
D 4 B
E 12 A
F 3 C, D
G 7 F
H 11 E
I 3 G, H
Total time 66
72. 9 - 72© 2011 Pearson Education, Inc. publishing as Prentice Hall
Wing Component Example
Performance Task Must Follow
Time Task Listed
Task (minutes) Below
A 10 —
B 11 A
C 5 B
D 4 B
E 12 A
F 3 C, D
G 7 F
H 11 E
I 3 G, H
Total time 66 I
GF
C
D
H
B
E
A
10
1112
5
4
3
711 3
Figure 9.13
73. 9 - 73© 2011 Pearson Education, Inc. publishing as Prentice Hall
I
GF
C
D
H
B
E
A
10
1112
5
4
3
711 3
Figure 9.13
Performance Task Must Follow
Time Task Listed
Task (minutes) Below
A 10 —
B 11 A
C 5 B
D 4 B
E 12 A
F 3 C, D
G 7 F
H 11 E
I 3 G, H
Total time 66
Wing Component Example
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
Minimum
number of
workstations
=
∑ Time for task i
Cycle time
n
i = 1
= 66 / 12
= 5.5 or 6 stations
74. 9 - 74© 2011 Pearson Education, Inc. publishing as Prentice Hall
Wing Component Example
I
GF
C
D
H
B
E
A
10
1112
5
4
3
711 3
Figure 9.13
Performance Task Must Follow
Time Task Listed
Task (minutes) Below
A 10 —
B 11 A
C 5 B
D 4 B
E 12 A
F 3 C, D
G 7 F
H 11 E
I 3 G, H
Total time 66
480 available
mins per day
40 units required
Cycle time = 12 mins
Minimum
workstations = 5.5 or 6
Line-Balancing Heuristics
1. Longest task time Choose the available task
with the longest task time
2. Most following tasks Choose the available task
with the largest number of
following tasks
3. Ranked positional
weight
Choose the available task for
which the sum of following
task times is the longest
4. Shortest task time Choose the available task
with the shortest task time
5. Least number of
following tasks
Choose the available task
with the least number of
following tasks
Table 9.4
75. 9 - 75© 2011 Pearson Education, Inc. publishing as Prentice Hall
480 available
mins per day
40 units required
Cycle time = 12 mins
Minimum
workstations = 5.5 or 6
Performance Task Must Follow
Time Task Listed
Task (minutes) Below
A 10 —
B 11 A
C 5 B
D 4 B
E 12 A
F 3 C, D
G 7 F
H 11 E
I 3 G, H
Total time 66Station
1
Wing Component Example
Station
2
Station 3
Station 3
Station
4
Station
5
Station 6Station 6
I
GF
H
C
D
B
E
A
10 11
12
5
4
3 7
11
3
Figure 9.14
76. 9 - 76© 2011 Pearson Education, Inc. publishing as Prentice Hall
Performance Task Must Follow
Time Task Listed
Task (minutes) Below
A 10 —
B 11 A
C 5 B
D 4 B
E 12 A
F 3 C, D
G 7 F
H 11 E
I 3 G, H
Total time 66
Wing Component Example
480 available
mins per day
40 units required
Cycle time = 12 mins
Minimum
workstations = 5.5 or 6
Efficiency =
∑ Task times
(Actual number of workstations) x (Largest cycle time)
= 66 minutes / (6 stations) x (12 minutes)
= 91.7%
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