Cellular layout helps us in increasing the productivity with minimizing the cost.
It is the latest technique to minimize the cost and increase the profits without affecting the organization. The concept of LEAN management.
Operations Management : Line BalancingRohan Bharaj
This presentation gives us details about the different methods of Line Balancing.
It also gives an example of Ford Motors and how Line Balancing helped Ford become a powerhouse in the early 1900s
Principles of Plant layout
Types of Plant layout
Process layout
Product layout
Cellular Manufacturing layout
fixed Position layout
Hybrid Layout
and their Advantages & disadvantages
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
The document summarizes Toyota's production system. The system aims to contribute to industry and the economy through technology transfer, human resource development, and competitive vehicles. It focuses on just-in-time production to reduce inventory costs by producing according to demand. Key concepts include kanban cards to signal production needs, jidoka for quality control, and eliminating waste (muda) to improve efficiency.
This document discusses product design and process selection. It defines key terms like product, design, and process. It outlines important elements of product design like R&D, reverse engineering, manufacturability, and concurrent engineering. It also discusses factors that influence product design from the customer and organization perspectives. The document then covers types of process design like product focused, process focused, and repetitive focus systems. It discusses various layout types including product, process, fixed position, and cellular manufacturing layouts. Finally, it provides overviews of lean manufacturing and agile manufacturing systems.
Operations Management : Line BalancingRohan Bharaj
This presentation gives us details about the different methods of Line Balancing.
It also gives an example of Ford Motors and how Line Balancing helped Ford become a powerhouse in the early 1900s
Principles of Plant layout
Types of Plant layout
Process layout
Product layout
Cellular Manufacturing layout
fixed Position layout
Hybrid Layout
and their Advantages & disadvantages
Just in time (JIT) is a production strategy that strives to improve a business' return on investment by reducing in-process inventory and associated carrying costs. Just in time is a type of operations management approach which originated in Japan in the 1950s. It was adopted by Toyota and other Japanese manufacturing firms, with excellent results: Toyota and other companies that adopted the approach ended up raising productivity (through the elimination of waste) significantly.
The document summarizes Toyota's production system. The system aims to contribute to industry and the economy through technology transfer, human resource development, and competitive vehicles. It focuses on just-in-time production to reduce inventory costs by producing according to demand. Key concepts include kanban cards to signal production needs, jidoka for quality control, and eliminating waste (muda) to improve efficiency.
This document discusses product design and process selection. It defines key terms like product, design, and process. It outlines important elements of product design like R&D, reverse engineering, manufacturability, and concurrent engineering. It also discusses factors that influence product design from the customer and organization perspectives. The document then covers types of process design like product focused, process focused, and repetitive focus systems. It discusses various layout types including product, process, fixed position, and cellular manufacturing layouts. Finally, it provides overviews of lean manufacturing and agile manufacturing systems.
This presentation provides an overview of just-in-time (JIT) manufacturing. It discusses the history and origins of JIT in Japan in the 1970s. The key philosophy of JIT is to have "the right material, at the right time, at the right place, and in the exact amount." The presentation outlines the objectives, elements, advantages, and disadvantages of JIT. It also explores how JIT principles can be applied in the service industry through concepts like standard work methods, supplier ties, and automation.
Aggregate planning involves developing a preliminary production schedule over the next 6-18 months to satisfy forecasted demand at minimum cost. It considers targeted sales, production levels, inventory levels and backlogs. The objectives are to minimize costs and changes while maximizing profits, customer service and resource utilization. Common strategies are level, which maintains steady output/employment, or chase, which matches demand period to period. Techniques to develop plans include linear programming, linear decision rules and simulation models.
Time studies involve analyzing worker performance against time standards through discrete tasks. They involve defining the job, breaking it into tasks, measuring task times, and developing a statistically significant sample. Cycle time refers to the total time for an operator or machine to complete one cycle. Normal time accounts for average element time and a performance rating. Allowances consider unavoidable delays from personal or work factors. Standard time is calculated using normal time plus allowance time to account for unavoidable delays.
The document discusses different types of production systems and factors that influence process selection. It describes four main types of production systems: project, job, batch, and mass production. It also discusses intermittent and continuous manufacturing systems. Key factors that influence process selection include variety, volume, flexibility, and expected output. Process selection impacts capacity planning, facility layout, equipment design, and work design.
The document discusses manufacturing systems and lean manufacturing. It defines a manufacturing system as a collection of integrated equipment and human resources that perform processing and assembly operations on raw materials. It describes the typical input-transformation-output process. Examples of manufacturing systems include single station cells, machine clusters, and automated assembly lines. The key components of manufacturing systems are production machines, material handling systems, computer systems, and human resources. Lean manufacturing aims to eliminate waste from the manufacturing system, such as overproduction, waiting, inventory, transportation, and over-processing. It was pioneered by Toyota to increase efficiency and reduce costs.
This topic is related to Material requirement planning, MRP.
Types of material requirement planning
Benefits of MRP. Limitation of MRP, Objective of MRP, MRP Input, MRP Output, Steps of MRP
This document discusses facility layout, including the meaning and objectives of good layout. It describes factors that influence layout such as material handling costs, safety, and efficiency. The principles of an ideal layout are described as well as the importance of layout. Different types of layouts are covered including product, process, cellular manufacturing and combined layouts. Revision of existing layouts is discussed. The document concludes with a case study on a McDonald's kitchen layout.
6. process selection and facility layoutSudipta Saha
The document discusses process selection and facility layout. It describes different types of processes - job shop, batch, repetitive, continuous flow, and project - and factors like volume, variety, and flexibility that determine which type is suitable. It also covers automation levels from fixed to programmable to flexible. Facility layout depends on the process and aims to optimize efficiency, flow, and safety. Product and process layouts are introduced.
1) Process design involves planning the processes that transform inputs like resources, information, and time into outputs like products and services.
2) Product and service design influence and are influenced by process design - decisions in one area impact the other. Processes must be designed to effectively produce the products and services.
3) There are different types of processes like project, jobbing, batch, mass, and continuous, as well as service types like professional and mass service, which vary in factors like volume, variety, and skills required. Process mapping and analysis can improve processes.
This document discusses different types of production systems. It defines production as manufacturing, mining or growing goods for trade, and a production system as consisting of inputs, conversion processes, and outputs. The main types of production systems are described as job production (one-off custom jobs), batch production (similar goods in batches), mass production (large volumes of standardized goods), and process production (continuous extraction of goods like oil). The advantages and disadvantages of each system are provided.
The document discusses techniques for improving value for money (VFM) for customers through improving productivity using methods from industrial engineering. It describes conducting a systematic examination of work methods to develop more effective and efficient processes, setting performance standards, and using time and motion studies to establish standard times for tasks. The overall goal is to increase productivity and efficiency while improving working conditions.
Product, process, fixed and group layoutsAjith Antony
This document discusses and compares different types of manufacturing facility layouts: process layout, product layout, group layout, and fixed position layout. It provides details on when each layout type is typically used and their advantages and disadvantages. A process layout groups machines by function, while a product layout arranges machines in sequential order of operations. A group layout combines aspects of process and product layouts. A fixed position layout is used when large, identical items are manufactured and materials remain in a fixed position.
This document discusses key concepts related to Just-in-Time (JIT) and Lean operations including defining JIT, the Toyota Production System (TPS), Lean operations, the seven wastes, the 5Ss, JIT partnerships, variability reduction, and throughput improvement. It also covers JIT inventory techniques like pull systems, reduced lot sizes, and kanban. The overall goal of JIT and Lean is to eliminate waste and provide value to the customer.
The document discusses cellular manufacturing and its key concepts. Cellular manufacturing involves grouping parts that require similar processing into manufacturing cells. Within each cell, equipment and workstations are arranged closely together in the sequence of processing steps to promote efficient one-piece flow production. It aims to minimize waste by utilizing flexible workers who can operate multiple machines and continuously improve processes.
Kanban systems use a pull method of workflow where production is triggered by customer demand rather than being prepared in advance. Kanban refers to cards that control material flow through each stage of production by signaling when more items need to be fabricated. The cards ensure a smooth flow and limit excess work in progress inventory. Each container of parts has a card and can only be removed from storage when a card is posted, following the pull system approach.
job shop production system in productions and operations systemar9530
A job shop is a manufacturing facility that produces small batches of custom products using general purpose machines. Jobs move flexibly between work centers without a standard sequence. This type of production is suitable when there is high variety in low-volume products. Scheduling is challenging due to the variability in product flows. Job shops have high costs but also flexibility to produce different products and expand capacity easily.
Operations management evolved from the Industrial Revolution in the 18th century, where the steam engine automated production. Scientific management in the early 20th century introduced time and motion studies to optimize workflows. Henry Ford further refined production with assembly lines and interchangeable parts. Quantitative decision models were developed in the 20th century to aid inventory management, forecasting, and project management. Japanese manufacturers influenced operations with quality and productivity improvements. Today, information technology and globalization shape operations management.
This document describes CRAFT (Computerized Relative Allocation of Facilities Technique), a computerized layout improvement procedure. CRAFT takes an initial layout and attempts to find a better layout with lower total travel distance by evaluating pairwise interchanges of departments. It computes the total travel distance for the initial layout and potential savings from feasible interchanges. The interchange with the largest savings is selected and implemented, and centroids are recalculated. This process repeats until no further improvements are possible. It uses approximate centroids initially for efficiency but recalculates exact centroids after interchanges.
The document discusses cellular manufacturing, which involves arranging equipment and workstations closely together to facilitate small lot, continuous flow production of a variety of low-demand products while maintaining productivity. Key aspects of cellular manufacturing include one-piece flow, multi-process handling within cells, near-zero transfer times between operations, modularity in process and product design, and arranging production flow within cells. The biggest challenges are dividing manufacturing systems into appropriate cells and addressing both technical issues related to equipment and "soft" issues related to management and corporate culture.
This document is a project report submitted in partial fulfillment for a Bachelor of Engineering degree in Mechanical Engineering. It discusses machine layout design and optimization using genetic algorithms. Chapter 1 provides an introduction to machine layouts, basic layout types (process, cell, product), cycle time and hierarchy of machine layout data. Chapter 2 introduces the company profile, CNC machine shop, steering knuckle component, operations performed and time study. Chapter 3 discusses genetic algorithms, basic operations like reproduction, crossover and mutation. Chapter 4 models the layout problem using Excel and details the existing layout. Chapter 5 describes the optimized layout solutions generated using genetic algorithms and selection of the best layout.
This presentation provides an overview of just-in-time (JIT) manufacturing. It discusses the history and origins of JIT in Japan in the 1970s. The key philosophy of JIT is to have "the right material, at the right time, at the right place, and in the exact amount." The presentation outlines the objectives, elements, advantages, and disadvantages of JIT. It also explores how JIT principles can be applied in the service industry through concepts like standard work methods, supplier ties, and automation.
Aggregate planning involves developing a preliminary production schedule over the next 6-18 months to satisfy forecasted demand at minimum cost. It considers targeted sales, production levels, inventory levels and backlogs. The objectives are to minimize costs and changes while maximizing profits, customer service and resource utilization. Common strategies are level, which maintains steady output/employment, or chase, which matches demand period to period. Techniques to develop plans include linear programming, linear decision rules and simulation models.
Time studies involve analyzing worker performance against time standards through discrete tasks. They involve defining the job, breaking it into tasks, measuring task times, and developing a statistically significant sample. Cycle time refers to the total time for an operator or machine to complete one cycle. Normal time accounts for average element time and a performance rating. Allowances consider unavoidable delays from personal or work factors. Standard time is calculated using normal time plus allowance time to account for unavoidable delays.
The document discusses different types of production systems and factors that influence process selection. It describes four main types of production systems: project, job, batch, and mass production. It also discusses intermittent and continuous manufacturing systems. Key factors that influence process selection include variety, volume, flexibility, and expected output. Process selection impacts capacity planning, facility layout, equipment design, and work design.
The document discusses manufacturing systems and lean manufacturing. It defines a manufacturing system as a collection of integrated equipment and human resources that perform processing and assembly operations on raw materials. It describes the typical input-transformation-output process. Examples of manufacturing systems include single station cells, machine clusters, and automated assembly lines. The key components of manufacturing systems are production machines, material handling systems, computer systems, and human resources. Lean manufacturing aims to eliminate waste from the manufacturing system, such as overproduction, waiting, inventory, transportation, and over-processing. It was pioneered by Toyota to increase efficiency and reduce costs.
This topic is related to Material requirement planning, MRP.
Types of material requirement planning
Benefits of MRP. Limitation of MRP, Objective of MRP, MRP Input, MRP Output, Steps of MRP
This document discusses facility layout, including the meaning and objectives of good layout. It describes factors that influence layout such as material handling costs, safety, and efficiency. The principles of an ideal layout are described as well as the importance of layout. Different types of layouts are covered including product, process, cellular manufacturing and combined layouts. Revision of existing layouts is discussed. The document concludes with a case study on a McDonald's kitchen layout.
6. process selection and facility layoutSudipta Saha
The document discusses process selection and facility layout. It describes different types of processes - job shop, batch, repetitive, continuous flow, and project - and factors like volume, variety, and flexibility that determine which type is suitable. It also covers automation levels from fixed to programmable to flexible. Facility layout depends on the process and aims to optimize efficiency, flow, and safety. Product and process layouts are introduced.
1) Process design involves planning the processes that transform inputs like resources, information, and time into outputs like products and services.
2) Product and service design influence and are influenced by process design - decisions in one area impact the other. Processes must be designed to effectively produce the products and services.
3) There are different types of processes like project, jobbing, batch, mass, and continuous, as well as service types like professional and mass service, which vary in factors like volume, variety, and skills required. Process mapping and analysis can improve processes.
This document discusses different types of production systems. It defines production as manufacturing, mining or growing goods for trade, and a production system as consisting of inputs, conversion processes, and outputs. The main types of production systems are described as job production (one-off custom jobs), batch production (similar goods in batches), mass production (large volumes of standardized goods), and process production (continuous extraction of goods like oil). The advantages and disadvantages of each system are provided.
The document discusses techniques for improving value for money (VFM) for customers through improving productivity using methods from industrial engineering. It describes conducting a systematic examination of work methods to develop more effective and efficient processes, setting performance standards, and using time and motion studies to establish standard times for tasks. The overall goal is to increase productivity and efficiency while improving working conditions.
Product, process, fixed and group layoutsAjith Antony
This document discusses and compares different types of manufacturing facility layouts: process layout, product layout, group layout, and fixed position layout. It provides details on when each layout type is typically used and their advantages and disadvantages. A process layout groups machines by function, while a product layout arranges machines in sequential order of operations. A group layout combines aspects of process and product layouts. A fixed position layout is used when large, identical items are manufactured and materials remain in a fixed position.
This document discusses key concepts related to Just-in-Time (JIT) and Lean operations including defining JIT, the Toyota Production System (TPS), Lean operations, the seven wastes, the 5Ss, JIT partnerships, variability reduction, and throughput improvement. It also covers JIT inventory techniques like pull systems, reduced lot sizes, and kanban. The overall goal of JIT and Lean is to eliminate waste and provide value to the customer.
The document discusses cellular manufacturing and its key concepts. Cellular manufacturing involves grouping parts that require similar processing into manufacturing cells. Within each cell, equipment and workstations are arranged closely together in the sequence of processing steps to promote efficient one-piece flow production. It aims to minimize waste by utilizing flexible workers who can operate multiple machines and continuously improve processes.
Kanban systems use a pull method of workflow where production is triggered by customer demand rather than being prepared in advance. Kanban refers to cards that control material flow through each stage of production by signaling when more items need to be fabricated. The cards ensure a smooth flow and limit excess work in progress inventory. Each container of parts has a card and can only be removed from storage when a card is posted, following the pull system approach.
job shop production system in productions and operations systemar9530
A job shop is a manufacturing facility that produces small batches of custom products using general purpose machines. Jobs move flexibly between work centers without a standard sequence. This type of production is suitable when there is high variety in low-volume products. Scheduling is challenging due to the variability in product flows. Job shops have high costs but also flexibility to produce different products and expand capacity easily.
Operations management evolved from the Industrial Revolution in the 18th century, where the steam engine automated production. Scientific management in the early 20th century introduced time and motion studies to optimize workflows. Henry Ford further refined production with assembly lines and interchangeable parts. Quantitative decision models were developed in the 20th century to aid inventory management, forecasting, and project management. Japanese manufacturers influenced operations with quality and productivity improvements. Today, information technology and globalization shape operations management.
This document describes CRAFT (Computerized Relative Allocation of Facilities Technique), a computerized layout improvement procedure. CRAFT takes an initial layout and attempts to find a better layout with lower total travel distance by evaluating pairwise interchanges of departments. It computes the total travel distance for the initial layout and potential savings from feasible interchanges. The interchange with the largest savings is selected and implemented, and centroids are recalculated. This process repeats until no further improvements are possible. It uses approximate centroids initially for efficiency but recalculates exact centroids after interchanges.
The document discusses cellular manufacturing, which involves arranging equipment and workstations closely together to facilitate small lot, continuous flow production of a variety of low-demand products while maintaining productivity. Key aspects of cellular manufacturing include one-piece flow, multi-process handling within cells, near-zero transfer times between operations, modularity in process and product design, and arranging production flow within cells. The biggest challenges are dividing manufacturing systems into appropriate cells and addressing both technical issues related to equipment and "soft" issues related to management and corporate culture.
This document is a project report submitted in partial fulfillment for a Bachelor of Engineering degree in Mechanical Engineering. It discusses machine layout design and optimization using genetic algorithms. Chapter 1 provides an introduction to machine layouts, basic layout types (process, cell, product), cycle time and hierarchy of machine layout data. Chapter 2 introduces the company profile, CNC machine shop, steering knuckle component, operations performed and time study. Chapter 3 discusses genetic algorithms, basic operations like reproduction, crossover and mutation. Chapter 4 models the layout problem using Excel and details the existing layout. Chapter 5 describes the optimized layout solutions generated using genetic algorithms and selection of the best layout.
This document provides an introduction to production and operations management. It defines production/operations management as the process that transforms resources into value-added products/services according to organizational policies. The key difference between production management and operations management is whether the focus is on manufacturing or both manufacturing and services. Components of production and operations management (POM) include efficiency, effectiveness, and value addition. Reasons to study POM include its systematic approach, increasing competitive levels, cross-functional applications, and business/career opportunities.
This document provides an overview of value analysis. It defines value analysis as a systematic process that compares the function of a product required by customers against the lowest cost of meeting specified performance and reliability. The key steps of value analysis are to establish objectives, analyze the production process, decompose product characteristics, brainstorm alternatives, select the best alternative, and implement changes. Value analysis aims to provide better value to customers and improve competitive position by eliminating unnecessary costs.
The document discusses layout planning at various levels including plant location, department location, and machine location. It focuses on department location planning and describes the criteria of minimizing material handling costs. The document outlines the systematic layout planning methodology including data collection, flow analysis, quantitative analysis, relationship diagrams, and consideration of space requirements and constraints to develop an optimal layout. The methodology uses a greedy algorithm and 2-opt heuristic to iteratively improve the layout design based on minimizing material handling costs.
ACC faces a potential threat from a new competitor, DJC. ACC currently relies on customization to generate profits but DJC focuses on standardization and low costs. DJC's costs are lower due to better fixed asset utilization, batch production, automation, and inventory management. If DJC enters the US market, it could gain market share from ACC by leveraging its more efficient and lower-cost operations. ACC needs to improve automation, reduce inventory and lead times, establish quality control, and potentially focus more on standardization to better compete against DJC's cost advantages.
The document compares American Connector Company (ACC) to its competitor DJC. It finds that DJC has significantly lower costs than ACC's Sunnyvale plant, with a 33% cost difference. This is due to DJC employing mass manufacturing techniques with in-house mold technology development, high equipment utilization, and waste removal. ACC focuses more on customization, outsourcing mold technology, and is dominated by marketing and sales over production. The cost differences are attributed to DJC's efficiencies as well as lower raw material and electricity costs in the US. To compete, the document recommends ACC adopt practices like cellular layout, automation, quality inspection during production, and activity-based costing.
DJC became highly successful through operations management focused on cost reduction and quality. Key factors included:
1) Short lead times, 100% capacity utilization, standardized designs and continuous flow production allowing for high volume at low cost.
2) Maintaining a fixed schedule without changes for special orders provided cost control.
3) Emphasis on older, proven technology and processes rather than new innovations helped ensure quality and minimize costs.
ACC also achieved success through flexible, customized production and mass customization. Key factors were:
1) Highly automated but flexible production lines accommodating a wide range of customized products.
2) Batch processing and JIT delivery keeping inventory and lead times low while facilitating
The document summarizes a case study about American Connector Company which was struggling with quality issues at its Sunnyvale plant. It also discusses the potential threat posed by a new plant in the US from one of its competitors, DJC, which has a highly efficient plant in Japan. The case looks at the various issues faced by ACC in its operations as well as the strengths of DJC's operations. It provides recommendations for what ACC should do to avoid losing market share if DJC sets up a new plant in the US replicating its Japanese model.
Assembly-line balancing involves assigning tasks along an assembly line to workstations to minimize idle time and balance the workload. An unbalanced line can lead to wasted time and lower productivity, while a balanced line promotes efficient one-piece flow and minimizes waste. To balance a line, tasks are analyzed and assigned to workstations based on precedence and timing, with the goal of achieving a balanced workload across stations. This process can increase efficiency, productivity, and profits for an organization.
The document discusses plant layout, which refers to the arrangement of machinery, equipment, and other physical facilities within a factory. The overall goal of plant layout is to optimize material flow and minimize costs. There are different types of layouts, including product layouts that arrange machines by the sequence of operations, and process layouts that group similar machines together. When designing a layout, factors like the factory building, production process, type of equipment, and human needs must all be considered.
Cellular manufacturing is a lean approach that arranges equipment and workstations to smoothly process materials with minimal waste or delays (paragraph 1). A manufacturing cell consists of the machines needed to perform each step of a product's process arranged in sequence (paragraph 2). Cellular manufacturing helps companies achieve one-piece flow and produce high product variety through flexible cells organized by product families (paragraph 3). While not always possible, the goal is continuous material flow with minimal waiting between steps (paragraph 5).
RE-FRAC OF SHALE WELLS USING ARTIFICIAL INTELLIGENCEiQHub
This document discusses using artificial intelligence to optimize re-fracturing of shale wells. It notes that shale wells are fractured in multiple stages with multiple clusters, but not all clusters produce the same amount. Artificial intelligence can be used to identify production from each cluster and reasons for variations in order to determine which stages need re-fracturing. The document provides examples of how AI could be used to history match, calibrate, and validate production forecasts for each cluster to optimize re-fracturing and future well completions.
The following presentation examines the adverse effect too many fines have on roller mill production and how pre-screening even small amounts of product sized particles can have a significant impact on mill capacity and ultimately on a producer’s bottom line.
Andre Gibson from Key Engineering discusses how to improve productivity through process optimisation. This presentation was initially discussed at the TPM2015 conference.
This document discusses manufacturing cell systems and group technology. It defines manufacturing cells as grouping machines together according to similar part families. Each cell produces only one part family and includes all the necessary machines. This improves material flow and reduces lead times compared to functional layouts. An example manufacturing cell is shown with various stations for cutting, welding, assembly, painting, and finishing to produce a complete part family within the cell. Feeder cells can also provide subassemblies to the main assembly cell.
This document describes Wetzel Engineering's development of a modular space frame design for wind turbine blades. Some key points:
- The design aims to reduce weight, costs, and improve quality/inspection over conventional designs through a modular structure of spars and ribs connected by adhesive bonds rather than an infused shell.
- Motivations include enabling larger 100m blades for 10MW turbines through elimination of heavy core materials and large molds.
- Modularization also allows easier transportation and installation of large blades.
- Cost modeling of an 83m 6MW blade showed the space frame design could reduce costs by up to 22.5% over conventional designs.
The document discusses various types of facility layouts used in manufacturing and non-manufacturing settings. It describes McDonald's use of process layouts across its global supply chain, with centralized distribution centers and strict logistical controls to ensure consistent food quality and on-time deliveries. The document also covers other layout types like product layouts, group technology layouts, and fixed position layouts, comparing their characteristics and suitability for different production environments.
Plant layout refers to the physical arrangement of equipment, machinery, workstations, and space in a manufacturing facility. The key types of layouts discussed are process layout, product layout, mixed layout, fixed layout, and group technology layout. Process layout groups similar processes together while product layout arranges machinery in a linear flow. Group technology layout clusters machines by part families to reduce setup times and material handling. Flexible manufacturing systems apply group technology and automation to allow production of different product styles simultaneously on the same system.
This document discusses different types of production layouts used in manufacturing. It begins by defining a plant layout and the goals of optimal cost and speed. There are five main types of layouts: project layout, work centre layout, manufacturing cell layout, assembly line layout, and continuous flow layout. Project layout involves moving machinery to stationary products. Work centre layout groups similar equipment together in departments. Manufacturing cell layout dedicates areas to similar processes. Assembly line layout arranges steps in a straight line to progressively produce products. Continuous flow layout is like assembly but for liquids moving through a process.
Keywords: six sigma; foundry SMEs; small and medium-sized enterprises; design of experiments; DOE; measurement system analysis; MSA; failure mode and effects analysis; FMEA; non-conforming products; cost of poor quality; hypothesis testing; defects per million opportunities; DPMO; process capability; DMAICS; analysis of variance; ANOVA; India; make-to-order foundries; scrap reduction; productivity.
Meenakshi mam Types of plant layout video.ppttommychauhan
This document provides an overview of plant layout types including process layout, product layout, and cellular layout. It discusses the key characteristics and advantages and disadvantages of each layout type. Process layout groups similar machines together while product layout arranges machines in the production sequence. Cellular layout uses group technology to produce parts with similar requirements. Selection of the optimal layout depends on factors like production volume and part commonality. Methods for layout analysis and design covered include travel charts, relationship charts, and systematic layout planning.
This document provides information on cellular manufacturing and group technology. It discusses the differences between process layouts and group/cellular layouts. Process layouts involve grouping like machines together, while group layouts involve grouping resources needed to produce similar products together. The document describes various grouping methods used to determine how to assign machines to manufacturing cells, including classification of parts, product flow analysis, rank order clustering, and similarity coefficient analysis. It also discusses considerations for implementing cellular manufacturing systems.
Aminullah Assagaf_P5-Ch.7_Capacity and Facility_32.pptxAminullah Assagaf
Capacity planning establishes a firm's level of productive resources and strategies for timing capacity expansion relative to demand growth. Key considerations for capacity increases include anticipated demand volume/certainty, costs, and strategic objectives. Process layouts group similar activities together, product layouts arrange activities by production sequence, and hybrid layouts combine approaches. Line balancing aims to equalize workloads across stations within a cycle time. Cellular layouts group dissimilar machines into work centers for part families, while flexible manufacturing systems automate production of diverse items.
Socially Constructing Warships — Emergence, growth & senescence of a knowledg...William Hall
This presentation looks at the case study of Tenix Defence and the nature of a ship and its crew from biological points of view to understand how they functioned as autopoietic (i.e. "living") entities in their respective environments.
cells are dedicated to produce similar products or a family of parts.
A manufacture cell produces parts, one at a time, following the sequence of the machines and operations in a lean flow.
It is an application of Group Technology in Manufacturing
Group Technology is a manufacturing process that produces families of parts within a single production line or cell of machines. A manufacturing cell is a cluster of machines grouped together to produce a similar part family. Techniques like tacit judgment, visual inspection, classification and coding systems, and production flow analysis are used to form part families by identifying parts that require similar manufacturing processes or equipment. Rank order clustering analyzes a machine-part incidence matrix to group similar machines and components into production cells to minimize material handling needs. While cellular manufacturing offers benefits like reduced work-in-process inventory and lead times, it also faces challenges like loss of routing flexibility and difficulty balancing cells over time.
Cellular manufacturing is a method of process improvement and as such, it is an important part of the lean philosophy. It consists of reorganizing your shop floor in a way that would accommodate the greatest efficiency.
Inventory Management guides the success or failure of the Organization with out any aspect of its size of operations.
Inventory Management is about 45-90% of the organziation success role.
Role of Inventory is very important in any business operations without thinking of its size, structure and market value.
Inventory helps in smooth functioning of the business..
What is Pricing Strategy and what are the objectives and factors affecting the Pricing Strategy.
There are Certain types of Pricing Strategies as well. Each and every strategy has its own affect on the product and services offered by an organization.
This document provides a case study on PepsiCo, covering its origin in 1898, history and rivalry with Coca-Cola. It discusses PepsiCo's vision, mission and strategies, including diversification. SWOT and PEST analyses are included. The marketing strategies used by PepsiCo are explained, such as niche marketing and its marketing mix of product, price, place and promotion. Financial growth and PepsiCo's slogans and logos over time are also summarized.
Logistics is the management of the flow of goods between the point of origin and the point of consumption to meet requirements. Logistics management plans, implements, and controls the efficient, effective, forward, and reverse flow and storage of goods, services, and information between the point of origin and the point of consumption to meet customer requirements. It involves functions like purchasing, operations, distribution, inventory management, transportation, and customer service.
The document discusses different types of warehouses including manufacturing support, factory retail, distribution, and catalog retailer warehouses. It then discusses factors to consider for warehouse site selection such as transportation, infrastructure, skilled labor, regulations, and environmental factors. Finally, it outlines the warehouse management process including inbound receiving, storage, order picking, packing, and dispatch, and poses strategic questions to consider for warehouse planning.
Procurement is the acquisition of goods, services, or works from an external source. It aims to obtain the best quality and cost while promoting fair competition. Considerations in procurement include speed, cost, quality, constraints, risk, ownership, and financing. Public sector procurement uses contracts to increase efficiency and transparency. E-procurement systems manage tenders online globally. Procurement types include single, stock, vendor-managed inventory, just-in-time, and just-in-sequence. Procurement fraud can involve dishonestly obtaining an advantage during the procurement process.
Logistics strategy & planning, Customer Service & ProductsFahad Ali
The document discusses key topics in logistics strategy and planning, including reasons for increased interest in logistics such as deregulation and globalization. It covers major logistics decision areas like transportation modes and warehousing approaches. Transportation modes discussed include road, water, rail, air and pipeline. The document also addresses consolidation, customer service, logistics products, pricing logistics, and risks associated with products.
What Basically Logistics Management is all aboutFahad Ali
Logistics management involves planning, implementing, and controlling the efficient movement and storage of goods and services from the point of origin to the point of consumption according to customer needs. It encompasses various sub-areas such as purchasing, operations, distribution, inventory management, transportation, and customer service. The objectives of logistics include rapid response, minimum variance and inventory, consolidation of movements, and quality improvement across the lifecycle of products. Key activities involve setting customer service standards, organizing transportation and warehousing, purchasing, and protective packaging.
Procurement involves acquiring goods, services, or works from an external source. It is important that items procured meet needs in terms of quality, quantity, time, and location, while also obtaining the best possible cost. There are various types of procurement like single, stock, vendor managed inventory, and just-in-time procurement. Procurement requires identifying needs, suppliers, negotiations, and logistics management. It is a major part of government and public spending and aims to promote competition and minimize fraud. Performance is measured through metrics like spend under management and annual savings.
What Mercedes could do to target the middle class customer....Fahad Ali
Mercedes is renowned for quality but is out of reach for most customers. To address the mass market without compromising its elite image, Mercedes could collaborate with Toyota to produce affordable, high-quality vehicles under a new brand name like "Toyota MRS" or "Toyota & Mercedes". This would allow Mercedes to attract more medium-income customers while keeping its existing luxury customers satisfied with their high-end models. The new brand could leverage Toyota's experience in affordable manufacturing and Mercedes' reputation for quality and comfort to appeal to price-conscious customers seeking better quality.
This document discusses how rumors affect managers' decision making in organizations. It defines rumors and identifies four common types: wish fulfillment, bogey rumors, wedge drivers, and home stretchers. The purpose is to understand how rumors impact decision making, employee morale, and organizational behavior. A survey was conducted to understand employee perspectives on multiple choice and true/false statements regarding rumors and their effects. Responses highlighted how rumors can justify employee demands and introduce bias into decision making processes. The document concludes that both positive and negative rumors have become part of organizational structures, and provides recommendations for minimizing rumors such as improving communication and screening suspicious individuals.
Cost & Managerial Accounting Budgeting TechniquesFahad Ali
The document discusses budgets and budgetary control in businesses. It defines budgets as quantitative plans for resource utilization over a specific period, usually a year. Budgets are important tools for financial planning, control, and evaluating performance. There are various types of budgets, including sales, production, materials, labor, overhead, and cash budgets. Budgetary control involves continuous comparison of actual to planned performance and revision of budgets based on changes. An effective budgetary control system requires establishing organizational responsibility, developing budget procedures and manuals, and choosing between fixed and flexible budgets.
The document discusses the proposed Iran-Pakistan gas pipeline. It notes that Pakistan is facing a growing energy crisis as its natural gas supply is declining rapidly to meet increasing domestic demand. The proposed pipeline would transport natural gas from Iran's South Pars gas field to Pakistan, helping alleviate Pakistan's energy shortages. However, the pipeline faces significant political and financial hurdles, including opposition from the United States and the need to finalize agreements between Iran, Pakistan, and India.
Entrepreneurship (To become a Business Personel)Fahad Ali
The document discusses the business plan for an event management company called Guns 'N' Roses. It includes information on their mission, resources, SWOT analysis, keys to success, costing analysis, sample menus and pricing, staffing costs, and sample event calculations for 100, 200 and 300 person events. The summaries provide profit projections ranging from approximately Rs. 26,000 to Rs. 42,000 depending on the event size.
Marketing strategies of Coke, Disney, Honda & NestleFahad Ali
This document provides an analysis of the marketing strategies of four major global companies: Coca-Cola, Nestle, Honda, and Disney. For each company, it discusses their history, profile, mission/vision/values, SWOT analysis, PEST analysis, and Porter's Five Forces analysis. For Coca-Cola specifically, it provides a detailed 3-paragraph history and discusses their marketing strategy of producing concentrate that is sold to licensed bottlers who then produce and distribute the finished product globally.
The document defines logistics as the management of the flow of goods between the point of origin and the point of consumption to meet requirements. Logistics management plans, implements, and controls the efficient, effective, forward, and reverse flow of goods, services, and information to meet customer needs. The document outlines various sub-areas of logistics for different industries, including manufacturing, merchandizing, transportation, third party logistics, and government. It also lists objectives, activities, and responsibilities of logistics management such as inventory reduction, order processing, materials handling, and traffic management.
HR practices of Berger & Colony Group of IndustriesFahad Ali
This document summarizes and compares the human resource practices of Berger Paints Pakistan Ltd. and Colony Textile Industries (Pvt) Ltd. It discusses their approaches to job analysis, recruitment and selection, training, performance appraisal, compensation and benefits, employee relations, and health and safety. The key differences are that Berger Paints has more formalized HR systems and policies in written form, conducts regular trainings, and offers more comprehensive benefits, while Colony Textile relies more on informal practices and manager discretion. Recommendations include developing more robust HR policies and systems, empowering the HR department, providing trainings, and improving compensation at Colony Textile.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
This presentation was provided by Racquel Jemison, Ph.D., Christina MacLaughlin, Ph.D., and Paulomi Majumder. Ph.D., all of the American Chemical Society, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
The History of NZ 1870-1900.
Making of a Nation.
From the NZ Wars to Liberals,
Richard Seddon, George Grey,
Social Laboratory, New Zealand,
Confiscations, Kotahitanga, Kingitanga, Parliament, Suffrage, Repudiation, Economic Change, Agriculture, Gold Mining, Timber, Flax, Sheep, Dairying,
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
3. FLOW IN A U-CELL
• EQUIPMENT AND WORKSTATIONS USED TO PRODUCE ARE ARRANGED TO
FACILITATE
• CONTINUOUS PRODUCTION FLOW IN SMALL LOTS.
Example of Cellular
Layout
4. CELLULAR LAYOUT
• EVERY CELL CONTAINS A GROUP OF MACHINES WHICH ARE DEDICATED TO
THE PRODUCTION OF A FAMILY OF PARTS.
• ONE OF THE PROBLEMS IS TO IDENTIFY A FAMILY PARTS THAT REQUIRE THE
SAME GROUP OF MACHINES.
• THESE LAYOUTS ARE ALSO CALLED AS GROUP TECHNOLOGY LAYOUTS.
5. CELLULAR LAYOUT
• USED TO MAKE PARTS IN JUST-IN-TIME MANUFACTURING
• BASED ON GROUP TECHNOLOGY
• GROUP TECHNOLOGY (GT): A METHOD OF ORGANIZING PARTS INTO
FAMILIES WITH SIMILAR MANUFACTURING REQUIREMENTS
• A MANUFACTURING CELL IS CREATED FOR EACH PART FAMILY
10. ONE PIECE FLOW
• HANDLING ITEMS ONE AT A TIME ELIMINATES WASTES INHERENT IN BATCH
PRODUCTION
• AND ENABLES A BALANCED FLOW OF WORK.
11. REQUIREMENTS FOR THE CELLS LAYOUT
• IDENTIFICATION OF FAMILIES PRODUCTS
• A HIGH LEVEL OF TRAINING, FLEXIBILITY AND EMPOWERMENT OF EMPLOYEES
• BEING SELF-CONTAINED, WITH ITS OWN EQUIPMENT & RESOURCES
15. CONTINUE
• THE PREVIOUS SLIDE SHOWS A FACILITY IN WHICH THREE PARTS A, B, C FLOW
THROUGH THE MACHINES.
• SOME OTHER PARTS D,E,F,G & H ARE ALSO INCLUDED IN THE NEXT SLIDES.
• THE ROWS CORRESPOND TO THE PARTS AND COLUMNS TO THE MACHINES.
• JUST BY INTERCHANGING ROWS AND COLUMNS, EVENTUALLY A MATRIX IS
OBTAINED WHERE THE “X” MARKS ARE ALL CONCENTRATED NEAR THE
DIAGONAL. THIS MATRIX PROVIDES THE CELLS. FOR EXAMPLE, PARTS A, D AND
F REQUIRE MACHINES 1, 2, 4, 8 AND 10 WHICH FORMS A CELL.
16. EXAMPLE TABLE
Parts 1 2 3 4 5 6 7 8 9 10 11 12
A x x x x x
B x x x x
C x x x
D x x x x x
E x x x
F x x x
G x x x x
H x x x
Machines
17. CELLULAR LAYOUT OF THE EXAMPLE
Parts 1 2 4 8 10 3 6 9 5 7 11 12
A x x x x x
D x x x x x
F x x x
C x x x
G x x x x
B x x x x
E x x x
H x x x
Machines
18. FINAL VIEW AFTER CELLULAR LAYOUT
EACH OF A, B, C NOW VISITS ONLY ONE AREA, MINIMIZING JUMPING
12
12 3
4
5
6
7
8 910
11
A BCRaw materials
Cell1
Cell 2 Cell 3
Assembly
19. OBJECTIVE OF CELLULAR LAYOUT
• ELIMINATION OF WASTE (MUDA)
Transportation
Inventory
Movement
Waiting
Over
Processing
Over Production
Defects
20. CELLULAR LAYOUT ADVANTAGES
• REDUCED MATERIAL HANDLING AND TRANSIT TIME
• REDUCED SETUP TIME
• REDUCED WORK-IN-PROCESS INVENTORY
• BETTER USE OF HUMAN RESOURCES
• BETTER SCHEDULING, EASIER TO CONTROL AND AUTOMATE
• LESS FLOOR SPACE REQUIRED
• REDUCED DIRECT LABOR
• HEIGHTENED SENSE OF EMPLOYEE PARTICIPATION
• INCREASED USE OF EQUIPMENT & MACHINERY
• REDUCED INVESTMENT ON MACHINERY & EQUIPMENT
21. CELLULAR LAYOUT DISADVANTAGES
• SOMETIMES CELLS MAY NOT BE FORMED BECAUSE OF INADEQUATE PART
FAMILIES
• SOME CELLS MAY HAVE A HIGH VOLUME OF PRODUCTION AND OTHERS VERY
LOW. THIS RESULTS IN POORLY BALANCED CELLS
• WHEN VOLUME OF PRODUCTION CHANGES, NUMBER OF WORKERS ARE
ADJUSTED AND WORKERS ARE REASSIGNED TO VARIOUS CELLS. TO COPE
WITH THIS TYPE OF REASSIGNMENTS, WORKERS MUST BE MULTI-SKILLED AND
CROSS-TRAINED
• SOMETIMES, MACHINES ARE DUPLICATED IN DIFFERENT CELLS. THIS
INCREASES CAPITAL INVESTMENT