This document discusses different types of facility layout strategies. It begins by explaining the strategic importance of layout decisions and considerations such as space utilization, flow optimization, and employee morale. It then defines and provides examples of 7 common layout types - office, retail, warehouse, fixed-position, process-oriented, work cell, and product-oriented layouts. Specific layout strategies and objectives are outlined for different industries like manufacturing, warehouses, and retail stores. Key factors in developing effective layouts are also summarized.
This document discusses parking methods and technologies. It describes different types of parking including on-street parking options like parallel, perpendicular and angular parking. Off-street parking includes parking lots, garages and bypass roads. New parking technologies use sensors, cameras, assisted parking and autonomous parking to help drivers park and avoid collisions. Regulations and design considerations are needed to effectively manage traffic and parking in busy areas.
Warehousing is expensive. cost of the land, building, machinery, labor and the items stored in the warehouse –consumes bulk of money
How do the companies reduce this cost
Maximize the operation by
Streamlining the placement and picking of goods
Reducing the time goods are stored in the warehouse
Automating as much as possible to minimize labor costs
With increasing vehicle size in the luxury segment and crunching parking space, traffic congestion is increasingly becoming an alarming concern in almost all major cities around the world. Burning about a million barrels of the world’s oil every day, and considering cities are turning urban without a well-planned, convenience-driven retreat from the cars, these problems will only worsen.
Smart Parking systems is one of the latest disruptive technologies that help address this problem by generating real time contextual information about the available parking spaces particular geographical area to accommodate vehicles low-cost sensors, mobility-enabled automated payment systems, real-time data collection, Smart Parking systems is designed to aid drivers to precisely find a spot.
What’s more, Smart Parking also minimizes emissions from vehicle in urban centers when deployed as a system by decreasing the dependency of people; unnecessarily circling the blocks trying to identify parking space. Apart from this green cause, by employing a host of technologies such as M2M telematics, Smart Parking helps resolve one of the biggest problems when driving around in urban areas – which is illegal parking and identifying free parking space.
Warehouse cost is the cost associated with the management of the space (storage), the manpower involved in handling the material and the operations performed in the warehouse. Warehouse cost saving includes saving in time, labour, assets and ultimately in money.
This document discusses vehicle routing applications and the vehicle routing problem (VRP). It defines vehicle routing as designing and assigning routes to vehicles according to an objective function. The VRP involves figuring out optimal routes from a depot to destinations with constraints like costs, vehicle limitations, and time windows. Common types of VRPs include static and dynamic, with static having predetermined data and dynamic having changing data. Common VRPs discussed are capacitated VRP, VRP with time windows, and pickup and delivery VRP. The document notes the VRP is difficult to solve due to its complexity and discusses manual and software-based approaches to solving VRPs.
An intelligent fleet management system, which, will help you to track your fleet in real-time as well as manage them in an efficient and transparent manner.
This document provides an overview of the author's visit to the Reliance Retail Limited warehouse in Kondlakoya, India. It first acknowledges those who helped arrange and guide the visit. It then outlines the contents and introduces key concepts like warehouses, warehousing, and warehouse management systems. The next sections describe Reliance Retail's vision, mission, and policies. A detailed account is given of the operations at the Kondlakoya warehouse, including receiving, quality checks, storage, allocation, and dispatch of goods. Specific areas like procurement, quality inspection, and banana ripening are explained in more depth.
This document discusses parking methods and technologies. It describes different types of parking including on-street parking options like parallel, perpendicular and angular parking. Off-street parking includes parking lots, garages and bypass roads. New parking technologies use sensors, cameras, assisted parking and autonomous parking to help drivers park and avoid collisions. Regulations and design considerations are needed to effectively manage traffic and parking in busy areas.
Warehousing is expensive. cost of the land, building, machinery, labor and the items stored in the warehouse –consumes bulk of money
How do the companies reduce this cost
Maximize the operation by
Streamlining the placement and picking of goods
Reducing the time goods are stored in the warehouse
Automating as much as possible to minimize labor costs
With increasing vehicle size in the luxury segment and crunching parking space, traffic congestion is increasingly becoming an alarming concern in almost all major cities around the world. Burning about a million barrels of the world’s oil every day, and considering cities are turning urban without a well-planned, convenience-driven retreat from the cars, these problems will only worsen.
Smart Parking systems is one of the latest disruptive technologies that help address this problem by generating real time contextual information about the available parking spaces particular geographical area to accommodate vehicles low-cost sensors, mobility-enabled automated payment systems, real-time data collection, Smart Parking systems is designed to aid drivers to precisely find a spot.
What’s more, Smart Parking also minimizes emissions from vehicle in urban centers when deployed as a system by decreasing the dependency of people; unnecessarily circling the blocks trying to identify parking space. Apart from this green cause, by employing a host of technologies such as M2M telematics, Smart Parking helps resolve one of the biggest problems when driving around in urban areas – which is illegal parking and identifying free parking space.
Warehouse cost is the cost associated with the management of the space (storage), the manpower involved in handling the material and the operations performed in the warehouse. Warehouse cost saving includes saving in time, labour, assets and ultimately in money.
This document discusses vehicle routing applications and the vehicle routing problem (VRP). It defines vehicle routing as designing and assigning routes to vehicles according to an objective function. The VRP involves figuring out optimal routes from a depot to destinations with constraints like costs, vehicle limitations, and time windows. Common types of VRPs include static and dynamic, with static having predetermined data and dynamic having changing data. Common VRPs discussed are capacitated VRP, VRP with time windows, and pickup and delivery VRP. The document notes the VRP is difficult to solve due to its complexity and discusses manual and software-based approaches to solving VRPs.
An intelligent fleet management system, which, will help you to track your fleet in real-time as well as manage them in an efficient and transparent manner.
This document provides an overview of the author's visit to the Reliance Retail Limited warehouse in Kondlakoya, India. It first acknowledges those who helped arrange and guide the visit. It then outlines the contents and introduces key concepts like warehouses, warehousing, and warehouse management systems. The next sections describe Reliance Retail's vision, mission, and policies. A detailed account is given of the operations at the Kondlakoya warehouse, including receiving, quality checks, storage, allocation, and dispatch of goods. Specific areas like procurement, quality inspection, and banana ripening are explained in more depth.
The document describes a proposed smart parking system that uses LED lighting to dynamically designate parking spaces. It can adjust the number of parking spaces based on real-time needs, and uses an automated system to guide vehicles and control traffic flow. The system aims to address common parking issues like finding available spots, locating vehicles, and maximizing space utilization. It incorporates technologies like sensors, computerized controls, GPS, and mobile apps to provide services like reservations, payment, and notifications.
Racha ERP – Fleet Management module is a complete fleet management system designed for efficiently managing fleet operation.
Features-
Real time tracking of vehicle using GPS
Email reminders for Insurance/Documents expiry
Vehicle Daily movement monitoring
Tyre life-cycle monitoring
Reports for analyzing performance of your fleet
Automatic associate with account entries
And Lot More….
When choosing a warehouse location and design, several factors must be considered:
1) Physical location is important to ensure proximity to customers and carriers for prompt deliveries while minimizing transportation costs.
2) The availability of skilled labor, zoning regulations, and storage requirements like hazardous material storage should be assessed.
3) The warehouse's design must allow for efficient flow, materials handling equipment, truck access, and trailer storage.
The document discusses various aspects of implementing an ERP system, including strategies, challenges, and approaches. It describes the big bang approach where all modules go live at once, replacing the old system entirely. Alternatively, a phased approach implements modules sequentially. A parallel approach runs the old and new systems simultaneously before a switch. Key factors in choosing an approach include company size, centralized processes, and urgency of the ERP solution. Successful implementation depends on careful planning, change management, training, and addressing challenges like resistance to change.
Parking Demand & Supply Analysis of Different Commercial Land Uses Along Mirp...Shahadat Hossain Shakil
“Parking” this term is one of the most important topics of discussion in the developing cities. In the cities like Dhaka where unplanned urbanization prevails in a greater extent; parking problem is the most common scenario there. In the developing countries cities are growing without considering the inherent increasing parking demand. Mirpur road is one of the most problematic roads of Dhaka city in context of parking problem. To assess the current scenario of the problems and to formulate some policy measures is the main focus of this study. In this study some major parking generators along Mirpur has been surveyed and their parking demand-supply situation has been analyzed. Considering the Parking Policy for the Dhaka Metropolitan Development Plan Area, 2002 and the results from the analysis some policy measures has been formulated to manage the parking demand more efficiently.
transportation is the back bone of countries economical development. providing good and effective transportation facility will help in developing countries economy. transportation will save time, money, and work can be done easily. intelligent transportation system provides more benefits to the nation.
The document provides an overview of warehousing and discusses key concepts such as the role of warehousing, major warehouse operations, and facility design issues. It describes how warehouses serve as buffers that hold inventory, allow for consolidation of products, and can perform value-added processing tasks. The major warehouse operations discussed are receiving, put-away, order picking, checking, packing, and shipping. Key facility design problems addressed include storage location assignment and design of the fast-pick area to optimize order picking. The role and requirements of cross-docking facilities are also summarized.
Traffic control involves directing traffic around disruptions to ensure safety. It uses devices like signs, signals, and pavement markings to inform and guide drivers, pedestrians, and bicyclists. Traffic lights control intersections with red, yellow, and green lights, while signs communicate regulations, warnings, route information, and temporary controls through shapes, colors and messages. Pavement markings supplement signs to regulate lanes and guide traffic. Variable message signs and channelizing devices also direct traffic, especially through work zones. Overall, the goal of traffic control is to facilitate safe and efficient traffic flow.
The document discusses the problem of parking in India and how smart parking systems could help address this issue. It notes that the growing population has created challenges for car parking everywhere in cities. Conventional parking takes up a lot of space and is inefficient. Smart parking systems, like underground, multi-level, and lift-based systems, could help maximize the use of limited space and reduce traffic and other issues caused by haphazard on-street parking. These automated systems stack cars vertically and use mechanical means to transport vehicles in and out of spaces, significantly reducing the space needed compared to conventional parking structures.
efficiency in supply chain & ware hosingRahul kalyani
This document discusses efficiency in supply chain management and warehousing. It defines supply chain management and warehousing, and identifies factors that make them effective. For supply chain management, key factors include organizational structure, distribution network optimization, information sharing, and relationship building. For warehousing, factors include maximizing space utilization, adopting technology like RFID, organizing workstations, optimizing labor, and streamlining order fulfillment. The document contrasts traditional and advanced approaches to supply chain management and warehousing.
The document describes a warehouse management system project. It discusses types of warehouse management systems including standalone, ERP modules, and cloud-based systems. It also outlines key features such as warehouse design, inventory tracking, receiving, picking, packing, reporting, and labor management. Finally, it proposes the development of a warehouse management system to improve business productivity through better inventory tracking, receiving, picking, and reporting capabilities.
Warehousing involves the storage and distribution of inventory and materials. The document discusses different types of warehouses including private warehouses owned by individual companies, public warehouses that provide storage to multiple clients, and contract warehouses that combine aspects of private and public operations. Key functions of warehousing include receiving, storing, and issuing inventory as well as coordinating materials flow. The benefits of warehousing include consolidation of shipments, production support, and risk reduction through insurance of stored goods. Warehouses play an important role in supply chain management and distribution.
Warehouse management system presentationNimish Arora
Case study on how automation can be used in warehouse mangement system with Grey orange as an example. Content based on the course Industrial Automation.
The document discusses various types of material handling equipment used in warehouses and manufacturing facilities. It describes storing equipment like platforms, pallets, racks, and shelves. It also explains various material handling equipment such as trolleys, forklift trucks, hoists, conveyor belts, and cranes. Hydraulic scissor lifts, manually operated stackers, hydraulic pallet trucks, castor wheels, industrial ladders, and standalone jib cranes are also defined along with their advantages and limitations. The document emphasizes the importance of selecting appropriate equipment based on the size, shape, and weight of items as well as location.
Application of mis in material mangement and marketingGunjan Lal
Material management involves planning, organizing, and controlling the flow of materials from purchase to destination. Material management information systems automate this process for healthcare organizations. The key modules of an MMIS include requisitioning, ordering, receiving, distribution, usage tracking, invoice processing, and inventory management. MMISs use electronic data interchange and mobile devices to facilitate ordering and payments with vendors and data entry. The MMIS must also integrate with an organization's financial systems. Marketing information systems gather, analyze, and distribute timely data to aid marketing decision makers in identifying and addressing problems concerning customers, competitors, and the market environment. They are crucial for anticipating demand, taking a systematic approach, analyzing competition, and developing marketing plans and strategies.
Traffic engineering deals with measuring and analyzing traffic to achieve safe and efficient movement of people and goods. Key aspects include conducting traffic studies to understand volume, speed, origin-destination, and accidents. The arrangements made to control traffic flow and avoid accidents include road signs, markings, signals, and traffic islands. Signs are used to warn, direct, and guide users through regulatory, warning, and informational signs. Markings are lines and symbols applied to roadways to warn, inform and guide users. Together signs and markings help control traffic and ensure safety.
This document provides an outline and overview of key concepts from Chapter 9 on layout strategies. It discusses the strategic importance of layout decisions and different types of layouts, including office, retail, warehouse, process-oriented, work cell, and product-oriented layouts. The document also provides examples of layout strategies for different organizations like McDonald's, warehouses, and factories.
layout-strategy. Credits to the owner plMonicaTeofilo
This chapter discusses different layout strategies for operations management. It begins by outlining the learning objectives which are to discuss important issues in office, retail and warehouse layouts. It then defines types of layouts such as process-oriented, work cell and product-oriented layouts. The chapter explains considerations for good layouts and specifics about office, retail and warehouse layouts. It provides examples of a process layout to minimize costs and improvements that can be made using work cells. The objectives of layout strategies are to develop cost-effective layouts that meet competitive needs.
The document describes a proposed smart parking system that uses LED lighting to dynamically designate parking spaces. It can adjust the number of parking spaces based on real-time needs, and uses an automated system to guide vehicles and control traffic flow. The system aims to address common parking issues like finding available spots, locating vehicles, and maximizing space utilization. It incorporates technologies like sensors, computerized controls, GPS, and mobile apps to provide services like reservations, payment, and notifications.
Racha ERP – Fleet Management module is a complete fleet management system designed for efficiently managing fleet operation.
Features-
Real time tracking of vehicle using GPS
Email reminders for Insurance/Documents expiry
Vehicle Daily movement monitoring
Tyre life-cycle monitoring
Reports for analyzing performance of your fleet
Automatic associate with account entries
And Lot More….
When choosing a warehouse location and design, several factors must be considered:
1) Physical location is important to ensure proximity to customers and carriers for prompt deliveries while minimizing transportation costs.
2) The availability of skilled labor, zoning regulations, and storage requirements like hazardous material storage should be assessed.
3) The warehouse's design must allow for efficient flow, materials handling equipment, truck access, and trailer storage.
The document discusses various aspects of implementing an ERP system, including strategies, challenges, and approaches. It describes the big bang approach where all modules go live at once, replacing the old system entirely. Alternatively, a phased approach implements modules sequentially. A parallel approach runs the old and new systems simultaneously before a switch. Key factors in choosing an approach include company size, centralized processes, and urgency of the ERP solution. Successful implementation depends on careful planning, change management, training, and addressing challenges like resistance to change.
Parking Demand & Supply Analysis of Different Commercial Land Uses Along Mirp...Shahadat Hossain Shakil
“Parking” this term is one of the most important topics of discussion in the developing cities. In the cities like Dhaka where unplanned urbanization prevails in a greater extent; parking problem is the most common scenario there. In the developing countries cities are growing without considering the inherent increasing parking demand. Mirpur road is one of the most problematic roads of Dhaka city in context of parking problem. To assess the current scenario of the problems and to formulate some policy measures is the main focus of this study. In this study some major parking generators along Mirpur has been surveyed and their parking demand-supply situation has been analyzed. Considering the Parking Policy for the Dhaka Metropolitan Development Plan Area, 2002 and the results from the analysis some policy measures has been formulated to manage the parking demand more efficiently.
transportation is the back bone of countries economical development. providing good and effective transportation facility will help in developing countries economy. transportation will save time, money, and work can be done easily. intelligent transportation system provides more benefits to the nation.
The document provides an overview of warehousing and discusses key concepts such as the role of warehousing, major warehouse operations, and facility design issues. It describes how warehouses serve as buffers that hold inventory, allow for consolidation of products, and can perform value-added processing tasks. The major warehouse operations discussed are receiving, put-away, order picking, checking, packing, and shipping. Key facility design problems addressed include storage location assignment and design of the fast-pick area to optimize order picking. The role and requirements of cross-docking facilities are also summarized.
Traffic control involves directing traffic around disruptions to ensure safety. It uses devices like signs, signals, and pavement markings to inform and guide drivers, pedestrians, and bicyclists. Traffic lights control intersections with red, yellow, and green lights, while signs communicate regulations, warnings, route information, and temporary controls through shapes, colors and messages. Pavement markings supplement signs to regulate lanes and guide traffic. Variable message signs and channelizing devices also direct traffic, especially through work zones. Overall, the goal of traffic control is to facilitate safe and efficient traffic flow.
The document discusses the problem of parking in India and how smart parking systems could help address this issue. It notes that the growing population has created challenges for car parking everywhere in cities. Conventional parking takes up a lot of space and is inefficient. Smart parking systems, like underground, multi-level, and lift-based systems, could help maximize the use of limited space and reduce traffic and other issues caused by haphazard on-street parking. These automated systems stack cars vertically and use mechanical means to transport vehicles in and out of spaces, significantly reducing the space needed compared to conventional parking structures.
efficiency in supply chain & ware hosingRahul kalyani
This document discusses efficiency in supply chain management and warehousing. It defines supply chain management and warehousing, and identifies factors that make them effective. For supply chain management, key factors include organizational structure, distribution network optimization, information sharing, and relationship building. For warehousing, factors include maximizing space utilization, adopting technology like RFID, organizing workstations, optimizing labor, and streamlining order fulfillment. The document contrasts traditional and advanced approaches to supply chain management and warehousing.
The document describes a warehouse management system project. It discusses types of warehouse management systems including standalone, ERP modules, and cloud-based systems. It also outlines key features such as warehouse design, inventory tracking, receiving, picking, packing, reporting, and labor management. Finally, it proposes the development of a warehouse management system to improve business productivity through better inventory tracking, receiving, picking, and reporting capabilities.
Warehousing involves the storage and distribution of inventory and materials. The document discusses different types of warehouses including private warehouses owned by individual companies, public warehouses that provide storage to multiple clients, and contract warehouses that combine aspects of private and public operations. Key functions of warehousing include receiving, storing, and issuing inventory as well as coordinating materials flow. The benefits of warehousing include consolidation of shipments, production support, and risk reduction through insurance of stored goods. Warehouses play an important role in supply chain management and distribution.
Warehouse management system presentationNimish Arora
Case study on how automation can be used in warehouse mangement system with Grey orange as an example. Content based on the course Industrial Automation.
The document discusses various types of material handling equipment used in warehouses and manufacturing facilities. It describes storing equipment like platforms, pallets, racks, and shelves. It also explains various material handling equipment such as trolleys, forklift trucks, hoists, conveyor belts, and cranes. Hydraulic scissor lifts, manually operated stackers, hydraulic pallet trucks, castor wheels, industrial ladders, and standalone jib cranes are also defined along with their advantages and limitations. The document emphasizes the importance of selecting appropriate equipment based on the size, shape, and weight of items as well as location.
Application of mis in material mangement and marketingGunjan Lal
Material management involves planning, organizing, and controlling the flow of materials from purchase to destination. Material management information systems automate this process for healthcare organizations. The key modules of an MMIS include requisitioning, ordering, receiving, distribution, usage tracking, invoice processing, and inventory management. MMISs use electronic data interchange and mobile devices to facilitate ordering and payments with vendors and data entry. The MMIS must also integrate with an organization's financial systems. Marketing information systems gather, analyze, and distribute timely data to aid marketing decision makers in identifying and addressing problems concerning customers, competitors, and the market environment. They are crucial for anticipating demand, taking a systematic approach, analyzing competition, and developing marketing plans and strategies.
Traffic engineering deals with measuring and analyzing traffic to achieve safe and efficient movement of people and goods. Key aspects include conducting traffic studies to understand volume, speed, origin-destination, and accidents. The arrangements made to control traffic flow and avoid accidents include road signs, markings, signals, and traffic islands. Signs are used to warn, direct, and guide users through regulatory, warning, and informational signs. Markings are lines and symbols applied to roadways to warn, inform and guide users. Together signs and markings help control traffic and ensure safety.
This document provides an outline and overview of key concepts from Chapter 9 on layout strategies. It discusses the strategic importance of layout decisions and different types of layouts, including office, retail, warehouse, process-oriented, work cell, and product-oriented layouts. The document also provides examples of layout strategies for different organizations like McDonald's, warehouses, and factories.
layout-strategy. Credits to the owner plMonicaTeofilo
This chapter discusses different layout strategies for operations management. It begins by outlining the learning objectives which are to discuss important issues in office, retail and warehouse layouts. It then defines types of layouts such as process-oriented, work cell and product-oriented layouts. The chapter explains considerations for good layouts and specifics about office, retail and warehouse layouts. It provides examples of a process layout to minimize costs and improvements that can be made using work cells. The objectives of layout strategies are to develop cost-effective layouts that meet competitive needs.
The document discusses various layout strategies for operations management including fixed-position, process-oriented, office, retail, warehouse, and product-oriented layouts. It provides examples of each type and describes factors to consider like material flow, work cells, and balancing assembly lines. The key objectives are to maximize space utilization, workflow, employee morale, and customer satisfaction.
The document discusses various layout strategies for operations management including fixed-position, process-oriented, office, retail, warehouse, and product-oriented layouts. It provides examples of each type and describes key considerations for each like material flow, space utilization, and balancing workloads. McDonald's new kitchen layout that improved efficiency and reduced food costs by $100 million annually is highlighted.
The document discusses various facility layout strategies including fixed-position, process-oriented, office, retail, warehouse, and product-oriented layouts. It provides examples of each type of layout and describes key factors to consider such as material flow, space utilization, and cost optimization. McDonald's innovations to its kitchen layout are highlighted as an example of using layout to improve efficiency and reduce costs.
The document discusses various facility layout strategies, including their objectives, requirements, and types. It describes fixed-position, process-oriented, office, retail/service, warehouse, and product-oriented layout strategies. For each type, it provides examples and considerations for developing an optimal layout.
The document discusses different types of layout strategies used in operations management. It describes layouts for offices, retail stores, warehouses, and manufacturing facilities. For manufacturing facilities, it outlines process-oriented layouts where similar machines are grouped, work cell layouts that focus on single products, and product-oriented layouts that optimize personnel and machine utilization for repetitive production. Good layouts consider factors like material handling, space usage, and employee and customer flows.
The document discusses various facility layout strategies and considerations for designing an effective layout. It describes six main layout types: fixed-position, process-oriented, office, retail/service, warehouse, and product-oriented layouts. For each type, it provides examples and discusses key objectives, requirements, and factors to consider in the layout design.
This document outlines the key topics covered in a chapter on operations management layout strategies. It includes an overview of different types of layouts for offices, retail stores, warehouses, production processes, and more. Specific layout strategies and considerations are discussed for each type, including objectives and examples. McDonald's innovations that involved layout changes are highlighted. Overall, the document provides an outline and introduction to the various layout strategies covered in the chapter.
This document discusses key concepts related to process selection and facility layout. It defines process selection as deciding how production will be organized and notes it impacts capacity, layout, equipment and work systems. The document describes four basic processing types - job shop, batch, repetitive/assembly, and continuous - and their advantages and disadvantages. It also covers technological innovation, automation, the three basic layout types (product, process, fixed position), considerations for designing effective layouts, and line balancing concepts.
The document discusses various topics related to production management. It defines production management as planning and regulating the transformation of materials into finished products. It outlines the 5 P's of production management as products, plant, process, programs, and people. The objectives of production management are identified as achieving the right quality, quantity, time, and cost. The scope and activities at the strategic and operational levels are also outlined. Different types of production and factors affecting plant location and layout are described. Finally, it briefly discusses human resources management and the recruitment and selection processes.
The document discusses various layout strategies and types of layouts. It describes layout as developing a cost-effective plan to meet a firm's competitive needs by optimizing space, flow, employee morale and safety, and customer interaction. It outlines types of layouts including office, retail, warehouse, fixed position, process-oriented, work cell, and product-oriented layouts. For each type, it provides examples and considerations for design and optimization.
This document discusses various facility layout formats including workcenters, assembly lines, manufacturing cells, and project layouts. It provides examples of how to analyze interworkcenter flows to minimize costs in a toy factory layout. It also covers systematic layout planning and assembly line balancing, including how to handle mixed models. Other topics include developing manufacturing cells, project layouts, retail service layouts, and office layouts. The key goals in layout design are to minimize material handling costs, facilitate process flow, and in retail, maximize profit per square foot of floor space.
There are three basic types of facility layouts: process, product, and fixed-position. Process layouts group similar activities together by department, while product layouts arrange activities in line by production sequence. Fixed-position layouts are used when products are too large to move. Effective layouts consider factors like material flow, space utilization, bottlenecks, and flexibility.
The document discusses facility layout types and design. It describes three basic layout types: product layouts which organize workstations according to production steps for high volume output; process layouts which group similar processes together and can handle varied requirements; and fixed-position layouts where the product remains stationary and workers/equipment move to it. The objectives of layout design are to facilitate smooth material and work flow, efficiency, and quality. Key considerations for layout decisions include production requirements and space availability. Line balancing is also discussed to harmonize work content across stations.
The document discusses facility layout planning and design. It covers the objectives of layout strategies which include developing an economic layout to meet requirements related to product design, process equipment, quality of work life, and building constraints. It also describes basic layout forms such as process, product, and combination layouts. Additionally, it lists several factors to consider in determining layout and design such as ease of future expansion, flow of movement, materials handling, output needs, space utilization, and safety. The document provides an example of a facility layout project involving check-in desk allocation at Heathrow Airport terminal.
The document discusses facility layout planning. It defines layout planning as deciding on the best physical arrangement of resources within a facility. It identifies four main types of layouts - process layouts, which group similar resources; product layouts, designed for specific products; hybrid layouts, combining aspects of process and product; and fixed-position layouts for large products. The document outlines steps for designing process and product layouts, and compares their characteristics. It also discusses hybrid layouts like group technology cells and highlights the importance of layout planning for efficient operations.
The document discusses facility layout planning. It defines layout planning as deciding on the best physical arrangement of resources within a facility. It identifies four main types of layouts - process layouts, which group similar resources; product layouts, designed for specific products; hybrid layouts, combining aspects of process and product; and fixed-position layouts for large products. The document outlines steps for designing process and product layouts, and compares their characteristics. It also discusses hybrid layouts like group technology cells and highlights the importance of layout planning for efficient operations.
The document discusses facility layout and the use of the Computerized Relative Allocation of Facilities Technique (CRAFT) to improve plant layouts. It provides information on:
1. Types of facility layouts including product-oriented, process-oriented, fixed position, and combination layouts.
2. Factors that affect facility layout decisions such as product type, equipment, and space requirements.
3. Objectives of layout design like smooth material flow and minimizing costs.
4. How CRAFT works by swapping departments to reduce material transportation costs and improve the layout from an initial configuration.
This document discusses plant layout and its objectives, principles, and classifications. It defines plant layout as a plan for the efficient arrangement of machines, materials, personnel, storage, and support services within a facility. The objectives of plant layout are to streamline material flow, facilitate manufacturing, minimize costs and space usage, and provide employee safety. Layouts are classified by production method and can be fixed, process-based, product-based, or a combination. The document outlines the design process for different layout types and emphasizes organizing physical facilities to support product quality and profitability.
The document discusses short-term scheduling techniques in operations management. It describes forward and backward scheduling, and notes their advantages and disadvantages. Different criteria for scheduling are presented, including minimizing completion time and inventory. Gantt charts are introduced as a way to visualize scheduling and loading of jobs over time. Finally, sequencing rules like critical ratio are explained, which prioritize jobs based on factors like due date and processing time remaining.
This document discusses aggregate planning. The objective of aggregate planning is to meet forecasted demand while minimizing costs over the planning period. It involves adjusting production rates, labor levels, inventory levels, overtime, subcontracting, and other variables. Aggregate planning requires a forecast of demand, a method for determining costs, and a model that combines forecasts and costs to determine a scheduling plan. It considers options like using inventory, varying workforce size, overtime/idle time, subcontracting, and influencing demand to balance capacity with fluctuating demand levels over the planning period.
The document discusses factors that affect location decisions for facilities. It covers different strategies for location decisions depending on whether the focus is on costs for goods-producing locations or revenue for service/retail locations. Several methods for analyzing location options are presented, including factor-rating, locational break-even analysis, center-of-gravity, and transportation modeling. Intangible costs and future considerations are also important parts of the analysis. Geographic information systems can provide detailed data to inform the evaluation of potential locations.
This document discusses the internal and external factors that affect human resource management (HRM). Internally, an organization's mission, policies, and corporate culture all shape how it manages human resources. Externally, economic conditions, technological changes, socio-cultural norms, physical environment, political/legal landscape, and labor unions constrain and influence HRM. Understanding both the internal and external environments is crucial for human resource managers to effectively fulfill their responsibilities.
This document discusses recruitment and selection in human resource management. It defines recruitment as attracting qualified individuals to apply for jobs, and selection as determining which candidates are most likely to help the organization achieve its objectives. The document outlines the recruitment process, sources of recruitment including internal and external options, and common selection methods such as testing, interviews, and background checks.
This document discusses recruitment and selection in human resource management. It defines recruitment as attracting qualified candidates and outlines the recruitment process, which includes planning, developing a strategy, searching for candidates, screening and evaluating. Internal sources include current employees while external sources are found outside the organization, such as advertisements, employment agencies, internships and employee referrals. The advantages and disadvantages of internal and external recruitment are also compared.
This document discusses human resource planning (HRP). It begins by defining HRP and distinguishing it from job analysis. The objectives and process of HRP are then outlined. The process involves forecasting future human resource demand and supply through techniques like job analysis, forecasting methods, and analyzing additions and losses to current staff. The goals of HRP are to ensure the organization has the right number and type of employees to achieve its objectives by anticipating and preparing for changing HR needs.
This document discusses human resource planning (HRP). It begins by defining HRP and distinguishing it from job analysis. The objectives and process of HRP are then outlined. The process involves determining future human resource requirements through analyzing organizational objectives and forecasting demand, determining future availability of human resources by assessing the current workforce and forecasting supply, and developing a plan to address any gaps between demand and supply. Key steps in HRP include analyzing organizational goals, forecasting requirements and availability, and developing strategies to ensure the needed human resources are available.
The document discusses the internal and external environmental factors that affect human resource management (HRM). Internally, factors include the organization's mission, policies, and corporate culture. Externally, key factors are the economic, technological, socio-cultural, physical, political/legal environments as well as labor unions. HRM programs must account for these various environmental influences to be effective. The document analyzes several specific examples of how each environmental factor can impact HRM practices.
The document provides an overview of the emergence and development of management thought from ancient times to the classical era. It discusses early examples of management in ancient Egypt, Rome, Greece, and the Bible. It then profiles some of the pioneering contributors to management thought from the pre-classical era, including Robert Owen, Charles Babbage, and Adam Smith. Finally, it describes the two main perspectives of classical management theory: scientific management as developed by Frederick Taylor and classical organization theory developed by Henri Fayol.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
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2. 9 - 2
operations management
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
3. 9 - 3
operations management
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
5. 9 - 5
operations management
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
6. 9 - 6
operations management
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)
7. 9 - 7
operations management
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
8. 9 - 8
operations management
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
9. 9 - 9
operations management
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
10. 9 - 10
operations management
Good Layouts Consider
Material handling equipment
Capacity and space requirements
Environment and aesthetics
Flows of information
Cost of moving between various
work areas
11. 9 - 11
operations management
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
13. 9 - 13
operations management
Supermarket Retail Layout
Objective is to maximize
profitability per square foot of
floor space
Sales and profitability vary
directly with customer exposure
14. 9 - 14
operations management
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
16. 9 - 16
operations management
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
17. 9 - 17
operations management
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.
18. 9 - 18
operations management
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
19. 9 - 19
operations management
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
20. 9 - 20
operations management
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
21. 9 - 21
operations management
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
22. 9 - 22
operations management
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
23. 9 - 23
operations management
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
24. 9 - 24
operations management
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
25. 9 - 25
operations management
Shipping and receiving docks
Office
Customization
Conveyor
Storage racks
Staging
Warehouse Layout
Traditional Layout
26. 9 - 26
operations management
Warehouse Layout
Cross-Docking Layout
Shipping and receiving docks
Office
Shipping and receiving docks
27. 9 - 27
operations management
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
28. 9 - 28
operations management
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
29. 9 - 29
operations management
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
30. 9 - 30
operations management
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
31. 9 - 31
operations management
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
32. 9 - 32
operations management
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
33. 9 - 33
operations management
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.
34. 9 - 34
operations management
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
35. 9 - 35
operations management
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)
Assembly Painting Machine Shop
Department Department Department
(1) (2) (3)
39. 9 - 39
operations management
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
40. 9 - 40
operations management
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)
Painting Assembly Machine Shop
Department Department Department
(2) (1) (3)
41. 9 - 41
operations management
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
42. 9 - 42
operations management
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
43. 9 - 43
operations management
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
44. 9 - 44
operations management
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.
45. 9 - 45
operations management
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.
U-shaped line may reduce employee movement
and space requirements while enhancing
communication, reducing the number of
workers, and facilitating inspection
46. 9 - 46
operations management
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
47. 9 - 47
operations management
Staffing Work Cells Example
600 Mirrors per day required
Mirror production scheduled for 8 hours per day
From a work balance
chart total
operation time
= 140 seconds
Standard
time
required
Operations
Assemble Paint Test Label Pack for
shipment
60
50
40
30
20
10
0
48. 9 - 48
operations management
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
49. 9 - 49
operations management
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
50. 9 - 50
operations management
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
51. 9 - 51
operations management
Focused Work Center and
Focused Factory
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
52. 9 - 52
operations management
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
53. 9 - 53
operations management
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
54. 9 - 54
operations management
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
55. 9 - 55
operations management
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
56. 9 - 56
operations management
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
57. 9 - 57
operations management
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
G
F
C
D
H
B
E
A
10
11
12
5
4
3
7
11 3
58. 9 - 58
operations management
I
G
F
C
D
H
B
E
A
10
11
12
5
4
3
7
11 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
59. 9 - 59
operations management
Wing Component Example
I
G
F
C
D
H
B
E
A
10
11
12
5
4
3
7
11 3
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
60. 9 - 60
operations management
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 66
Station
1
Wing Component Example
Station
2
Station 3
Station 3
Station
4
Station
5
Station 6
Station 6
I
G
F
H
C
D
B
E
A
10 11
12
5
4
3 7
11
3
61. 9 - 61
operations management
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%