Layout processing final
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As part of my BBS curriculum, I had to present a topic for production and operations management. Given presentation is about Process Layout.
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This document outlines different process strategies including process focus, repetitive focus, product focus, and mass customization. Process focus involves producing high variety, low volume products in departments like machine shops or hospitals. Repetitive focus uses assembly lines and modules to produce medium variety products at medium volumes, like automobiles. Product focus organizes facilities around specific products produced at high volumes and low variety, found in industries like paper, steel, or glass. Mass customization aims to deliver customized goods and services at high volumes through build-to-order manufacturing exemplified by companies like Toyota, Nike, and Dell.
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Layout strategy (pom) by muhammad talha
This document outlines different process strategies including process focus, repetitive focus, product focus, and mass customization. Process focus involves producing high variety, low volume products in departments like machine shops or hospitals. Repetitive focus uses assembly lines and modules to produce medium variety products at medium volumes, like automobiles. Product focus organizes facilities around specific products produced at high volumes and low variety, found in industries like paper, steel, or glass. Mass customization aims to deliver customized goods and services at high volumes through build-to-order manufacturing exemplified by companies like Toyota, Nike, and Dell.
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Lecture notes of production & operation management
Lectures notes
On
Production and Operation Management
Prepared by
Dr. Sarojrani Pattnaik
Dr. Swagatika Mishra
Assistant Professor
Department of Mechanical Engineering
VSSUT Burla
.
Chapter 3-process-design-strategy
The document discusses process design strategy and major process design decisions. It describes process design as selecting inputs, resources, workflows and methods to transform inputs into outputs. Major process design decisions include process structure, customer involvement, vertical integration, resource flexibility, and capital intensity. The document provides details on each of these decisions and how they impact process design for both services and manufacturing.
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Process Characteristics in Operations: Volume, Variety, Flows, Types of Processes & Operations System, continuous flow & intermittent flow system. Process Product Matrix: Job production, batch production, Assembly line & Continuous flow process & production layout Service System Design Matrix: Design of Service system, Service Blue print
Process selection2
The document discusses process selection and facility layout for production. It describes the main types of processes as project, job shop, batch, repetitive/assembly line, and continuous. Project processes are non-routine and have a limited time frame. Job shops have low volume but high variety. Batch processes have medium volume and flexibility. Repetitive processes have high volume and low variety. Continuous processes have very high volume and very low variety. The document also discusses automation and its advantages of reducing variation and improving quality, safety, and productivity, but disadvantages include lack of flexibility and costs.
Manufacturing systems design
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The document discusses different process strategies including process-focused, product-focused, and repetitive-focused strategies. It provides examples of each strategy and discusses their relative advantages and disadvantages. Key factors in selecting a process strategy include volume, variety, and the level of customization required. The document also covers topics like capacity planning, breakeven analysis, and techniques for improving process efficiency.
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The document explains the key differences between manufacturing and service operations. Manufacturing operations produce tangible outputs from inputs like materials and labor, while service operations produce intangible outputs. Additionally, manufacturing allows for separation between production and consumption, while services require simultaneous production and consumption. Measuring productivity and quality is also more difficult for services given their intangible nature.
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This document provides information on facility layout and material handling systems. It defines facility layout as the process of determining the placement of departments, workgroups, workstations, machines, and stock within a facility. There are different types of layouts including process, product, and cellular layouts. Process layouts group similar functions together while product layouts are organized around product flow. The document discusses qualitative and quantitative criteria for evaluating layouts, with qualitative criteria including safety, customer convenience, and material flow needs. It provides an example of applying systematic layout planning to qualitatively evaluate the best layout for a supermarket based on importance of department relationships.
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Tilitoimiston sowt toimenpideohjelma
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The document discusses process selection and facility layout. It explains that process selection refers to how production will be organized and has implications for capacity planning, layout, equipment, and work systems. The main types of process selection are job shop, batch, repetitive/assembly, and continuous production. Effective facility layout depends on the type of process selection and aims to minimize transportation costs and distances. Key considerations for layout include production workflows, distances, costs, budgets, and utilities.
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This document discusses process selection and facility layout. It begins by explaining the importance of process selection and its influence on organizations. The main types of processes are then described: job shop, batch, repetitive, and continuous. Factors like volume, flexibility, and costs are examined for each type. Automated approaches to processing like CAD/CAM are also covered. The document then addresses facility layout and the objectives of layout design. The basic layout types of product, process, and fixed-position are defined and their advantages and disadvantages discussed. Examples of line balancing problems are presented to demonstrate how to determine workstation requirements.
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Process strategy involves deciding the most profitable way to produce a designed good or service. There are four process strategy directions an operations manager can take: process focus, repetitive focus, product focus, and mass customization. Process focus allows for flexibility through movement between processes for low-volume, high-variety production. Repetitive focus is a traditional assembly line that is less flexible but more structured. Product focus is high-volume, low-variety production that requires consistency. Mass customization enables rapid, low-cost production customized to individual customers, making it the most complex option. The operations manager must choose the strategy best suited to their customers and production processes.
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The document discusses key concepts around process design, strategy, and management. It defines a process and explains that process selection is a strategic issue that influences organizational performance. It describes major process types for manufacturing like job, batch, line, and continuous flow processes and service processes like professional, shop, and mass. It discusses the importance of understanding processes, making strategic process decisions, and measuring process performance through benchmarks and ratios. It also covers process reengineering and industrial engineering.
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This document discusses factors to consider when selecting a location and designing the layout for a manufacturing plant. It outlines key steps in the plant location process, including selecting a country, region, locality, and exact site based on availability of resources. The document then covers different types of plant layouts like process, product, and cellular layouts and considerations for each. It also discusses factors that influence layout design like the type of product, workers, and machinery used. The overall goal of location and layout selection is to allow for efficient material and information flow at the lowest possible cost.
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The document discusses capacity planning for products and services. It explains key concepts like capacity, effective capacity, and utilization. It also outlines factors to consider when developing capacity alternatives and approaches for evaluating alternatives, including cost-volume analysis, break-even analysis, financial analysis, and waiting-line analysis. The goal of capacity planning is to determine the appropriate level and timing of capacity to meet future demand in a cost-effective manner.
Lecture notes of production & operation management
Lectures notes
On
Production and Operation Management
Prepared by
Dr. Sarojrani Pattnaik
Dr. Swagatika Mishra
Assistant Professor
Department of Mechanical Engineering
VSSUT Burla
.
Chapter 3-process-design-strategy
The document discusses process design strategy and major process design decisions. It describes process design as selecting inputs, resources, workflows and methods to transform inputs into outputs. Major process design decisions include process structure, customer involvement, vertical integration, resource flexibility, and capital intensity. The document provides details on each of these decisions and how they impact process design for both services and manufacturing.
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The document discusses process selection and facility layout for production. It describes the main types of processes as project, job shop, batch, repetitive/assembly line, and continuous. Project processes are non-routine and have a limited time frame. Job shops have low volume but high variety. Batch processes have medium volume and flexibility. Repetitive processes have high volume and low variety. Continuous processes have very high volume and very low variety. The document also discusses automation and its advantages of reducing variation and improving quality, safety, and productivity, but disadvantages include lack of flexibility and costs.
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The document discusses different process strategies including process-focused, product-focused, and repetitive-focused strategies. It provides examples of each strategy and discusses their relative advantages and disadvantages. Key factors in selecting a process strategy include volume, variety, and the level of customization required. The document also covers topics like capacity planning, breakeven analysis, and techniques for improving process efficiency.
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The document discusses various process strategies and tools for analyzing production processes. It describes four main types of process strategies - process focused, repetitive focused, product focused, and mass customization. Each strategy has different characteristics in terms of equipment used, worker skills required, scheduling, and costs. Tools for process design like flow diagrams, process charts, and value stream mapping are also outlined. The goal is to determine the most efficient process strategy to meet customer requirements at low cost.
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This document discusses different types of process flows and classifications for production processes. It describes three main types of process flows: line flow, intermittent/batch flow, and project flow. Line flow involves a linear sequence of standardized operations, like an assembly line. Intermittent flow involves production in batches using flexible, general-purpose equipment. Project flow is for unique, one-off products like works of art. The document also discusses how process selection decisions impact costs, quality, flexibility and other operational factors.
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The document explains the key differences between manufacturing and service operations. Manufacturing operations produce tangible outputs from inputs like materials and labor, while service operations produce intangible outputs. Additionally, manufacturing allows for separation between production and consumption, while services require simultaneous production and consumption. Measuring productivity and quality is also more difficult for services given their intangible nature.
Facility layout-material-handling
This document provides information on facility layout and material handling systems. It defines facility layout as the process of determining the placement of departments, workgroups, workstations, machines, and stock within a facility. There are different types of layouts including process, product, and cellular layouts. Process layouts group similar functions together while product layouts are organized around product flow. The document discusses qualitative and quantitative criteria for evaluating layouts, with qualitative criteria including safety, customer convenience, and material flow needs. It provides an example of applying systematic layout planning to qualitatively evaluate the best layout for a supermarket based on importance of department relationships.
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1. The document discusses facility layout planning and different types of layouts. It covers topics like process layout, product layout, line balancing, and calculating workstation efficiency.
2. Process layout focuses on grouping similar machines together to maximize workflow while minimizing material handling costs. Product layout arranges the production process into a linear sequence to maximize efficiency for high-volume standardized products.
3. Line balancing involves assigning tasks to workstations in a way that balances workload and allows the line to achieve its desired output rate using the fewest number of stations possible. Workstation efficiency is calculated based on total productive time versus total time available.
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The document discusses different types of production methods:
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2) Continuous manufacturing includes mass, process, and assembly where items are produced continuously for stock such as foods, cars, and toothpaste through assembly lines and production processes.
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Product & Process Layouts
Product layouts are used for repetitive assembly of standardized products. The workstations are arranged in a straight line so items can pass smoothly from one station to the next. This allows for mass production with low cycle times but lacks flexibility.
Process layouts group similar processes together, like all sewing stations in one area. This requires more space but allows for production of various items and easier changes to processes. Cycle times are longer but it allows for process specialization and more efficient use of equipment.
The type of layout chosen impacts operations through factors like costs, cycle times, productivity levels, flexibility, and specialization of labor or equipment.
Plant layout
Plant layout refers to the configuration and placement of departments, work centers, equipment, and the flow of materials through the production process. Layout decisions are important because they require substantial investments, involve long-term commitments, and significantly impact costs and efficiency. The main types of layouts are product layouts which focus on smooth material flow, process layouts which group similar machinery together, and combination layouts which blend aspects of both. The objective is to facilitate smooth and efficient material and information flow while minimizing costs and non-value added activities.
Plant layout and its types
The document discusses different types of plant layouts. It describes four main types: product layout, process layout, fixed position layout, and combined layout. Product layout involves materials moving sequentially between workstations with minimal backtracking. Process layout groups similar machines together. Fixed position layout fixes major production facilities in one location and brings other facilities to them. Combined layout is used when multiple products are produced in batches using a mix of layout types. The objectives of layout include minimizing costs and space while improving efficiency, safety, and productivity.
Plant layout ppt by me
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.
Product layout
The document discusses ensuring smooth flow and production, economical handling of materials, and work progress and inspection to control production and labor costs. However, it also notes there is no flexibility in the system, a need for system protection, and the monotony nature of the work.
Plant layout
Plant layout refers to the physical arrangement of equipment, machines, tools, and furniture in a manufacturing facility. The goal is to optimize material flow from raw materials to finished goods with the lowest costs and least amount of handling. There are four main types of layouts: product layout arranges machines in a straight line based on production steps; process layout groups similar machines together; combined layout uses aspects of both; and fixed position layout keeps products stationary while workers and machines move between positions. The optimal layout depends on factors like production volume and product standardization.
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- 1. Process Layout By Hanita Bhambri (50457) Ibna Sharma (50464) Krishni Miglani ( 50478)
- 2. Theory Case Study 1 Case Study 2 Layout Planning In manufacturing and service organizations, it involves the physical arrangement of various resources available in the system to improve the performance of the operating system, thereby providing better customer service. Types of Layout Example Good Layout Features Product Process Matrix Service Process Matrix
- 3. Theory Case Study 1 Case Study 2 Layout Planning Types of Layout Example Good Layout Features Product Process Matrix • Process Layout • Product Layout • Group Technology • Fixed Position Layout Service Process Matrix
- 4. Theory Case Study 1 Case Study 2 PROCESS LAYOUT A functional layout is an arrangement of resources on the basis of the process characteristics of the resources. Consider a machine shop consisting of : lathes grinders milling machines drilling machines. Layout Planning Types of Layout Example Good Layout Features Product Process Matrix Service Process Matrix
- 5. Theory Case Study 1 Case Study 2 Layout Planning Types of Layout Example Good Layout Features Product Process Matrix Service Process Matrix
- 6. Theory Case Study 1 Case Study 2 PRODUCT LAYOUT The resources are placed to follow exactly the process sequence dictated by the product • Simpler Material Handling • Fixed Path • Simpler Production Control issues Layout Planning Types of Layout Example Good Layout Features Product Process Matrix Service Process Matrix
- 7. Theory Case Study 1 Case Study 2 Layout Planning Types of Layout Good Layout Features Example Product Process Matrix Service Process Matrix
- 8. Theory Case Study 1 Case Study 2 GROUP TECHNOLOGY LAYOUT Philosophy that seeks to exploit he commonality in manufacturing and uses this as the basis for grouping components and resources. • Often known as Cellular Manufacturing • Easier Material handling • Improved traceability Layout Planning Types of Layout Example Good Layout Features Product Process Matrix Service Process Matrix
- 9. Theory Case Study 1 Case Study 2 Layout Planning Types of Layout Good Layout Features Example Product Process Matrix Service Process Matrix
- 10. Theory Case Study 1 Case Study 2 FIXED POSITION LAYOUT Typically employed in large project type organisations • Used for bulky, difficult to move products • Greater control on Process • Need to remove unwanted processes • Eg. HAL (Aircraft manufacturing) , ship building etc. Layout Planning Types of Layout Example Good Layout Features Product Process Matrix Service Process Matrix
- 11. Theory Case Study 1 Case Study 2 • Effective & efficient use of space • Facilitates good communication • Minimizes costs • Meets quality of work life needs • Noise • Safety • lighting • temperature • social • aesthetics Layout Planning Types of Layout Good Layout Features Example Product Process Matrix Service Process Matrix
- 12. Theory Case Study 1 Case Study 2 Layout Planning Types of Layout Example Good Layout Features Product Process Matrix Service Process Matrix
- 13. Theory Case Study 1 Case Study 2 Layout Planning Types of Layout Example Good Layout Features Product Process Matrix Service Process Matrix
- 14. Theory Case Study 1 Case Study 2 Previous Year Question Paper Explain the Service Design Matrix. Locate the position of the following services in the matrix: 1. Hair Cut 2. Dry Cleaning 3. Radio Broadcasting 4. Online Shopping
- 15. Theory Case Study 1 Case Study 2 ZYX Notebook makers – Process Layout Imaging spiral bound notebooks. With printed covers. Something like a shipra, that sells in the market. Imagine the product to be a spiral bound notebook with fancy covers. MATERIALS USED : SHEETS ( RULED ) FRONT COVER BACK COVER COIL FOR BINDING MACHINE
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