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Management
Chapter 9
Layout Strategies
Process-Oriented Layout
Computer Software for Process-
Oriented Layouts
Work Cells
Requirements of Work Cells
Staffing and Balancing Work Cells
The Focused Work Center and the
Focused Factory
Table 9.1
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Layout Strategies
Project Job Shop
(fixed position) (process oriented)
Examples
Ingall Ship Building Arnold Palmer Hospital
Corp.
Hard Rock Caf
Trump Plaza
Olive Garden
Pittsburgh Airport
Problems/Issues
Move material to the Manage varied material
limited storage areas flow for each product
around the site
Table 9.1
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Layout Strategies
Work Cells Repetitive/ Continuous
(product families) (product oriented)
Examples
Hallmark Cards Sonys TV assembly
line
Wheeled Coach
Toyota Scion
Standard Aero
Problems/Issues
Identify a product Equalize the task time
family, build teams, at each workstation
cross train team
members
Table 9.1
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Office Layout
Grouping of workers, their equipment,
and spaces to provide comfort,
safety, and movement of information
Movement of
information is main
distinction
Typically in state of
flux due to frequent
technological
changes
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Relationship Chart
Figure 9.1
Objective is to maximize
profitability per square foot of
floor space
Sales and profitability vary
directly with customer exposure
Figure 9.2
Shampoo
Shampoo
Shampoo
Shampoo
Shampoo
space
management
Generated from
stores scanner
Conditioner
Shampoo
Shampoo
Shampoo
Shampoo
data on sales Conditioner
Conditioner
Often supplied
by manufacturer
2 ft.
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Servicescapes
Ambient conditions - background
characteristics such as lighting, sound,
smell, and temperature
Spatial layout and functionality - which
involve customer
circulation path planning,
aisle characteristics, and
product grouping
Signs, symbols, and
artifacts - characteristics
of building design that
carry social significance
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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
Conveyor
Staging
Office
Shipping and receiving docks
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Warehouse Layout
Cross-Docking Layout
Office
Shipping and receiving docks
Laboratories
Figure 9.3
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Layout at Arnold Palmer Hospital
Pie-shaped
Central break rooms
and medical
supply rooms
Local
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Process-Oriented Layout
Painting (2) 30 50 10 0
Receiving (4) 50 0
Shipping (5) 0
Testing (6)
Figure 9.4
40
50 30
1 2 3
20 20
10
50 100
4 5 6
50
Figure 9.6
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Process Layout Example
n n
= $570
50 100
2 1 3
10
50 20 50 100
50
4 5 6
Figure 9.7
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Process Layout Example
n n
= $480
40
1 A A A A B B 1 D D D D B B
2 A A A A B B 2 D D D D B B
3 D D D D D D 3 D D D E E E
4 C C D D D D 4 C C D E E F
5 F F F F F D 5 A A A A A F
6 E E E E E D 6 A A A F F F
1. Identification of families of
products
2. A high level of training, flexibility
and empowerment of employees
3. Being self-contained, with its own
equipment and resources
4. Test (poka-yoke) at each station in
the cell
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Staffing and Balancing Work
Cells
Determine the takt time
Total work time available
Takt time =
Units required
30
20
10
Figure 9.12
G 7 F 10 11
C
3 7
H 11 E
A B F G
I 3 G, H 4
3
Total time 66 12
D
11 I
E H
Figure 9.13
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Wing Component Example
Performance Task Must Follow 480 available
Time Task Listed mins per day
Task (minutes) Below 40 units required
A 10
B 11 A
Production time
C 5 B available per day
D 4 Cycle
B time = Units required per day
E 12 A = 480 / 40
F 3 C, D 5
= 12 minutes per unit
G 7 F 10 11
C
3 7
n
H 11 E
A i Time
B for taskFi G
I 3 G, H
Minimum =1
4
3
number of = Cycle Dtime
Total time 66 workstations 12 11 I
= 66 / 12
E H
= 5.5 or 6 stations
Figure 9.13
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WingLine-Balancing
Component Example
Heuristics