Chapter 9- Layout Strategies PDF

Preview

Summary

Download Chapter 9- Layout Strategies PDF

Description

Chapter 9: Layout Strategies Types of Layout • Office layout: Positions workers, their equipment, and spaces/offices to provide for movement of information. • Retail layout: allocates shelf space and responds to customer behavior • Warehouse layout: addresses trade-offs between space and material handling • Fixed-position layout: Addresses the layout requirements of large, bulky projects such as ships and buildings • Process-oriented layout: deals with low-volume, high variety production (also called job shop or intermittent production) • Work-cell layout: Arranges machinery and equipment to focus on production of a single product or group of related products • Product-oriented layout: seeks the best personnel and machine utilization in repetitive or continuous production.

• We know that a good layout requires determining o Material handling equipment o Capacity and space requirements Office Layout • Office layout: the grouping of workers, their equipment, and spaces/offices to provide for comfort, safety and movement of information Retail Layout • Retail layout: an approach that addresses flow, allocates space, and responds to customer behavior.

• Five ideas are helpful for determining the overall arrangement of many stores: 1. Locate the high draw items around the periphery of the store 2. Use prominent locations for high-impulse and high margin items 3. Distribute what are known in the trade as “power items”—items that may dominate a purchasing trip—to both sides of an aisle and dispense them to increase the viewing of other items. 4. Use end-aisle locations because they have a very high exposure rate. 5. Convey the mission of the store by carefully selecting the position of the lead-off department. • The main objective of retail layout is to maximize profitability per square foot of floor space. • Slotting fees: fees manufacturing pay to get shelf space for their products Servicescapes • Servicescape: the physical surroundings in which a service takes place, and how they affect customers and employees • To provide a good service layout, a form considers three elements: 1. Ambient conditions: background characteristics 2. Spatial layout and functionality: customer circulation path planning, aisle characteristics, and product planning. 3. Sign, symbols and artifacts: characteristics of building design that carry social significance Warehousing and Storage Layouts • Warehouse layout: a design that attempts to minimize total cost by addressing trade-offs between space and material handling. Cross-Docking • Cross-docking: avoiding the placement of materials or suppliers in storage by processing them as they are received for shipment

2

• Although cross-docking reduces product handling, inventory and facility costs, it requires both (1) tight scheduling and (2) accurate inbound product identification Random Stocking • Random stocking: used in warehouse to locate stock wherever there is an open location. • Random stocking systems can increase facility utilization and decrease labour cost, but they require accurate. Customizing • Customizing: using warehousing to add value to a product through component modification, repair, labelling, and packaging.

Fixed-Position Layout • Fixed-position layout: a system that addresses the layout requirements of stationary projects • The techniques for addressing the fixed-position layout are complicated by three factors. o There is limited space at virtually all sites o At different stages of a project, different materials are needed; therefore, different items become critical as the project develops o The volume of martials needed is dynamic Process-Oriented Layout • Process-oriented layout: a layout that deals with low-volume, highvariety production in which like machines and equipment are grouped together. • Traditional way to support a product differentiation strategy. • Most efficient when making products with different requirements or when handling customers with different needs.

3

• A big advantage of process-oriented layout is its flexibility in equipment and labour assignments. • Job lots: groups or batches of parts processed together. • Material handling costs in this approach depend on (1) the number of loads (or people) to be moved between two departments during some period of time and (2) the distance-related costs of moving (or people) between departments 𝑚𝑖𝑛𝑖𝑚𝑖𝑧𝑒 𝑐𝑜𝑠𝑡 = ΣΣ Xij Cij 𝑛 = 𝑡𝑜𝑡𝑎𝑙 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑤𝑜𝑟𝑘 𝑐𝑒𝑛𝑡𝑟𝑒𝑠 𝑜𝑓 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 • Process-oriented facilities (and fixed-position layouts as well) try to minimize loads, or trips, times distance related costs • Cij combines distance and other costs into one factor…. assume pickup and set down costs are constant Work Cells • Work cell: an arrangement of machines and personnel that focuses on making a single product or family of related products • The advantages of work cells are: 1. Reduced work-in-process inventory 2. Less floor space required 3. Reduced raw material and finished goods inventory 4. Reduced direct labour cost 5. Heightened sense of employee participation 6. Increased equipment and machinery utilization 7. Reduced investment in machinery and equipment

4

Staffing and Balancing Work Cells • Takt time: pace of production to meet customer demands 𝑇𝑎𝑘𝑡 𝑡𝑖𝑚𝑒 = 𝑊𝑜𝑟𝑘𝑒𝑟𝑠 𝑟𝑒𝑞𝑢𝑖𝑟𝑒𝑑 =

𝑡𝑜𝑡𝑎𝑙 𝑤𝑜𝑟𝑘 𝑎𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑢𝑛𝑖𝑡𝑠 𝑟𝑒𝑞𝑢𝑖𝑟𝑒𝑑

(𝑡𝑜𝑡𝑎𝑙 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑜𝑛 𝑡𝑖𝑚𝑒 𝑟𝑒𝑞𝑢𝑖𝑟𝑒𝑑 ) 𝑡𝑎𝑘𝑡 𝑡𝑖𝑚𝑒

The Focused Work Centre and The Focused Factory • Focused work centre: a permanent or semi-permanent productoriented arrangement of machines and personnel • Focused factory: a facility designed to produce similar products or components. Repetitive and Product-Oriented Layout • Product-oriented layouts: organized around products or families of similar high-volume, low-variety products. • Two types of product-oriented layout are fabrication and assembly lines. o Fabrication line: a machine-paced, product-oriented facility for building components o Assembly line: an approach that puts fabricated parts together at a series of workstations; used in repetitive processes. o Line must be “balanced” – time spent to perform work on one machine must equal or “balance” the time spent to perform work on the next machine • Assembly-line balancing: obtaining output at each workstation on a production line so delay is minimized. Assembly-Line Balancing • Line balancing is usually undertaken to minimize imbalance between machines or personnel while meeting a required output from the line.

5

𝑃𝑟𝑜𝑑𝑢𝑐𝑡𝑖𝑜𝑛 𝑡𝑖𝑚𝑒 𝑎𝑣𝑎𝑖𝑙𝑎𝑏𝑙𝑒 𝑝𝑒𝑟 𝑑𝑎𝑦 𝑢𝑛𝑖𝑡𝑠 𝑟𝑒𝑞𝑢𝑖𝑟𝑒𝑑 𝑝𝑒𝑟 𝑑𝑎𝑦 Σ 𝑡𝑖𝑚𝑒 𝑓𝑜𝑟 𝑡𝑎𝑠𝑘 𝑖 𝑀𝑖𝑛𝑖𝑚𝑢𝑚 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑤𝑜𝑟𝑘 𝑠𝑡𝑎𝑡𝑖𝑜𝑛𝑠 = 𝑐𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒 𝐶𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒 =

𝑛 = 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑎𝑠𝑠𝑒𝑚𝑏𝑙𝑦 𝑡𝑎𝑠𝑘𝑠 𝐸𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑐𝑦 =

6

Σ 𝑇𝑎𝑠𝑘 𝑡𝑖𝑚𝑒𝑠 𝑎𝑐𝑡𝑢𝑎𝑙 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑤𝑜𝑟𝑘𝑠𝑡𝑎𝑡𝑖𝑜𝑛𝑠 × 𝑙𝑎𝑟𝑔𝑒𝑠𝑡 𝑎𝑠𝑠𝑖𝑔𝑛𝑒𝑑 𝑐𝑦𝑐𝑙𝑒 𝑡𝑖𝑚𝑒...