Layout

Facilities Layout
Facility Layout
Facility Layout
the arrangement of everything within and around buildings;
the configuration of departments, work centers and
equipment, with particular emphasis on the movement of
work (customers or materials) through the system.
Facility Layout decisions arise when:

Designing new facilities
Redesigning existing facilities
Importance of Layout Decisions

Requires substantial investments of money and
effort
Involves long-term commitments
Has significant impact on cost and efficiency of
short-term operations
The Need for Layout Planning

Inefficient operations
High cost
Bottlenecks
Accidents or safety hazards
Changes in product or service design
Introduction of new products or services
The Need for Layout Planning

Changes in output volume or product mix
Changes in methods or equipment
Changes in environmental or other legal
requirements
Morale problems
Layout Strategy aims to..

Develop an economical layout which will meet the
requirements of:
product design and volume (product strategy)
process equipment and capacity (process strategy)
quality of work life (human resource strategy)
building and site constraints (location strategy)
Layout Design Objectives

Basic Objective
Facilitate a smooth flow of work, material, and information through the system
Supporting objectives
Facilitate product or service quality
Use workers and space efficiently
Avoid bottlenecks
Minimize material handling costs
Eliminate unnecessary movement of workers or material
Minimize production time or customer service time
Design for safety and security
Layout Design Objectives

Supporting objectives
Facilitate communication and interaction between workers, between workers
and their supervisors, or between workers and customers
Facilitate the entry, exit, and placement of material, products, or people
Encourage proper maintenance activities
Provide a visual control of operations or activities
Provide flexibility to adapt to changing conditions
Maximize customer satisfaction
Improve employee morale
Improve customer/client interaction
Basic Types of Layouts

Process Layout (Functional Layout)
Product Layout
Fixed Position Layout
Combination Layouts
Process (Functional) Layout
To Accompany Russell and Taylor, Operations Management, 4th Edition,
2003 Prentice-Hall, Inc. All rights reserved.
Process (Functional) Layout

Used with process-focused (non repetitive) processes
Layout that can handle varied processing
requirements
Machines are grouped according to the process they
perform. E.g. All x-ray machines in the same area
Used for intermittent processing (job shop or batch
shop)
Low raw material and finished goods inventory, high
WIP inventory
Process Layouts
Used for Intermittent processing (low volume, high variety)
Job Shop or Batch
Dept. A
Dept. C
Dept. E
Dept. B
Dept. D
Dept. F
Process Layout in Services

Womens
lingerie
Shoes
Housewares
Womens
dresses
Cosmetics
and jewelry
Childrens
department
Womens
sportswear
Entry and
display area
Mens
department
Emergency Room Layout
ge
ry
E.R.Triage
room
Patient A broken leg
E.R. Admissions
Su
r
Patient B - erratic
pacemaker
Hallway
Ra
dio
log
y
E.R. beds
Pharmacy
Billing/exit
Manufacturing Process Layout

Lathe Department
Milling
Department
Drilling Department
Grinding
Department
Receiving and
Shipping
Painting Department
A
Assembly

Lathe Department
Milling
Department
Drilling Department
Grinding
Department
Receiving and
Shipping
Painting Department
A
Assembly

Lathe Department
Milling
Department
Drilling Department
Grinding
Department
Receiving and
Shipping
Painting Department
A
Assembly
Process Layout
Design places departments with large flows of
material or people close to each other
Process Layout: Advantages

Can handle a variety of processing requirements
Not particularly vulnerable to equipment failures
General-purpose equipment is often less costly than
the specialized equipment used in product layouts
It is possible to use individual incentive plans
Process Layout: Disadvantages

In-process inventory costs can be high
Challenging routing and scheduling
Equipment utilization rates are low
Material handling slow and inefficient
Complexities often reduce span of supervision
Special attention for each product or customer
Accounting and purchasing are more involved
Product Layout
Product Layout
Linear arrangement of workstations to produce a
specific product
Layout that uses standardized processing operations to
achieve smooth, rapid, high volume flow
Requires standardized product, high production volume,
stable production quantities
High equipment utilization, high investment in justified
equipment, large raw material and finished goods
inventories
Product Layout
sequential
Raw materials
or customer
Station
1
Station
Station
22
Station
Station
33
Material
Material
Material
Material
and/or
labor
and/or
labor
and/or
labor
and/or
labor
Station
Station
44
Used for Repetitive or Continuous Processing
Finished
item
Product Layout:A U-Shaped Production Line

In
4
5
Workers
6
Out
10
Mixed Model Assembly Lines

Produce multiple models in any order on one
assembly line
Product Layout: Advantages
High rate of output

Low unit cost
Labor specialization
Low material handling cost per unit
High utilization of labor and equipment
Established routing and scheduling
Routine accounting, purchasing, and inventory
control
Product Layout: Disadvantages

Creates dull, repetitive jobs
Poorly skilled workers may not maintain equipment or quality
of output
Fairly inflexible to changes in volume or product or process
design
Highly susceptible to shutdowns
Preventive maintenance, capacity for quick repair and spareparts inventories are necessary expenses
Individual incentive plans are impractical
Product Layout
Design minimizes line inbalance and delay
between work stations.
Comparison Of Product And Process

Layouts (1 of 2)
PRODUCT LAYOUT
1. Description
Functional grouping
2.
Intermittent, job shop
3.
4.
5.
6.
7.
Sequential arrangement
of machines
of machines
Type of Process
Continuous, mass
production, mainly batch production,
assembly
mainly fabrication
Product
Standardized
made to stock
made to order
Demand
Stable
Volume
High
Equipment
Special purpose
Workers
Limited skills
PROCESS LAYOUT
Varied,
Fluctuating
Low
General purpose
Varied skills
Comparison Of Product And Process

Layouts (2 of 2)
8. Inventory
9. Storage space
10. Material
handling
11. Aisles
12. Scheduling
13. Layout decision
14. Goal
15. Advantage
PRODUCT LAYOUT
PROCESS LAYOUT
Low in-process,
high finished goods
Small
Fixed path
(conveyor)
Narrow
Part of balancing
Line balancing
Equalize work at
each station
Efficiency
High in-process,
low finished goods
Large
Variable path
(forklift)
Wide
Dynamic
Machine location
Minimize material
handling cost
Flexibility
Fixed Position Layouts
Fixed Position Layouts

Layout in which the product or project remains stationary
(cannot be moved), and workers, materials, and
equipment are moved as needed
Generally highly skilled labor is needed
Often low fixed costs
Typically high variable costs
Combination Layouts
Combination Layouts
Some operational environments use a combination of the three basic layout
types:
Hospitals
Supermarket
Shipyards
Some organizations are moving away from process layouts in an effort to

capture the benefits of product layouts
Cellular manufacturing
Flexible manufacturing systems
Cellular Layout
Cellular Layout
Layout in which machines are gruped into a cell that
can process items that have similar processing
requirements.
Cellular Layout - Work Cells

Special case of product-oriented layout - in what is
ordinarily a process-oriented facility
Consists of different machines brought together to
make a product family
Example: An assembly line set up to produce 3000
identical parts in a job shop
Group Technology Schemes Enable

Grouping of Parts
Parts Families
A family of similar
parts
A family of related
grocery items
Original Process Layout

Assembly
5
2
12
10
3
11
Raw materials
Revised Cellular Layout

Assembly
8
10
12
11
Cell 1
Cell 2
Cell 3
7
A B C
Raw materials
Automated Manufacturing Cell
A Comparison of Functional and Cellular

Layouts
Flexible Manufacturing System (FMS)

A group of machines designed to handle intermittent
processing requirements and produce a variety of
similar products (automated machining and material
handling systems)
Includes supervisory computer control,
automatic material handling, and robots or other
automated processing equipment
It is a more automated version of cellular
manufacturing
Flexible Manufacturing Systems

Automated machining operations
Automated material handling
Automated tool changers
Computer controlled system
Designed around size of parts processed & average
processing time for parts
Can process wide variety of items quickly
Flexible Manufacturing System

CNC
Machine
Finished
goods
Computer
control
room
Terminal
Pallet
Automatic
tool changer
Parts
CNC
Machine
FMS Layouts
FMS Layouts
Service Layout
Service Layouts
Service layouts can be categorized as: product, process, or fixed position
Service layout requirements are somewhat different due to such factors
as:
Degree of customer contact
Degree of customization
Common service layouts:
Warehouse and storage layouts
Retail layouts
Office layouts
Service Layouts
Usually process layouts due to customers needs
Minimize flow of customers or paperwork
Retailing tries to maximize customer exposure to
products
Computer programs consider shelf space, demand,
profitability
Layouts must be aesthetically pleasing
Retail Service Layout

Goal--maximize net profit per square foot of floor
space
Goal maximize product exposure to customers
Servicescapes
Office Layout
Design positions people, equipment, & offices
for maximum information flow
Arranged by process or product
Example: Payroll dept. is by process
Relationship chart used
Examples
Insurance company
Software company
1995
Corel Corp.
Warehouse Layout
Design balances space (cube)
utilization & handling cost
Similar to process layout
Items moved between dock
& various storage areas
Optimum layout depends on
Variety of items
stored
Number of items picked
A Good Service Layout (Servicescape)

Considers
Ambient conditions - background characteristics such
as lighting, sound, smell, and temperature.
Spatial layout and functionality - which involve
customer circulation path planning
Signs, Symbols, and Artifacts - characteristics of
building design that carry social significance
Layout Methodology
Process Layout Methodology
Product Layout Methodology
Process Layout Methodology
Designing Process Layouts

The main issue in designing process layouts
concerns the relative placement of the departments
Measuring effectiveness
A major objective in designing process layouts is
to minimize transportation cost, distance, or time
Process Layout: Interdepartmental Flow

Given
The flow (number of moves) to and from all
departments
The cost of moving from one department to another
The existing or planned physical layout of the plant
Determine
The best locations for each department, where best
means maximizing flow, minimizing costs (materials
handling costs)
Information Requirements
In designing process layouts, the following information is required:
A list of departments to be arranged and their dimensions
A projection of future workflows between the pairs of work
centers
The distance between locations and the cost per unit of distance
to move loads between them
The amount of money to be invested in the layout
A list of any special considerations
The location of key utilities, access and exit points, etc.
Steps in Developing a
Process Layout
Construct a from-to matrix
Determine space requirements for each department
Develop an initial schematic diagram
Determine the cost of this layout
By trial-and-error (or more sophisticated means), try to
improve the initial layout
Prepare a detailed plan that evaluates factors in
addition to transportation cost
Designing Process Layouts

Methods of Designing Process Layouts
Block Diagramming
Minimize nonadjacent loads
Use when quantitative data
is available
Relationship Diagramming
Based on location preference between areas
Use when quantitative data is not available
Block Diagramming (1 of 7)
Create load summary chart
Calculate composite (two way) movements
Develop trial layouts minimizing number of
nonadjacent loads
Load Summary Chart
FROM/TO
DEPARTMENT
Department 1
1
2
3
4
5
Composite
23
24
13
12
45
100
60
100
50
Movements
200 loads
150 loads
110 loads
100 loads
60 loads
50
20050
40
Composite
35
25
34
14
15
50
60
Movements
50 loads
50 loads
40 loads
0 loads
0 loads
Load Summary Chart
FROM/TO
DEPARTMENT
Department 1
100
50
4200
1
2
3
4
5
Composite
23
24
13
12
45
60
100
50
Movements
200 loads
150 loads
110 loads
100 loads
60 loads
2
5
50 5
40
50
60
Composite
35
25
34
14
15
Movements
50 loads
50 loads
40 loads
0 loads
0 loads
110
Load Summary Chart

FROM/TO
100
DEPARTMENT
1
Department 1
1
2
3
4
5
Composite
23
24
13
12
45
60
Movements
200 loads
150 loads
110 loads
100 loads
60 loads
200
3 150 4
550
50
100
50 60
4
200
50 5
40
50
100
60
Grid 1
50
Composite
35
25
34
14
15
Movements
50 loads
50 loads
40 loads
0 loads
0 loads
40
Load Summary Chart
FROM/TO
100
DEPARTMENT
1
Department 1
1
2
3
4
5
Composite
23
24
13
12
45
Movements
200 loads
150 loads
110 loads
100 loads
60 loads
60
100
3
50
200
100Grid 2
50
Composite
35
25
34
14
15
110
150
4 200 550
50
40
40 60
50
3
50
60
Movements
50 loads
50 loads
40 loads
0 loads
0 loads
(a) Initial block diagram
(a) Initial block diagram
(b) Final block diagram
Relationship Diagramming
(Systematic Layout Planning) (1 of 2)
Used when quantitative data is not
available
Muthers grid displays preferences
Denote location preferences with
weighted lines
Relationship Diagramming (Systematic Layout

Planning) (2 of 2)
Numerical flow of items between departments
Can be impractical to obtain
Does not account for the qualitative factors that may be
crucial to the placement decision
Systematic Layout Planning
Accounts for the importance of having each department
located next to every other department
Is also guided by trial and error
Switching departments then checking the results of the
closeness score
Relationship Diagramming Example

A Absolutely
necessary
E Especially
important
I Important
O Okay
U Unimportant
X Undesirable
Production
Offices
O
U
Stockroom
Shipping and
receiving
Locker room
A
U
O
Toolroom
A
O
U
O
I
X
O
E
U
Relationship Diagrams
(a) Relationship diagram of original layout
Offices
Stockroom
Locker
room
Toolroom
Shipping
and
receiving
Key: A
E
I
Production
O
U
X
Relationship Diagrams
(b) Relationship diagram of revised layout
Stockroom
Offices
Toolroom
Shipping
and
receiving
Production
Locker
room
Key: A
E
I
O
U
X
Product Layout Methodology
Designing Product Layouts

Suitable for production/assembly lines
Jobs are divided into work elements
Precedence diagram of tasks is developed
Work elements are assigned to workstations by
trying to balance the amount work of each
workstation
Product Layout: Line Balancing

Line Balancing is the process of assigning tasks to
workstations in such a way that the workstations have
approximately equal time requirements. X
Why is line balancing important?
To allow us to use labor and equipment more
efficiently.
To avoid fairness issues that arise when one
workstation must work harder than another.
Product Layout
Work
Station
Work Station
Work
Station
5
Belt Conveyor
Office
Note: 5 tasks or operations; 3 work stations
Line Balancing Concepts (1 of 2)

Precedence diagram
Network showing order of tasks
and restrictions on their
performance
Cycle time
Maximum time allowed at each
workstation to complete its set of
tasks on a unit
Line Balancing Concepts (2 of 2)

Question:
Question:Suppose
Supposeyou
youload
loadwork
workinto
intothe
thethree
threework
workstations
stations
below
belowsuch
suchthat
thateach
eachwill
willtake
takethe
thecorresponding
correspondingnumber
numberof
of
minutes
minutesas
asshown.
shown. What
Whatisisthe
thecycle
cycletime
timeof
ofthis
thisline?
line?
Station 1
Station 2
Station 3
Minutes
6
7
3
per Unit
Answer:
Answer:The
Thecycle
cycletime
timeof
ofthe
theline
lineisisalways
alwaysdetermined
determinedby
bythe
the
work
workstation
stationtaking
takingthe
thelongest
longesttime.
time. InInthis
thisproblem,
problem,the
thecycle
cycle
time
timeof
ofthe
theline
lineisis77minutes.
minutes. There
Thereisisalso
alsogoing
goingto
tobe
beidle
idletime
timeatat
the
theother
othertwo
twowork
workstations.
stations.
Line Balancing
Cycle time example
Cd =
Cd =
production time available

desired output rate
(8 hours x 60 minutes / hour)

(120 units)
Cd =
480
120
= 4 minutes
Flow Time vs Cycle Time

Cycle time = max time allowed at each workstation to
complete its set of tasks on a unit. (establishes the
output rate of a line)
Flow time = time to complete all stations
1
4 minutes
4 minutes
4 minutes
Flow time = 4 + 4 + 4 = 12 minutes

Cycle time = max (4, 4, 4) = 4 minutes
Line Balancing Objectives

- maximize efficiency
- minimize the number of work stations
How Many Workstations are Needed?

The required number of workstations is a function of
Desired output rate
Our ability to combine tasks into a workstation
Theoretical minimum number of stations
N min
Cycle time
where
N min theoretical minimum number of stations
t Sum of task times
Efficiency of the Line

Efficiency
Minimum number of
workstations
t
i=1
E = nC
a
t
i=1
N=
Cd
where
ti
j
n
Ca
Cd
= completion time for element i

= number of work elements
= actual number of workstations
= actual cycle time
= desired cycle time
Balance Delay
Balance delay (percentage of idle time of a line)
Idle time per cycle

Balance Delay
N actual Cycle time
where
N min Actual number of stations
Efficiency 100% - Balance Delay

Line Balancing Process

1. Draw and label a precedence diagram.
2. Estimate task times
3. Calculate the desired cycle time required for the line.
4. Calculate the theoretical minimum number of
workstations.
5. Group tasks into workstations, recognizing cycle time
and precedence constraints.
6. Calculate the efficiency of the line.
7. Stop if theoretical minimum number of workstations on
an acceptable efficiency level reached. If not, go back to
step 4.
Precedence Diagram
Precedence diagram
A diagram that shows elemental tasks and their
precedence requirements
Assigning Tasks to Workstations

Some Heuristic (Intuitive) Rules:
Assign tasks in order of most following tasks
Count the number of tasks that follow
Assign tasks in order of greatest positional
weight.
Positional weight is the sum of each tasks time

and the times of all following tasks.
Line Balancing (Example 1)

WORK ELEMENT
A
B
C
D
Press out sheet of fruit

Cut into strips
Outline fun shapes
Roll up and package
PRECEDENCE
TIME (MIN)
A
A
B, C
0.1
0.2
0.4
0.3

WORK ELEMENT
A
B
C
D
PRECEDENCE
TIME (MIN)
A
A
B, C
0.1
0.2
0.4
0.3

Cut into strips
Outline fun shapes
Roll up and package
B
0.1
0.2
D 0.3
C
0.4

WORK ELEMENT
A
B
C
D

Cut into strips
Outline fun shapes
Roll up and package
PRECEDENCE
TIME (MIN)
A
A
B, C
0.1
0.2
0.4
0.3
0.2
B / hour
40 hours x 60 minutes
2400
Cd =
=
= 0.4 minute
6,000 units
6000
0.1 A
D 0.3
0.1 + 0.2 + 0.3 + 0.4
1.0
N=
=
= 2.5 workstations
0.4
0.4
3
C
0.4
workstations

WORK ELEMENT
A
B
C
D
PRECEDENCE
TIME (MIN)
A
A
B, C
0.1
0.2
0.4
0.3

Cut into strips
Outline fun shapes
Roll up and package
B
0.1
0.2
D 0.3
C
0.4
Cd = 0.4
N = 2.5

WORKSTATION
ELEMENT
B
0.1
REMAINING
TIME
Cd = 0.4
N = 2.5
0.2
D 0.3
C
0.4
REMAINING
ELEMENTS

WORKSTATION
1
ELEMENT
A
REMAINING
TIME
0.3
B
0.1
Cd = 0.4
N = 2.5
0.2
D 0.3
C
0.4
REMAINING
ELEMENTS
B, C

WORKSTATION
1
ELEMENT
A
B
B
0.1
REMAINING
TIME
0.3
0.1
Cd = 0.4
N = 2.5
0.2
D 0.3
C
0.4
REMAINING
ELEMENTS
B, C
C, D

WORKSTATION
1
2
ELEMENT
A
B
C
B
0.1
REMAINING
TIME
0.3
0.1
0.0
Cd = 0.4
N = 2.5
0.2
D 0.3
C
0.4
REMAINING
ELEMENTS
B, C
C, D
D

WORKSTATION
1
2
3
ELEMENT
A
B
C
D
B
0.1
REMAINING
TIME
0.3
0.1
0.0
0.1
Cd = 0.4
N = 2.5
0.2
D 0.3
C
0.4
REMAINING
ELEMENTS
B, C
C, D
D
none

WORKSTATION
1
Work
ELEMENT
station 1
A
B A, B
C
0.3
D minute
2
3
B
0.1
REMAINING
Work
TIME
station 2
0.3
C
0.1
0.0
0.4
0.1
minute
D 0.3
C
0.4
B, C
D C, D
D
0.3
none
minute
Cd = 0.4
N = 2.5
0.2
REMAINING
Work
ELEMENTS
station 3

WORKSTATION
1
2
3
Work
ELEMENT
station 1
A
B A, B
C
0.3
D minute
REMAINING
Work
TIME
station 2
0.3
C
0.1
0.0
0.4
0.1
minute
0.2
REMAINING
Work
ELEMENTS
station 3
B, C
D C, D
D
0.3
none
minute
Cd = 0.4
N = 2.5
0. A
D 0.3
1.0
0.1 + 0.2 1+ 0.3 + 0.4
E=
=
= 0.833 = 83.3%
1.2
3(0.4)
0.4

Youve just been assigned the job a setting up an
electric fan assembly line with the following tasks:
Task
A
B
C
D
E
F
G
H
Time (Mins)
2
1
3.25
1.2
0.5
1
1
1.4
Description
Assemble frame
Mount switch
Assemble motor housing
Mount motor housing in frame
Attach blade
Assemble and attach safety grill
Attach cord
Test
Predecessors
None
A
None
A, C
D
E
B
F, G

Structuring the Precedence Diagram
Task Predecessors
A
None
B
A
C
None
D
A, C
A
Task Predecessors
E
D
F
E
G
B
H
E, G
B
G
H

Precedence Diagram
Question:
Question:Which
Whichprocess
processstep
stepdefines
definesthe
themaximum
maximumrate
rateof
ofproduction?
production?
2
A
1
B
1
G
3.25
1.2
.5
1.4
H
Answer:
Answer:Task
TaskCCisisthe
thecycle
cycletime
timeofofthe
theline
lineand
andtherefore,
therefore,the
themaximum
maximumrate
rateofof
production.
production.

Determine Cycle Time
Question:
Question:Suppose
Supposewe
wewant
wantto
toassemble
assemble100
100fans
fansper
per
day.
day. What
Whatwould
wouldour
ourcycle
cycletime
timehave
haveto
tobe?
be?
Answer:
Answer:
Production
Productiontime
timeper
perperiod
period
Required
Cycle
Time,
C
=
Required Cycle Time, C = Required output per period
Required output per period
420
mins
// day
420
mins
day = 4.2 mins / unit
C
=
C = 100 units / day = 4.2 mins / unit
100 units / day

Determine Theoretical Minimum Number of
Workstations
Question:
Question:What
Whatisisthe
thetheoretical
theoreticalminimum
minimumnumber
numberof
of
workstations
workstationsfor
forthis
thisproblem?
problem?
Answer:
Answer:
Theoretical
TheoreticalMin.
Min. Number
Numberof
ofWorkstations,
Workstations, NNt t
Sum
of
task
times
(T)
Sum
of
task
times
(T)
NNt ==
t
Cycle
Cycletime
time(C)
(C)
11.35
mins
// unit
11.35
mins
unit = 2.702, or 3
N
=
Nt t = 4.2 mins / unit = 2.702, or 3
4.2 mins / unit

2
A
1
B
1
G
C
3.25
D
1.2
E
.5
Station 1
1.4
H
F
1
Task
A
C
D
B
E
F
G
H
Station 2
Followers
6
4
3
2
2
1
1
0
Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4
Station 3
2
A
1
B
1
G
3.25
1.2
.5
Station 1
A (4.2-2=2.2)
1.4
H
Task
A
C
D
B
E
F
G
H
Station 2
Followers
6
4
3
2
2
1
1
0
Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4
Station 3
2
A
1
B
1
G
3.25
1.2
.5
Station 1
A (4.2-2=2.2)
B (2.2-1=1.2)
1.4
H
Task
A
C
D
B
E
F
G
H
Station 2
Followers
6
4
3
2
2
1
1
0
Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4
Station 3
2
A
1
B
1
G
3.25
1.2
.5
Station 1
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)
Idle= .2
1.4
H
Task
A
C
D
B
E
F
G
H
Station 2
Followers
6
4
3
2
2
1
1
0
Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4
Station 3
2
A
1
B
1
G
3.25
1.2
.5
Station 1
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)
Idle= .2
1.4
H
Task
A
C
D
B
E
F
G
H
Station 2
C (4.2-3.25)=.95
Followers
6
4
3
2
2
1
1
0
Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4
Station 3
2
A
1
B
1
G
3.25
1.2
.5
Station 1
1.4
H
Task
A
C
D
B
E
F
G
H
Station 2
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)
C (4.2-3.25)=.95
Idle= .2
Idle = .95
Followers
6
4
3
2
2
1
1
0
Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4
Station 3
2
A
1
B
1
G
3.25
1.2
.5
Station 1
1.4
H
Task
A
C
D
B
E
F
G
H
Station 2
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)
C (4.2-3.25)=.95
Idle= .2
Idle = .95
Followers
6
4
3
2
2
1
1
0
Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4
Station 3
D (4.2-1.2)=3
2
A
1
B
1
G
3.25
1.2
.5
Station 1
1.4
H
Task
A
C
D
B
E
F
G
H
Station 2
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)
C (4.2-3.25)=.95
Idle= .2
Idle = .95
Followers
6
4
3
2
2
1
1
0
Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4
Station 3
D (4.2-1.2)=3
E (3-.5)=2.5
2
A
1
B
1
G
3.25
1.2
.5
Station 1
1.4
H
Task
A
C
D
B
E
F
G
H
Station 2
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)
C (4.2-3.25)=.95
Idle= .2
Idle = .95
Followers
6
4
3
2
2
1
1
0
Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4
Station 3
D (4.2-1.2)=3
E (3-.5)=2.5
F (2.5-1)=1.5
2
A
1
B
1
G
3.25
1.2
.5
Station 1
1.4
H
Task
A
C
D
B
E
F
G
H
Station 2
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)
C (4.2-3.25)=.95
Idle= .2
Idle = .95
Followers
6
4
3
2
2
1
1
0
Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4
Station 3
D (4.2-1.2)=3
E (3-.5)=2.5
F (2.5-1)=1.5
H (1.5-1.4)=.1
Idle = .1
Which station is the bottleneck? What is the effective cycle time?
Efficiency of the Assembly Line

Sum
of
task
times
(T)
Sum
of
task
times
(T)
Efficiency
=
Efficiency = Actual number of workstations (Na) x Cycle time (C)
Actual number of workstations (Na) x Cycle time (C)
11.35
11.35 mins
mins // unit
unit
Efficiency
=.901
Efficiency =
=
=.901
(3)(4.2mins
(3)(4.2mins // unit)
unit)
Balance Delay (Percent Idle Time)

Idle time per cycle
Percent idle time =
(N)(CT)
= (.2+.95+.1)/3(4.2)
= .099
Efficiency = 1 Percent idle time
Parallel Workstations
1 min.
30/hr.
1 min.
30/hr.
2 min.
30/hr.
1 min.
30/hr.
Bottleneck
30/hr.
1 min.
60/hr.
2 min.
30/hr.
1 min.
1 min.
30/hr.
2 min.
Parallel Workstations
30/hr.
60/hr.
Computerized Line Balancing

Use heuristics to assign tasks to workstations
Ranked positional weight
Longest operation time
Shortest operation time
Most number of following tasks
Least number of following tasks
Balancing U-Shaped Lines

Precedence diagram:
A
Cycle time = 12 min

Precedence diagram:
A
Cycle time = 12 min
(a) Balanced for a straight line

A,B
C,D
9 min
12 min
3 min
Efficiency =
24
24
=
= .6666 = 66.7 %
3(12)
36

Precedence diagram:
A
Cycle time = 12 min
(a) Balanced for a straight line

A,B
C,D
9 min
12 min
3 min
Efficiency =
(b) Balanced for a U-shaped line

A,B
24
24
=
= .6666 = 66.7 %
3(12)
36
C,D
Efficiency =
24
24
=
= 100 % 12 min
2(12)
24
12 min

Layout

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To Accompany Russell and Taylor, Operations Management, 4th Edition,

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To Accompany Russell and Taylor, Operations Management, 4th Edition,

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To Accompany Russell and Taylor, Operations Management, 4th Edition,

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To Accompany Russell and Taylor, Operations Management, 4th Edition,

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To Accompany Russell and Taylor, Operations Management, 4th Edition,

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