Você está na página 1de 38

OPERATIONS MANAGEMENT

O PM
CAPACITY PLANNING & FACILITIES LAYOUTS
By: HAKEEMURREHMAN PCBAUCP

CAPACITY PLANNING

Capacity Planning is the longterm strategic decision that establishes a firms overall level of resources. Strategy Formulation With respect to Capacity Planning: Capacity strategy for long-term demand which focus on demand patterns and takes into account growth rate and variability Facilities that focus on cost of building and operating Technological changes relate to rate and direction of technology changes Behavior of competitors Availability of capital and other inputs Key Decisions of Capacity Planning Some of the common key decisions are Amount of capacity needed Timing of changes Need to maintain balance Extent of flexibility of facilities

CAPACITY PLANNING STRATEGY of capacity Three basic strategies for the timing

expansion in relation to a steady growth in demand. Capacity Lead Strategy Average Capacity Strategy Capacity Lag Strategy

Capacity Lead Strategy:


Aggressive strategy Capacity is expanded in anticipation of demand growth.

Average Capacity Strategy:


Moderate Strategy Capacity is expanded to coincide with average expected demand. Conservative Strategy Capacity is increased after an increase in demand has been documented.

Capacity Lag Strategy:


CAPACITY EXPANSION STRATEGIES

CAPACITY DECISIONS

Capacity increase depends on:


volume and certainty of anticipated demand strategic objectives costs of expansion and operation Best operating level % of capacity utilization that minimizes unit costs Capacity cushion Which is an amount of capacity in excess of expected demand when there is some uncertainty about demand. (100% - Utilization)

ECONOMIES OF SCALE

It costs less per unit to produce high levels of output


fixed costs can be spread over a larger number of units production or operating costs do not increase linearly with output levels quantity discounts are available for material purchases operating efficiency increases as workers gain experience

Best Operating Level for a Hotel

DISECONOMIES OF SCALE

When higher levels of output cost more per

unit to produce.

Diseconomies of Distribution: (i.e., Larger stores,

Distribution centre, or manufacturing facilities tend to serve expanded geographical areas.)

Diseconomies of Bureaucracy: (i.e., Large facilities


require more staff)

Diseconomies of Confusion: (i.e., Complexity increases


with number of linkages between department)

FACILITY LAYOUT
Arrangement of areas within a facility to:

Minimize material-handling costs Utilize space efficiently Utilize labor efficiently Eliminate bottlenecks Facilitate communication and interaction Reduce manufacturing cycle time Reduce customer service time Eliminate wasted or redundant movement Increase capacity

Facilitate entry, exit, and placement of material, products, and people Incorporate safety and security measures Promote product and service quality Encourage proper maintenance activities Provide a visual control of activities Provide flexibility to adapt to changing conditions

TYPES OF LAYOUTS

Basic Layouts

Process Layout Product Layout FixedPosition Layout Cellular Layouts Flexible Manufacturing Systems MixedModel Assembly Lines

Hybrid Layouts

BASIC LAYOUTS

Process layouts

group similar activities together according to process or function they perform

Product layouts

arrange activities in line according to sequence of operations for a particular product or service

Fixed-position layouts

are used for projects in which product cannot be moved

PROCESS LAYOUT IN SERVICES


Womens lingerie Shoes Housewares

Womens dresses

Cosmetics and jewelry

Childrens department

Womens sportswear

Entry and display area

Mens department

MANUFACTURING PROCESS LAYOUT


Lathe Department Milling Department Drilling Department

L L L L L

L L L L L

M M G G

M M G G
Grinding Department Receiving and Shipping

D D G G

D D P P

D D

D D

Painting Department

A
Assembly

A PRODUCT LAYOUT
In

Out

FIXED-POSITION LAYOUTS

Typical of projects Equipment, workers, materials, other resources brought to the site Highly skilled labor Often low fixed Cost Typically high variable costs

Goal: minimize material handling costs Block Diagramming


DESIGNING PROCESS LAYOUTS

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

STEPS create load summary Unit load chart quantity in which calculate composite (two material is normally way) movements moved develop trial layouts Nonadjacent load minimizing number of distance farther nonadjacent loads than the next block

BLOCK DIAGRAMMING: EXAMPLE


Load Summary Chart
1 2 3 FROM/TO DEPARTMENT

Department 1 1 2 3 4 5 60

2 100 100

3 50 200 50

4 50 40

50 60

BLOCK DIAGRAMMING: EXAMPLE (CONT.)


2 2 1 1 4 3 2 3 1 1 3 4 3 2 5 5 5 4 4 5 200 loads 150 loads 110 loads 100 loads 60 loads 50 loads 50 loads 40 loads 0 loads 0 loads Nonadjacent Loads: 110+40=150 0
110 100 200 150

3 4

4
Grid 1 2

150 200 50 50 40 50 60 110 60 50

5 3

40

BLOCK DIAGRAMMING: EXAMPLE (CONT.)


(a) Initial block diagram (b) Final block diagram

RELATIONSHIP DIAGRAMMING

Schematic diagram that uses weighted lines to denote location preference Muthers grid
format for displaying manager preferences for department locations

RELATIONSHIP DIAGRAMMING: EXAMPLE


Production Offices Stockroom Shipping and receiving Locker room Toolroom

A E I O U X

Absolutely necessary Especially important Important Okay Unimportant Undesirable

O U A U O

A O U O

I X O

E U

DESIGNING PRODUCT LAYOUTS

Objective

Balance the assembly line tries to equalize the amount of work at each workstation physical restrictions on the order in which operations are performed maximum amount of time a product is allowed to spend at each workstation

Line balancing

Precedence requirements

Cycle time

CYCLE TIME EXAMPL E


production time available Cd = desired units of output (8 hours x 60 minutes / hour) Cd = (120 units) 480 Cd = = 4 minutes 120

Cycle time = max time spent at any station Flow time = time to complete all stations

FLOW TIME VS CYCLE TIME

EFFICIENCY OF LINE
Efficiency Minimum number of workstations
i i

E = nC a
where

t
i=1

N=

t
i=1

Cd

ti j n Ca Cd

= completion time for element i = number of work elements = actual number of workstations = actual cycle time = desired cycle time

LINE BALANCING PROCEDURE


1. 2. 3. 4.

5. 6.

Draw and label a precedence diagram Calculate desired cycle time required for the line Calculate theoretical minimum number of workstations Group elements into workstations, recognizing cycle time and precedence constraints Calculate efficiency of the line Determine if the theoretical minimum number of workstations or an acceptable efficiency level has been reached. If not, go back to step 4.

WORK ELEMENT A B C D

LINE BALANCING: EXAMPLE


PRECEDENCE A A B, C 0.2

TIME (MIN) 0.1 0.2 0.4 0.3

Press out sheet of fruit Cut into strips Outline fun shapes Roll up and package

B
0.1

A C
0.4

D 0.3

LINE BALANCING: EXAMPLE (CONT.)

LINE BALANCING: EXAMPLE (CONT.)


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

B
0.1

0.2

A C
0.4

D 0.3

LINE BALANCING: EXAMPLE (CONT.)


Work station 1 Work station 2 Work station 3

A, B
0.3 minute

C
0.4 minute

D
0.3 minute

Cd = 0.4 N = 2.5

CELLULAR LAYOUTS group dissimilar machines into work centers (called cells) that process families of parts with similar shapes or processing requirements FLEXIBLE MANUFACTURING SYSTEM automated machining and material handling systems which can produce an enormous variety of items MIXED-MODEL ASSEMBLY LINE processes more than one product model in one line

HYBRIDS LAYOUTS

CELLULAR LAYOUTS
1. 2.

3.

4.

Identify families of parts with similar flow paths Group machines into cells based on part families Arrange cells so material movement is minimized Locate large shared machines at point of use

PARTS FAMILIES
A family of similar parts
A family of related grocery items

ORIGINAL PROCESS LAYOUT

Parts PART ROUTIN G MATRIX A B C D E F G H

1 x

2 x

Machines 4 5 6 7 x x x x x x x x

8 9 10 11 12 x x x x x x x x x

x x x x x

x x

x x

x x

REVISED CELLULAR LAYOUT


Machines
Parts 12 1 2 4 8 10

Assembly 8 4 Cell 1 2 3 6 9 1 5 7 10 Cell 2 9 6 3


B C

12 11 Cell 3 7 5

Raw materials A

11

A D F C G B H

x x x

x x

x x x

x x x x x x x x x x x x x x x x x x x

REORDERED ROUTING MATRIX

FLEXIBLE MANUFACTURING SYSTEMS (FMS)

FMS consists of numerous programmable machine tools connected by an automated material handling system and controlled by a common computer network FMS combines flexibility with efficiency FMS layouts differ based on

variety of parts that the system can process size of parts processed average processing time required for part completion

FULL-BLOWN FMS

Mixed Model Assembly Lines

Produce multiple models in any order on one assembly line Issues in mixed model lines

Line balancing U-shaped line Flexible workforce Model sequencing

BALANCING U-SHAPED LINES


Precedence diagram: A B C

Cycle time = 12 min

E (b) Balanced for a U-shaped line


A,B

(a) Balanced for a straight line


A,B C,D E

9 min Efficiency =

12 min

3 min

24 24 = = .6666 = 66.7 % 3(12) 36


E

C,D

Efficiency =

24 24 = = 100 % 12 min 2(12) 24

12 min

QUESTION S

Você também pode gostar