opmt 610 lecture outline spring 2012 - process design & faclity layout

8/2/2019 OPMT 610 Lecture Outline Spring 2012 - Process Design & Faclity Layout

1/67

2007 University of St. Thomas, Opus College of Business

Debasish N. Mallick, Ph.D.Spring 2012

4/26/2012

Introduction to

Process Design & Facility Layout


2/67

Today

Operations Management

Design of Operations Supply Chain Management

Quality Management

Service design

Process Design

Facilities Planning

Product design

Forecasting

Aggregate Planning

Inventory Management

MRP, ERP Systems

JIT Manufacturing

Project Management

Operations Context

Ethical Issues

Operations Strategy


3/67

Agenda

What is a process?

Why processes?

Process Analysis

Business Process Reengineering (BPR)

Process Structure

Facility Layout


4/67

What is a process?

Tasks, Flow and Storage

Beginning & End

Input & Output

Structure for Action


5/67

Process-View of Business

Marketing Operations Finance

CEO


6/67

Business Processes

Product Development Manufacturing/Service

Customer Acquisition

Integrated Logistics

Order Management

Post-Sales Service

Performance Monitoring

Asset Management Personal Management

Planning/Resource Allocation


7/67

Manufacturing: A Conversion Process

Extraction

Bulk Form

Discrete Parts

Assembly

System Integration


8/67

Types of Operations

Process Operations

Discrete Operation


9/67

Vertical Integration

Components(Microprocessor)

Assembly(Motherboard)

System Integration

(PC)

Backward

integration

Forwardintegration

In-house

processes


10/67

Process Design Considerations

Process Flow

Process Structure

Facility Layout

Choice of Technology

Tooling & Equipment Job Design


11/67

Process Design Tools

Assembly Drawing

Product Structure Tree

Bill of Material

Assembly Chart

Route Sheets

Process Flow Chart


12/67

Assembly Drawing


13/67

Product Structure Tree

Main Piece Handle Facing (2) Rubber Surface(2)

Paddle


14/67

Bill of Materials

Paddle

Main Piece 1

Handle Facing 2

Rubber Surface 2


15/67

Process Mapping Symbols

Task

Flow

Storage

Inspection

Delay

Source: SME


16/67

Assembly Chart


17/67

Route Sheet


18/67

Process Mapping Symbols (Updated)

Task

Flow

Storage

Decision


19/67

Process Flow Chart


20/67

Process Performance

Setup time: the time required to prepare a

machine/workstation to make a particular unit

Run time: the time required to produce a batch of

parts/units (time required to produce each unit x

batch size)

Operation time: Setup time + Run time


21/67

Example

Consider a cereal-boxing machine that produces 30 boxes

per minute. The machine can handle two box sizes (16 oz

and 12 oz). It takes 30 minutes to switch from 16-oz boxes to

12-oz boxes.

How many minutes does it take to a batch of 10,000 12-oz

boxes? What is the operation time?


22/67

Process Performance

Throughput time: the average time for a unit to

move through the system (includes time waiting in

queue).

Cycle Time: the average time between

completions of two successive units.

Throughput rate: 1 Cycle time


23/67

A Single Stage Process

What is the Cycle Time?

What is the Throughput Rate?


24/67

A Multistage Process

What is the Throughput Time?




25/67

Process Terminologies

Blocking: the activities in a stage must stop

because there is no place to deposit the item just

completed

Starving: the activities in a stage must stop

because there is no work

Buffer: a storage area between stages where the

output of a stage is placed prior to being used in a

downstream stage


26/67

A Multistage Process with Buffer

What is the Throughput Time?




27/67

Process Performance

Work-in-process (WIP): Semi-finished or materials

being worked on

Littles Law:

Average WIP = Throughput Time x Throughput Rate


28/67

Questions to Ask in PFA

What does the customer need? What operations are necessary? Can

some operations be eliminated, combined, or simplified?

Who is performing the job? Can the operation be redesigned to use

less skill or less labor? Can operations be combined to enrich jobs?

Where is each operation conducted? Can layout be improved?

When is each operation performed? Is there excessive delay or

storage? Are some operations creating bottlenecks?

How is the operation done? Can better methods, procedures, or

equipment be used?


29/67

BPR Philosophy

Does the reengineering consultant see the glass

as half full or half empty?


30/67

Process Structure

Project

Job shop

Batch process Line flow

Continuous process

Hybrid


31/67

Project


32/67

Job Shop


33/67

Batch Process


34/67

Line Flow


35/67

Continuous process


36/67

Issues

How will you compete in the market?

How will you manage your business?


37/67

Process Structure and Competition

Types Cost Quality Flexibility Speed Service

Project

Job Shop

Batch

Line Flow

Continuous


38/67

Types Technology Labor Materials Planning Focus

Project

Job Shop

Batch

Line Flow

Continuous

Process Structure and Strategy


39/67

(1) (2) (3) (4) (5)One of a kind Low volume, Multiple Few major High volumeproducts, made low products products, highto customer standardization moderate higher standardization,

order volume volume commodityproducts

ProcessCharacteristics

(1)

Complex and highlycustomized process,unique sequence oftasks

(2)

Jumbled flows,complex work withmany exceptions

(3)

Disconnected lineflows, moderatelycomplex work

(4)

Connected line,routine work

(5)

Continuousflows, highlyrepetitive work

LessComplexity,

LessDivergence,MoreLineFlows

Less Customization and Higher Volume

Product Design

Continuousprocess

Projectprocess

Lineprocess

Batchprocess

Jobprocess

Masscustomizers

Cellularmanufacturers


40/67

Layout Planning

Layout planning determines where departments

and workstations should be located for a

smooth-flowing and efficient system.


41/67

Importance of Layout Planning

Flow of Materials

Flow of Information

Equipment Utilization

Labor Utilization

Employee Morale

Customer Perception

ff


42/67

Factors Affecting Layout Design

Output

Flexibility

Processing Requirements

Materials Handling

Maintenance Requirement

Space Availability


43/67

Layout Types

Fixed-Position Layout

Process Layout

Product Layout

Cellular Layout


44/67

Process (Functional) Layout

Admissions

Cutting Drilling

Radiology

Grinding Finishing

Surgery Recovery

Lower Florida Keys Health System


45/67

Lower Florida Keys Health System

First Floor


46/67

Process Layout :Advantages

General purpose

Less Capital Intensive

Less vulnerable to changes

Equipment utilization

Employee supervision


47/67

Process Layout: Disadvantages

Slower processing rate

Lost production time for setups

Higher inventory costs

Longer manufacturing lead-times

Difficulty in material handling


48/67

Product (Line) Layout

Product family A

Product family B

A bl Li G l M t


49/67

Assembly Line: General Motors


50/67

Product Layout: Advantages

Faster processing rates

Lower inventory

Infrequent setups

Easier planning and control


51/67

Product Layout: Disadvantages

Capital Intensive

Risk of layout redesign

Less flexibility

Low utilization at low volume

C ll l (G ) L t


52/67

Cellular (Group) Layout

Dermatology

Product

family A

Product

family B

Orthopedics

Product

family CProduct

family D

Family

practice

Coronary

bypass

C ll l A bl t D ll C t


53/67

Cellular Assembly at Dell Computer

P L t D i


54/67

Process Layout Design

Space Requirements

Available Space

Closeness Factor

Block Plan

Detailed Layout

E l P L t D i


55/67

Example: Process Layout Design

Longhorn Machine produces a variety of small metal parts usinggeneral-purpose equipment. A Full shift of 26 workers and asecond shift of 6 workers operate its 32 machines. Longhorn hasgrouped its processes into six different departments.

The space requirements of each department are known.

The level of materials movement in number of trips betweeneach pair of departments is also known.

Longhorns available space is 90 ft by 60 ft. Develop a layout forminimizing the material handling.

Source: Krajewski and Ritzman (1996)

The space requirements of each department are listed


56/67

p q pbelow:

Department Space Required (Square ft)

1. Burr and Grinding 1000

2. NC Equipment 950

3. Shipping and Receiving 750

4. Lathes and Drills 1200

5. Tool crib 800

6. Inspection 700

TOTAL 5400

A measure of materials movement in number of trips between each


57/67

A measure of materials movement in number of trips between each

pair of departments is presented in the table below:

Department 1 2 3 4 5 6

1. Burr and Grinding 20 20 80

2. NC Equipment 10 75

3. Shipping and Receiving 15 90

4. Lathes and Drills 70

5. Tool crib

6. Inspection

D l & E l t Bl k Pl #1


58/67

Develop & Evaluate Block Plan #1

2 4 3

6 5 1

Department Load Distance Load-Distance

1,2 20

1,4 20

1,6 80

2,3 10

2,5 75

3,4 15

3,6 90

4,5 70

Total

Prod ct La o t Design


59/67

Product Layout Design

Desired Output/ Cycle Time

Work Element

Minimum Number of Work Stations

Precedence Diagram

Idle Time

Efficiency

Balance Delay

Example: Product Layout Design


60/67


Green Grass, Inc., is designing an assembly line to produce anew fertilizer spreading machine, the Big Broadcaster. Green

Grasss plant manager has just received marketings latest

forecasts of Big Broadcaster sales for the next year. She wants

its production line to be designed to make 2400 spreaders per

week for at least the next three months. The plant will operate

40 hours per week.

a. What should be the lines cycle time?

b. What is the theoretical number of workstations?

c. What should be the lines efficiency?

The following table provides estimates for each work elements

i d bl h Bi B d


61/67

WorkElement

Description Time (sec) ImmediatePredecessors

A Bolt frame to Hopper 40 None

B Insert Impeller Shaft 30 A

C Attach axle 50 A

D Attach agitator 40 B

E Attach drive wheel 6 B

F Attach free wheel 25 C

G Mount lower post 15 CH Attach controls 20 D,E

I Mount nameplate 18 F,G

required to assemble the Big Broadcaster:

Solution


62/67

Solution

Throughput=

Cycle time=

Minimum Number of Workstations=

Efficiency=

Balance Delay=



63/67


A,40

B,30

C,50

D,40

E,6

H,20

F,25

G,15

I,18

Station Candidate Choice Time Idle Time

Layout Design: Characteristics


64/67

Layout Design: Characteristics

Straight-Line Flow

Predictable Time

Low Work-in-Process

Transparent

Ease of Material Handling

Flexible

Takeaways


65/67

Takeaways

It is not a competency unless it is a process. Process mapping can help you analyze and

improve your processes - You do not really

understand a process until you map it. Process design will affect the way you will compete

in the market.

Process design will affect the you will manage yourbusiness.

Learning never ends


66/67

Learning never ends.

When Should a Process Be Art, Not Science Joseph M. Halland M. Eric Johnson, Harvard Business Review, March 2009.

Chapters 5, 6, & 6A: Operations & Supply ChainManagement - by F. Robert Jacobs and Richard B. Chase,13th Edition, McGraw-Hill/Irwin, 2011.

OPMT 635: Process Analysis, Lean and Agile Organizations

Society of Manufacturing Engineers (SME) www.sme.org


67/67

Thank You!

opmt 610 lecture outline spring 2012 - process design & faclity layout

Documents