PREFINALS OPMA

• Facility Layout

  Configuration of departments, work center, and equipment

  Particular emphasis on movement of work through the system
• Basic Types of Layout

  Fixed-position Layouts

  Product Layouts

  Process Layouts
• Fixed-position Layout

  -Product or project remains stationary, and workers, materials and equipment are moved as needed

  -Workers, materials and equipment are brought to the “product’s” location
• Product Layout

  -Used to achieve a smooth and rapid flow of large volumes of goods or customers through a system

  -Arrange of workers or machines in the sequence that operations need to be performed
• Process Layout

  -Designed to process items or provide services that involve a variety of processing requirements

  -Layouts feature departments or functional groupings
• Cellular Layout

  -Workstations are grouped into a cell that can process items that have similar processing requirements (Cellular Production)

  -Also known as hybrid or combination layout

  -Combination of the pure (basic) types of layout
• Flexible Manufacturing Systems

  -Group of machines designed to handle intermittent processing requirements and produce a variety of similar products
• Computer-integrated Manufacturing (CIM)

  -System for linking a broad range of manufacturing activities through an integrating computer system
• Service Layouts

  Warehouse and Storage layouts

  Retail layouts

  Office layouts
• Line Balancing

  Process of assigning tasks to workstations in

  such a way that the workstations have

  approximately equal time requirements
• Cycle time

  -Maximum time allowed at each workstation to complete its set of tasks on a unit

  -Operating time per day/Desired output rate
• Precedence Diagram

  -Shows elemental tasks and their precedence requirements

  -Shows sequential requirements
• Major considerations in designing Process Layouts

  1. Minimize transportation costs or distances traveled
  2. Closeness ratings
• Facility Layout

  • refers to the way in which organizations position their equipment, departments, or workcentres.
• An advantage to a process layout is that equipment tends to be quite general-purpose.
• Process Layout

  • It is ideal for batch and job shop processes.
• Disadvantage of a process layout:

  • lots of material handling and movement of goods throughout the facility
  • this type of layout is generally very inefficient
• This waiting inventory is referred to as queue.
• Product Layout

  • ideal for repetitive and continuous processes
• Product Layout is very efficient.
• Challenges in a product (line) layout include:

  • line may be susceptible to shut downs
  • Training and job rotation are critical activities
  • With repetitive standardized jobs, it is critical that good ergonomic job design is performed. 
• Preventative maintenance

  • involves the inspection and replacement of any parts that have a high probability of failures, as well as holding ample spare parts in stock and having a detailed maintenance schedule for each piece of equipment.
• Cellular Layout

  • This type of layout begins with the company performing a thorough analysis of their products and deciding which products are similar to one another and often share common geometry and processing requirements in terms of equipment, machinery, technology and employee skills.  These products are grouped together and manufactured in a work cell. 
• The overall goal when laying out a retail location is to try and maximize the amount of sales per square foot in the facility. 
• Warehouse and Storage Layouts- maximization of space
• Retail Layouts- traffic patterns, traffic flow, relationship of products
• Office Layouts- flow of communication, paperworks, documents
• Cellular Layout

  • ideal for companies who want to standardize and customize volumes of products
• Throughput time

  • the time between the beginning – the very first operation in the process until the product is actually completed at the end of the process. 
  • includes waiting time, inspection time, rework & movement time
  • more realistic than cycle time
• Lead time

  • the amount of time between when the customers order is received and when the product is completed and ready to ship.
• Cycle time

  • the rate at which the operation is actually producing each unit.
  •  If you stood at the end of the process and measured the time between completion of each unit, that is the true cycle time.
• Takt time

  • is a calculated value which determines the rate at which a firm needs to process their product in order to meet customer demand.
  • available production time / demand
• The overall objective of strategic capacity planning is to reach an optimal level where production capabilities meet demand. 
• Capacity

  • the maximum output rate that can be achieved by a facility
  • either strategic decisions or tactical decisions
• 3 Primary Strategies for Capacity Planning

  • Leading capacity strategy
  • Following capacity strategy
  • Tracking capacity strategy
• Leading capacity strategy

  builds capacity in anticipation of future demand
• Following capacity strategy

  -companies wait for demand increases before expanding capabilities.

  -build capacity when demand exceeds capacity
• Tracking Capacity strategy

  adds capacity in relatively small increments
• 2 most useful functions of Capacity Planning

  1. Design capacity
  2. Effective capacity
• Design capacity

  refers to the maximum output rate or service

  capacity an operation, process or

  facility is designed for