Operation management 11e heizer render chapter 09

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Operation management 11e heizer render chapter 09

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Layout Strategies PowerPoint presentation to accompany Heizer and Render Operations Management, Eleventh Edition Principles of Operations Management, Ninth Edition PowerPoint slides by Jeff Heyl © 2014 © 2014 Pearson Pearson Education, Education, Inc.Inc 9-1 Outline ► Global Company Profile: McDonald’s ► The Strategic Importance of Layout Decisions Types of Layout Office Layout Retail Layout Warehousing and Storage Layouts ► ► ► ► © 2014 Pearson Education, Inc 9-2 Outline - Continued ► ► ► ► Fixed-Position Layout Process-Oriented Layout Work Cells Repetitive and ProductOriented Layout © 2014 Pearson Education, Inc 9-3 Learning Objectives When you complete this chapter you should be able to: Discuss important issues in office layout Define the objectives of retail layout Discuss modern warehouse management and terms such as ASRS, cross-docking, and random stocking Identify when fixed-position layouts are appropriate © 2014 Pearson Education, Inc 9-4 Learning Objectives When you complete this chapter you should be able to: Explain how to achieve a good processoriented facility layout Define work cell and the requirements of a work cell Define product-oriented layout Explain how to balance production flow in a repetitive or product-oriented facility © 2014 Pearson Education, Inc 9-5 Innovations at McDonald’s ► Indoor seating (1950s) ► Drive-through window (1970s) ► Adding breakfast to the menu (1980s) ► Adding play areas (late 1980s) ► Redesign of the kitchens (1990s) ► Self-service kiosk (2004) ► Now three separate dining sections © 2014 © 2014 Pearson Pearson Education, Education, Inc.Inc 9-6 Innovations at McDonald’s ► Indoor seating (1950s) ► ► Drive-through windowSix (1970s) out of the are Adding breakfast to the seven menu (1980s) layout Adding play areas (late decisions! 1980s) Redesign of the kitchens (1990s) ► Self-service kiosk (2004) ► Now three separate dining sections ► ► © 2014 © 2014 Pearson Pearson Education, Education, Inc.Inc 9-7 McDonald’s New Layout ▶ Seventh major innovation ▶ Redesigning all 30,000 outlets around the world ▶ Three separate dining areas ▶ Linger zone with comfortable chairs and Wi-Fi connections ▶ Grab and go zone with tall counters ▶ Flexible zone for kids and families ▶ Facility layout is a source of competitive advantage © 2014 © 2014 Pearson Pearson Education, Education, Inc.Inc 9-8 Strategic Importance of Layout Decisions The objective of layout strategy is to develop an effective and efficient layout that will meet the firm’s competitive requirements © 2014 Pearson Education, Inc 9-9 Layout Design Considerations ► Higher utilization of space, equipment, and people ► Improved flow of information, materials, or people ► Improved employee morale and safer working conditions ► Improved customer/client interaction ► Flexibility © 2014 Pearson Education, Inc - 10 Staffing Work Cells Example Standard time required 600 Mirrors per day required Mirror production scheduled for hours per day 60 From a work balance chart total operation 50 time = 140 seconds 40 30 20 10 Figure 9.10 Assemble Paint © 2014 Pearson Education, Inc Test Label Pack for shipment Operations - 55 Staffing Work Cells Example 600 Mirrors per day required Mirror production scheduled for hours per day From a work balance chart total operation time = 140 seconds Takt time = (8 hrs x 60 mins) / 600 units = = 48 seconds Workers required = Total operation time required Takt time = 140 / 48 = 2.92 © 2014 Pearson Education, Inc - 56 Work Balance Charts ▶ Used for evaluating operation times in work cells ▶ Can help identify bottleneck operations ▶ Flexible, cross-trained employees can help address labor bottlenecks ▶ Machine bottlenecks may require other approaches © 2014 Pearson Education, Inc - 57 Focused Work Center and Focused Factory ▶ Focused Work Center ▶ Identify a large family of similar products that have a large and stable demand ▶ Moves production from a general-purpose, process-oriented facility to a large work cell ▶ Focused Factory ▶ A focused work cell in a separate facility ▶ May be focused by product line, layout, quality, new product introduction, flexibility, or other requirements © 2014 Pearson Education, Inc - 58 Repetitive and ProductOriented Layout Organized around products or families of similar high-volume, low-variety products Volume is adequate for high equipment utilization Product demand is stable enough to justify high investment in specialized equipment Product is standardized or approaching a phase of life cycle that justifies investment Supplies of raw materials and components are adequate and of uniform quality © 2014 Pearson Education, Inc - 59 Product-Oriented Layouts ► ► Fabrication line ► Builds components on a series of machines ► Machine-paced ► Require mechanical or engineering changes to balance Assembly line ► ► ► Both types of lines must be balanced Puts fabricated parts together at a series of so that the time to workstations perform the work at Paced by work tasks each station is the same Balanced by moving tasks © 2014 Pearson Education, Inc - 60 Product-Oriented Layouts Advantages Low variable cost per unit Low material handling costs Reduced work-in-process inventories Easier training and supervision Rapid throughput Disadvantages High volume is required Work stoppage at any point ties up the whole operation Lack of flexibility in product or production rates © 2014 Pearson Education, Inc - 61 McDonald’s Assembly Line Figure 9.11 © 2014 Pearson Education, Inc - 62 Assembly-Line Balancing ▶ Objective is to minimize the imbalance between machines or personnel while meeting required output ▶ Starts with the precedence relationships ▶ Determine cycle time ▶ Calculate theoretical minimum number of workstations ▶ Balance the line by assigning specific tasks to workstations © 2014 Pearson Education, Inc - 63 Wing Component Example TABLE 9.2 TASK Precedence Data for Wing Component ASSEMBLY TIME (MINUTES) TASK MUST FOLLOW TASK LISTED BELOW A 10 – B 11 A C B D B E 11 A F C, D G F H 11 E I G, H Total time © 2014 Pearson Education, Inc This means that tasks B and E cannot be done until task A has been completed 65 - 64 Wing Component Example TABLE 9.2 TASK Precedence Data for Wing Component ASSEMBLY TIME (MINUTES) 480 available mins per day 40 units required TASK MUST FOLLOW TASK LISTED BELOW A 10 – B 11 C D B E 11 A F C, D Production time available A per day CycleB time = Units required per day = 480 / 40 = 12 minutes per unit G F 10 H 11 E A I Total time 65 © 2014 Pearson Education, Inc n 11 Minimum number = G, H of workstations C Figure 9.12 ∑B Time for task F i i=1 Cycle D time 11 = 65E/ 12 H =5.42, or stations 11 G I - 65 Wing Component Example TABLE 9.3 Layout Heuristics That May Be Used to Assign Tasks to Workstations in Assembly-Line Balancing Longest task time From the available tasks, choose the task with the largest (longest) task time Most following tasks From the available tasks, choose the task with the largest number of following tasks Ranked positional weight From the available tasks, choose the task for which the sum of following task times is the longest Shortest task time From the available tasks, choose the task with the shortest task time Least number of following tasks From the available tasks, choose the task with the least number of subsequent tasks © 2014 Pearson Education, Inc - 66 Wing Component Example 480 available mins per day 40 units required Figure 9.13 Station 10 11 A B Cycle time = 12 mins Minimum workstations = 5.42 or C D F G Station Station I 11 11 E H Station Station Station © 2014 Pearson Education, Inc Station Station - 67 Wing Component Example TABLE 9.2 TASK ASSEMBLY TIME (MINUTES) TASK MUST FOLLOW TASK LISTED BELOW A 10 – B 11 A C B D B E 11 A F C, D F G Efficiency = H I 480 available mins per day 40 units required Precedence Data for Wing Component Cycle time = 12 mins Minimum workstations = 5.42 or Figure 9.12 ∑ Task times 10 11 C (Actual number of workstations) time) A B x (Largest cycle G F 11 E minutes = 65 Total time 65 = 90.3% © 2014 Pearson Education, Inc / ((6 G, H stations) x (12 minutes)) 11 E D 11 I H - 68 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher Printed in the United States of America © 2014 Pearson Education, Inc - 69 ... Objectives When you complete this chapter you should be able to: Discuss important issues in office layout Define the objectives of retail layout Discuss modern warehouse management and terms such as... layouts are appropriate © 2014 Pearson Education, Inc 9-4 Learning Objectives When you complete this chapter you should be able to: Explain how to achieve a good processoriented facility layout Define

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Mục lục

  • Outline

  • Outline - Continued

  • Learning Objectives

  • Slide 5

  • Innovations at McDonald’s

  • Slide 7

  • McDonald’s New Layout

  • Strategic Importance of Layout Decisions

  • Layout Design Considerations

  • Types of Layout

  • Slide 12

  • Slide 13

  • Slide 14

  • Layout Strategies

  • Slide 16

  • Good Layouts Consider

  • Office Layout

  • Relationship Chart

  • Slide 20

  • Supermarket Retail Layout

  • Five Helpful Ideas for Supermarket Layout

  • Store Layout

  • Retail Slotting

  • Servicescapes

  • Warehousing and Storage Layouts

  • Slide 27

  • Slide 28

  • Cross-Docking

  • Random Stocking

  • Customizing

  • Fixed-Position Layout

  • Alternative Strategy

  • Process-Oriented Layout

  • Slide 35

  • Slide 36

  • Slide 37

  • Process Layout Example

  • Slide 39

  • Slide 40

  • Slide 41

  • Slide 42

  • Slide 43

  • Slide 44

  • Slide 45

  • Computer Software

  • Slide 47

  • Slide 48

  • Work Cells

  • Advantages of Work Cells

  • Requirements of Work Cells

  • Improving Layouts Using Work Cells

  • Slide 53

  • Staffing and Balancing Work Cells

  • Staffing Work Cells Example

  • Slide 56

  • Work Balance Charts

  • Focused Work Center and Focused Factory

  • Repetitive and Product-Oriented Layout

  • Product-Oriented Layouts

  • Slide 61

  • McDonald’s Assembly Line

  • Assembly-Line Balancing

  • Wing Component Example

  • Slide 65

  • Slide 66

  • Slide 67

  • Slide 68

  • Slide 69

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