Endstri Mhendisliine Giri ENM 111 BLM 09 yeri

Endüstri Mühendisliğine Giriş ENM 111 BÖLÜM 09 İşyeri Düzenleme (Layout) © 2006 Prentice Hall,

Mc. Donald’s New Kitchen Layout © 2006 Prentice Hall, Inc. 9– 2

Strategic Importance of Layout Decisions The objective of layout strategy is to develop an

Layout Design Considerations þ Higher utilization of space, equipment, and people þ Improved flow of information, materials, or people þ Improved employee morale and safer working conditions þ Improved customer/client interaction þ Flexibility © 2006 Prentice Hall, Inc. 9– 4

Types of Layout 1. Office layout 2. Retail layout 3. Warehouse layout 4. Fixed-position

Types of Layout 4. Fixed-position layout - addresses the layout requirements of large, bulky projects such as ships and buildings 5. Process-oriented layout - deals with low-volume, high-variety production (also called job shop or intermittent production) © 2006 Prentice Hall, Inc. 9– 6

Types of Layout 6. Work cell layout - a special arrangement of machinery and equipment to focus on production of a single product or group of related products 7. Product-oriented layout - seeks the best personnel and machine utilizations in repetitive or continuous production © 2006 Prentice Hall, Inc. 9– 7

Retail Store Shelf Space Planogram Shampoo Shampoo Conditioner Shampoo Conditioner þ Computerized tool for shelfspace management þ Generated from store’s scanner data on sales þ Often supplied by manufacturer 5 facings 2 ft. © 2006 Prentice Hall, Inc. 9– 8

Warehousing and Storage Layouts þ Objective is to optimize trade-offs between handling costs and costs associated with warehouse space þ Maximize the total “cube” of the warehouse – utilize its full volume while maintaining low material handling costs © 2006 Prentice Hall, Inc. 9– 9

Warehousing and Storage Layouts Material Handling Costs þ All costs associated with the transaction þ Incoming transport þ Storage þ Finding and moving material þ Outgoing transport þ Equipment, people, material, supervision, insurance, depreciation þ Minimize damage and spoilage © 2006 Prentice Hall, Inc. 9 – 10

Warehousing and Storage Layouts þ Warehouse density tends to vary inversely with the number of different items stored þ Automated Storage and Retrieval Systems (ASRS) can significantly improve warehouse productivity þ Dock location is a key design element © 2006 Prentice Hall, Inc. 9 – 11

Cross-Docking þ Materials are moved directly from receiving to shipping and are not placed in storage in the warehouse þ Requires tight scheduling and accurate shipments, typically with bar code identification © 2006 Prentice Hall, Inc. 9 – 12

Customization þ Value-added activities performed at the warehouse þ Enable low cost and rapid response strategies þ Assembly of components þ Loading software þ Repairs þ Customized labeling and packaging © 2006 Prentice Hall, Inc. 9 – 13

Warehouse Layout Traditional Layout Customization Storage racks Conveyor Staging Office Shipping and receiving docks

Warehouse Layout Cross-Docking Layout Office Shipping and receiving docks © 2006 Prentice Hall, Inc.

Fixed-Position Layout þ Product remains in one place þ Workers and equipment come to site þ Complicating factors þ Limited space at site þ Different materials required at different stages of the project þ Volume of materials needed is dynamic © 2006 Prentice Hall, Inc. 9 – 16

Process-Oriented Layout þ Like machines and equipment are grouped together þ Flexible and capable of handling a wide variety of products or services þ Scheduling can be difficult and setup, material handling, and labor costs can be high © 2006 Prentice Hall, Inc. 9 – 17

Process-Oriented Layout ER triage room Patient A - broken leg Emergency room admissions Patient B - erratic heart pacemaker Surgery Laboratories Radiology ER Beds Pharmacy Billing/exit Figure 9. 3 © 2006 Prentice Hall, Inc. 9 – 18

Process-Oriented Layout þ Arrange work centers so as to minimize the costs of material handling þ Basic cost elements are þ Number of loads (or people) moving between centers þ Distance loads (or people) move between centers © 2006 Prentice Hall, Inc. 9 – 19

Process-Oriented Layout n n Minimize cost = ∑ ∑ Xij Cij i=1 j=1 where © 2006 Prentice Hall, Inc. n = total number of work centers or departments i, j = individual departments Xij = number of loads moved from department i to department j Cij = cost to move a load between department i and department j 9 – 20

Process Layout Example Arrange six departments in a factory to minimize the material handling costs. Each department is 20 x 20 feet and the building is 60 feet long and 40 feet wide. 1. Construct a “from-to matrix” 2. Determine the space requirements 3. Develop an initial schematic diagram 4. Determine the cost of this layout 5. Try to improve the layout 6. Prepare a detailed plan © 2006 Prentice Hall, Inc. 9 – 21

Process Layout Example Number of loads per week Department Assembly Painting (1) (2) Assembly (1) Painting (2) Machine Shop (3) Receiving (4) Shipping (5) 50 Machine Receiving Shop (3) (4) Shipping (5) Testing (6) 100 0 0 20 30 50 10 0 20 0 100 50 0 0 Testing (6) Figure 9. 4 © 2006 Prentice Hall, Inc. 9 – 22

Process Layout Example Room 1 Room 2 Room 3 Assembly Department (1) Painting Department (2) Machine Shop Department (3) 40’ Figure 9. 5 © 2006 Prentice Hall, Inc. Receiving Department (4) Shipping Department (5) Testing Department (6) Room 4 Room 5 60’ Room 6 9 – 23

Process Layout Example n n Cost = ∑ ∑ Xij Cij i=1 j=1 Cost = $50 + $200 + $40 (1 and 2) (1 and 3) (1 and 6) + $30 + $50 + $10 (2 and 3) (2 and 4) (2 and 5) + $40 + $100 + $50 (3 and 4) (3 and 6) (4 and 5) = $570 © 2006 Prentice Hall, Inc. 9 – 24

Process Layout Example Interdepartmental Flow Graph 100 1 50 20 50 4 50 2

Process Layout Example n n Cost = ∑ ∑ Xij Cij i=1 j=1 Cost = $50 + $100 + $20 (1 and 2) (1 and 3) (1 and 6) + $60 + $50 + $10 (2 and 3) (2 and 4) (2 and 5) + $40 + $100 + $50 (3 and 4) (3 and 6) (4 and 5) = $480 © 2006 Prentice Hall, Inc. 9 – 26

Process Layout Example Interdepartmental Flow Graph 30 50 2 1 10 20 50 4

Process Layout Example Room 1 Room 2 Room 3 Painting Department (2) Assembly Department (1) Machine Shop Department (3) 40’ Figure 9. 8 © 2006 Prentice Hall, Inc. Receiving Department (4) Shipping Department (5) Testing Department (6) Room 4 Room 5 60’ Room 6 9 – 28

Computer Software þ Graphical approach only works for small problems þ Computer programs are available to solve bigger problems þ CRAFT þ ALDEP þ CORELAP þ Factory Flow © 2006 Prentice Hall, Inc. 9 – 29

CRAFT Example 1 PATTERN 2 3 4 5 6 1 D D B B B 2 D D B B D D 3 D D D E E E D D D 4 C C D E E F F D 5 A A A F E E E D 6 A A A F F F 1 PATTERN 2 3 4 5 6 1 A A B B 2 A A B 3 D D 4 C C D 5 F F 6 E E TOTAL COST 20, 100 EST. COST REDUCTION ITERATION 0 (a) © 2006 Prentice Hall, Inc. . 00 TOTAL COST 14, 390 EST. COST REDUCTION ITERATION 3 (b) 70. Figure 9. 9 9 – 30

Assembly-Line Balancing þ Objective is to minimize the imbalance between machines or personnel while meeting required output þ Starts with the precedence relationships 1. Determine cycle time 2. Calculate theoretical minimum number of workstations 3. Balance the line by assigning specific tasks to workstations © 2006 Prentice Hall, Inc. 9 – 31

Copier Example Performance Task Must Follow Time Task Listed Task (minutes) Below A 10 — B 11 A C 5 B D 4 B E 12 A F 3 C, D G 7 F H 11 E I 3 G, H Total time 66 © 2006 Prentice Hall, Inc. This means that tasks B and E cannot be done until task A has been completed 9 – 32

Copier Example Performance Task Must Follow Time Task Listed Task (minutes) Below A 10 — B 11 A C 5 B D 4 B E 12 A F 3 C, D G 7 F 10 H 11 E A I 3 G, H Total time 66 5 11 B 12 E C 4 D 3 7 F G 3 11 I H Figure 9. 13 © 2006 Prentice Hall, Inc. 9 – 33

Copier Example 480 available Performance Task Must Follow mins per day Time Task Listed 40 units required Task (minutes) Below A 10 — B 11 A Production time C 5 B available per day Cycle D 4 B time = Units required per day E 12 A = 480 / 40 5 F 3 C, D = 12 minutes per unit C G 7 F 10 11 3 7 n H 11 E for task. Fi A ∑ Time B G Minimum I 3 G, H 4 i=1 3 number of = Cycle Dtime Total time 66 workstations I 12 11 = 66 / 12 E H = 5. 5 or 6 stations Figure 9. 13 © 2006 Prentice Hall, Inc. 9 – 34

Copier Example Line-Balancing Heuristics 1. Longest task time Choose the available 480 task available Performance Task Must Follow with the longest task time mins per day Time Task Listed 40 task units required Task 2. Most (minutes) following tasks. Below Choose the available number of= 12 mins A 10 —with the largest. Cycle time B 11 Afollowing tasks. Minimum = 5. 5 or 6 C 3. Ranked 5 positional BChoose the available workstations task for D Bwhich the sum of following weight 4 E 12 Atask times is the longest 5 F 3 C, D the available C task G 4. Shortest 7 task time FChoose 10 shortest 11 3 7 with the task time H 11 E A B G F I 5. Least number 3 G, H 4 of Choose the available task 3 with the least number of Totalfollowing time 66 tasks D I 12 11 following tasks E H Table 9. 4 Figure 9. 13 © 2006 Prentice Hall, Inc. 9 – 35

Copier Example 480 available Performance Task Must Follow mins per day Time Task Listed 40 units required Task (minutes) Below A 10 — Cycle time = 12 mins B 11 A Minimum Station 5 = 5. 5 or 6 C 52 B workstations C B D 4 11 3 7 E 10 12 A B G F A 3 C, D F 4 3 G 7 F D E Station 4 H 11 I I 3 G, H 12 11 Station 6 Stationtime 66 Total E H 1 Station 3 © 2006 Prentice Hall, Inc. Station 5 Figure 9. 14 9 – 36

Copier Example 480 available Performance Task Must Follow mins per day Time Task Listed 40 units required Task (minutes) Below A 10 — Cycle time = 12 mins B 11 A Minimum = 5. 5 or 6 C 5 B workstations D 4 B E 12 A F 3 C, D ∑ Task times G 7 F Efficiency = (actual number of. E workstations) x (largest cycle time) H 11 I 3 G, H = 66 minutes / (6 stations) x (12 minutes) Total time 66 = 91. 7% © 2006 Prentice Hall, Inc. 9 – 37