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Operations Management > Layout Strategies > Flashcards

Layout Strategies Flashcards

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1
Q

Types of Layout

A

Office layout
Retail layout
Warehouse layout
Fixed-position layout
Process-oriented layout
Work-cell layout
Product-oriented layout

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2
Q

Positions workers, their equipment, and spaces/offices to provide for movement of information

A

Office layout

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3
Q

Allocates shelf space and responds to customer behavior

A

Retail layout

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4
Q

Addresses trade-offs between space and material handling

A

Warehouse layout

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5
Q

Addresses the layout requirements of large, bulky projects such as ships and buildings

A

Fixed-position layout

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6
Q

Deals with low-volume, high-variety production (also called job shop or intermittent production)

A

Process-oriented layout

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7
Q

Arranges machinery and equipment to focus on production of a single product or group of related products

A

Work cell layout

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8
Q

Seeks the best personnel and machine utilizations in repetitive or continuous production

A

Product-oriented layout

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9
Q
  • Objective is to locate workers requiring frequent contact close to one another
  • Movement of information is main distinction
  • Typically in state of flux due to frequent technological changes
A

Office layout

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10
Q

Objective is to expose customer to high-margin items

A

Retail layout

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11
Q
  • Objective is to balance low-cost storage with low-cost material handling
  • Objective is to optimize trade-offs between handling costs and costs associated with warehouse space
  • Maximize the total “cube” of the warehouse – utilize its full volume while maintaining low material handling costs
A

Warehouse (storage) layout

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12
Q

Objective is to move material to the limited storage areas around the site

A

Project (fixed position)

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13
Q

Objective is to manage varied material flow for each product

A

Job Shop (process oriented) layout

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14
Q

Objective is to identify a product family, build teams, cross train team members

A

Work Cell (product families)

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15
Q

Objective is to equalize the task time at each workstation

A

Repetitive/Continuous (product oriented)

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16
Q

Good Layouts Consider

A

Material handling equipment
Capacity and space requirements
Environment and aesthetics
Flows of information
Cost of moving between various work areas

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17
Q

Three Physical and Social Aspects of Office Layout

A

Proximity
Privacy
Permission

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18
Q

Two major trends in Office Layout

A

Information technology
Dynamic needs for space and services

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19
Q

Shows the value of relationship of a person/department to one another

A

Relationship Chart

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20
Q

Objective is to maximize profitability per square foot of floor space
Sales and profitability vary directly with customer exposure

A

Supermarket Retail Layout

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21
Q

Manufacturers pay fees to retailers to get the retailers to display (slot) their product

A

Retail Slotting

22
Q

Contributing factors to retail Slotting

A

Limited shelf space
An increasing number of new products
Better information about sales through POS data collection
Closer control of inventory

23
Q

Servicescapes

A

Ambient conditions
Spatial layout
Signs, symbols, and artifacts

24
Q

background characteristics such as lighting, sound, smell, and temperature

A

Ambient Conditions

25
Q

which involve customer circulation path planning, aisle characteristics, and product grouping

A

Spatial layout and functionality

26
Q

characteristics of building design that carry social significance

A

Signs, symbols, and artifacts

27
Q

Material Handling Costs

A

Incoming transport
Storage
Finding and moving material
Outgoing transport
Equipment, people, material, supervision, insurance, depreciation

28
Q

Warehouse density tends to vary directly with the number of different items stored
(T or F)

A

FALSE!!!!! (inversely) not directly

29
Q

ASRS

A

Automated Storage and Retrieval Systems

30
Q

ASRSs can significantly improve warehouse productivity by an estimated __%

A

500%

31
Q

Materials are moved directly from receiving to shipping and are not placed in storage in the warehouse

A

Cross-Docking

32
Q

AIS

A

Automatic Identification Systems

33
Q

Typically requires automatic identification systems (AISs) and effective information systems

A

Random Stocking

34
Q
  • Value-added activities performed at the warehouse
  • Enable low cost and rapid response strategies
A

Customizing

35
Q
  • Product remains in one place
  • Workers and equipment come to site
  • Complicating factors
    • Limited space at site
    • Different materials required at different stages of the project
    • Volume of materials needed is dynamic
A

Fixed-Position Layout

36
Q

As much of the project as possible is completed off-site in a product-oriented facility
This can significantly improve efficiency but is only possible when multiple similar units need to be created

A

Alternative Strategy

37
Q
  • Like machines and equipment are grouped together
  • Flexible and capable of handling a wide variety of products or services
  • Scheduling can be difficult and setup, material handling, and labor costs can be high
  • Arrange work centers so as to minimize the costs of material handling
A

Process-Oriented Layout

38
Q

Basic cost elements are

A

Number of loads (or people) moving between centers
Distance of loads (or people) moving between centers

39
Q

Graphical approach only works for small problems (T or F)

A

TRUE!!!!!!!!!!!!!!!!!

40
Q
  • Reorganizes people and machines into groups to focus on single products or product groups
  • Group technology identifies products that have similar characteristics for particular cells
  • Volume must justify cells
  • Cells can be reconfigured as designs or volume changes
A

Work Cells

41
Q

Advantages of Work Cells

A
  1. Reduced work-in-process inventory
  2. Less floor space required
  3. Reduced raw material and finished goods inventories
  4. Reduced direct labor cost
  5. Heightened sense of employee participation
  6. Increased equipment and machinery utilization
  7. Reduced investment in machinery and equipment
42
Q

Requirements of Work Cells

A
  • Identification of families of products
  • A high level of training, flexibility and empowerment of employees
  • Being self-contained, with its own equipment and resources
  • Test (poka-yoke) at each station in the cell
43
Q

Takt time

A

Total work time available / units required

44
Q

Workers Required

A

Total Operation time required / Takt Time

45
Q
  • 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
A

Work Balance Charts

46
Q
  • 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
A

Focused Work Center

47
Q
  • A focused work cell in a separate facility
  • May be focused by product line, layout, quality, new product introduction, flexibility, or other requirements
A

Focused Factory

48
Q

Organized around products or families of similar high-volume, low-variety products

  1. Volume is adequate for high equipment utilization
  2. Product demand is stable enough to justify high investment in specialized equipment
  3. Product is standardized or approaching a phase of life cycle that justifies investment
  4. Supplies of raw materials and components are adequate and of uniform quality
A

Repetitive and Product-Oriented Layout

49
Q

Product-Oriented Layouts

A
  1. Fabrication Line
  2. Assembly Line
50
Q
  • Builds components on a series of machines
  • Machine-paced
  • Require mechanical or engineering changes to balance
A

Fabrication Line

51
Q
  • Puts fabricated parts together at a series of workstations
  • Paced by work tasks
  • Balanced by moving tasks
A

Assembly Line

52
Q
  • Objective is to minimize the imbalance between machines or personnel while meeting required output
  • Starts with the precedence relationships
A

Assembly-Line Balancing

Operations Management (2 decks)

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