Layout Strategies Flashcards
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Types of Layout
Office layout
Retail layout
Warehouse layout
Fixed-position layout
Process-oriented layout
Work-cell layout
Product-oriented layout
Positions workers, their equipment, and spaces/offices to provide for movement of information
Office layout
Allocates shelf space and responds to customer behavior
Retail layout
Addresses trade-offs between space and material handling
Warehouse layout
Addresses the layout requirements of large, bulky projects such as ships and buildings
Fixed-position layout
Deals with low-volume, high-variety production (also called job shop or intermittent production)
Process-oriented layout
Arranges machinery and equipment to focus on production of a single product or group of related products
Work cell layout
Seeks the best personnel and machine utilizations in repetitive or continuous production
Product-oriented layout
- 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
Office layout
Objective is to expose customer to high-margin items
Retail layout
- 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
Warehouse (storage) layout
Objective is to move material to the limited storage areas around the site
Project (fixed position)
Objective is to manage varied material flow for each product
Job Shop (process oriented) layout
Objective is to identify a product family, build teams, cross train team members
Work Cell (product families)
Objective is to equalize the task time at each workstation
Repetitive/Continuous (product oriented)
Good Layouts Consider
Material handling equipment
Capacity and space requirements
Environment and aesthetics
Flows of information
Cost of moving between various work areas
Three Physical and Social Aspects of Office Layout
Proximity
Privacy
Permission
Two major trends in Office Layout
Information technology
Dynamic needs for space and services
Shows the value of relationship of a person/department to one another
Relationship Chart
Objective is to maximize profitability per square foot of floor space
Sales and profitability vary directly with customer exposure
Supermarket Retail Layout
Manufacturers pay fees to retailers to get the retailers to display (slot) their product
Retail Slotting
Contributing factors to retail Slotting
Limited shelf space
An increasing number of new products
Better information about sales through POS data collection
Closer control of inventory
Servicescapes
Ambient conditions
Spatial layout
Signs, symbols, and artifacts
background characteristics such as lighting, sound, smell, and temperature
Ambient Conditions
which involve customer circulation path planning, aisle characteristics, and product grouping
Spatial layout and functionality
characteristics of building design that carry social significance
Signs, symbols, and artifacts
Material Handling Costs
Incoming transport
Storage
Finding and moving material
Outgoing transport
Equipment, people, material, supervision, insurance, depreciation
Warehouse density tends to vary directly with the number of different items stored
(T or F)
FALSE!!!!! (inversely) not directly
ASRS
Automated Storage and Retrieval Systems
ASRSs can significantly improve warehouse productivity by an estimated __%
500%
Materials are moved directly from receiving to shipping and are not placed in storage in the warehouse
Cross-Docking
AIS
Automatic Identification Systems
Typically requires automatic identification systems (AISs) and effective information systems
Random Stocking
- Value-added activities performed at the warehouse
- Enable low cost and rapid response strategies
Customizing
- 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
Fixed-Position Layout
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
Alternative Strategy
- 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
Process-Oriented Layout
Basic cost elements are
Number of loads (or people) moving between centers
Distance of loads (or people) moving between centers
Graphical approach only works for small problems (T or F)
TRUE!!!!!!!!!!!!!!!!!
- 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
Work Cells
Advantages of Work Cells
- Reduced work-in-process inventory
- Less floor space required
- Reduced raw material and finished goods inventories
- Reduced direct labor cost
- Heightened sense of employee participation
- Increased equipment and machinery utilization
- Reduced investment in machinery and equipment
Requirements of Work Cells
- 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
Takt time
Total work time available / units required
Workers Required
Total Operation time required / Takt Time
- 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
Work Balance Charts
- 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 Work Center
- A focused work cell in a separate facility
- May be focused by product line, layout, quality, new product introduction, flexibility, or other requirements
Focused Factory
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
Repetitive and Product-Oriented Layout
Product-Oriented Layouts
- Fabrication Line
- Assembly Line
- Builds components on a series of machines
- Machine-paced
- Require mechanical or engineering changes to balance
Fabrication Line
- Puts fabricated parts together at a series of workstations
- Paced by work tasks
- Balanced by moving tasks
Assembly Line
- Objective is to minimize the imbalance between machines or personnel while meeting required output
- Starts with the precedence relationships
Assembly-Line Balancing
