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Process-Oriented Layout
Computer Software for Process-
Oriented Layouts
Work Cells
Requirements of Work Cells
Staffing and Balancing Work Cells
The Focused Work Center and the
Focused Factory
Table 9.1
Table 9.1
Figure 9.1
Objective is to maximize
profitability per square foot of
floor space
Sales and profitability vary
directly with customer exposure
Figure 9.2
© 2011 Pearson Education 9 - 24
Retail Slotting
Manufacturers pay fees to retailers
to get the retailers to display (slot)
their product
Contributing factors
Limited shelf space
An increasing number of new
products
Better information about sales
through POS data collection
Closer control of inventory
© 2011 Pearson Education 9 - 25
Retail Store Shelf Space
Planogram
5 facings
Computerized
tool for shelf-
Shampoo
Shampoo
Shampoo
Shampoo
Shampoo
space
management
Generated from
store’s scanner
Conditioner
Shampoo
Shampoo
Shampoo
Shampoo
Conditioner
Conditioner
data on sales
Often supplied
by manufacturer
2 ft.
© 2011 Pearson Education 9 - 26
Servicescapes
1. Ambient conditions - background
characteristics such as lighting, sound,
smell, and temperature
2. Spatial layout and functionality - which
involve customer
circulation path planning,
aisle characteristics, and
product grouping
3. Signs, symbols, and
artifacts - characteristics
of building design that
carry social significance
© 2011 Pearson Education 9 - 27
Warehousing and Storage
Layouts
Conveyor
Staging
Office
Shipping and receiving docks
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Warehouse Layout
Cross-Docking Layout
Office
Shipping and receiving docks
Laboratories
Figure 9.3
Local
nursing pod
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Process-Oriented Layout
Arrange work centers so as to
minimize the costs of material
handling
Basic cost elements are
Number of loads (or people)
moving between centers
Distance loads (or people) move
between centers
Painting (2) 30 50 10 0
Receiving (4) 50 0
Shipping (5) 0
Testing (6)
Figure 9.4
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Process Layout Example
Area 1 Area 2 Area 3
40’
10
100
Figure 9.6
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Process Layout Example
n n
= $570
50 100
Figure 9.7
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Process Layout Example
n n
= $480
40’
A A A A B B D D D D B B
D D D D D D D D D E E E
C C D D D D C C D E E F
F F F F F D A A A A A F
E E E E E D A A A F F F
(a) (b)
Figure 9.9
© 2011 Pearson Education 9 - 52
Computer Software
Three dimensional visualization
software allows managers to view
possible layouts and assess process,
material
handling,
efficiency,
and safety
issues
chart total 50
operation time
30
20
10
0
Assemble Paint Test Label Pack for
shipment
Operations
© 2011 Pearson Education 9 - 60
Staffing Work Cells Example
600 Mirrors per day required
Mirror production scheduled for 8 hours per day
From a work balance
chart total
operation time
= 140 seconds
Takt time = (8 hrs x 60 mins) / 600 units
= .8 mins = 48 seconds
Figure 9.12
G 7 F 10 11
C
3 7
H 11 E
A B F G
I 3 G, H 4
3
Total time 66 12
D
11 I
E H
Figure 9.13
© 2011 Pearson Education 9 - 72
Wing Component Example
Performance Task Must Follow 480 available
Time Task Listed mins per day
Task (minutes) Below 40 units required
A 10 —
B 11 A Production time
C 5 B available per day
D 4 Cycle
B time = Units required per day
E 12 A = 480 / 40
F 3 C, D 5
= 12 minutes per unit
G 7 F 10 11
C
3 7
n
H 11 E
Minimum A ∑ TimeB for taskFi G
I 3 G, H i=1 4
number of = 3
Total time 66 workstations Cycle Dtime
12 11 I
= 66 / 12
E H
= 5.5 or 6 stations
Figure 9.13
© 2011 Pearson Education 9 - 73
WingLine-Balancing
Component Example
Heuristics