Transcript Introduction to Operations Management Process Selection and Facility Layout (Ch.6)

Introduction to Operations
Management
Process Selection and
Facility Layout (Ch.6)
Hansoo Kim (金翰秀)
Dept. of Management Information Systems,
YUST
1
What you should do!
 Review Capacity Planning
 Read Chapter 6 and 6s
2
OM Overview
Class Overview
(Ch. 0)
X
Operations,
Productivity,
and Strategy
(Ch. 1, 2)
Project
Management
(Ch. 17)
Mgmt of Quality/
Six Sigma Quality
(Ch. 9, 10)
Queueing/
Simulation
(Ch. 18)
Demand Mgmt
Forecasting
(Ch 3)
X
Aggregated
Planning
(Ch. 13)
Strategic
Capacity
Planning
(Ch. 5, 5S)
X X
Process
Selection/
Facility
Layout; LP
(Ch. 6, 6S)
Supply Chain
Management
(Ch 11)
Location Planning
and Analysis
(Ch. 8)
JIT &
Lean Mfg System
(Ch. 15)
Inventory
Management
(Ch. 12)
MRP & ERP
(Ch 14)
Term
Project
3
Key Terms
영어
중국어
영어
중국어
Assembly line
组装线
Line balancing
生产线平衡
Automation
自动化
Numerically
controlled(N/C)machines
数控机床
Balance delay
生产线闲置率
Precedence diagram
先后顺序图
Cellular production
单元制造
Process layout
工艺原则布置
Computer-aided
manufacturing
计算机辅助制造
Production line
生产线
Computer-integrated
manufacturing
计算机集成制造
Product layout
产品原则布置
Cycle time
节拍
Product or service profiling
产品或服务工艺
Fixed-position layout
定位布置
Project
项目
Flexible manufacturing
system
柔性制造系统
Robot
机器人
Group technology
成组技术
Technological innovation
技术创新
Intermittent processing
间歇加工
technology
技术
4
Learning Objectives










Explain the strategic importance of process selection.
Explain the influence that process selection has on an
organization.
Describe the basic processing types.
Discuss automated approaches to processing.
Explain the need for management of technology.
List some reasons for redesign of layouts.
Describe the basic layout types.
List the main advantages and disadvantages of product
layouts and process layouts.
Solve simple line-balancing problems.
Develop simple process layouts.
5
Capacity and Process Selection
Process Strategy (Key Aspects)
1. Capital Intensity
2. Process Flexibility
6
Process Selection Strategy
(생산전략, 공정설계 전략)

Process Selection (공정선택)

Deciding on the way production of goods or services will be
organized


“제품과 서비스를 어떤 방식으로 생성해 낼 것인가?”에 대한 방안
Process = Transformation

원자재에서 제품(혹 서비스)로 변화되는 과정

Objective(목적)
 Meet or exceed customer requirements (요구사항)
 Meet cost & managerial goals
 최소의 비용으로 고객의 요구사항을 극대화 한다!

Long-term effect (장기적인 영향력이 있다)
 Product & Volume Flexibility
 Costs & Quality
7
생각해 볼 문제들…

어떤 종류의 생산(or 서비스)방식이 있을까?
(Which types of process strategy can exist?)

생산(or 서비스)방식을 결정하는데 고려해야 하는 요소들은 어떤 것
이 있을까?
Which factors should be considered to select the process strategy?

예제





홍콩반점
건강검진센타
빙천맥주공장
자동차 조립공장
8
4 가지 공정설계 전략
(Four Process Strategies)
 Process Focus (공정중심)
 Product Focus (제품중심)
 Repetitive Focus (공통모듈중심)
(Assembly Line)
 Mass Customization Focus
(대량맞춤생산)
9
Machining Process


Process Time (공정시간) =
Setup Time (준비시간) +
Machining Time (가공시간)
How is the utilization of the
Machine?
S-A-A-A-A-S-B-B-B-B
S-A-S-B-S-A-S-B-S-A-S-B-S-A-S-B
Machine
S = Setup Time
장단점?
10
Process-Focused Strategy
(공정중심전략)
 Facilities(설비) are organized by process
 Similar processes are together

Example: All drill presses are together
 Low volume, high variety products
(다품종 소량)
 ‘Jumbled’ flow (뒤범벅 흐름)
 Other names
Product A
Operation
 Intermittent process
1
2
 Job shop*
Product B
3
11
Process-Focused Strategy Examples
Bank
Hospital
© 1995 Corel Corp.
© 1995
Corel
Corp.
Machine
Shop
© 1995 Corel Corp.
12
Process Focus (job shop)
설비 배치
Lathe Department
L
L
L
L
L
L
L
L
L
L
Milling
Department
Drilling Department
M
M
D
D
D
D
M
M
D
D
D
D
G
G
G
P
G
G
G
P
Grinding
Department
Receiving and
Shipping
Painting Department
A
A
Assembly
A
13
Process Focused Strategy
장단점

장점




Greater product flexibility
(다양한 제품을 생산)
More general purpose equipment
(범용성이 높은 설비 사용)
Lower initial capital investment
(낮은 초기 설비 투자)
단점




High variable costs (높은 변동비)
More highly trained personnel (다기능공)
More difficult production planning & control
(생산계획 및 통제의 어려움)
Low equipment utilization (5% to 25%)
(낮은 설비 효율성)
14
Product Focused Strategy
(제품중심전략)
 Facilities(설비) are organized by product
 High volume, low variety products
(소품종 다량생산)
 Where found


Discrete unit manufacturing
Continuous process manufacturing
 Other names


Flow Line production
Continuous production
Products A & B
1
2
2
4
Operation
3
3
15
Product Focused Examples
Soft Drinks
(Continuous,
then Discrete)
Light Bulbs
(Discrete)
© 1995 Corel
Corp.
© 1984-1994 T/Maker Co.
Paper (Continuous)
© 1995 Corel Corp.
Mass
Flu Shots
(Discrete)
© 1995 Corel Corp.
16
Product Focus 설비 배치
Product A
In
Out
L
A
M
L
D
M
L
D
G
L
Product B
In
Out
M
A
S
L
D
G
G
D
P
L
17
Product Focused Strategy
장단점
 장점




Lower variable cost per unit
(낮은 변동비)
Lower but more specialized labor skills
Easier production planning and control
(생산계획 및 통제의 용이성)
Higher equipment utilization (70% to 90%)
(설비의 높은 가동율)
 단점



Lower product flexibility (제품 종류가 한정)
More specialized equipment (전용설비)
Usually higher capital investment
(높은 초기투자비용)
18
Repetitive Focused Strategy
(공통모쥴중심 전략)
 Facilities often organized by assembly lines
(일반적으로 조립라인으로 설비가 구성)
 Characterized by modules

Parts & assemblies made previously
 Modules combined for many output options
 Other names


Assembly line
Production line
19
Repetitive Focus
Modules
Parts or components of a
product previously prepared
20
Repetitive Focused Strategy Considerations (고려사항들…)
 More structured than process-focused, less
structured than product focused
제품 자체가 좀 더 구조적으로 잘 구성되어있다
 Enables quasi-customization
다양한 고객의 요구사항을 좀 더 잘 반영한다
 Using modules, it enjoys economic advantage of
continuous process, and custom advantage of
low-volume, high-variety model
 중심이 되는 공통 모듈을 다양한 요구의
옵션(선택 사향)과 결합한 생산 방식
21
Repetitive-Focused Strategy Examples
Fast
Food
Clothes
Dryer
McDonald’s
over 95 billion served
Truck
© 1995 Corel Corp.
© 1984-1994 T/Maker Co.
© 1995 Corel Corp.
22
Mass-Customization Focused Strategy
(대량맞춤생산전략)
 Rapid, low-cost production that caters to
constantly changing unique customer
desires
 주문생산의 장점: Customization (고객의
Needs에 적극적으로 대응)
 대량생산의 장점: Low-cost rapid Production
(저비용 효율생산)
 여러 전략의 장점을 정보시스템과 OM 기법을
통해 결합한 전략 방식
23
Process Strategies
Repetitive Focus
Modular design
Flexible equipment
Modular techniques
Mass Customization
Effective scheduling
techniques
Process-focused
High variety, low volume
Low utilization (5% - 20%)
General purpose equipment
Rapid throughput
techniques
Product-focused
Low variety, high volume
High utilization (70% - 80%)
Specialized equipment24
A Comparison (1)
Process Focus
(Job Shop)
(Low volume, High
variety)
Repetitive
Focus
(Modular)
Product focus
(High-volume,
low-variety)
1. Small quantity,
large variety of
products
Long runs,
standardized
product, from
modules
Large quantity,
small variety of
products
2. General purpose
equipment (이것도
저것도 생산해야 하
기때문에…)
Special equipment Special purpose
aids in use of
equipment
assembly line
Mass
Customization
(High-volume,
high-variety)
Large quantity,
large variety of
products
Rapid changeover
on flexible
equipment
25
A Comparison (2)
Process Focus
Repetitive Focus
Product focus
Mass
Customization
3 Broadly skilled
operators (두루두루
잘 알아야 한다)
Modestly trained
employees
Operators less
broadly skilled
Flexible operators
trained for
customization
4 Many instructions
because of change
in jobs
Reduced training
and number of job
instructions
Few work orders
and job
instructions
Custom orders
require many
instructions
5 Raw material
high relative to
product value
JIT techniques
used
Raw material
low relative to
product value
Raw material low
relative to product
value
26
A Comparison (3)
Process Focus
Repetitive Focus
Product focus
Mass
Customization
6 WIP high relative JIT techniques
to output
used
WIP low relative to WIP driven down
output
by JIT, kanban,
lean production
7 Units move
slowly thru plant
Movement
measured in hours
& days
Units move swiftly
thru facility
Goods move
swiftly thru
facility
8 Finished goods
made to order, not
stored
Finished goods
made to frequent
forecasts
Finished goods
made to forecast,
then stored
Finished goods
made to order
27
A Comparison (4)
Process Focus
Repetitive Focus
Product focus
Mass
Customization
9 Scheduling
complex and
concerned with
trade-off between
inventory, capacity,
and customer
service
Scheduling based
on building models
from a variety of
forecasts
Scheduling
relatively simple,
concerns
establishing
sufficient rate of
output to meet
forecasts
Scheduling
sophisticated to
accommodate
customization
10 Fixed costs low,
variable costs high
Fixed costs
dependent on
flexibility of
facilities
Fixed costs high,
variable costs low
Fixed costs high;
variable costs must
be low
28
A Comparison (5)
Process Focus
11 Costing, done
by job, is
estimated prior to
doing job but only
known after doing
job
Repetitive Focus
Costs usually
known based on
experience
Product focus
Because of high
fixed costs, cost
dependent on
utilization of
capacity
Mass
Customization
High fixed costs
and dynamic
variable costs
29
Volume and Variety of Products
Volume and
Variety of
Products
One or very few
units per lot
Very small runs, high
variety
Modest runs, modest
variety
Long runs, modest
variations
Very long runs,
changes in
attributes
Equipment utilization
Low Volume High
Variety Process
(Intermittent)
Repetitive
Process
(Modular)
Projects
Mass
Customization
Job Shops
Poor Strategy
(High variable
costs)
5%-25%
High Volume
Low Variety
Process
(Continuous)
Disconnected
Repetitive
Connected
Repetitive
Continuous
20%-75%
70%-80%
30
Areas of Technology
 Machine technology
 Automatic identification systems (AIS)







Bar-code, RFID
Process control
Vision system
Robot
Automated storage and retrieval systems (ASRS)
Flexible manufacturing systems (FMS)
Computer-integrated manufacturing (CIM)
31
FMS에 의한 생산라인의 개념도
1
6
4
2
5
7
3
8
32
FMS 예
33
FMS 예
중앙관제실
자동창고
공구저장소
차팔렛트 반송
컨베이어라인
공구무인반송차
머시닝센터
세정실
작업물 무인운반차
준비작업장
34
FMS 예
35
36
Types of Robot

Cylindrical

Polar

Cartesian

Joint Arm
37
FMS Machine
38
ASRS (자동창고)
39
AGV (무인운반차)
40
AGVS (무인운반차 시스템)
http://www.steinbockus.com/AGVs/animation.gif
41
Computer Integrated Manufacturing
(CIM)
42
Facility Layout Design
43
Objectives of Facility Layout
 Develop an economical layout which will meet the
requirements of:




product design and volume (product strategy)
process equipment and capacity (process strategy)
quality of work life (human resource strategy)
building and site constraints (location strategy)
사내물류비용의 최소화
공간의 효율적 활용
노동력의 효율적 활용
 불필요한 움직임을 최소화함
 병목현상을 완화
 제조 및 서비스 시간 단축



44
What is Facility Layout
Location or arrangement of everything
within & around buildings
Objectives are to maximize
 Customer satisfaction
 Utilization of space, equipment, & people
 Efficient flow of information, material, & people
 Employee morale & safety
45
Types of Layouts






Fixed-position layout
Process-oriented layout
Office layout
Retail layout
Warehouse layout
Product-oriented layout
46
Emergency Room Layout
(Process-Oriented Layout)
E.R.Triage
room
Patient A broken leg
Patient B - erratic
pacemaker
Hallway
E.R. beds
Pharmacy
Billing/exit
47
Steps in Developing a
Process-Oriented Layout
1 Construct a “from-to matrix”
2 Determine space requirements for each
department
3 Develop an initial schematic diagram
4 Determine the cost of this layout
5 By trial-and-error (or more sophisticated
means), try to improve the initial layout
6 Prepare a detailed plan that evaluates
factors in addition to transportation cost
48
Cost of
Process-Oriented Layout
n
n
Minimize cost   X ijC ij
i 1 j1
where n  total number of work centers
or department s
i, j  individual department s
X ij  number of loads moved from
department i to department j
C ij  cost to move a load between
department i and department j
49
Interdepartmental Flow of Parts
1
1
2
3
4
5
6
2
3
4
5
6
50
100
0
0
20
30
50
10
0
20
0
100
50
0
0
50
Possible Layout 1
Room 1
Room 2
Room 2
Assembly
Department
(1)
Printing
Department
(2)
Machine Shop
Department
(3)
Receiving
Department
(4)
Shipping
Department
(5)
Testing
Department
(6)
Room 4
Room 5
60’
Room 6
40’
51
Interdepartmental Flow Network Showing
Number of Weekly Loads
100
11
50
2
30
3
100
10
4
근접운반비
비근접운반비
50
5
6
(Adjacent Cost) = $1,
(Non-Adjacent C.) = $2
52
Total Cost = 50+200+40+30+50+10+40+100+50 = $570
Possible Layout 2
Room 1
Room 2
Room 2
Painting
Department
(2)
Assembly
Department
(1)
Machine Shop
Department
(3)
Receiving
Department
(4)
Shipping
Department
(5)
Testing
Department
(6)
Room 4
Room 5
60’
Room 6
40’
53
Interdepartmental Flow Graph Showing
Number of Weekly Loads
30
2
50
1
100
3
100
4
50
5
6
근접운반비(Adjacent Cost)= $1,
비근접운반비(Non-Adjacent C.)=$2
54
Total Cost = 50+100+20+60+50+10+40+100+50=$480
Computer Programs to Assist in
Layout








CRAFT
SPACECRAFT
CRAFT 3-D
MULTIPLE
CORELAP
ALDEP
COFAD
FADES - expert system
55
Cellular Layout - Work Cells
A temporary product-orient arrangement
of machines and personnel in what is
ordinarily a process-oriented facilities
56
Work Cell Floor Plan
Saws
Tool Room
Drills
Office
Work Cell
57
Improving Layouts by Moving to the
Work Cell Concept
58
Work Cell Advantages
Inventory
Floor space
Direct labor costs
Equipment
utilization
Employee
participation
Quality
59
Office Layout
Design positions people, equipment, &
offices for maximum information flow
Arranged by process or product
 Example: Payroll dept. is by process
Relationship chart used
Examples
 Insurance company
 Software company
60
Relationship Chart
(부문상호관계표)
1
1 President
O
2 Costing
2
U
A
3 Engineering
4 President’s Secretary
A
I
O
3
Ordinary closeness:
President (1) &
Costing (2)
4
Absolutely necessary:
President (1) &
Secretary (4)
61
Office Relationship Chart
1 President
2 Chief Technology Officer
3 Engineer’s Area
4 Secretary
5 Office entrance
7 Equipment cabinet
8 Photocopy equipment
9 Storage room
9 Storage room
O
A
O
A
X
O
U
I
I
A
U
Val. Closeness
A
I
I
E
U
O
U A
E
E
I
I
I
A
Absolutely
necessary
E
Especially
important
U
O O
E U O I
E U
O
A O
I
U
X
X
Important
Ordinary OK
Unimportant
Not desirable
62
Retail /Service Layout Grid Design
Grocery Store
Milk
Meat
Office
Carts
Checkout
Produce Frozen Foods
Bread
63
Store Layout - with Dairy, Bread, High
Drawer Items in Corners
64
Warehouse Layout
 Design balances space (cube) utilization
& handling cost
 Similar to process layout
 Items moved between dock
& various storage areas
 Optimum layout depends on
Variety of items
stored
Number of items picked
65
An Assembly Line Layout
66
Line Balancing
 Precedence diagram
 Network showing order of
tasks and restrictions on
their performance
 Cycle time
 Maximum time product
spends at any one
workstation
67
Line Balancing
 Precedence Cycle
diagram
time example
 Network showing order of
productionon
time available
tasks and restrictions
Cd = desired units of output
their performance
 Cycle time
(8 hours x 60 minutes / hour)
Cd = time product
 Maximum
(120 units)
spends at any one
480
workstation
Cd =
120
= 4 minutes
68
Flow Time vs Cycle Time
 Cycle time = max time spent at any
station
 Flow time = time to complete all
stations
69
Flow Time vs Cycle Time
 Cycle time = max time spent at any
station
 Flow time = time to complete all
stations
1
2
3
4 minutes
4 minutes
4 minutes
Flow time = 4 + 4 + 4 = 12 minutes
Cycle time = max (4, 4, 4) = 4 minutes
70
Efficiency of Line
Efficiency
Minimum number
of workstations
i
t
i=1
E = nC
a
i
t
i
N=
i
i=1
Cd
where
ti
j
n
Ca
Cd
= completion time for element i
= number of work elements
= actual number of workstations
= actual cycle time
= desired cycle time
71
Line Balancing Process
1. Draw and label a precedence diagram.
2. Calculate the desired cycle time required for the
line.
3. Calculate the theoretical
minimum number of workstations.
4. Group elements into workstations,
recognizing cycle time and
precedence constraints.
5. Calculate the efficiency of the line.
6. Stop if theoretical minimum number of
workstations on an acceptable efficiency level
reached. If not, go back to step 4.
72
Line Balancing
WORK ELEMENT
A
B
C
D
Press out sheet of fruit
Cut into strips
Outline fun shapes
Roll up and package
PRECEDENCE
TIME (MIN)
—
A
A
B, C
0.1
0.2
0.4
0.3
Desired unit of output : 6,000 units
Available working hour a day : 40 Hrs
73
Line Balancing
WORK ELEMENT
A
B
C
D
PRECEDENCE
TIME (MIN)
—
A
A
B, C
0.1
0.2
0.4
0.3
Press out sheet of fruit
Cut into strips
Outline fun shapes
Roll up and package
0.2
B
0.1 A
D 0.3
C
0.4
74
Line Balancing
WORK ELEMENT
A
B
C
D
PRECEDENCE
TIME (MIN)
—
A
A
B, C
0.1
0.2
0.4
0.3
Press out sheet of fruit
Cut into strips
Outline fun shapes
Roll up and package
0.2
B / hour
40 hours x 60 minutes
2400
Cd =
=
= 0.4 minute
6,000 units
6000
0.1 A
D 0.3
0.1 + 0.2 + 0.3 + 0.4
1.0
N=
=
= 2.5 workstations
0.4
0.4
C
0.4
75
Line Balancing
WORK ELEMENT
A
B
C
D
PRECEDENCE
TIME (MIN)
—
A
A
B, C
0.1
0.2
0.4
0.3
Press out sheet of fruit
Cut into strips
Outline fun shapes
Roll up and package
0.2
B / hour
40 hours x 60 minutes
2400
Cd =
=
= 0.4 minute
6,000 units
6000
0.1 A
D 0.3
0.1 + 0.2 + 0.3 + 0.4
1.0
N=
=
= 2.5 workstations
0.4
0.4
3 workstations
C
0.4
76
Line Balancing
WORK ELEMENT
A
B
C
D
PRECEDENCE
TIME (MIN)
—
A
A
B, C
0.1
0.2
0.4
0.3
Press out sheet of fruit
Cut into strips
Outline fun shapes
Roll up and package
Cd = 0.4
N = 2.5
0.2
B
0.1 A
D 0.3
C
0.4
77
Line Balancing
WORKSTATION
ELEMENT
REMAINING
TIME
Cd = 0.4
N = 2.5
0.2
B
0.1 A
REMAINING
ELEMENTS
D 0.3
C
0.4
78
Line Balancing
WORKSTATION
1
ELEMENT
REMAINING
TIME
REMAINING
ELEMENTS
0.3
B, C
A
Cd = 0.4
N = 2.5
0.2
B
0.1 A
D 0.3
C
0.4
79
Line Balancing
WORKSTATION
1
ELEMENT
REMAINING
TIME
REMAINING
ELEMENTS
0.3
0.1
B, C
C, D
A
B
Cd = 0.4
N = 2.5
0.2
B
0.1 A
D 0.3
C
0.4
80
Line Balancing
WORKSTATION
1
2
ELEMENT
REMAINING
TIME
REMAINING
ELEMENTS
0.3
0.1
0.0
B, C
C, D
D
A
B
C
Cd = 0.4
N = 2.5
0.2
B
0.1 A
D 0.3
C
0.4
81
Line Balancing
WORKSTATION
1
2
3
ELEMENT
REMAINING
TIME
REMAINING
ELEMENTS
0.3
0.1
0.0
0.1
B, C
C, D
D
none
A
B
C
D
Cd = 0.4
N = 2.5
0.2
B
0.1 A
D 0.3
C
0.4
82
Line Balancing
WORKSTATION
1
2
3
Work
ELEMENT
station 1
REMAINING
Work
TIME
station 2
A
B A, B
C
0.3
D minute
0.3
C
0.1
0.0
0.4
0.1
minute
station 3
B, C
D C, D
D
0.3
none
minute
Cd = 0.4
N = 2.5
0.2
B
0.1 A
REMAINING
Work
ELEMENTS
D 0.3
C
0.4
83
Line Balancing
WORKSTATION
1
2
3
Work
ELEMENT
station 1
REMAINING
Work
TIME
station 2
A
B A, B
C
0.3
D minute
0.3
C
0.1
0.0
0.4
0.1
minute
0.2
B
REMAINING
Work
ELEMENTS
station 3
B, C
D C, D
D
0.3
none
minute
Cd = 0.4
N = 2.5
1.0
0.1 + 0.2 + 0.3 + 0.4
0.3 = 83.3%
0.1 A
E=
=
=
D0.833
1.2
3(0.4)
C
0.4
84
Announcement
 Next week Exam I
 Concepts, Terms
 Calculation Problems
Examples, Solved problems, and HW
 HW (제출하지 않음)
 Example 1, 2
 Solved Problem 1
85
Good Bye!
86