全球运营管理讲座new-gom-factory-layout-(update)课件

1、GOM3Operations ManagementLayout14Basic Production LayoutsProcess LayoutProduct LayoutGroup Technology (Cellular) LayoutFixed-Position Layout 2Layout TypesFoundryMilling machinesLathesGrindingPaintingDrillsOfficeWeldingForging(a) Layout of a job shop3Process LayoutAdvantages:general purpose and less

2、capital intensiveless vulnerable to changesequipment utilizationemployee supervisionDisadvantages:slower processing rateslost production time for setupsmore capital and space for inventorylonger manufacturing lead timesmaterials handling requires variable path devicesproduction planning and control

3、more difficult4Layout TypesStation 1Station 2Station 3Station 4(b) Layout of a production line5Product LayoutAdvantages:faster processing rateslower inventoriesinfrequent setupsDisadvantages:risk of layout redesignless flexibilityfor low volume, dedicated resources have low utilization6Group Technol

4、ogy(a) Jumbled flows in a job shop without GT cellsDrillingDDDDGrindingGGGGGGMillingMMMMMMAssemblyAAAALathingReceiving and shipping LLLLLLLL7Group Technology(b) Line flows in a job shop with three GT cells Cell 3LMGGCell 1Cell 2Assembly areaAALMDLLMShippingDReceivingG8Group Technology(b) Line flows

5、in a job shop with three GT cells Cell 3LMGGCell 1Cell 2Assembly areaAALMDLLMShippingDReceivingG934Group TechnologyBenefits1. Better human relations2. Improved operator expertise3. Less in-process inventory and material handling4. Faster production setup1035Group TechnologyTransition from Process La

6、yout1. Grouping parts into families that follow a common sequence of steps.2. Identifying dominant flow patterns of parts families as a basis for location or relocation of processes.3. Physically grouping machines and processes into cells.11Example: Process Flow AnalysisAssume that King Sports Produ

7、cts produces a variety of tennis rackets sequentially on four machines, and the times required on each machine for one typical racket are shown as follows:RawMaterialsMachine AFramer4 minutesMachine BHandler3 minutesMachine CStringer10 minutesMachine DFinisher2 minutesRacket12Example: Process Flow A

8、nalysisThroughput time: 4 + 3 + 10 + 2 = 19 minutesCycle time of the process: 10 minutesIf King is willing to invest in another machine, which type should it purchase?How much more can you improve if you have more resources?13Example: Process Flow AnalysisRaw materials2-ton capacity1 load/dayTruck A

9、Parts300 cap.1.5Tons/day240Parts/dayStorage3500 lb. cap.Storage500 cap.Fabrication25 lb/component25 component/hrAssembly20 units/hrPackaging A5 min. process time30Parts/hr375Lb/hr15 Components/hr15Units/hr120Units/day80Units/dayPackaging B10 min. process time40Units/dayTruck BThe bottleneck shifts a

10、round the facilityHow?1416Example-Line BalancingYouve just been assigned the job of setting up an electric fan assembly line with the following tasks:1517Precedence DiagramACBDEFGH23.2511.2.511.41Which process step defines the maximum rate of production?1618The bottleneck1719We want to assembly 100

11、fans per dayWhat does this figure represent?18Why should we always round up?20The McGraw-Hill Companies, Inc., 1998Irwin/McGraw-Hill1921Some Rules Well Follow for Loading WorkstationsPrimary: Assign tasks in order of the largest number of following tasks.Secondary (tie-breaking): Assign tasks in order of the longest operating time 20ACBDEFGH23.2511.2.511.41St