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INDUSTRIAL MANAGEMENT
PLANT LOCATION,
LAYOUT AND
LINE BALANCING
CHAPTER 2
consideration must be given to the safe location of the plant so that it does not impose a
CLIMATE :
Adverse climatic conditions at site will increase costs. Extremes of low temperatures will
require the provision of additional insulation and special heating for equipment and
piping. Similarly, excessive humidity and hot temperatures pose serious problems and
must be considered for selecting a site for the plant. Stronger structures will be needed at
direct new investment to preferred locations; such as areas of high unemployment. The
vary from one location to another. Similarly, local regulations on zoning, building codes,
nuisance aspects and others facilities can have a major influence on the final choice of the
plant site.
OBJECTIVES OF PLANT LAYOUT
The main objective consists of organizing equipment and
working areas in the most efficient way, and at the same time
satisfactory and safe for the personnel doing the work.
Sense of Unity
The feeling of being a unit pursuing the same
objective.
Minimum Movement of people, material and
resources.
Safety
In the movement of materials and personnel work flow.
Flexibility
In designing the plant layout taking into account the changes
Minimum movement:
A good layout is one that permits the minimum movement between the
operations. The plant and machinery in case of product layout and
departments in case of process layout should be arranged as per sequence of
operations of most of the products.
Since straight line is the shortest distance between any two points, men and
materials as far as possible should be made to move along the straight path
A door may be made in a wall or a hole may be drilled in a ceiling if that
eliminates or reduces material handling in place of stairs or a distant door.
PRINCIPLES OF PLANT LAYOUT
(CONT.)
Uni-direction flow:
A good layout is one that makes the materials move only in the forward direction,
towards stage of completion, with any backtracking.
Since straight line is the shortest distance between any two, points, materials as far
as possible should be made to move on the principle of straight-line flow. And when
straight line flow is not possible, other flows like U-shaped flow, circular flow or zig
zag flow may be adopted, but the layout may ensure that materials move in the
forward direction.
To ensure forward flow, equipment if necessary may be duplicated.
vertically one above another rather than being strewn on the floor.
Pallets or equivalents should be made use of to pile up several layers one above
another.
Area below the work tables or in the cupboards built into the wall are welcome
Maximum accessibility:
A good layout is one that makes all servicing and maintenance point readily accessible.
Machines should be kept sufficiently apart and with reasonable clearance from
the wall so that lubrication, adjustment and replacement of belts, removal of parts at the
time of repairs etc can be done conveniently by the maintenance staff.
Area in front of electrical panels and fire extinguishers should be kept free from
obstructions.
PLANT LAYOUT PROCEDURE
Plant Layout Procedure - Phase 1 Information Gathering
Determine what will be produced
Determine how many will be produced
Determine what components will be made or purchased
Determine required operations
Determine sequence of operations
Set time standards for each operation
Product A
Product B
Shipping
And
Welding Grinder Inspection Rece Painting
iving
(C) FIXED POSITION OR LOCATION LAYOUT
In this type of layout, the major product
being produced is fixed at one location.
Equipment labour and components are
moved to that location.
All facilities are brought and arranged around one
work centre. This type of layout is not relevant for
small scale entrepreneur.
FIXED LAYOUT (CONT.)
The following figure shows a fixed position layout
regarding ship building :
man / labor
stationar
y
(D) COMBINED LAYOUT
Certain manufacturing units may require all three processes namely
intermittent process (job shops), the continuous process (mass production
shops) and the representative process combined process [i.e. miscellaneous
shops].
In most of industries, only a product layout or process layout or fixed
location layout does not exist.
Thus, in manufacturing concerns where several products are produced in
repeated numbers with no likelihood of continuous production,
combined layout is followed.
Generally, a combination of the product and process layout or other
combination are found, in practice, e.g. for industries involving the
fabrication of parts and assembly, fabrication tends to employ the process
layout, while the assembly areas often employ the product layout.
In soap, manufacturing plant, the machinery manufacturing soap is
arranged on the product line principle, but ancillary services such as
heating, the manufacturing of glycerin, the power house, the water
treatment plant etc. are arranged on a functional basis.
(D) COMBINED LAYOUT (CONT.)
The following figure shows a combined position
layout :
Facilities and
Forecasting Capacity Equipment
Planning
Process
Selection
Work
Technological
Design
Change
QUESTIONS BEFORE SELECTING A
PROCESS
Variety of products and services
How much
Flexibility of the process; volume, mix,
technology and design
What type and degree
Volume
Expected output
PROCESS TYPES
Job Shops:
Small lots, low volume, general equipment, skilled
workers, high-variety. Ex : tool and die shop,
veterinarian’s office.
Batch Processing:
Moderate volume and variety. Variety among
batches but not inside. Ex : paint production ,
BA3352 sections.
Repetitive/Assembly:
Semicontinuous, high volume of standardized items,
limited variety. Ex : auto plants, cafeteria.
Continuous Processing:
Very high volume an no variety. Ex : steel mill,
chemical plants.
Projects:
Nonroutine jobs. Ex : preparing BA3352 midterm.
LINE BALANCING
Line balancing is the process of assigning tasks to
workstations in such a way that the workstations have
approximately equal time requirements. This results in
the minimized idle time along the line and high
utilization of labor and equipment.
Assembly line balancing is associated with a product
layout in which products are processed as they pass
through a line of work centres. An assembly line can be
considered as a “PRODUCTION SEQUENCE” where
parts are assembled together to form an end product.
The
operations are carried out at different
workstations situated along the line.
LINE BALANCING CONCEPT
The step in line balancing :
1) The minimization of the number of workstations;
2) The minimization of cycle time;
3) The maximization of workload smoothness;
4) The maximization of work relatednes.
Reasons to have balance the production line :
(1) Keeping inventory cost slow results in higher net income;
(2) Keeping normal inventory levels lets the operator work all day
long giving him/her the opportunity to earn more money by
increasing his/her efficiency;
(3) Keeping the line balanced let’s the supervisors improve
other areas because they can use their time better;
(4) Balanced production keeps prices low which turns into repeat
sales;
(5) Balanced production means better production.
LINE BALANCING CONCEPT (CONT.)
There are 3 rules for balancing:
(1) Have at least ½ hour of WIP for each operation;
(2) Solve problems before they become any larger;
(3) Meet production goals by keeping every operator working at their
maximum capacity.
Line balancing is the act of balancing the cycle time of the workers on a
production line to the takt time.
Takt time is the required pace of production to meet customer demand. The
word takt comes from the German word for the baton used by an orchestra
conductor.
When everyone has a cycle time that matches the takt time, work flows efficiently. If a
line is not balanced, it either has waiting waste where team members are standing
around a t the end of each cycle, or the line can’t keep up with demand.
The total cycle time to produce a product divided by the takt time gives the number of
people required. This assumes that the work can be split evenly— sometimes it can be
hard to do precise line balancing. Most lines never get balanced out perfectly even.
Consolidating all this extra time makes it easy to shift a person to another location when
a few improvements are completed. It also gives that person a bigger chunk of time to
work on projects. This practice of line balancing is known as the least operator
concept.
DESIGNING PRODUCT LAYOUTS
The main objective of a product layout is to arrange
workers or machines in a line according to the
operations that need to be performed.
Thus it would seem that the layout could be
determined by following the order of assembly.
To maximize efficiency on the assembly line
balancing must be considered.
Line balancing - attempt to equalize the amount of
work at each work station.
Line Balancing cuts down on idle time for the
workers.
LINE BALANCING IN PRODUCT DESIGN
LAYOUT
Some definitions :
Workstation : A work station is a location on assembly line
where given amount of work is performed.
Cycle time : it is the amount of time for which a unit that is
assembled is available to any operator on the line or it is the time
the product spends at each work station.
Task : The smallest grouping of work that can be assigned
to a workstation.
Predecessor Task : A task that must be performed before
performing another (successor) task.
Task time : Standard time to perform element task.
Station time : Total standard work content of specific
workstation.
Balance Delay (BD) : Percentage of total idle time on the line
to total time spent by the product from beginning to end of line.
LINE BALANCING IN PRODUCT DESIGN
LAYOUT
The parameters in line balancing :
Output
x
EXAMPLE 1:
In one company, production time available per day is 480
minutes and 40 units are required per day. The data is
shown below for nine tasks.
PRIORITY OF
TASK TIME
TASK
A 10 -
B 11 A
C 5 B
D 4 B
E 12 A
F 3 C,D
G 7 F
H 11 E
I 3 G,H
TOTAL TIME 66
QUESTION 1 :
Determine :
1. Identify precedence diagram.
2. Calculate:
i. Cycle time,
ii. Minimum number of workstations,
iii. Assign the work elements to
workstations.
SOLUTION 1:
1. Precedence diagram
5
10 11 C 3 7
A B F G
4
D 3
I
12 11
E H
SOLUTION 1:
2. Calculate :
or
6
SOLUTION 1 :
iii) Assign the workstation:
S4
S1 S2 5 S6
10 11 C 3 7
A B F G
4
D 3
S3 S5 I
12 11
E H
EXAMPLE 2:
The company I engaged in the assembly of a wagon on a conveyor. 500
wagons are required per day. Production time available per day is 420
minutes. The other information is given below regarding assembly steps
and precedence relationships.
work stations.
iv) Group of work stations accordingly.
v) Find the line efficiency.
SOLUTION 2 :
i) Draw the precedence diagram.
11 1
B 9 C F 2
A
45
G
12
5 1 1 8 9
D0 E 5 H 2 J K
1
2
I
SOLUTION 2 :
ii) Cycle time.
N = Total time
Cycle time
= 191
50.4
= 3.79
≈
SOLUTION 2 :
iv) Group of work stations accordingly.
S3
S1
B C F
A
S4
G
S2
D E H J K
I
SOLUTION 2 :
This is different from expected time. Seasoned managers have an amazing way of
estimating very close to actual data from prior estimation errors.
Pessimistic time (PT) - the longest time that an activity might require.
STEPS IN CPM PROJECT PLANNING
5. Determine the Critical Path
The critical path is determined by adding the times for the activities in each
sequence and determining the longest path in the project.
The critical path determines the total time required for the project.
If activities outside the critical path speed up or slow down (within limits),
the total project time does not change. The amount of time that a non-critical
path activity can be delayed without delaying the project is referred to as
slack time.
If the critical path is not immediately obvious, it may be helpful to
determine the following four quantities for each activity:
ES - Earliest Start time
These times are calculated using the expected time for the relevant activities.
The ES and EF of each activity are determined by working forward through
the network and determining the earliest time at which an activity can start and
finish considering its predecessor activities.
STEPS IN CPM PROJECT PLANNING
The latest start and finish times are the latest times that an activity can start
and finish without delaying the project. LS and LF are found by working
backward through the network. The difference in the latest and earliest finish
of each activity is that activity's slack.
The critical path then is the path through the network in which none
of the activities have slack.
The variance in the project completion time can be calculated by summing
the variances in the completion times of the activities in the critical path.
Given this variance, one can calculate the probability that the project will
be completed by a certain date.
Since the critical path determines the completion date of the project, the
project can be accelerated by adding the resources required to decrease the
time for the activities in the critical path. Such a shortening of the project
sometimes is referred to as project crashing.
6. Update as project progresses
Make adjustments in the PERT chart as the project progresses. As the project
unfolds, the estimated times can be replaced with actual times. In cases
where there are delays, additional resources may be needed to stay on
schedule and the PERT chart may be modified to reflect the new situation.
BENEFITS AND LIMITATIONS OF PERT
Benefits of PERT
PERT is useful because it provides the following information:
Expected project completion time.
Probability of completion before a specified date.
The critical path activities that directly impact the completion
time.
The activities that have slack time and that can lend resources to
critical path activities.
Activities start and end dates.
Limitations of PERT
The following are some of PERT's limitations:
The activity time estimates are somewhat subjective and depend on
judgment. In cases where there is little experience in performing an activity,
the numbers may be only a guess. In other cases, if the person or group
performing the activity estimates the time there may be bias in the estimate.
The underestimation of the project completion time due to
alternate paths becoming critical is perhaps the most serious.
TERMS ARE USED
Network – A graphical representation of the project and it consists
of series of activities arranged in a logical sequence and show the
interrelationship between the activities.
Activities – A physically identifiable part of the project, which
consumes time and resources. Each activity has a definite start and
end . Activity is represented by an arrow ( ).
Event – An event represents the start or the completion of an
activities. The beginning and end points of an activity are events.
Example : Machining a component is an
activity Start machining is an event
Machining completed is an event
1 c 3
a f f
s
i
t d n
a b g
i
r e 4
2 s
t
h
SOLUTION 1 (CONTINUED):
a c
f
s f
i
t
n
d
a
i
r
b s
t
h
e g
DRAW DIAGRAM USING NODES
The node have 3 part : NO., EST and LST
EST
NO.
LST
4 F 19
2 18
5 33
15 C
A
4 D 3
6
0 20 36
B G H 9
1 0
4 8
8
6 20 36
8 12 10
E J5
7 7 20
3 K L
11
7 20
8 31
31
9
11
EXAMPLE 3 : CRITICAL PATH
Find the critical path and critical time
Table 2
Task Predecessor Duration (days)
A - 5
B - 4
C A 3
D A 4
E A 6
F B, C 4
G D 5
H E 6
I F 6
J G, H 4
SOLUTION 3 : CRITICAL
PATH 9 G 14
4 12 5 7 17
D
4
5 E 11 H 17
2 6 5 11
8
5 17 J
A C 6 4
5 3
0 8 21
1 6 10 21
0 11
B I
4 6
8 F 12
3 9
11 4 15
Critical path : A– E – H –
J
Critical time : 21 days
FLOATS / SLACKS
Float (slack) - amount of time that a task can be delayed without causing a
delay to:
subsequent tasks (free float)
project completion date (total float)
The slack of an event is the difference between the latest and earliest
event times.
Slack = LST – EST
The events with zero slack time are known as critical events.
Example :
7 4 17
5 17
7 18
9 17
Slack event 5 = 17 – 7 = 10
Slack event 7 = 18 – 4 = 14
Slack event 9 = 17 – 17 = 0
Critical event / slack = 0 , so event 9 is critical event.
FLOAT / SLACKS (CONT.)
Total float is the spare time available on any given activity
if the tail event occurred at its earliest time and the head
event at its latest time.
Total float (TF) = Time latest at head – Time earliest
at tail – Activity duration
Example :
0 B 8
1 4
0 8 8
Example :
4
B 12
3 4
4 2 15
Activity Duration
1–2 20
1–3 25
2–3 10
2–4 12
3–4 6
4–5 10
SOLUTION 4 : FLOAT / SLACKS
The network diagram.
30
3
30
D
A
25 6
10 C
0 B 20 E 46
1 2 36 F 5
4
0 20 20 10 46
12 36
Critical path : B – E – F
SOLUTION 4 : FLOAT / SLACKS (CONT.)
The floats and slacks for each activity.
Activity Duration Earliest Latest Float Slack
1–2 20 0 20 0 20 0 0 0
(Critical)
1–3 25 0 25 5 30 5 5
2–3 10 20 30 20 30 0 0 0
(Critical)
2–4 12 20 32 24 36 4 4
3–4 6 30 36 30 36 0 0 0
(Critical)
4–5 10 36 46 36 46 0 0 0
(Critical)
SOLUTION 4 : FLOAT / SLACKS (CONT.)
The slack for each activity.
2 20 20 0 Critical
3 30 30 0 Critical
4 36 36 0 Critical
5 46 46 0 Critical
Critical path : 1 – 2 – 3 – 4 – 5
EXERCISE :
Draw the network and compute the critical path.
SOLUTION :
7 c 13 g 16
a A C G h
7 6 13 16
7 2
S
0 18
T 3 H
A
0 18
R
T
b h
3 d 6 e 9
3 B D E 2
10 3 13 3 16
f e
5 8 3
F
13
Critical path: A– C– G– H
Total Completion Time: 7 + 6 + 3 + 2 = 18
Total slack: 4 + 7 + 7 + 8 = 26
THANK
YOU
THE END