Production Planning and Control Chapter 6 · Production Planning and Control Watcharavee C. Honda Automobile (Thailand) Co.,Ltd. Painting Department (PA) ฝ่ายพ่นสีตัวถังรถยนต์

Operations Management UTCC Page 1

Production Planning

and Control

Chapter 6

School of Engineering

The University of the Thai

Chamber of Commerce


Process Selection and

Facility Layout

School of Engineering

The University of the Thai Chamber of Commerce


Demand

Forecasting

Product Design

Technology

โจทย ์ตัง้โรงงานใหม่

การเลือกกระบวนการผลิต

Capacity Planning


Input Process Output

Organization

Affect

Wrong decision


Agenda

• Process selection and Facility layout

• Why and how process selection has such influence

• Basic concept for processing work

• Discussion, How processes and layout are linked


• Process selection

– Deciding on the way production of goods or services will be

organized

• Major implications

– Capacity planning

– Layout of facilities

– Equipments

– Design of work systems

• Occurs when

– New products or services are being planned

– Technological changes in products or equipments, as well as

competitive pressures

Introduction


Demand

Forecasting

Product and

Service Design

Technological

Change

Capacity

Planning

Process

Selection

Facilities and

Equipments

Layout

Work

Design

Process Selection and System Design


• Key aspects of process strategy

- Make or Buy decisions

– Capital intensive – equipment/labor

– Process flexibility

– Adjust to changes

Design

Volume

Technology

Process Strategy


• Variety

– How much

• Flexibility

– What equipment

• Volume

– Expected output

Job Shop

Batch

Repetitive

Continuous

Process Selection


• Job shop– Small scale and Processing is intermittent

– Low volume of high variety goods and services

– High flexibility using general purpose equipments and skilled worker

– Example: Tool and die shop, veterinarian’s office

• Batch– Moderate volume of goods or services

– It can handle a moderate variety in products and services

– The equipments need not be as flexible as in a job shop

– The skill level of workers doesn’t need to be as high as in a job shop because there is less variety in the jobs being processed

– Example: bakeries, movie theatres, magazines

Process Types


Job Shop and Batch Processes


• Repetitive/assembly line

– High volumes and standardized goods or services

– Slight flexibility of equipment

– Skill of workers is generally low

– Example: automobiles, televisions, computers, automatic carwash

• Continuous

– Very high volumes of non-discrete goods, highly standardized output

– No variety in output, no need for equipment flexibility

– Examples: petroleum products, steel, sugar, flour, supplying electricity to homes, and the Internet.

Process Types


Repetitive Processes

Operations Management UTCC

TAG IDENTIFY

RECEIVE PART

INCOMING INSPECTION

Manufacturing.

MANUFACTURING PROCESSES

NG

OK

FRAME ASSEMBLY

ENGINE ASSEMBLY

PRODUCTION PROCESS

NG

QA

COUNTERMEASURE

FINAL INSPECTION 100 %

Static & Dynamic

WELDING PAINTPRESS QA QA QA QA

SUPPLIERM

AR

KE

T

DeliveryOK

Part quality

assurance

QA

Production Planning and Control Watcharavee C.

Honda Automobile (Thailand) Co.,Ltd.

Welding Department ( WE )ฝ่ายเช่ือมประกอบตัวถังรถยนต์

การเช่ือมจดุโดย เคร่ือง Spot Welding เช่ือมจดุโดย เครื่อง GW (General Welding)



Painting Department (PA)ฝ่ายพ่นสีตัวถังรถยนต์

1.การเตรียมผิว

2.การชบุสีด้วยกระแสไฟฟ้า

3.การซีลรอยต่อ

4.การพ่นสีรองพืน้


2004 Improvement ProjectDirect part Delivery Lay out Area.

9 #

S18 S17 S16 S15 S14 S13 S12 S11

OFFICE AF#

G

D-01L D-02L D-03L D-04L D-05L D-06L D-07L D-08L D-09L D-10L D-11L D-12L D-13L

D-01R D-02R D-03R D-04R D-05R D-06R D-07R D-08R D-09R D-10R D-11R D-12R D-13R

C

#

77788081 79 73747576 65707172 66676869 59626364 6061

50 51

565758

41 42 LIFT 4947 4834 35 39 4036

23242526 14151621 20 19 18 78AF-DL13

29 LIFT 30 31 33

4

5

52 53

9101112 6

876

6 7 8

37 38

1722

9 10

43 44 45 4632

54

27

28

78

R

55

C1-INSPINSPEC

CO-INSPINSPEC 3,4

CO-INSPINSPEC1,2

INSPEC&REPAIR

INSPECTOR

HANGER

HANGER

3

2

S46

S45

S41~S44

S32

S31S21

S22

S23

S24

S25PIPE ASSY FULE

( ASICO )

BEAM COMP STRG

( BT )

SEAL FR DR LWR SILL

( NTR )

TANK COMP FULE

( TMC )

SPRG FLEX JOINT

( KHM )

STAY FR R SUBFRAM MT

( APICO )

SPACER R TRUNK FLOOR

( EPE )

SEAT ASSY R FR

( TST )

HVAC ASSY

( KNTR )

LNG ASSY ROOF

( SAS )

RUNCHANNEL R FR

( NTR )

DOOR MIR

( HLT )

PAN COMP OIL

( TEP )

BRG CONNROD

( DMC )

PRG OIL PAN

( TKR )COMPRESSOR ASSY

( KNTR )

PIPE ASSY CONNECTING

( BT )

( AE PRODUCTION )

Assembly Frame Processing

ขัน้ตอนท่ี 1-81 ถ้ามีการผลิตไหลต่อเน่ืองทกุๆ 2 นาที จะมีรถออกมา 1 คนั 1 ชม. ผลิตรถได้ 30 คนั



Assembly Frame Department (AF)ฝ่ายประกอบช้ินส่วน

1.ประกอบช้ินส่วนภายในและภายนอกห้องโดยสาร

2.แผนกประกอบช้ินส่วนหลกั 3.แผนกแยกช้ินส่วนใหญ่ของรถออกมาประกอบ



Machining Department (MC)ผลติช้ินส่วนเคร่ืองยนต์

2.แผนกผลิตเส้ือสบูและฝาสบูรถยนต์

1.แผนกหล่อเส้ือสบู

3.แผนกผลิตกระบอกสอบเคร่ืองยนต์



Assembly Engine Department (AE)ฝ่ายประกอบเคร่ืองยนต์

Nut Runner (เคร่ืองขนัฝาสบูอตัโนมติั)- ประกอบฝาสบู- ประกอบเพลาข้อเหว่ียง



Vehicle Quality Department (VQ)ฝ่ายตรวจสอบคุณภาพรถยนต์ส าเร็จรูป

1.ตรวจสอบภายใน 2. ภายนอก3.ตรวจก่อนสตาร์ทเคร่ืองยนต์4.ตรวจจุดศูนย์กลางพวงมาลัย5.การปรับตัง้มุมล้อ6.การปรับตัง้ระดับแนวล าแสงไฟหน้า7.การตรวจองศาวงเลีย้ว8.ทดสอบค่าแรงเบรคและความเร็ว9.ทดสอบการเบี่ยงเบนของล้อ10.ตรวจสอบช่วงล่าง,การร่ัวของน า้มัน11.ตรวจห้องภายในห้องเคร่ืองเยน็12.ทดสอบการขับข่ีในสภาพถนนจ าลอง13.ตรวจสอบคุณภาพก่อนการส่งมอบ


REPAIR LINE A

0.0

Side Slip Test Brake Test Speed Test Turning Radius Test

00000 000 35~40

Km / h L RIN OUT

Wheel Alignment

0.0 0.00.00.0

DELIVERY

AXO Y.OY.P

Road Test

- Steering feeling check

- Squeak & Rattle

Sampling Test

- Steady Test - Horn Test

- Accelaration runing - Exhaust noise

INSPECTION LINE

ABS TEST WATER POOL

SHOWER TEST

SLALOM

45678911

10

15

12

13

3 2

3

Hand Brake Test

PDI LINE

Vehicle quality (VQ). Line layout

Long Test course 100%

inspect


Spinning - การปัน่ด้าย – เครื่องผสมฝ้าย

เป็นการเปิดเส้นใยใหค้ลายตวัออก พร้อมทั้งเป็นการผสมส่วนผสมต่างๆ ซ่ึงเป็นสูตรในการผลิตดา้ยท่ีแต่ละโรงงานจะมีสูตรเฉพาะเป็นของตนเอง


Spinning - การปัน่ด้าย – เครื่องสางใย


Spinning - การปัน่ด้าย – Comber


Spinning - การปัน่ด้าย – เครื่องรีดปยุ


Spinning - การปัน่ด้าย – เครื่องรีดปยุ

การท าโรฟวิงเป็นการลดขนาดสไลเวอร์ท่ีไดจ้ากขั้นตอนก่อนหนา้น้ีลงเสน้ใย

ขนานกนัมากข้ึน การท าโรฟวิงกเ็หมือนกบัการรีดปุยหลายๆ คร้ังต่อเน่ืองกนันัน่เอง ซ่ึงอาจเรียกขั้นตอนน้ีวา่ “ป่ันสอง”

Back


Spinning - การปัน่ด้าย

Back


Continuous Processes


แผนภูมิแสดงกระบวนการผลิตน ้าตาลทราย


Process Types

Job Shop Batch Repetitive/

Assembly

Continuous

Description Customized

goods or services

Semi-

standardized

goods or

services

Standardized

goods or

services

Highly

standardized

goods or

services

Advantages Able to handle a

wide variety of

work

Flexibility Low unit cost,

high volume,

efficient

Very efficient,

very high

volume

Disadvantages Slow, high cost

per unit, complex

planning and

scheduling

Moderate cost

per unit,

moderate

scheduling

complexity

Low flexibility,

high cost of

downtime

Very rigid, lack

of variety, costly

to change, very

high cost of

downtime


Process Type

Job Shop Appliance

repair

Emergency

room

Not

feasible

Batch Commercial

bakery

Classroom

Lecture

Repetitive Automotive

assembly

Automatic

carwash

Continuous

(flow)

Not

feasible

Oil refinery

Water purification

Product – Process Matrix


Dimension Job Shop Batch Repetitive Continuous

Job variety Very High Moderate Low Very low

Process

flexibility

Very High Moderate Low Very low

Unit cost Very High Moderate Low Very low

Volume of

output

Low Low-

moderate

High Very High

Product – Process Matrix


Automation

• Fixed Automation (Low cost and High Volume)

• Programmable Automation (high cost, wide variety

and low volume product (N/C))

• CAD/CAM (CNC, robot)

• Flexible Manufacturing System (FMS)

• Computer Integrated Manufacturing (CIM)


FMS


FMS



Information Processingactivities

ManufacturingPlanning

ManufacturingControl

Product Design

Business Functions

Raw Materials

Finished Products

Physical Activities

Model of CIM


• Layout: the configuration of departments,

work centers, and equipments, with particular

emphasis on movement of work (customers

or materials) through the system

Facilities Layout


• Requires substantial investments of money

and effort

• Involves long-term commitments

• Significant impact on cost and efficiency of

operations

Importance of Layout Decisions


Most common reasons for design of

layouts:

• Inefficient operations (high cost, bottleneck)

• Accident or safety hazards

• Change in the design of product

• Change in the volume output

• Change in method or equipments

• Change in environmental or legal requirements





การออกแบบศนูยก์ระจายสินค้าของจงัหวดัพิษณุโลก

• คลงัสินค้าเกษตรอาทิเช่น ข้าว ข้าวโพด อ้อย มันส าปะหลงั น า้ตาล เป็นต้น

• คลงัสินค้าอุตสาหกรรม อาทิเช่น ช้ินส่วนยานยนต์ เคร่ืองไฟฟ้า เคร่ืองทางการเกษตร เป็นต้น

• คลงัสินค้าพืน้เมือง อาทิเช่น สินค้า SMEs/OTOP เป็นต้น


การออกแบบศนูยก์ระจายสนิคา้ของจงัหวดัพษิณุโกก


หน้าทีส่ าคญัของศนูยก์ระจายสนิคา้

• การเคล่ือนย้าย

• การเกบ็รกัษา

• การถ่ายโอนข้อมลู


ขัน้ตอนของการออกผงัการใช้งานคลงัสินค้า

• รายละเอียดของกิจกรรมต่างขึน้อยู่กบัความต้องการใช้ในกิจกรรมนัน้ๆ รายละเอียดต่างๆสามารถสรปุได้ดงัต่อไปน้ี

• การรบัสินค้า• การตรวจสอบสินค้า• การจดัเกบ็สินค้าขึน้ชัน้ • การจดัวางกองสินค้า• การเบิกสินค้า • การจดัเตรียมจดัส่ง • การบริการโดยพนักงาน • กระบวนการข้อมลู เอกสารต่าง ๆ


ความสมัพนัธข์องกจิกรรม (Activity Relationship)


แผนภาพแสดงความสมัพนัธ์(Relationship Diagram)


• Product layouts

• Process layouts

• Fixed-Position layout

• Combination layouts

Basic Layout Types


• Product layout – Layout that uses standardized processing operations to

achieve smooth, rapid, high-volume flow (repetitive and continuous production)

• Process layout– Layout that can handle varied processing requirements

• Fixed Position layout– Layout in which the product or project remains

stationary, and workers, materials, and equipment are moved as needed

Basic Layout Types


Raw

materials

or customer

Finished

itemStation

2

Station

3

Station

4

Material

and/or

labor

Station

1

Material

and/or

labor

Material

and/or

labor

Material

and/or

labor

Used for Repetitive or Continuous Processing

Product Layout


Product Layout


• High rate of output

• Low unit cost due to high volume and high cost of

special equipments

• Labor specialization reduces training costs and time

• Low material handling cost per unit

• High utilization of labor and equipment

• Established routing and scheduling

• Accounting, purchasing and inventory control are

fairly routine

Advantages of Product Layout


• Creates dull, repetitive jobs

• Poorly skilled workers may not maintain

equipment or quality of output

• Fairly inflexible to changes in volume

• Highly susceptible to shutdowns

• Needs preventive maintenance

Disadvantages of Product Layout


1 2 3 4

5

6

78910

In

Out

Workers

U-Shaped Production Line


• is more compact; half the length of straight

production line

• increased communication among workers on the

line because workers are clustered, thus facilitating

teamwork

• Minimizes material handling

U-Shaped Production Line


Work

Station 1

Work

Station 2

Work

Station 3

Product Layout

(sequential)

Used for Repetitive Processing

Repetitive or Continuous

Product Layout


Process Layout - work travels

to dedicated process centers

Milling

Assembly

& TestGrinding

Drilling Plating

Process Layout


Dept. A

Dept. B Dept. D

Dept. C

Dept. F

Dept. E

Used for Intermittent processing

Job Shop or Batch

Process Layout

(functional)

Process Layout


Process Layout


Gear

cutting

Mill Drill

Lathes

Grind

Heat

treat

Assembly

111

333

222

444

222

111

444

111 3331111 2222

222

3333

111

444

111

Functional Layout


Process Layout


• In-process inventory costs can be high

• Challenging routing and scheduling

• Equipment utilization rates are low

• Material handling slow and inefficient

• Complexities often reduce span of supervision

• Special attention for each product or customer

• Accounting and purchasing are more involved

Disadvantages of Process Layouts


• Cellular Production

– Layout in which machines are grouped into a cell

that can process items that have similar

processing requirements

• Group Technology

– The grouping into part families of items with

similar design or manufacturing characteristics

Cellular Layouts


Figure reprinted with permission, J.R. Tony Arnold, Introduction to Materials Management, 2d ed. Prentice-Hall, 1996

Work Cells

•Group the equipment based on product families with similar

– Shape

– Tools

– Setups

– Handling

•Use a “U” shape if possible, which permits

– Reuse of containers

– Transfer of information

– Sharing of work


-1111 -1111

222222222 - 2222

Asse

mb

ly

3333333333 - 3333

44444444444444 - 4444

Lathe

Lathe

Mill

Mill

Mill

Mill

Drill

Drill

Drill

Heat

treat

Heat

treat

Heat

treat

Gear

cut

Gear

cut

Grind

Grind

Cellular Manufacturing Layout


Work Cells (Cellular manufacturing)

•The use of work cells can result in

– Reduced queue

– Simplified production activity control

– Reduced floor space

– Reduced material movement

– Immediate feedback

•These advantages can lead to

– Greater production flexibility

– Smaller lot sizes

– Improved quality


A group of parts with similar manufacturing process requirements but different design attributes


Dimension Process Cellular

Number of moves between

departments

many few

Travel distances longer shorter

Travel paths variable fixed

Job waiting times greater shorter

Throughput time higher lower

Amount of work in process higher lower

Supervision difficulty higher lower

Scheduling complexity higher lower

Equipment utilization lower higher

Table 6.3

Process vs. Cellular Layouts


• Warehouse and storage layouts

• Retail layouts

• Office layouts

Other Service Layouts

Design Product Layouts: Line Balancing


Line Balancing is the process of assigning

tasks to workstations in such a way that

the workstations have approximately

equal time requirements.

Design Product Layouts: Line Balancing

• This minimizes the idle time along the line and results in a high utilization of labor and equipment

• Unbalanced lines are undesirable in terms of inefficient utilization of labor and equipment and because they may create morale problems at the slower stations of workers who must work continuously


Line balancing

Scrubbing

2 minutes

Rinsing 4 minutes

Drying 2 minutes

30 15 30


Cycle time is the maximum time

allowed at each workstation to

complete its set of tasks on a unit.

Cycle Time


Line balancing

0.1 min 0.7 min 1.0 min 0.5 min 0.2 min

Minimum cycle time (longest task time) is 1.0 minute.

Maximum cycle time (all tasks) 2.5 minutes.


Precedence diagram: Tool used in line balancing to

display elemental tasks and sequence requirements

A Simple Precedence

Diagrama b

c d e

0.1 min.

0.7 min.

1.0 min.

0.5 min. 0.2 min.

Figure 6.10

Precedence Diagram


Example 3

• A part of a major plant renovation project, the

industrial engineering department has been asked

to balance a revised assembly operation to achieve

an output of 600 units per eight hour day. Task

time and precedence relationships are as follow:

Page 91


Task Duration (min) Precede Taska 0.2 Bb 0.4 Cc 0.2 Fd 0.4 Ee 1.0 Gf 1.2 Gg 1.0 End

4.1 Draw a precedence diagram4.2 Determine the minimum cycle time, the maximum cycle time, and the calculated cycle time.4.3 Determine the minimum number of station needed. 4.4 Compute the percentage of efficiency.


1 min.2 min.1 min.1 min.30/hr. 30/hr. 30/hr. 30/hr.

1 min.

1 min.

1 min.1 min.60/hr.

30/hr. 30/hr.

60/hr.

1 min.

30/hr.

30/hr.

Bottleneck

Parallel Workstations

Parallel Workstations


Information Requirements:

1. List of departments

2. Projection of work flows

3. Distance between locations

4. Amount of money to be invested

5. List of special considerations

6. Location of key utilities

Designing Process Layouts


Fixed Position Layout


Discussion

1. Explain the importance of process selection in system design

2. Briefly describe the five process types, and indicate the kinds of situations in which each would be used

3. Why is management of technology important ;

4. Why might the choice of equipment that provides flexibility sometimes be viewed as a management copout?

5. What are the trade-offs that occur when a process labour is used? What are the trade-offs that occur when a product layout is used?

6. List come common reasons for redesigning layouts.

7. Briefly describe the two main layout types.

8. What are the main advantages of a product layout? The main disadvantages?


Discussion

9. What are the main advantages of a process layout? The main disadvantages?

10. What is the goal of line balancing? What happens if a line is unbalanced?

11. Compare equipment maintenance strategies in product and process layouts?

12. Briefly outline the impact that job sequence has on each of the layout types.

13. Identify fixed path and variable path material handling equipment commonly found in supermarkets.

14. What is cellular manufacturing? What are its main benefits and limitations?

15. What is group technology?

Documents

Production Planning and Control Chapter 6 · Production Planning and Control Watcharavee C. Honda Automobile (Thailand) Co.,Ltd. Painting Department (PA) ฝ่ายพ่นสีตัวถังรถยนต์