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MGT530 M8-Discussion Forum: Processes, Facilities, and Work Systems

Description

I need help completing a discussion board post for my Management course (Operation Management). Below are the exact requirements provided by my instructor:

Description:

In this module, you will learn about processes, facilities planning, and work systems. Regarding processes, you will focus on process selection, process strategies, and process layouts. Regarding facilities, you will focus on facilities layouts and product layouts. Finally, regarding work systems, the focus will be on quality of work life, job design, motion studies, work measurement, and operations strategy.

Learning Outcomes:

Evaluate the strategic importance of process selection.
Examine the importance of process strategy.
Weigh the value of effective work design to the organization.

————————————- The Discussion: ———————————————–

Process Optimization

According to Stevenson (2021), processes converting inputs into outputs are at the core of operations management and have strategic significance. Among the benefits of creating and using processes we can mention cost reduction, meeting customers’ expectations, and streamlining business operations.

For this discussion, do the following:

Identify what a business process is and discuss its benefits and disadvantages.
Consider yourself a business owner. Discuss a process for one aspect of your businesses’ workflow. How many steps are in the process? How many people are in the process?

——————————————————————————————————–

Assignment Requirements:

Your well-written paper should meet the following requirements:

Length: Your initial post should address all components of the question with 600-650 words limit.
Formatting: Follow academic writing standards and APA style guidelines.

Sources & Citations: Support your submission with course material concepts, principles, and theories from the textbook and at least Three (3) scholarly, peer-reviewed journal articles. Proper APA citation is required.
Originality Check: You are strongly encouraged to check all assignments for originality using Turnitin before submission.
Plagiarism Policy: Plagiarism is NOT tolerated. Plagiarism is strictly prohibited. Assignments with more than 15% similarity to existing work will receive a zero. Repeated offenses may lead to termination.
Grading Rubric: Review the grading rubric to understand how your assignment will be evaluated.
Course Alignment: Ensure your discussion incorporates textbook concepts, principles, and theories, aligning with class lectures and avoiding the use of advanced material not yet covered in the course.
Discuss the concepts, principles, and theories from your textbook. Be sure to cite the textbook and use the lectures provided so that the analysis aligns with the material we’ve covered so far in the course.

Required Readings:

Chapters 6 & 7 in Operations Management
Chapter 6 & 7 PowerPoint Presentations
Tarver W, Savoy A, Patel H, Weiner M, Holden R. (2024).Inefficient Processes and Associated Factors in Primary Care Nursing: System Configuration Analysis JMIR Hum Factors. DOI: 10.2196/49691

Recommended:

Zare, R., Kazemi, R., Choobineh, A., Cousins, R.,et al. (2024). Development of a work systems stress questionnaire to predict job burnout: A mixed methods study based on a macroergonomics approach. Heliyon, 10(23).

Note: I’ve attached the slides for the relevant chapter, grading rubric, and the book (https://www.dropbox.com/scl/fi/10efj01b5l2avuyn4n8ih/Operations-management.-14th-ed.-.-McGraw-Hill-Stevenson-W.-J.-14-2021-Mcgraw-Hill-9781260238891.pdf?rlkey=uyb0ukyt4ryrugfn5swrv0kr8&st=vd59j2bj&dl=0).

Instructor Expectations:

Please ensure you dedicate your utmost effort and attention to detail when completing this task. The instructor places a strong emphasis on proper citation and substantive analysis that extends beyond simply answering the questions. Your work should demonstrate depth, originality, and critical thinking by introducing new insights and supporting arguments with thorough research.

The instructor maintains high academic standards and expects students to consistently strive for excellence. Your assignment should reflect the following:

Comprehensive Use of Sources:
- Incorporate textbook theories, concepts, and at least three (3) peer-reviewed journal articles to support your analysis.
- Proper APA citation is essential to demonstrate deep engagement with the material.
Substantial Analysis:
- Move beyond surface-level responses by providing insightful, well-developed arguments.
- Offer unique perspectives and link theories to practical examples to enhance your discussion.
Attention to Detail:
- Ensure your writing is clear, polished, and well-organized.
- Adhere to the required page count and APA formatting guidelines.

This assignment is not just about fulfilling a requirement—it is an opportunity to showcase academic excellence.

Additionally, your performance on this assignment will significantly influence my decision to collaborate with you on future coursework throughout my academic journey.

Name

Discussion 25

Description

25 points

Rubric Detail
Levels of Achievement
Criteria

Exceeds
Expectations

Meets
Expectation

Some
Expectations

Unsatisfactory

Quantity

5 to 6 points

3 to 4 points

1 to 2 points

0 to 0 points

Initial post and
two other posts
of substance.

Initial post and
one other post
of substance.

Initial post only.

Did not
participate.

5 to 6 points

3 to 4 points

1 to 2 points

0 to 0 points

Demonstrates
excellent
knowledge of
concepts, skills,
and theories
relevant to the
topic.

Demonstrates
knowledge of
concepts, skills,
and theories.

Demonstrates
satisfactory
knowledge of
concepts, skills,
and theories.

Did not
participate.

5 to 6 points

3 to 4 points

1 to 2 points

0 to 0 points

Discussion
post(s) exceed
expectations in
terms of support
provided and
extend the
discussion.

Discussion
post(s) meet
expectations in
terms of
support
provided.

Statements are
satisfactory in
terms of
support
provided.

Did not
participate.

6 to 7 points

4 to 5 points

1 to 2 points

0 to 0 points

Writing is well
organized, clear,
concise, and
focused; no
errors.

Some significant
but not major
errors or
omissions in
writing
organization,
focus, and
clarity.

Numerous
significant
errors or
omissions in
writing
organization,
focus, and
clarity.

Did not
participate.

Content

Support

Writing

View Associated
Items

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Work Design and
Measurement

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior 7-1
written consent of McGraw-Hill Education.

You should be able to:
LO 7.1
LO 7.2
LO 7.3
LO 7.4
LO 7.5
LO 7.6

Explain the importance of work design
Compare and contrast the two basic approaches to job design
Discuss the advantages and disadvantages of specialization
Describe behavioral approaches to job design
Discuss the impact of working conditions on job design
Compare the advantages and disadvantages of time-based and outputbased pay systems
LO 7.7 Explain the purpose of methods analysis and describe how methods
studies are performed
LO 7.8 Describe four commonly used techniques for motion study
LO 7.9 Define a standard time
LO 7.10 Describe and compare time study methods and perform calculations
LO 7.11 Describe work sampling and perform calculations
LO 7.12 Compare stopwatch time study and work sampling

7-2

 Job design
 The act of specifying the contents and methods of jobs
 What will be done in a job
 Who will do the job
 How the job will be done
 Where the job will be done

 Importance
 Organizations are dependent on human efforts to accomplish their

goals
 Many job design topics are relevant to continuous and productivity
improvement
 Objectives
 Productivity
 Safety
 Quality of work life

LO 7.1

7-3

 Efficiency School
 Emphasizes a systematic, logical approach to job design
 A refinement of Frederick Winslow Taylor’s scientific

management concepts
 Behavioral School
 Emphasizes satisfaction of needs and wants of

employees

Specialization is a primary issue of disagreement
between the efficiency and behavioral approaches

LO 7.2

7-4

 Specialization
 Work that concentrates on some aspect of a product or

service
Advantages
For management:
1. Simplifies training
2. High productivity
3. Low wage costs

For employees:
1. Low education and skill requirements
2. Minimum responsibility
3. Little mental effort needed

Disadvantages
For management:
1. Difficult to motivate quality
2. Worker dissatisfaction, possibly
resulting in absenteeism, high
turnover, disruptive tactics, poor
attention to quality

LO 7.3

For employees:
1. Monotonous work
2. Limited opportunities for
advancement
3. Little control over work
4. Little opportunity for self-fulfillment

7-5

 Job Enlargement
 Giving a worker a larger portion of the total task by

horizontal loading
 Job Rotation
 Workers periodically exchange jobs

 Job Enrichment
 Increasing responsibility for planning and coordination

tasks, by vertical loading

LO 7.4

7-6

 Motivation is a key factor in many aspects of work life
 Influences quality and productivity
 Contributes to the work environment

 Trust is an important factor that affects motivation

LO 7.4

7-7

 Teams take a variety of forms:
 Short-term team
 Formed to collaborate on a topic or solve a problem
 Long-term teams
 Self-directed teams
 Groups empowered to make certain changes in their work

processes

LO 7.4

7-8

 Benefits of teams
 Higher quality
 Higher productivity
 Greater worker satisfaction

 Team problems
 Some managers feel threatened
 Conflicts between team members

LO 7.4

7-9

Expert Robert Bacal has a list of requirements for
successful team building:
1. Clearly stated and commonly held vision and goals.
2. Talent and skills required to meet goals.
3. Clear understanding of team members’ roles and functions.
4. Efficient and shared understanding of procedures & norms.
5. Effective and skilled interpersonal relations.
6. A system of reinforcement and celebration.
7. Clear understanding of the team’s relationship to the
greater organization.

LO 7.4

7-10
Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGrawHill Education.

Scientific discipline concerned with the understanding of
human interaction with the elements of a system. An
ergonomically designed system or part
• Increases productivity
• Reduces worker’s discomfort and fatigue
• Reduces to injuries to the back, neck, arms, etc.

LO 7.4

7-11
Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGrawHill Education.

 Quality of work life affects not only workers’ overall

sense of well-being and contentment, but also their
productivity
 Important aspects of quality of work life:
 How a worker gets along with co-workers
 Quality of management
 Working conditions
 Compensation

LO 7.5

7-12

 It is important for organizations to develop suitable

compensation plans for their employees
 Compensation approaches
 Time-based systems

 Output-based systems
 Incentive systems
 Knowledge-based systems
 Management compensation

7-13

 Time-based system
 Compensation based on time an employee has worked

during the pay period
 Output-based (incentive) system
 Compensation based on amount of output an employee

produced during the pay period

7-14

TIME-BASED
Advantages

Disadvantages
OUTPUT-BASED
Advantages
Disadvantages

Management

Worker

•
•
•
•

Stable labor costs
Easy to administer
Simple to compute pay
Stable output

•
•

Stable pay
Less pressure to produce
than under output system

•

No incentive for workers to
increase output

•

Extra efforts not rewarded

•
•

Lower cost per unit
Greater output

•
•

Pay related to efforts
Opportunity to earn more

•

Wage computation more
difficult
Need to measure output
Quality may suffer
Difficult to incorporate wage
increases
Increased problems with
scheduling

•
•

Pay fluctuates
Workers may be penalized
because of factors beyond
their control (e.g., machine
breakdown)

•
•
•
•

LO 7.6

7-15

 Individual incentive plans
 Straight piecework
 Worker’s pay is a direct linear function of his or her output
 Minimum wage legislation has reduced their popularity
 Base rate + bonus
 Worker is guaranteed a base rate, tied to an output standard,
that serves as a minimum
 A bonus is paid for output above the standard
 Group incentive plans
 Tend to stress sharing of productivity gains with employees

7-16

 Knowledge-based pay
 A pay system used by organizations to reward workers who undergo
training that increases their skills
 Three dimensions:
 Horizontal skills
 Reflect the variety of tasks the worker is capable of performing

 Vertical skills
 Reflect the managerial skills the worker is capable of

 Depth skills
 Reflect quality and productivity results

7-17

 Many organizations used to reward managers based on

output
 New emphasis is being placed on other factors of
performance
 Customer service

 Quality

 Executive pay is increasingly being tied to the success of

the company or division for which the executive is
responsible

7-18

 Methods Analysis
 Analyzing how a job gets done
 It begins with an analysis of the overall operation
 It then moves from general to specific details of the job
concentrating on
 Workplace arrangement
 Movement of workers and/or materials

LO 7.7

7-19

 The need for methods analysis can arise from a variety

of sources
1.
2.
3.
4.
5.

LO 7.7

Changes in tools and equipment
Changes in product design or introduction of new
products
Changes in materials and procedures
Government regulations or contractual agreements
Accidents or quality problems

7-20

Identify the operation to be studied, and gather relevant data
2. Discuss the job with the operator and supervisor to get their
input
3. Study and document the present methods
4. Analyze the job
5. Propose new methods
6. Install the new methods
7. Follow up implementation to assure improvements have been
achieved
1.

LO 7.7

7-21

 Consider jobs that:

Have a high labor content
2. Are done frequently
3. Are unsafe, tiring, unpleasant, and/or noisy
4. Are designated as problems
1.

 Quality problems
 Processing bottlenecks
 etc.

LO 7.7

7-22

 Flow process chart
 Chart used to examine the overall sequence of an operation by
focusing on movements of the operator or flow of materials

LO 7.7

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGrawHill Education.
7-23

 Worker machine chart
 Chart used to determine portions of a work cycle during which an
operator and equipment are busy or idle

LO 7.7

7-24

 Motion study
 Systematic study of the human motions used to perform an
operation
 Motion Study Techniques
 Motion study principles – guidelines for designing motion-

efficient work procedures
 Analysis of therbligs – basic elemental motions into which a job

can be broken down
 Micromotion study – use of motion pictures and slow motion to

study motions that otherwise would be too rapid to analyze
 Charts – activity or process charts, simo charts (simultaneous

motions)
LO 7.8

7-25

 In developing work methods that are motion efficient,

the analyst attempts to
 Eliminate unnecessary motions
 Combine activities
 Reduce fatigue
 Improve the arrangement of the workplace
 Improve the design of tools and equipment

LO 7.8

7-26

 Work measurement is concerned with how long it

should take to complete a job.
 It is not concerned with either job content or how the
job is to be completed since these are considered a
given when considering work measurement.

LO 7.9

7-27

 Standard time
 The amount of time it should take a qualified worker to complete a
specified task, working at a sustainable rate, using given methods,
tools and equipment, raw material inputs, and workplace
arrangement.

 Commonly used work measurement techniques
 Stopwatch time study
 Historical times
 Predetermined data
 Work sampling

LO 7.9

7-28

 Stopwatch Time Study
 Used to develop a time standard based on observations of one
worker taken over a number of cycles.
 Standard Elemental Times
 Derived from a firm’s own historical time study data.

 Predetermined time standards
 Involve the use of published data on standard elemental times.
 Work sampling
 A technique for estimating the proportion of time that a worker or
machine spends on various activities and idle time.

LO 7.10

7-29

 Used to develop a time standard based on observations of

one worker taken over a number of cycles.
 Basic steps in a time study:
1.

2.
3.
4.

LO 7.10

Define the task to be studied and inform the worker who will be
studied
Determine the number of cycles to observe
Time the job, and rate the worker’s performance
Compute the standard time

7-30

 The number of observations to collect is a function of
 Variability of the observed times
 The desired level of accuracy
 Desired level of confidence for the estimated job time

æ zs ö
æ zs ö
n =ç ÷
or n = ç ÷
è ax ø
èeø
where
z = # of normal stddev. needed for desired confidence
s = Sample standard deviation
a = Desired accuracy percentage
e = Maximum acceptable error
2

LO 7.10

x = Sample mean

7-31

x

OT =

where
OT = Observed time

 x = Sum of recorded times
i

n = Number of observatio ns
LO 7.10

7-32

NT = OT  PR
where
NT = Normal time
PR = Performanc e rating
Assumes that a single performance rating has been made
for the entire job

LO 7.10

7-33

(

NT =  x j  PR j

)

where
NT = Normal time
x j = Average time for element j
PR j = Performanc e rating for element j
Assumes that performance ratings are made on an elementby-element basis

LO 7.10

7-34

ST = NT  AF
where
ST = Standard time
AF = Allowance factor
and
AFjob = 1 + A

A = Allowance percentage based on job time

1
AFday =
1− A

A = Allowance percentage based on workday

LO 7.10

7-35

 Standard Elemental Times are derived from a

firm’s own historical time study data.
 Over time, a file of accumulated elemental times that

are common to many jobs will be collected.
 In time, these standard elemental times can be retrieved

from the file, eliminating the need to go through a new
time study to acquire them.

LO 7.10

7-36

 Predetermined time standards involve the use of

published data on standard elemental times.
 Developed in the 1940s by the Methods Engineering Council.
 The MTM (methods-time-measurement) tables are based on

extensive research of basic elemental motions and times.
 To use this approach, the analyst must divide the job into its basic

elements (reach, move, turn, etc.) measure the distances involved,
and rate the difficulty of the element, and then refer to the
appropriate table of data to obtain the time for that element

LO 7.10

7-37

 Work sampling is a technique for estimating the

proportion of time that a worker or machine spends
on various activities and the idle time.
 Work sampling does not require timing an activity or involve

continuous observation of the activity
 Uses:
1. Ratio-delay studies which concern the percentage of a worker’s

time that involves unavoidable delays or the proportion of time
a machine is idle.
2. Analysis of non-repetitive jobs.

LO 7.11

7-38

pˆ (1 − pˆ )
n
z = Number of standard deviations needed to achieve desired confidence
pˆ = Sample proportion (the number of occurrence s divided by the sample size

e=z

n = Sample size
2

z
n =   pˆ (1 − pˆ )
e
e = maximum error percent

LO 7.11

7-39

Advantages of Work Sampling
1.
2.
3.
4.
5.
6.
7.

Observations are spread out over a period of time, making results less susceptible to short-term
fluctuations
There is little or no disruption of work
Workers are less resentful
Studies are less costly and less time-consuming, and the skill requirements of the analyst are
much less
Studies can be interrupted without affecting the results
No timing device is required
It is well suited for nonrepetitive tasks

Disadvantages of Work Sampling
1.
2.

3.
4.
5.
6.

There is much less detail on the elements of a job
Workers may alter their work patterns when they spot the observer, thereby invalidating the
results
In many cases, there is no record of the method used by the worker
Observers may fail to adhere to a random schedule of observations
It is not well suited for short, repetitive tasks
Much time may be required to move from one workplace to another and back to satisfy the
randomness requirement

LO 7.12

7-40

 Success factors:
 Carried out by personnel with appropriate training and

background
 Consistent with the goals of the organization
 In written form
 Understood and agreed to by both management and

employees

7-41

 It is important to make design of work systems a key

element of strategy:
 People are still at the heart of the business
 Workers can be valuable sources of insight and creativity
 It can be beneficial to focus on quality of work life and

instilling pride and respect among workers
 Companies are reaping gains through worker
empowerment

7-42

Process Selection
and Facility Layout

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

6-1

You should be able to:
LO 6.1
LO 6.2
LO 6.3
LO 6.4
LO 6.5
LO 6.6
LO 6.7
LO 6.8
LO 6.9

Explain the strategic importance of process selection and the
influence it has on the organization and its supply chain
Name the two main factors that influence process selection
Compare the four basic processing types
Explain the need for management of technology
List some reasons for redesign of layouts
Describe product layouts and their main advantages and
disadvantages
Describe process layouts and their main advantages and
disadvantages
Solve simple line-balancing problems
Develop simple process layouts
Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 Process selection
 Refers to deciding on the way production of goods or

services will be organized
 It has major implications for
 Capacity planning

 Layout of facilities
 Equipment
 Design of work systems

LO 6.1

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

Forecasting

Capacity
Planning

Product and
Service Design

Technological
Change

LO 6.1

Facilities and
Equipment

Layout
Process
Selection

Work
Design

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 Key aspects of process strategy:
 Capital intensity
 The mix of equipment and labor that will be used by the
organization
 Process flexibility
 The degree to which the system can be adjusted to changes in
processing requirements due to such factors as
 Product and service design changes
 Volume changes
 Changes in technology

LO 6.1

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

Two key questions in process selection:
1. How much variety will the process need to be able to
handle?
2. How much volume will the process need to be able to
handle?

Job Shop

Batch

Repetitive

LO 6.2

Continuous

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

Repetitive/
Assembly

Job Shop

Batch

Description

Customized
goods or
services

Semistandardized
goods or
services

Standardized
goods or
services

Highly standardized
Goods or services

Advantages

Able to handle a
wide variety
of work

Flexibility; easy
to add or change
products or
services

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

LO 6.3

Continuous

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 There is increasing pressure for organizations to

operate sustainable production processes
 According to the Lowell Center for Sustainable
Production:
 “Sustainable Production is the creation of goods and

services using processes and systems that are: nonpolluting; conserving of energy and natural resources;
economically efficient; safe and healthful for workers,
communities, and consumers; and, socially and
creatively rewarding for all working people.”

LO 6.3

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 Reduce/recycle waste and ecologically

incompatible parts and byproducts
 Eliminate hazardous chemicals/physical agents
 Conserve energy and materials
 Redesign workspace to minimize hazards to the
workers and the environment

LO 6.3

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 Process and information technology can have a major

impact on costs, productivity and competitiveness:
 Process technology
 Methods, procedures, and equipment used to produce goods and

provide services
 Information technology
 The science and use of computers and other electronic equipment to

store, process, and send information

LO 6.3

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 Process technology and information technology

can have a profound impact on:
 Costs
 Productivity
 Competitiveness

LO 6.4

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 Automation
 Machinery that has sensing and control devices that

enable it to operate automatically
 Fixed automation
 Programmable automation

 Flexible automation

LO 6.4

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 Programmable automation
 Involves the use of high-cost, general-purpose equipment

controlled by a computer program that provides both the
sequence of operations and specific details about each
operation
 Computer-Aided Manufacturing (CAM)
 The use of computers in process control, ranging from robots to automated quality

control

 Numerically Controlled (N/C) Machines
 Machines that perform operations by following mathematical processing

instructions

 Robot
 A machine consisting of a mechanical arm, a power supply, and a controller

LO 6.4

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 Robots that follow a fixed set of instructions
 Programmable robots
 Repeat a set of movements after being led through a

sequence
 Follow instructions from a computer
 Collaborative robots, also known as cobots

LO 6.4

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 Flexible automation
 Evolved from programmable automation. It uses equipment

that is more customized than that of programmable
automation. A key difference between the two is that flexible
automation requires significantly less changeover time.
 FMS (Flexible Manufacturing System)
 A group of machines designed to handle intermittent processing requirements and

produce a variety of similar products

 CIM (Computer Integrated Manufacturing)
 A system for linking a broad range of manufacturing activities through an

integrated computer system

LO 6.4

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McGraw-Hill Education.

 FMS
 A group of machines designed to handle intermittent

processing requirements and produce a variety of similar
products
 Have some of the benefits of automation and some of the

flexibility of individual, or stand-alone, machines
 Includes supervisory computer control, automatic material
handling, and robots or other automated processing
equipment

LO 6.4

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McGraw-Hill Education.

 A system for linking a broad range of manufacturing

activities through an integrated computer system
 Activities include
 Engineering design
 FMS
 Purchasing
 Order processing
 Production planning and control

 The overall goal of CIM is to link various parts of an

organization to achieve rapid response to customer orders
and/or product changes, to allow rapid production, and to
reduce indirect labor costs
 Internet of Things (IoT) further enhances connectivity of
devices through internet
LO 6.4

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McGraw-Hill Education.

 Layout
 The configuration of departments, work centers, and

equipment, with particular emphasis on movement of
work (customers or materials) through the system
 Facilities layout decisions arise when:
 Designing new facilities
 Re-designing existing facilities

LO 6.4

Copyright ©2021 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.

 Inefficient operations
 High cost
 Bottlenecks

 Accidents or safety hazards
 Changes in product or service design
 Introduction of new products or services
 Changes in output volume or product mix
 Changes in methods or equipment

 Changes in environmental or other legal requirements
 Morale problems

LO 6.5

 Basic objective
 Facilitate a smooth flow of work, material, and information through the

system
 Supporting objectives
 Facilitate product or service quality
 Use workers and space efficiently

 Avoid bottlenecks
 Minimize material handling costs
 Eliminate unnecessary movement of workers or material
 Minimize production time or customer service time
 Design for safety

LO 6.5

 Product layouts
 Process layouts
 Fixed-position layout

 Combination layouts

LO 6.5

 Product layout
 Layout that uses standardized processing operations to

achieve smooth, rapid, high-volume flow
Raw materials
or customer

Material
and/or
labor

Station
1
Material
and/or
labor

Station
2
Material
and/or
labor

Station
3

Station
4

Finished
item

Material
and/or
labor

Used for Repetitive Processing
Repetitive or Continuous
LO 6.6

A job shop

A batch process

A repetitive process

A continuous process

Advantages
 High rate of output
 Low unit cost
 Labor specialization
 Low material handling cost per unit
 High utilization of labor and
equipment
 Established routing and scheduling
 Routine accounting, purchasing,
and inventory control

LO 6.6

Disadvantages
 Creates dull, repetitive jobs
 Poorly skilled workers may not

maintain equipment or quality of
output
 Fairly inflexible to changes in
volume or product or process
design
 Highly susceptible to shutdowns
 Preventive maintenance, capacity
for quick repair, and spare-parts
inventories are necessary expenses
 Individual incentive plans are
impractical

 Process layouts
 Layouts that can handle varied processing requirements

Dept. A

Dept. C

Dept. E

Dept. B

Dept. D

Dept. F

Used for Intermittent processing
Job Shop or Batch
LO 6.7

Advantages

Disadvantages

 Can handle a variety of processing

 In-process inventories can be high

requirements
 Not particularly vulnerable to

equipment failures
 General-purpose equipment is

 Routing and scheduling pose

continual challenges
 Equipment utilization rates are

low

often less costly and easier to
maintain

 Material handling is slow and

 It is possible to use individual

 Reduced spans of supervision

incentive systems

inefficient
 Special attention necessary for

each product or customer
 Accounting, inventory control,

and purchasing are more involved
LO 6.7

 Fixed position layout
 Layout in which the product or project remains

stationary, and workers, materials, and equipment are
moved as needed
 Large construction projects
 Shipbuilding/aircraft manufacturing

 Space mission

LO 6.7

 Some operational environments use a combination of the

three basic layout types:
 Hospitals
 Supermarket
 Shipyards

 Some organizations are moving away from process layouts

in an effort to capture the benefits of product layouts
 Cellular manufacturing
 Flexible manufacturing systems

LO 6.7

 Cellular production
 Layout in which workstations are grouped into a cell

that can process items that have similar processing
requirements
 Groupings are determined by the operations needed to

perform the work for a set of similar items, part families, that
require similar processing
 The cells become, in effect, miniature versions of product
layouts
 Enables companies to produce a variety of products with very
little waste

LO 6.7

 Group technology
 The grouping into part families of items with similar

design or manufacturing characteristics
 Design characteristics:
 Size

 Shape
 Function

 Manufacturing or processing characteristics
 Type of operations required
 Sequence of operations required

 Requires a systematic analysis of parts to identify the

part families
LO 6.7

 Service layouts can be categorized as: product,

process, or fixed position
 Service layout requirements are somewhat different
due to such factors as:
 Degree of customer contact

 Degree of customization

 Common service layouts:
 Warehouse and storage layouts – minimize item movement
 Retail layouts – influence customers into buying more
 Office layouts – increase employee interactions

LO 6.7

 The goal of a product layout is to arrange workers or machines in the

sequence that operations need to be performed

LO 6.8

 Line balancing
 The process of assigning tasks to workstations in such a

way that the workstations have approximately equal
time requirements
 Goal:
 Obtain task grouping that represents approximately equal

time requirements, since this minimizes idle time along the
line and results in a high utilization of equipment and labor
 Why is line balancing important?
1.
It allows us to use labor and equipment more efficiently
2. To avoid fairness issues that arise when one workstation must
work harder than another
LO 6.8

 Cycle time
 The maximum time allowed at each workstation to

complete its set of tasks on a unit
 Cycle time also establishes the output rate of a line

Operating time per day
Cycle time =
Desired output rate

Operating time per day
Output rate =
Cycle time
LO 6.8

 The required number of workstations is a

function of
 Desired output rate
 Our ability to combine tasks into a workstation

 Theoretical minimum number of stations
N min =

t
Cycle time

where
N min = theoretica l minimum number of stations

 t = Sum of task time s

LO 6.8

 Precedence diagram
 A diagram that shows elemental tasks and their precedence
requirements

LO 6.8

 Some heuristic (intuitive) rules:
 Assign tasks in order of most following tasks
 Count the number of tasks that follow
 Assign tasks in order of greatest positional weight
 Positional weight is the sum of each task’s time and the times of

all following tasks

LO 6.8

 Balance delay (percentage of idle time)
 Percentage of idle time of a line

Balance Delay =

Idle time per cycle
100
N actual  Cycle time

where
N actual = Actual number of stations

 Efficiency
 Percentage of busy time of a line

Efficiency = 100% – Balance Delay

LO 6.8

 The main issue in designing process layouts concerns

the relative placement of the departments
 Measuring effectiveness
 A major objective in designing process layouts is to

minimize transportation cost, distance, or time

LO 6.9

 In designing process layouts, the following

information is required:
1.
2.
3.
4.
5.
6.

LO 6.9

A list of departments to be arranged and their dimensions
A projection of future work flows between the pairs of work
centers
The distance between locations and the cost per unit of distance
to move loads between them
The amount of money to be invested in the layout
A list of any special considerations
The location of key utilities, access and exit points, etc.

Distance between locations in meters
To

From

A
A

Interdepartmental work flows (loads
per day)
To

From

1
1
2

170
100

3
LO 6.9

170

100

2
B

Dept.

Loads

Location

Distance
(meters)

Load Distance
Score

1 to 2

170

A to B

170 × 20 = 3,400

1 to 3

A to C

30 × 40 = 1,200

2 to 3

100

B to C

100 × 30 = 3,000

Total

LO 6.9

7,600

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