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144 CHAPTER 9 LA Y O U T ST R A T E G I E S
Available
Available
and Fit
Assigned
Station 1
A
A
A
B, C
—
—
Station 2
B, C
B, C
C
(Broke a tie)
B, F, G
—
—
Station 3
B, F, G
B, F, G
B
D, E, F G
E, F, G
F
(Broke ties)
D, E, G
—
—
Station 4
D, E, G
D, E, G
D
(Broke ties)
E, G
E, G
G
(Broke a tie)
E, I
—
—
Station 5
E, I
E, I
E
I, H
I, H
H
(Broke a tie)
I
I
I
J
—
—
Station 6
J
J
J
9.24 (a) Using a 40-hour week:
Cottrell Bicycle Co.
Fewest Following Tasks
Station
Task
Time
Time Left
Ready Tasks
1
J3
3
141
K3, F7
A1
52
20
K3
4
K3
60
84
K4, K9, J1, J2
K4
24
60
K9, J1, J2
K9
27
33
J1, J2, G4
J2
22
11
J1, G4, F3, F4
5
G4
79
65
J1, F3, F4, F9
F3
32
33
J1, F4, F9, E3
6
F9
126
18
J1, F4, E3
Idle time (allocated-needed) = 410 seconds per cycle
CHAPTER 9 LAYO U T ST R A T E G I E S 145
Cottrell Bicycle Co.
Longest Operation Time
Station
Task
Time
Time Left
Ready Tasks
1
K3
60
84
J3, K4, K9, J1, J2
J1
66
18
J3, K4, K9, J2
J3
3
15
K4, K9, J2, F7
2
K9
27
117
K4, J2, F7, G5
G5
29
88
K4, J2, F7
Cottrell Bicycle Co.
Most Following Tasks
Station
Task
Time
Time Left
Ready Tasks
1
K3
60
84
J3, K4, K9, J1, J2
J2
22
62
J3, K4, K9, J1, F3, F4
J3
3
59
K4, K9, J1, F3, F4,
F7
K9
27
32
K4, J1, F3, F4, F7
F3
32
0
K4, J1, F4, F7, E3
2
F7
21
123
K4, J1, F4, E3, C1
K4
24
99
J1, F4, E3, C1, G4
Time allocated (cyc sta) = 1728; Min (theoretical) # of stations = 11
Time needed (sum task) = 1462; Efficiency = 84.61%;
Idle time (alloc-needed) = 266 seconds per cycle
Cottrell Bicycle Co.
Ranked Positional Weight
Station
Task
Time
Time Left
Ready Tasks
1
K3
60
84
J3, K4, K9, J1, J2
J2
22
62
J3, K4, K9, J1, F3,
A2
72
2
A3
12
A3
114
30
Time allocated (cyc sta) = 1728; Min (theoretical) # of stations = 11
Time needed (sum task) = 1462; Efficiency = 84.61%;
Idle time (alloc-needed) = 266 seconds per cycle
146 CHAPTER 9 LA Y O U T ST R A T E G I E S
Cottrell Bicycle Co.
Shortest Operation Time
Station
Task
Time
Time Left
Ready Tasks
1
J3
3
141
K3, F7
F7
21
120
K3, C1
K3
60
60
C1, K4, K9, J1, J2
J2
22
38
C1, K4, K9, J1, F3,
F4
K4
24
14
C1, K9, J1, F3, F4
2
K9
27
117
C1, J1, F3, F4, G4
Number of
Algorithm
Workstations
Efficiency
Fewest following tasks
13
84.56%
(b) Using a 41-hour week:
Cottrell Bicycle Co.
Fewest Following Tasks
Station
Task
Time
Time Left
Ready Tasks
1
J3
3
144.60
K3, F7
F7
21
123.60
K3, C1
C1
78
45.60
K3, B5
2
B5
108
39.60
K3, A1, A2
3
A2
72
75.60
K3, A1
CHAPTER 9 LAY O U T ST R A T E G I E S 147
Cottrell Bicycle Co.
Longest Operation Time
Station
Task
Time
Time Left
Ready Tasks
1
K3
60
87.60
J3, K4, K9, J1, J2
J1
66
21.60
J3, K4, K9, J2
Cottrell Bicycle Co.
Most Following Tasks
Station
Task
Time
Time Left
Ready Tasks
1
K3
60
87.60
J3, K4, K9, J1, J2
J2
22
65.60
J3, K4, K9, J1, F3, F4
148 CHAPTER 9 LA Y O U T ST R A T E G I E S
Cottrell Bicycle Co.
Ranked Positional Weight
Station
Task
Time
Time Left
Ready Tasks
1
K3
60
87.60
J3, K4, K9, J1, J2
J2
22
65.60
J3, K4, K9, J1, F3, F4
K9
27
38.60
J3, K4, J1, F3, F4
J3
3
35.60
K4, J1, F3, F4, F7
F7
21
14.60
K4, J1, F3, F4, C1
Cottrell Bicycle Co.
Shortest Operation Time
Station
Task
Time
Time Left
Ready Tasks
1
J3
3
144.60
K3, F7
F7
21
123.60
K3, C1
K3
60
63.60
C1, K4, K9, J1, J2
J2
22
41.60
C1, K4, K9, J1, F3,
F4
K4
24
17.60
C1, K9, J1, F3, F4
Summary:
Number of
Algorithm
Workstations
Efficiency
Fewest following tasks
13
77.56%
Longest operation time
12
84.02%
9.25*
Performance Time
Task Must Follow
Task
(in minutes)
This Task
A
1
—
B
1
—
CHAPTER 9 LAY O U T ST R A T E G I E S 149
9.26* (a)
Station
Tasks
1
A, D
2
B, G
3
C, F
4
H, E
(c) Each alternative has an overall efficiency of 92.5%.
9.27*
Performance Time
Task Must Follow
Task
(in minutes)
This Task
A
13
—
18
CASE STUDY
STATE AUTOMOBILE LICENSE RENEWALS
1. What is the maximum number of applications per hour that
can be handled by the present configuration of the process?
The process times and activities for each activity are identical
because all have only one station. The maximum output of
renewals will be limited to 60 renewals/hour (3600 sec/hr 60
sec/renewal) by the bottleneck or longest process time.
If each step in the process is handled by one person, it can be
seen that each station will be waiting for the clerk who checks the
2. How many applications can be processed per hour if a second
clerk is added to check for violations?
150 CHAPTER 9 LA Y O U T ST R A T E G I E S
If a second file clerk is added to the activity of checking files,
choose), what is the maximum number of applications the process
can handle?
If activities 1, 2, and 3 can be successfully combined to form a
new activity taking 105 seconds that is accomplished by the same
4. How would you suggest modifying the process in order to
accommodate 120 applications per hour?
Solution C
People
VIDEO CASE STUDIES
LAYING OUT ARNOLD PALMER
HOSPITAL’S NEW FACILITY
This video, available from Pearson, was filmed specifically for this
text to supplement this case. (Running time is 9 minutes.)
1. A hospital considers many variables in layout design. These
include:
Proposed Solutions—120 Renewals/Hour:
4
40
2
20
180
$24.00
5
20
1
20
180
16.00 + 10.00
6
30
1
30
120**
18.00
Cost per renewal = $116.00 120 = $0.967
$116.00
** Indicates a bottleneck step.
= $ = $ $
1
CHAPTER 9 LAY O U T ST R A T E G I E S 151
and keep supply lines full with the best efficiency
e) Space for family to visit or sleep over.
hospital layouts.
LO 9.5: Explain how to achieve a good process-oriented facility
favor today than layouts that consider the efficiency of a limited
all times.
3. Using Figure 9.21’s linear layout, if Nurse Smith makes
6 round trips to each of the 12 patient rooms, 20 to medical supply,
= 12(540) + 40(50) + 10(40) + 24(30)
4. Travel Matrix for Figure 9.22, Pod Design (Nurse Jones)
Total = 7 trips 2(round-trip factor) 12 rooms 14
+ 20 trips to Central Medical Supply 2 60
5. Servicescapes, a term coined by Professor Mary Jo Bitner in a
1992 Journal of Marketing article, deal with ambient conditions,
of the new building.
(c) Signs/symbols/artifacts are very important in a hospital for
pictures are the artifacts that indicate this is a warm and
stations) can be brought to the patient in the form of laptops, tab-
LO 9.5: Explain how to achieve a good process-oriented facility
layout
AACSB: Application of knowledge
2. The two major plants are across a busy street from one another,
which has turned out to be detrimental to smooth product flow.
152 CHAPTER 9 LA Y O U T ST R A T E G I E S
AACSB: Application of knowledge
3. The standard models for efficiency apply here. The firm
ADDITIONAL CASE STUDY (AVAILABLE IN MYOM-
LAB)
MICROFIX, INC.
The initial analysis is straightforward. The line is balanced using
the data exactly as presented in the case study. The theoretical
minimum number of stations is 11. However, none of the rules
we’ve looked at thus far leads to 11 stations. The following table
shows the answers given by the different rules:
The balance given by fewest following tasks is best, because
it has the fewest stations and the cycle time can be reduced by the
largest amount of time. An alternative is to see what happens for
41 hours (even though the case says not to). The following table
Fewest following tasks
13
Irrelevant
Clearly, the ranked positional weight balance leads to the
fewest number of stations. Furthermore, the cycle time could be
Number of
Minimum
Rule
Stations
Slack
Longest operation time
13
0.16
Most following tasks
13
0.00
