生產(chǎn)運(yùn)作管理之設(shè)施設(shè)計(jì)課件

生產(chǎn)與運(yùn)作管理

ProductionandOperations

Management第二章設(shè)施設(shè)計(jì)DesignofFacilities生產(chǎn)與運(yùn)作管理

ProductionandOperati第二章設(shè)施與作業(yè)設(shè)計(jì)

（DesignofFacilitiesandJobs）設(shè)施位置選擇（FacilityLocation）

設(shè)施布置（FacilityLayout）*作業(yè)設(shè)計(jì)（JobDesign）

第二章設(shè)施與作業(yè)設(shè)計(jì)

（DesignofFacili第一節(jié)設(shè)施位置選擇（FacilityLocation）設(shè)施位置決策（Decision）設(shè)施位置選擇的因素（Considerations）設(shè)施位置分析方法（Methods）第一節(jié)設(shè)施位置選擇（FacilityLocationInGeneral-LocationDecisionsLong-termdecisionsDifficulttoreverseAffectfixed&variablecostsTransportationcostAsmuchas25%ofproductpriceOthercosts:Taxes,wages,rentetc.Objective:MaximizebenefitoflocationtofirmInGeneral-LocationDecisionIndustrialLocationDecisionsCostfocusRevenuevarieslittle

betweenlocationsLocationisamajor

costfactorAffectsshipping&

productioncosts(e.g.,labor)Costsvarygreatlybetween

locationsIndustrialLocationDecisionsCServiceLocationDecisionsRevenuefocusCostsvarylittlebetweenmarketareasLocationisamajor

revenuefactorAffectsamountof

customercontactAffectsvolumeof

businessServiceLocationDecisionsReveLocationDecisionSequenceCountryRegion/CommunitySiteLocationDecisionSequenceCounFactorsAffectingLocation資源（人力、原材料、能源、資本、土地的價(jià)格及其供應(yīng)狀況）運(yùn)輸（費(fèi)用及其設(shè)施狀況）市場(chǎng)（需求量、結(jié)構(gòu)、競(jìng)爭(zhēng)、價(jià)格、顧客分布及其需求特點(diǎn)）建筑（費(fèi)用及其條件）；稅收、保險(xiǎn)（種類(lèi)、政策及其水平）；自然條件（氣候、地理位置、地質(zhì)狀況）；經(jīng)濟(jì)條件（基礎(chǔ)設(shè)施、生活質(zhì)量）；社會(huì)條件（文化習(xí)俗、公眾態(tài)度）；政治條件（政府政策及其態(tài)度、政治穩(wěn)定）。FactorsAffectingLocation資源（人LocationEvaluationMethodsFactor-ratingmethodLocationalbreak-evenanalysisCenterofgravitymethodTransportationmodelLocationEvaluationMethodsFacFactor-RatingMethodMostwidelyusedlocationtechniqueUsefulforservice&industriallocationsRateslocationsusingfactorsIntangible(qualitative)factorsExample:Educationquality,laborskillsTangible(quantitative)factorsExample:Short-run&long-runcostsFactor-RatingMethodMostwidelExample：FactorRatingMethodExample：FactorRatingMethodMethodofcost-volumeanalysisusedforindustriallocationsStepsDeterminefixed&variablecostsforeachlocationPlottotalcostforeachlocationSelectlocationwithlowesttotalcostforexpectedproductionvolumeMustbeabovebreak-evenLocationalBreak-EvenAnalysisMethodofcost-volumeanalysisLocationalBreak-EvenAnalysisExampleYou’reananalystforACDelco.You’reconsideringanewmanufacturingplantinAkron,BowlingGreen,orChicago.Fixedcostsperyearare$30k,$60k,&$110krespectively.Variablecostspercaseare$75,$45,&$25respectively.Thepricepercaseis$120.Whatisthebestlocationforanexpectedvolumeof2,000casesperyear?LocationalBreak-EvenAnalysisLocationalBreak-EvenCrossoverChart050000100000150000200000050010001500200025003000VolumeAnnualCostAkronChicagoBowlingGreenAkronlowestcostBowlingGreenlowestcostChicagolowestcostLocationalBreak-EvenCrossoveCenterofGravityMethodFindslocationof

singledistributioncenterservingseveraldestinationsUsedprimarilyforservicesConsidersLocationofexistingdestinations

Example:Markets,retailersetc.VolumetobeshippedShippingdistance(orcost)Shippingcost/unit/mileisconstant

CenterofGravityMethodFindsCenterofGravityMethodStepsPlaceexistinglocationsonacoordinategridGridhasarbitraryorigin&scaleMaintainsrelativedistances

Calculatex&ycoordinatesfor‘centerofgravity’GiveslocationofdistributioncenterMinimizestransportationcostCenterofGravityMethodStepsMinimizestransportationcostMinimizestransportationcostCenterofgravityCenterofgravityExamplexy(x*,y*)2000100010002000x*=66.7y*=93.3Examplexy(x*,y*)2000100010002TransportationModelFindsamounttobeshippedfromseveral

sourcestoseveraldestinationsUsedprimarilyforindustriallocationsTypeoflinearprogrammingmodelObjective:Minimizetotalproduction

&shippingcostsConstraintsProductioncapacityatsource(factory)DemandrequirementatdestinationTransportationModelFindsamouExample：TransportationModelExample：TransportationModel在S4的最優(yōu)結(jié)果在S4的最優(yōu)結(jié)果在S5的最優(yōu)結(jié)果在S5的最優(yōu)結(jié)果在S6的最優(yōu)結(jié)果在S6的最優(yōu)結(jié)果最優(yōu)廠址S4——34698S5——34867S6——34818S4：最優(yōu)廠址最優(yōu)廠址S4——34698第二節(jié)設(shè)施布置（FacilityLayout）布置的目標(biāo)(Objectives)布置的類(lèi)型(Type)布置的方法(Methods)第二節(jié)設(shè)施布置（FacilityLayout）布置的目WhatisFacilityLayoutLocationorarrangementofeverythingwithin&aroundbuildingsObjectivesaretomaximizeCustomersatisfactionUtilizationofspace,equipment,&peopleEfficientflowofinformation,material,&peopleEmployeemorale&safetyWhatisFacilityLayoutLocatioConstraintsonLayoutObjectivesProductdesign&volumeProcessequipment&capacityQualityofworklifeBuildingandsiteConstraintsonLayoutObjectiv重新布置的具體原因(Reasons)（１）低效率的作業(yè)（例如，高費(fèi)用、瓶頸）。（２）安全事故或危險(xiǎn)。（３）新產(chǎn)品或服務(wù)的引進(jìn)。（４）產(chǎn)品或服務(wù)設(shè)計(jì)的變化。（５）新工藝的引進(jìn)，原有工藝的改進(jìn)。（６）產(chǎn)量或產(chǎn)品組合的變化（７）方法或設(shè)備的變化。（８）環(huán)境或其他法規(guī)要求的變化。（9）士氣問(wèn)題（例如，缺乏面對(duì)面的接觸）。重新布置的具體原因(Reasons)（１）低效率的作業(yè)（例如布置的基本類(lèi)型(BasicTypeofLayouts)Process-orientedlayoutdealswithlow-volume,high-varietyproduction(“jobshop”,intermittentproduction)Product-orientedlayoutseeksthebestpersonnelandmachineuseinrepetitiveorcontinuousproductionFixed-positionlayoutlargebulkyprojectssuchasshipsandbuildings布置的基本類(lèi)型(BasicTypeofLayouts面向過(guò)程布置(Process-OrientedLayout)按加工處理的工藝性質(zhì)分別設(shè)置相應(yīng)的生產(chǎn)單位，使產(chǎn)品或顧客依次經(jīng)過(guò)相應(yīng)的各生產(chǎn)單位接受所需的特殊的加工處理或服務(wù)。一個(gè)生產(chǎn)單位是一種工藝性質(zhì)的設(shè)備、工人等的集合體，進(jìn)行一種工藝性質(zhì)的加工處理或服務(wù)。它能處理各種具有不同加工要求的但加工性質(zhì)相同的產(chǎn)品或服務(wù)。面向過(guò)程布置(Process-OrientedLayout面向產(chǎn)品布置(Product-OrientedLayout)按產(chǎn)品或顧客的性質(zhì)分別設(shè)置相應(yīng)的生產(chǎn)單位，使某種產(chǎn)品或顧客在一個(gè)生產(chǎn)作業(yè)單位里的得到所需的幾乎全部的加工或服務(wù)。一個(gè)生產(chǎn)作業(yè)單位是多種工藝性質(zhì)的設(shè)備、工人等的集合體，進(jìn)行規(guī)定的各種工藝性質(zhì)的工或處理。它是借助于高度標(biāo)準(zhǔn)化的產(chǎn)品或服務(wù)及其所需用的高度標(biāo)準(zhǔn)化的作業(yè)得以實(shí)現(xiàn)的。一項(xiàng)工作被劃分成一系列的標(biāo)準(zhǔn)作業(yè)，以實(shí)現(xiàn)勞動(dòng)和設(shè)備的專(zhuān)業(yè)化。面向產(chǎn)品布置(Product-OrientedLayout固定位置布置(Fixed-PositionLayout)產(chǎn)品或項(xiàng)目的位置保持不變，而人員、物料和設(shè)備在需要時(shí)移動(dòng)的布置。它與面向產(chǎn)品布置和面向工藝（過(guò)程）布置截然相反，是人員、物料和設(shè)備向“產(chǎn)品”移動(dòng)，而不是相反。產(chǎn)品的特點(diǎn)決定了這種布置，大的重量、尺寸、體積、以及其他因素致使產(chǎn)品或?qū)ο蟛贿m宜或極其難以移動(dòng)，而必須采用這種布置方式。固定位置布置(Fixed-PositionLayoutJobShopLayoutJobShopLayoutEmergencyRoomLayoutSurgeryRadiologyE.R.bedsPharmacyBilling/exitE.R.TriageroomE.R.AdmissionsPatientB-erraticpacemakerPatientA-brokenlegHallwayEmergencyRoomLayoutSurgeryRaRepetitiveLayout13245WorkOfficeBeltConveyorWorkStationNote:5tasksoroperations;3workstationsWorkStationStationRepetitiveLayout13245WorkOffiStepsinDevelopinga

Process-OrientedLayoutConstructa“from-tomatrix”DeterminespacerequirementsforeachdepartmentDevelopaninitialschematicdiagramDeterminethecostofthislayoutBytrial-and-error(ormoresophisticatedmeans),trytoimprovetheinitiallayoutPrepareadetailedplanthatevaluatesfactorsinadditiontotransportationcostStepsinDevelopinga

ProcessCostofProcess-OrientedLayout面向工藝布置，按已設(shè)計(jì)的工藝流程，根據(jù)工藝性質(zhì)的不同，劃分出若干個(gè)生產(chǎn)單位，然后確定各生產(chǎn)單位的相對(duì)空間位置。主要問(wèn)題：確定各生產(chǎn)單位的相對(duì)位置，使其相互之間的總運(yùn)輸量或費(fèi)用最小，即CostofProcess-OrientedLayouInterdepartmentalFlowofParts:from-tomatrix12345612345650100002030501002001005000InterdepartmentalFlowofPartPossibleLayout1Room1 Room2 Room2Room4 Room5 Room6PossibleLayout1Room1 RoomInterdepartmentalFlowGraphShowingNumberofWeeklyLoads11005030102050201005023456C=(50+200+40)+(30+50+10)+(40+100)+(50)=$570InterdepartmentalFlowGraphSPossibleLayout2Room1 Room2 Room2Room4 Room5 Room6PossibleLayout2Room1 RoomInterdepartmentalFlowGraphShowingNumberofWeeklyLoads21005030102050201005013456C=(50+100+20)+(60+50+10)+(40+100)+(50)=$480InterdepartmentalFlowGraphSComputerProgramstoAssistinLayoutCRAFTSPACECRAFTCRAFT3-DMULTIPLECORELAPALDEPCOFADFADES-expertsystemComputerProgramstoAssistinRelationshipChart1PresidentO2CostingUAA3EngineeringIO4President’sSecretary1234A=AbsolutelynecessaryE=EspeciallyimportantI=ImportantO=OrdinaryU=UnimportantX=NotDesirableRelationshipChart1PresidentOProduct-OrientedRequirementsStandardizedproductHighproductionvolumeStableproductionquantitiesUniformqualityofrawmaterials&componentsProduct-OrientedRequirementsSProduct-OrientedLayoutTypesAssemblesfabricatedpartsUsesworkstationRepetitiveprocessPacedbytasksBalancedbymovingtasksBuildscomponentsUsesseriesofmachinesRepetitiveprocessMachinepacedBalancedbyphysicalredesignFabricationLineAssemblyLineProduct-OrientedLayoutTypesAAssemblyLineBalancingAnalysisofproductionlinesNearlyequallydividesworkbetweenworkstationswhilemeetingrequiredoutputObjectivesMaximizeefficiencyMinimizenumberof

workstationsAssemblyLineBalancingAnalysiAssemblyLineBalancingSteps1. Determinetasks(operations)2. Determinesequence3. Drawprecedencediagram4. Estimatetasktimes5. Calculatecycletime6. Assigntasks7. Calculatenumberofworkstations8. CalculateefficiencyAssemblyLineBalancingSteps1AssemblyLineBalancingEquationsCycletime,CT=Productiontimeavailable

DemandperdayMinimumnumberofworkstationsTasktimesCycletimeNmin=Efficiency,BE=Tasktimes*(Cycletime)(Actualnumberofworkstations)BalanceDelay,BD=1—Tasktimes*(Cycletime)(Actualnumberofworkstations)AssemblyLineBalancingEquati可行的作業(yè)分配分配給每個(gè)工作地的作業(yè)，必須：（1）滿足作業(yè)之間的優(yōu)先(precedence)關(guān)系；（2）分配給每個(gè)工作地的作業(yè)的時(shí)間之和必須不大于周期時(shí)間?？尚械淖鳂I(yè)分配分配給每個(gè)工作地的作業(yè)，必須：LayoutHeuristicsforAssigningTasksinAssemblyLineBalancingLongesttasktime-choosetaskwithlongestoperationtimeMostfollowingtasks-choosetaskwithlargestnumberoffollowingtasksRankedpositionalweight

-choosetaskwherethesumofthetimesforeachfollowingtaskislongestShortesttasktime-choosetaskwithshortestoperationtimeLeastnumberoffollowingtasks-choosetaskwithfewestsubsequenttasksRandom–choosetaskrandomlyLayoutHeuristicsforAssigninExampleTaskABCDEFGHITime(min.)1011541237113Taskmustfollow--ABBAC,DFEG,HABEHCDFGI10Min.51112373411480productivemin.,complete40units,eachday.ExampleTaskABCDEFGHITime101154ExampleExampleExampleC=12min.LongesttasktimeABEHCDFGI10Min.51112373411ExampleC=12min.ABEHCDFGI10Example:SixStationSolutionABCEDFGIH1011537311124Example:SixStationSolutionAExampleAEBH10111210工作時(shí)間0022空閑時(shí)間C,D,FG,I121111ExampleAEBH10111210工作時(shí)間0022空閑時(shí)CellularLayout-WorkCellsSpecialcaseofproduct-orientedlayout-inwhatisordinarilyaprocess-orientedfacilityConsistsofdifferent

machinesbroughttogethertomakeaproductTemporaryarrangementonlyCellularLayout-WorkCellsSp222333444111222333444111銑床車(chē)床鉆床熱處理齒輪銑車(chē)床鉆床熱處理磨床銑床銑床熱處理磨床車(chē)床銑床鉆床齒輪銑裝配單元布置222222444444111333111裝配111444222333333222333111銑床車(chē)床磨床鉆床熱處理齒輪銑面向過(guò)程布置111333111444222222333444111222333444111銑床車(chē)床鉆床WorkCellFloorPlanOfficeToolRoomWorkCellSawsDrillsWorkCellFloorPlanOfficeToolWorkCellAdvantagesInventoryFloorspaceDirectlaborcostsEquipmentutilizationEmployeeparticipationQualityWorkCellAdvantagesInventoryERequirementsforCellularProductionIdentificationoffamiliesofproducts-grouptechnologycodesHighleveloftrainingandflexibilityonthepartoftheemployeesEitherstaffsupportorflexible,imaginativeemployeestoestablishtheworkcellsinitiallyRequirementsforCellularProd案例：SSS唱機(jī)制造公司文本分析案例：SSS唱機(jī)制造公司文本生產(chǎn)與運(yùn)作管理

ProductionandOperations

Management第二章設(shè)施設(shè)計(jì)DesignofFacilities生產(chǎn)與運(yùn)作管理

ProductionandOperati第二章設(shè)施與作業(yè)設(shè)計(jì)

（DesignofFacilitiesandJobs）設(shè)施位置選擇（FacilityLocation）

設(shè)施布置（FacilityLayout）*作業(yè)設(shè)計(jì)（JobDesign）

第二章設(shè)施與作業(yè)設(shè)計(jì)

（DesignofFacili第一節(jié)設(shè)施位置選擇（FacilityLocation）設(shè)施位置決策（Decision）設(shè)施位置選擇的因素（Considerations）設(shè)施位置分析方法（Methods）第一節(jié)設(shè)施位置選擇（FacilityLocationInGeneral-LocationDecisionsLong-termdecisionsDifficulttoreverseAffectfixed&variablecostsTransportationcostAsmuchas25%ofproductpriceOthercosts:Taxes,wages,rentetc.Objective:MaximizebenefitoflocationtofirmInGeneral-LocationDecisionIndustrialLocationDecisionsCostfocusRevenuevarieslittle

betweenlocationsLocationisamajor

costfactorAffectsshipping&

productioncosts(e.g.,labor)Costsvarygreatlybetween

locationsIndustrialLocationDecisionsCServiceLocationDecisionsRevenuefocusCostsvarylittlebetweenmarketareasLocationisamajor

revenuefactorAffectsamountof

customercontactAffectsvolumeof

businessServiceLocationDecisionsReveLocationDecisionSequenceCountryRegion/CommunitySiteLocationDecisionSequenceCounFactorsAffectingLocation資源（人力、原材料、能源、資本、土地的價(jià)格及其供應(yīng)狀況）運(yùn)輸（費(fèi)用及其設(shè)施狀況）市場(chǎng)（需求量、結(jié)構(gòu)、競(jìng)爭(zhēng)、價(jià)格、顧客分布及其需求特點(diǎn)）建筑（費(fèi)用及其條件）；稅收、保險(xiǎn)（種類(lèi)、政策及其水平）；自然條件（氣候、地理位置、地質(zhì)狀況）；經(jīng)濟(jì)條件（基礎(chǔ)設(shè)施、生活質(zhì)量）；社會(huì)條件（文化習(xí)俗、公眾態(tài)度）；政治條件（政府政策及其態(tài)度、政治穩(wěn)定）。FactorsAffectingLocation資源（人LocationEvaluationMethodsFactor-ratingmethodLocationalbreak-evenanalysisCenterofgravitymethodTransportationmodelLocationEvaluationMethodsFacFactor-RatingMethodMostwidelyusedlocationtechniqueUsefulforservice&industriallocationsRateslocationsusingfactorsIntangible(qualitative)factorsExample:Educationquality,laborskillsTangible(quantitative)factorsExample:Short-run&long-runcostsFactor-RatingMethodMostwidelExample：FactorRatingMethodExample：FactorRatingMethodMethodofcost-volumeanalysisusedforindustriallocationsStepsDeterminefixed&variablecostsforeachlocationPlottotalcostforeachlocationSelectlocationwithlowesttotalcostforexpectedproductionvolumeMustbeabovebreak-evenLocationalBreak-EvenAnalysisMethodofcost-volumeanalysisLocationalBreak-EvenAnalysisExampleYou’reananalystforACDelco.You’reconsideringanewmanufacturingplantinAkron,BowlingGreen,orChicago.Fixedcostsperyearare$30k,$60k,&$110krespectively.Variablecostspercaseare$75,$45,&$25respectively.Thepricepercaseis$120.Whatisthebestlocationforanexpectedvolumeof2,000casesperyear?LocationalBreak-EvenAnalysisLocationalBreak-EvenCrossoverChart050000100000150000200000050010001500200025003000VolumeAnnualCostAkronChicagoBowlingGreenAkronlowestcostBowlingGreenlowestcostChicagolowestcostLocationalBreak-EvenCrossoveCenterofGravityMethodFindslocationof

singledistributioncenterservingseveraldestinationsUsedprimarilyforservicesConsidersLocationofexistingdestinations

Example:Markets,retailersetc.VolumetobeshippedShippingdistance(orcost)Shippingcost/unit/mileisconstant

CenterofGravityMethodFindsCenterofGravityMethodStepsPlaceexistinglocationsonacoordinategridGridhasarbitraryorigin&scaleMaintainsrelativedistances

Calculatex&ycoordinatesfor‘centerofgravity’GiveslocationofdistributioncenterMinimizestransportationcostCenterofGravityMethodStepsMinimizestransportationcostMinimizestransportationcostCenterofgravityCenterofgravityExamplexy(x*,y*)2000100010002000x*=66.7y*=93.3Examplexy(x*,y*)2000100010002TransportationModelFindsamounttobeshippedfromseveral

sourcestoseveraldestinationsUsedprimarilyforindustriallocationsTypeoflinearprogrammingmodelObjective:Minimizetotalproduction

&shippingcostsConstraintsProductioncapacityatsource(factory)DemandrequirementatdestinationTransportationModelFindsamouExample：TransportationModelExample：TransportationModel在S4的最優(yōu)結(jié)果在S4的最優(yōu)結(jié)果在S5的最優(yōu)結(jié)果在S5的最優(yōu)結(jié)果在S6的最優(yōu)結(jié)果在S6的最優(yōu)結(jié)果最優(yōu)廠址S4——34698S5——34867S6——34818S4：最優(yōu)廠址最優(yōu)廠址S4——34698第二節(jié)設(shè)施布置（FacilityLayout）布置的目標(biāo)(Objectives)布置的類(lèi)型(Type)布置的方法(Methods)第二節(jié)設(shè)施布置（FacilityLayout）布置的目WhatisFacilityLayoutLocationorarrangementofeverythingwithin&aroundbuildingsObjectivesaretomaximizeCustomersatisfactionUtilizationofspace,equipment,&peopleEfficientflowofinformation,material,&peopleEmployeemorale&safetyWhatisFacilityLayoutLocatioConstraintsonLayoutObjectivesProductdesign&volumeProcessequipment&capacityQualityofworklifeBuildingandsiteConstraintsonLayoutObjectiv重新布置的具體原因(Reasons)（１）低效率的作業(yè)（例如，高費(fèi)用、瓶頸）。（２）安全事故或危險(xiǎn)。（３）新產(chǎn)品或服務(wù)的引進(jìn)。（４）產(chǎn)品或服務(wù)設(shè)計(jì)的變化。（５）新工藝的引進(jìn)，原有工藝的改進(jìn)。（６）產(chǎn)量或產(chǎn)品組合的變化（７）方法或設(shè)備的變化。（８）環(huán)境或其他法規(guī)要求的變化。（9）士氣問(wèn)題（例如，缺乏面對(duì)面的接觸）。重新布置的具體原因(Reasons)（１）低效率的作業(yè)（例如布置的基本類(lèi)型(BasicTypeofLayouts)Process-orientedlayoutdealswithlow-volume,high-varietyproduction(“jobshop”,intermittentproduction)Product-orientedlayoutseeksthebestpersonnelandmachineuseinrepetitiveorcontinuousproductionFixed-positionlayoutlargebulkyprojectssuchasshipsandbuildings布置的基本類(lèi)型(BasicTypeofLayouts面向過(guò)程布置(Process-OrientedLayout)按加工處理的工藝性質(zhì)分別設(shè)置相應(yīng)的生產(chǎn)單位，使產(chǎn)品或顧客依次經(jīng)過(guò)相應(yīng)的各生產(chǎn)單位接受所需的特殊的加工處理或服務(wù)。一個(gè)生產(chǎn)單位是一種工藝性質(zhì)的設(shè)備、工人等的集合體，進(jìn)行一種工藝性質(zhì)的加工處理或服務(wù)。它能處理各種具有不同加工要求的但加工性質(zhì)相同的產(chǎn)品或服務(wù)。面向過(guò)程布置(Process-OrientedLayout面向產(chǎn)品布置(Product-OrientedLayout)按產(chǎn)品或顧客的性質(zhì)分別設(shè)置相應(yīng)的生產(chǎn)單位，使某種產(chǎn)品或顧客在一個(gè)生產(chǎn)作業(yè)單位里的得到所需的幾乎全部的加工或服務(wù)。一個(gè)生產(chǎn)作業(yè)單位是多種工藝性質(zhì)的設(shè)備、工人等的集合體，進(jìn)行規(guī)定的各種工藝性質(zhì)的工或處理。它是借助于高度標(biāo)準(zhǔn)化的產(chǎn)品或服務(wù)及其所需用的高度標(biāo)準(zhǔn)化的作業(yè)得以實(shí)現(xiàn)的。一項(xiàng)工作被劃分成一系列的標(biāo)準(zhǔn)作業(yè)，以實(shí)現(xiàn)勞動(dòng)和設(shè)備的專(zhuān)業(yè)化。面向產(chǎn)品布置(Product-OrientedLayout固定位置布置(Fixed-PositionLayout)產(chǎn)品或項(xiàng)目的位置保持不變，而人員、物料和設(shè)備在需要時(shí)移動(dòng)的布置。它與面向產(chǎn)品布置和面向工藝（過(guò)程）布置截然相反，是人員、物料和設(shè)備向“產(chǎn)品”移動(dòng)，而不是相反。產(chǎn)品的特點(diǎn)決定了這種布置，大的重量、尺寸、體積、以及其他因素致使產(chǎn)品或?qū)ο蟛贿m宜或極其難以移動(dòng)，而必須采用這種布置方式。固定位置布置(Fixed-PositionLayoutJobShopLayoutJobShopLayoutEmergencyRoomLayoutSurgeryRadiologyE.R.bedsPharmacyBilling/exitE.R.TriageroomE.R.AdmissionsPatientB-erraticpacemakerPatientA-brokenlegHallwayEmergencyRoomLayoutSurgeryRaRepetitiveLayout13245WorkOfficeBeltConveyorWorkStationNote:5tasksoroperations;3workstationsWorkStationStationRepetitiveLayout13245WorkOffiStepsinDevelopinga

Process-OrientedLayoutConstructa“from-tomatrix”DeterminespacerequirementsforeachdepartmentDevelopaninitialschematicdiagramDeterminethecostofthislayoutBytrial-and-error(ormoresophisticatedmeans),trytoimprovetheinitiallayoutPrepareadetailedplanthatevaluatesfactorsinadditiontotransportationcostStepsinDevelopinga

ProcessCostofProcess-OrientedLayout面向工藝布置，按已設(shè)計(jì)的工藝流程，根據(jù)工藝性質(zhì)的不同，劃分出若干個(gè)生產(chǎn)單位，然后確定各生產(chǎn)單位的相對(duì)空間位置。主要問(wèn)題：確定各生產(chǎn)單位的相對(duì)位置，使其相互之間的總運(yùn)輸量或費(fèi)用最小，即CostofProcess-OrientedLayouInterdepartmentalFlowofParts:from-tomatrix12345612345650100002030501002001005000InterdepartmentalFlowofPartPossibleLayout1Room1 Room2 Room2Room4 Room5 Room6PossibleLayout1Room1 RoomInterdepartmentalFlowGraphShowingNumberofWeeklyLoads11005030102050201005023456C=(50+200+40)+(30+50+10)+(40+100)+(50)=$570InterdepartmentalFlowGraphSPossibleLayout2Room1 Room2 Room2Room4 Room5 Room6PossibleLayout2Room1 RoomInterdepartmentalFlowGraphShowingNumberofWeeklyLoads21005030102050201005013456C=(50+100+20)+(60+50+10)+(40+100)+(50)=$480InterdepartmentalFlowGraphSComputerProgramstoAssistinLayoutCRAFTSPACECRAFTCRAFT3-DMULTIPLECORELAPALDEPCOFADFADES-expertsystemComputerProgramstoAssistinRelationshipChart1PresidentO2CostingUAA3EngineeringIO4President’sSecretary1234A=AbsolutelynecessaryE=EspeciallyimportantI=ImportantO=OrdinaryU=UnimportantX=NotDesirableRelationshipChart1PresidentOProduct-OrientedRequirementsStandardizedproductHighproductionvolumeStableproductionquantitiesUniformqualityofrawmaterials&componentsProduct-OrientedRequirementsSProduct-OrientedLayoutTypesAssemblesfabricatedpartsUsesworkstationRepetitiveprocessPacedbytasksBalancedbymovingtasksBuildscomponentsUsesseriesofmachinesRepetitiveprocessMachinepacedBalancedbyphysicalredesignFabricationLineAssemblyLineProduct-OrientedLayoutTypesAAssemblyLineBalancingAnalysisofproductionlinesNearlyequallydividesworkbetweenworkstationswhilemeetingrequiredoutputObjectivesMaximizeefficiencyMinimizenumberof

workstationsAssemblyLineBalancingAnalysiAssemblyLineBalancingSteps1. Determinetasks(operations)2. Determinesequence3. Drawprecedencediagram4. Estimatetasktimes5. Calculatecycletime6. Assigntasks7. Calculatenumberofworkstations8. CalculateefficiencyAssemblyLineBalancingSteps1AssemblyLineBalancingEquationsCycletime,CT=Productiontimeavailable

DemandperdayMinimumnumberofworkstationsTasktimesCycletimeNmin=Efficiency,BE=Tasktimes*(Cycletime)(Actualnumberofworkstations)BalanceDelay,BD=1—