Learning Objectives
LO 8-1: Explain the importance of material flows.
Materials flows, or more specifically material flow mapping, are critical to understanding the effectiveness and efficiency of a process. Understanding the material flows enable the manager to identify issues such as where performance should be measured, how the process layout can be altered, and where cost, quality, and productivity issues may exist. The manager can then take actions to improve the process.
LO 8-2: Analyze material flows and their impact on the organization.
Material flows analysis enables a manager to identify potential problems and take the necessary actions to correct them. For example, material flows analysis can enable a manager to identify where bottlenecks are, what the overall productivity is, the actual output versus the design capacity, etc. Identifying potential issues can facilitate efforts to reduce their impact on an organization’s objectives through solutions such as cross-training workers, using fewer but more reliable suppliers, utilizing standardized procedures, etc.
LO 8-3: Apply the Theory of Constraints in an organization.
The purpose off Theory of Constraints (TOC) is to identify and improve constrained processes. TOC can be applied through the use of the drum, buffer, and rope (DBR) concept. The drum is the constraint, i.e., the workcenter with the lowest processing rate, and sets the processing rate for the entire facility. To overcome the constraint created by this workcenter, a buffer is used. The buffer is usually inventory necessary to ensure consistent production. The rope is essentially the signals for the controlling or scheduling of work releases, thus, maintaining throughput without creating a buildup of excess inventory.
LO 8-4: Explain why manufacturing flexibility is important.
Manufacturing flexibility is important because of demand uncertainty. Manufacturing flexibility is the ability to create different product types, change the order of how processes are operated, and change process capacities. Therefore, manufacturing flexibility gives the company the capability to respond effectively to both predicted and unpredicted changes in demand.
LO 8-5: Critique product- and process-focused, group technology, and project layouts.
Product focused layouts (assembly line layouts) enable high-volume output when making standardized products. Process focused layouts (intermittent process layouts) are utilized when many different products are manufactured, requiring small output volumes or batch sizes, e.g., a machine shop. Group technology layouts (cellular layouts) identify parts and assemblies that require the same processing equipment; therefore, are grouped into part families. This type of layout can help reduce material flow and inventory problems. Projects layouts (fixed position layouts) are characterized by manufactured products that remain stationary while workers and equipment move in and around the project; for example, buildings, ships, etc.
LO 8-6: Discuss some of the latest trends in layout design.
Some of the latest trends in layout design are associated with retailing and restaurants. Visual merchandising is the use of end caps, lighting, and color to highlight products. Micro-merchandising are focal points that are added to center aisle locations to improve visual appeal. Sight lines, used in restaurants and retail layouts, allow customers to get a view of the kitchen or other parts of the store.
Chapter Outline
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