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    Lecture 16

    Uploaded by

    Nikhil Kumar

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    © All Rights Reserved
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    Lecture 16

    Uploaded by

    Nikhil Kumar
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    21 views20 pages

    Lecture 16

    Uploaded by

    Nikhil Kumar

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    © All Rights Reserved
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    PRODUCTION LINE OPTIMIZATION

    ISSUES THAT REQUIRE BALANCING: BOTTLENECK


    TERMINOLOGIES
    Tasks
    Task precedence
    Task Times FOCUS
    Cycle time Determine how many workstations to have
    Productive time/ Hour Determine which tasks to assign to which
    Workstation workstation

    Work Centre Minimize the number of workers & machines used

    Number of workstations working Provide the required amount of capacity

    Minimum number of workstations


    Actual number of workstations
    Utilization
    IDENTIFYING THE BOTTLENECK IN SERVICE PROCESS

    • Which step is the bottleneck for the standard car wash process? For the Deluxe Car Wash?
    • What is the capacity (measured as customers served per hour) of this Car wash to process Standard
    and Deluxe Customers? Assume, no customers waiting at step A1, A2 or A8.
    • If 60 % customers are Standard and 40 % are Deluxe, what is the average capacity of the car wash
    in customers per hour?
    • Where should you expect Standard wash customers to experience waiting lines, assuming that new
    customers are always entering the shop and that no deluxe customers are in the shop? Where will the
    deluxe customers have to wait, assuming no standard customers?
    SOLUTION
    a. Step A4 is the bottleneck for the Standard car wash process, and Step A6 is the bottleneck for
    the Deluxe car wash process, because these steps take the longest time in the flow.
    b. The capacity for Standard washes is 4 customers per hour because the bottleneck step A4 can
    process 1 customer every 15 minutes (60/15). The capacity for Deluxe car washes is 3 customers
    per hour (60/20). These capacities are derived by translating the “minutes per customer” of each
    bottleneck activity to “customers per hour.”

    c. The average capacity of the car wash is


    (0.60 ´ 4) + (0.40 ´ 3) = 3.6 customers per hour.

    d. Standard wash customers would wait before steps A1, A2, A3, and A4 because the activities that
    immediately precede them have a higher rate of output (i.e., smaller processing times). Deluxe wash
    customers would experience a wait in front of steps A1, A2, and A6 for the same reasons. A1 is included for
    both types of washes because the arrival rate of customers could always exceed the capacity of A1.
    LINE BALANCING PROCEDURE
    1. Determine the tasks involved in completing 1 unit
    2. Determine the order in which tasks must be done
    3. Draw a precedence diagram
    4. Estimate task times
    5. Calculate the cycle time
    6. Calculate the minimum number of workstations
    7. Use a heuristic to assign tasks to workstations
    LINE BALANCING HEURISTICS
    Heuristic methods, based on simple rules, have been developed to provide good
    (not optimal) solutions to line balancing problems
    Heuristic methods include:
    •Incremental utilization (IU) method
    •Longest-task-time (LTT) method
    … and many others
    INCREMENTAL UTILIZATION METHOD
    1. Add tasks to a workstation in order of task precedence one at a time
    until utilization is 100% or is observed to fall
    2. Then the above procedure is repeated at the next workstation for the
    remaining tasks
    3. Pro – Appropriate when one or more task times is equal to or greater
    than the cycle time
    4. Con – Might create the need for extra equipment
    EXAMPLE: ARMSTRONG PUMPS
    Armstrong produces bicycle tire pumps on a production line. The time to perform the
    6 tasks in producing a pump and their immediate predecessor tasks are shown on the
    next slide. Ten pumps per hour must be produced and 45 minutes per hour are
    productive.
    Use the incremental utilization heuristic to combine the tasks into
    workstations in order to minimize idle time.
    EXAMPLE: ARMSTRONG PUMPS
    Task Task that immediately precede Time to perform task
    A … 5.4
    B A 3.2
    C … 1.5
    D B,C 2.8
    E D 17.1
    F E 12.8
    Total 42.8
    EXAMPLE: ARMSTRONG PUMPS
    Line Balancing – Network (Precedence) Diagram

    A B D E F

    C
    EXAMPLE: ARMSTRONG PUMPS
    Productive Time per Hour
    Cycle Time =
    Demand per Hour

    = 45/10 = 4.5 minutes per pump

    Minimum No. of workstations

    (Total Task Time)(Demand per Hour)


    =
    Productive Time per Hour

    = [(42.8)(10)]/45 = 9.51 workstations


    EXAMPLE: ARMSTRONG PUMPS
    WS Tasks Mins./pump #WS’s Incr.Util.
    1 A 5.4 5.4/4.5=1.2= 2 60.0% --[(1.2/2)*100)]
    1 A,B 5.4 + 3.2 8.6/4.5=1.9= 2 95.0%
    1 A,B,C 8.6 + 1.5 10.1/4.5=2.2= 3 73.3%
    2 C 1.5 1.5/4.5=.33= 1 33.3%
    2 C,D 1.5 + 2.8 4.3/4.5=.96= 1 95.6%
    2 C,D,E 4.3 + 17.1 21.4/4.5=4.8= 5 95.1%
    3 E 17.1 17.1/4.5=3.8= 4 95.0%
    3 E,F 17.1 + 12.8 29.9/4.5=6.6= 7 94.9%
    4 F 12.8 12.8/4.5=2.8= 3 94.8%

    Task in work A,B C,D E, F


    centers
    Work centers 1 2 3
    Actual no. of 2 1 7
    workstations
    EXAMPLE: ARMSTRONG PUMPS
    Line Balancing – Utilization of Production Line

    Minimum Number of Workstations


    Utilization =
    Actual Number of Workstations
    = 9.51/10 = .951 = 95.1%
    LONGEST-TASK-TIME METHOD
    Adds tasks to a workstation one at a time in the order of task
    precedence.
    If two or more tasks tie for order of precedence, the one with the longest
    task time is added
    Conditions for its use:
    No task time can be greater than the cycle time
    There can be no duplicate workstations
    LONGEST TIME HEURISTIC
    Task Immediate Predecessor Task Time (in minutes)
    A ……… .9
    B A .4
    C B .6
    D C .2
    E C .3
    F D,E .4
    G F .7
    H G .11
    Total 4.6

    Assuming 55 minutes productive hrs, compute the cycle time needed to obtain 50 units/hour.
    • Cycle time = Productive time per hour/ Demand per hour= (55 minute/ hr)/(50 products/hr)= 1.1 minutes per product

    • Minimum no of workstations = (Sum of all task times* Demand per hour )/ Productive time per hour = 4.2 workstations

    • Assign tasks to workstations using longest-time heuristics

    • Calculate utilisation
    TASK ASSIGNMENTS
    Unassigned Task
    (1) (2) (5) Time at
    Assigned Task
    Workstation Candidate List Sum of task times Workstation
    (1.1-(5))
    (3) (4)
    Task Task Time
    1 a a .9 .9 .2
    2 b b .4 .4 .7
    2 c c .6 1.0 .1
    3 d,e* e .3 .3 .8
    3 d d .2 .5 .6
    3 f f .4 .9 .2
    4 g g .7 .7 .4
    5 h h 1.1 1.1 0
    TASK ASSIGNMENTS
    Tasks to workstations Workstation
    A 1
    B, C 2
    E, D, F 3
    G 4
    H 5

    Minimum Number of Workstations


    Utilization =
    Actual Number of Workstations

    = (4.2/5)*100= 84%

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