C H A P T E R

Layout Decisions
9
DISCUSSION QUESTIONS  Individual workloads can usually be made to be relatively
1. The seven layout strategies are: equivalent.
 Fixed position or project layout  It usually results in low variable cost per unit.
 Process-oriented layout  It tends to keep material handling costs relatively low.
 Warehouse layout  It reduces work-in-process inventories.
 Retail layout
 It makes training and supervision easier than with other
 Product-oriented/repetitive layout
layout strategies.
 Office layout
 Work cells
The disadvantages are:

2. Fixed position layouts are complicated by: limited space  High volume is required because of the large investment
at virtually all sites; at different stages of the process, different needed to set up the process.
materials are needed; and the volume of materials needed is  Work stoppage at any point ties up the whole operation.
dynamic.  There is a lack of flexibility in handling a variety of
products or production rates.
3. The advantages of a process layout are:
6. Preconditions for high-volume, low-variety products are:
 It can simultaneously handle a wide variety of products or
services, especially in terms of “batches” or “job lots.” 1. Volume is adequate for high equipment utilization
2. Product demand is stable enough to justify high
 It has considerable flexibility with respect to equipment and
investment in specialized equipment
labor assignments.
3. The product is standardized or approaching a phase of its
The disadvantages of a process layout are: life cycle that justifies investment in specialized
 The use of general purpose rather than special purpose equipment
equipment tends to make the overall process somewhat less 4. Supplies of raw material and components are adequate and
efficient. of uniform quality to ensure that they will work with the
 Orders take more time and money to move through the specialized equipment.
system because of the difficult scheduling, setting up the 7. Three types of work cells are the small work cell within a
process for a wide variety of orders, and considerable plant, focused work center, and focused factory.
material handling. 8. The advantages of work cells are:
 Labor skill requirements tend to be high because of the use Reduction in work-in-process inventory
of general purpose equipment. Reduction in required floor space
 Work-in-process inventories tend to be high.  Reduced raw material and finished goods inventory
 Reduced direct labor cost
4. Most organizations have some procedure for documenting
 Heightened sense of employee participation
movement of their product. For instance, a hospital has doctor’s
 Increased utilization of equipment and machinery
orders indicating the tests and procedures that a patient is to
 Reduced investment in machinery and equipment
undergo. A machine shop has routing documents indicating the
operations that an order is to follow as the product moves through The disadvantages are:
the shop. And an auto repair shop knows what repairs, parts, and  Similar to a product layout
labor are used on a particular job and as a result where the job was  High volume is required because of the large investment
done and the trips made necessary. needed to set up the process
In each of the above examples a matrix would be made  There is a lack of flexibility in handling a variety of
showing the number of trips. And the distance (or time or cost) of products or production rates
each trip would be determined.  Requires the use of group technology
5. The advantages of a product layout are:  Requires a high level of training and flexibility on the part
of employees
 The use of special purpose equipment can make the overall
process more efficient.

118
119 CHAPTER 9 L AY O U T D E C I S I O N S

 Either considerable staff support or imaginative

employees are needed for the initial development of the
work cells
 CHAPTER 9 L A Y O U T D E C I S I O N S 120

9. The requirements for a focused work center or focused factory Some points for class discussion:
are identification of a large family of similar products, a stable  Slotting fees mean that the small new company has
demand, and adequate volume to justify the capital investment. trouble getting products on the shelf.
10. Two major trends influencing office layout are dynamic  Slotting fees tend to reinforce the position of the strong/
needs for space/services, technology and virtual companies. major companies.
11. Some of the layout variables you might want to consider as  The retailer is interested in products that will sell and pro-
particularly important in an office where computer programs are to vide margin—a strong inducement for any good product—
be written are: if profitable, shelf space will be found.
 As a practical matter, slotting fees can take so many
 Ease of communication
forms (discounts, advertising fees, tasting stations, return
 Provision of privacy and a quiet work environment
policies, etc.) that real control is probably impossible.
 Lighting—especially as it related to glare on computer screens
 Slotting fees are the inevitable result of the free market at
 Consideration of ergonomic or human factor issues in
work, one more item in the give and take between buyer
equipment layout and construction
and seller.
12. Some drugstore and grocery chains now allow only limited  Slotting fees may make up half of the profit of a grocer.
routes through the store. This (a) allows a high traffic volume to be  Since the fees are revenue for the retailers, the fees allow
handled more readily, and (b) forces each customer to be exposed to lower prices.
all merchandise. There are now Internet kiosks in shopping malls.  U.S. District Judge Gene Carter held in 2001, in Maine,
13. Retail store layout variables that a manager can manipulate that slotting fees in a news company distribution case
are: were not illegal.
 Overall arrangement or pattern through the store The authors see no problem with the ethics of slotting fees but
 The allocation of space to individual products would encourage firms not to hide the nature of the payments.
14. Each student will sketch the layout of a local supermarket.
They should observe the long aisles, power items at aisle caps, and ACTIVE MODEL EXERCISE
spread of staples at corners of store (fruit/meat/dairy/bakery).
ACTIVE MODEL 9.1: Process Layout
15. “Random stocking” is placing a unit (product) anywhere in a
warehouse that is open (available) for use. This is the opposite of 1. What is the current total cost?
“static” storage where every SKU has its own allotted space. $570
16. Random stocking works best with sophisticated information 2. Assembly (A) and Machine Shop (M) have the highest degree
systems that rapidly identify items by bar codes (or other scannable of interaction. Would it be better to swap (A) and Painting or (M)
IDs), and place them randomly in a warehouse. That requires and Painting in order to get (A) and (M) shop next to each other?
(1) open location, (2) accurate records, (3) efficient “picking” Swapping Assembly and Painting lowers the cost, while
sequencing, (4) combining orders, and (5) minimizing distance to swapping Assembly and Machine shop raises the cost.
“pick” high usage items. 3. Use the Swap button one swap at a time. If the swap helps,
17. Cross-docking means that units are never put in storage in an move to the next pair. If not, click Swap to put the departments
intermediate storage facility (warehouse). Units are accurately back. What is the minimum total cost after all swaps have been
labeled prior to shipment with the information needed to identify tried?
the final destination so that when they arrive at an intermediate The cost drops to $510.
warehouse or distribution point, they are immediately moved to 4. Look at the two data tables and use the yellow shaded column
the shipping dock for transmittal to that final destination. to put processes in rooms. What room assignments lead to the
18. A heuristic is a “rule of thumb” method of problem solving. minimum cost? What is this cost?
Line balancing heuristics include: longest task time, most Putting the processes in rooms 1,4,2,5,6,3 respectively
following tasks, ranked positional weights, shortest task time, and (yellow shaded area) has a minimum total cost of $460. (Other
least number of following tasks. layouts will have the same cost.)

ETHICAL DILEMMA END-OF-CHAPTER PROBLEMS

Slotting fees refer to payments by manufacturers for retail shelf 9.1 Movements = (4 × 8) + (9 × 7) + (7 × 4) + (6 × 3) + (8 × 2) + (10 × 6)
space—although the term can mean display or other support—
such as a tasting station—for a product. They are the result of: = 32 + 63 + 28 + 18 + 16 + 60 = 217 (in 100s)
 New product proliferation (a grocer may handle only = 21,700
30,000 of 100,000 SKUs available, a book seller has a
Cost = 21,700 × $1 = $21,700
similar problem)
 High rate of new product failure
 Increase in retailer power (the retailer as “channel
captain”)
121 CHAPTER 9 L AY O U T D E C I S I O N S

9.2 (a) Plan A movements = (20 × 6) + (12 ×18) + (8 × 2) Movement–Distance Calculations

+ (6 × 4) + (10 × 2) + (4 × 18) M → W: 125 × 20 = 2,500
M → D:  75 × 40 = 3,000
= 120 + 216 + 16 + 24 + 20 + 72
M → G:  50 × 20 = 1,000
= 468 (in 100s) = 46,800 M → B:  60 × 20 = 1,200
W → L:  75 × 20 = 1,500
Cost = 46,800 × $0.50 = $23,400
D → G: 150 × 20 = 3,000
(b) Plan B movements = (20 × 6) + (8 × 18) + (12 × 2) D → B:  20 × 20 =  400
+ (10 × 4) + (6 × 2) + (4 × 18) L → G:  20 × 20 =  400
13,000 = Minimum distance movement for
= 120 + 144 + 24 + 40 + 12 + 72 both (symmetrical layouts)
= 412 (in 100s) = 41,200 9.5
Cost = 41,200 × $0.50 = $20,600
Interstation Activity Matrix
(c) Plan C movements = (20 × 6) + (10 × 18) + (6 × 2) Pick Up Pick Up Verification
Paperwork Advising Class of Status
+ (8 × 4) + (12 × 2) + (4 × 18)
and Forms Station Cards and Payment
= 120 + 180 + 12 + 32 + 24 + 72 (A) (B) (C) (D)
Paperwork/   0 450 550  50
= 440 (in 100s)
 Forms (A)
= 44,000 Advising (B) 350   0 200   0
Class Cards (C)   0   0   0 750
Cost = 44,000 × $0.50 = $22,000 Verification/   0   0   0   0
(d) Plan B is the lowest cost, at $20,600.  Payment (D)
9.3 (23 × 10) + (32 × 5) + (20 × 8) = 230 + 160 + 160 = 550
Cost = 550 × $2 = $1,100
9.4 This matrix includes movements in both directions: Interstation Distance Matrix—Original Layout
Pick Up Pick Up Verification
M W D L G B Paperwork Advising Class of Status
M — 125 75  0  50 60 and Forms Station Cards and Payment
W — 0 75   0  0 (A) (B) (C) (D)
D —  0 150 20
Paperwork/  0 30 60 90
L —  20  0
 Forms (A)
G —  0
Advising (B) 30  0 30 60
B —
Class Cards (C) 60 30  0 30
Verification/ 90 60 30  0
 Payment (D)
Here are two optimal layouts:

Load × Distance
A → B: 450 × 30 = 13,500
A → C: 550 × 60 = 33,000
A → D:  50 × 90 =  4,500
B → A: 350 × 30 = 10,500
B → C: 200 × 30 =  6,000
C → D: 750 × 30 = 22,500
90,000
or Note: Work areas are “fixed” if using the software to reach this initial
answer.

(a) Initial layout:

 CHAPTER 9 L A Y O U T D E C I S I O N S 122

4 3  0  0  0 5 4 12 6 4  0  6
Load × Distance 5 0  8  4 10 0 5 14 7 9  6  0

A → B: 450 × 30 = 13,500 ΣΣTij × Dij = 602 (if areas are fixed; 566 if not; 595 if the sink is
A → C: 550 × 30 = 16,500 fixed in one location)
A → D:  50 × 60 =  3,000
9.7 Layout 3:
B → A: 350 × 30 = 10,500
B → C: 200 × 60 = 12,000
C → D: 750 × 30 = 22,500
78,000

(b) Improved layout:

Trip Matrix Distance Matrix

9.6 (a) Layout 1:
1  2  3  4 5  1  2 3  4  5
1 0  8 13  0 0 1  0  4 8 12 14
2 5  0  3  3 8 2  4  0 4  8 10
3 3 12  0  4 0 3  8  4 0  2  8
4 3  0  0  0 5 4 12  8 2  0  4
5 0  8  4 10 0 5 14 10 8  4  0
Trip Matrix Distance Matrix
1  2  3  4 5  1  2 3  4  5 ΣΣTij × Dij = 560 (if areas are fixed)
1 0  8 13  0 0 1  0  4 8 12 16 9.8 (a) Layout 4:
2 5  0  3  3 8 2  4  0 4  8 12
3 3 12  0  4 0 3  8  4 0  4  8
4 3  0  0  0 5 4 12  8 4  0  4
5 0  8  4 10 0 5 16 12 8  4  0
ΣΣTij × Dij = 600 with work areas fixed (504 if not fixed; 560 if
the sink is fixed in one location)
(b) Layout 2:

Trip Matrix Distance Matrix

1  2  3  4 5  1  2 3  4  5
1 0  8 13  0 0 1  0  5 8 11 13
2 5  0  3  3 8 2  5  0 4  8 11
3 3 12  0  4 0 3  8  4 0  4  8
4 3  0  0  0 5 4 11  8 4  0  5
5 0  8  4 10 0 5 13 11 8  5  0

Trip Matrix Distance Matrix

1  2  3  4 5  1 2 3  4  5
1 0  8 13  0 0 1  0 7 8 12 14
2 5  0  3  3 8 2  7 0 5  6  7
3 3 12  0  4 0 3  8 5 0  4  9 ΣΣTij × Dij = 609
123 CHAPTER 9 L AY O U T D E C I S I O N S

(b) Layout 5:
9.12 Performance Time Task Must Follow
Trip Matrix Distance Matrix Task (in minutes) This Task
1  2  3  4  5  1 2  3  4  5 A  4 —
ref-1 0  8 13  0  0 ref-1  0 4 12 12  4 B  7 —
coun-2 5  0  3  3  8 coun-2  4 0  3  4  4 C  6 A, B
sink-3 3 12  0  4  0 sink-3 12 3  0  4  4 D  5 C
stor-4 3  0  0  0  5 stor-4 12 4  4  0  3 E  6 D
F  7 E
stov-5 0  8  4 10  0 stov-5  4 4  4  3  0
G  8 E
ΣΣTij × Dij = 478
H  6 F, G
Solution: Refrig. in Area 3 (where sink was); Counter in Area 4 49
(where storage was); Sink in Area 2 (where counter was); Storage in
Area 1 (where Refrig. was); Stove in Area 5 (no change) (a, d)

9.9 B and C should be adjacent, because they have the most trips.
Traffic is next heaviest between A and D, so they should be
adjacent. Continuing in this fashion, F should be adjacent to D and
A should be next to F, but the latter two have already been placed.
Finally, E should be placed next to F. Thus, we are left with
(a) Heuristic solutions:
B C A D F E = 47,900.
or
A D F E B C = 44,440.
(Note: These are not the optimal solution.)
(b) Better layout:
A D F C B E = 43,880.
9.10 (a) Takt time = Minutes available per day/Units demanded 480 minutes
per day (b) Cycle time = = 9.6 minutes
50 units
= 420/250 = 1.68 minutes (c) Theoretical minimum = ∑ ti 49
= = 5.1 = 6 stations
(b) Number of cross-trained employees = (1.1 + 1.1 + 1.7 number of stations cycle time 9.6
+ 3.1 + 1.0)/1.68 = 8.0/1.68 = 4.76 ≈ 5
Note that the theoretical minimum could not be achieved.
(c) The cleaning operation is substantially longer than the (e) Total idle time/cycle = 4 + 1 + 2 + 3 + 2 + 1 + 2 = 15 min.
others so it warrants special consideration to ensure that a per cycle × 60 cycles = 15 idle hours per day.
smooth flow can be maintained. A machine constrained
(f) Total idle time/day. Since there are 480 minutes, and
task or lack of cross-training may suggest that more
each chair takes 8 minutes (which is the longest
traditional assembly line balancing techniques be used.
operation time), there are 480/8 = 60 cycles/day.
9.11 (a) Cycle time = (60)(60 sec) Total idle time = 15 minutes/cycle × 60 cycles
180 PLAs
= 15 hours
3,600 49 minutes
= = 20 seconds per PLA (g) Efficiency = = 0.766 or
180 8 stations × 8.0 minutes*
∑ task time
(b) Theoretical minimum of workstations = Efficiency = 76.6%
cycle time
*Longest operation time
60
= =3 ∑ task times
20 9.13 (a) Theoretical minimum number of stations =
cycle time
(c) Yes, it is feasible. Station 1 with A and C;
60
Station 2 with B and D; and Station 3 with E. Cycle time = = 12 minutes. So minimum number of
5
48
stations = = 4 stations
12
 CHAPTER 9 L A Y O U T D E C I S I O N S 124

(b) (c) Σt/CT =  = 40

= 120/30 hr  is60theoretical
min   60 sec 
 4,800 units ÷
4 stations minimum.
  hr ÷  min ÷
(b) cycle time

(d) The assembly line balance for a cycle time of 30 seconds
= 30 sec per unit
requires five stations, as shown below and in part (a)
above.

Time Time Left Ready

Station Task (sec) (sec) Tasks
A
1 A 20 10 B, C, D
2 B 30 C, D
3 C 15 15 D, E
D 15 E
This requires 5 stations—it cannot be done with 4. There is an 4 E 10 20 F
alternative solution with D and E in workstation #4 and F alone in 5 F 30 None
workstation #5.
(e) Total idle time = 30 seconds (=10 + 20)
48 48
(c) Efficiency = = = 80% for 5 stations.
5 × 12 60
Note: Stations 2 and 5 remain 30 seconds.
Performance Time
Task (in seconds) Predecessors
A 20 None
B 30 A 9.15 (a)
C 15 A
D 15 A
E 10 B,C
F 30 D,E

9.14 (a)

(f) With five stations:

∑t
Efficiency =
(No. stations)(Cycle time)
120 120
= = = .8 = 80%
(5)(30) 150
If six stations are used:
∑t
Efficiency =
(No. stations)(Cycle time)
120 120
= = = .666 = 66.6%
(6)(30) 180
125 CHAPTER 9 L AY O U T D E C I S I O N S

(b) Station 1 gets A, G, and B and has 0.5 minutes left Note: Four stations with a 7-minute cycle time is possible;
400 minutes
over. Station 2 gets C, D, and E, with no time left over. Cycle time =
Efficiency would become:
25 60 units
Station 3 gets F, H, I, and J and has 0.5 minutes left over. = 89.3%
= 6.67 minutes unit
Improvements in efficiency would seem impossible. The 4× 7
times are in 0.5 minute increments and can’t be sub- ∑ ti 25
but production drops = the required
to 57 from
Minimum number of stations = 60 units. One
divided to achieve exact balance. Total of 1 minute of Cycle time
five-station solution (there are multiple 6.67
answers) is:
idle time/cycle. = 3.75 or 4 workstations
(c) If stations 1 and 3 each had 0.5 minute more work to do,
the line would be 100% efficient; perhaps support tasks
could be assigned to them.

Time Time Left Ready

Station Task (minutes) (minutes) Tasks
1 A 5 5 B, G
G 3 2 B
B   1.5   0.5 C, E
2 C 3 7 E, D
D 4 3 E (c) Theoretical:
E 3 0 F
3 F 2 8 H Actual: 25 minutes
Efficiency = = 0.937 = 93.7%
H   3.5   4.5 I 4 stations × 6.67 minutes
(d) Idle time = 1 + 1 + 125+minutes
2 = 5 min per cycle
I 2   2.5 J
Efficiency = = 0.833 ≈ 83%
J 2   0.5 5 stations × 6.00 minutes
9.17 Performance Time Task Must Follow
Summary Statistics Task (in minutes) This Task
Cycle time 10 minutes A  1 —
Time allocated (cyc × sta) 30 minutes/cycle B  1 A
Time needed (sum task) 29 minutes/unit C  2 A
Idle time (allocated-needed) 1 minute/cycle D  1 C
Efficiency (needed/allocated) 96.67% E  3 C
Balance delay (1-efficiency) 3.333% F  1 C
G  1   D, E, F
(d) Theoretical minimum no. of stations = 3 H  2 B
I  1   G, H
13
9.16 Performance Time Task Must Follow
Task (in minutes) This Task 200
Cycle time = = 3.33min
A  1 — 60
B  3 A (a) 
C  2 B
D  4 B
E  1   C, D
F  3 A
G  2 F
H  5 G
I  1   E, H
J  3 I
25

(a, b)
 CHAPTER 9 L A Y O U T D E C I S I O N S 126

13 minutes
(b) Theoretical Efficiency = = 0.78
5 stations × 3.33 minutes
or Efficiency = 78% with a cycle time of 3.33. Multiple
layouts with this efficiency exist.
13
Actual efficiency = = 0.867 or 86.7%
5×3

(c) Theoretical minimum number of ∑ ti 13

work stations = = = 3.9 ≈ 4
Cycle time 3.33

(d) Idle time = 1 (at station 3) + 1 (at station 5) = 2 min per boat

13 minutes
Efficiency = = 0.649
9.18 (a) Resolving Problem 9.17 with a production time of 300 3 stations × 6.67 minutes
minutes per day: or Efficiency = 64.9%. Multiple layouts with this efficiency
300 minutes exist.
Cycle time =
60 units 13
Actual Efficiency = = 0.722 or 72.2%.
= 5 minutes unit 3× 6
∑ ti 13
Minimum number of stations = = 9.19 The assembly-line activities are:
Cycle time 5
Time Ready Time Station
= 2.6, or 3 workstations Task (in minutes) Predecessors Tasks Left Assignment
A  3 None A, B 1 1
B  6 None C, D, E 1
C  7 A D, E, F 3 2
D  5 A, B 3
E  2      B F, G, H, 3 3
I
F  4      C 4
G  5      F J, H, I, K 2 4
H  7      D, E 5
I  1      H K, J 2 5
J  6      E 6
K  4 G, I, J 0 6
50
13 minutes
(b)  Efficiency = = 0.867 (a, g)
3 stations × 5 minutes
or Efficiency = 86.7%. Multiple layouts with this
efficiency exist.

(c) Resolving Problem 9.17 with a production time of 400

minutes per day:
400 minutes
Cycle time =
60 units
= 6.67 minutes unit
∑ ti 13
Minimum number of stations = =
Cycle time 6.675
= 1.95 or 2 workstations

 24 hr   60 min 
(b)  = 15min
 96 units ÷
  hr ÷

127 CHAPTER 9 L AY O U T D E C I S I O N S

Note that the efficiency of this particular grouping

 1 unit   60 min   24 hr  =
28
= 93.3%
(c)  = 144 units per day.
 10 min ÷
  hr ÷   day ÷ 5×6
Several other balances are also possible. One of them is
50 min per unit
(d) = 5 stations to place A alone, tasks B and C together, D and F together,
10 min per cycle E by itself, and G and H together.
Time needed per unit 9.21 Note: This problem does not have a computer logo next to
(e) Efficiency = it, but it is possible for students to manipulate the input so that
Time allocated per unit
POM for Windows or Excel OM can solve the problem.
Total task time
= (a) One possible layout is:
(Cycle time) (Number of stations)
50
=
(10)(6)
50
=
60
= .8333, or 83.33%
(f) Idle time = Τime allocated per unit − Τime needed per
unit
= 60 − 50
= 10 min/cycle
(g) Best assignment is shown in part (a) with the efficiency
shown in part (e) (i.e., 83.33%)
9.20
Performance Time Task Must Follow
Task (in minutes) This Task
A  5 —
B  3 A
C  4 B
D  3 B
E  6 C
F  1 C
G  4    D, E, F

H  2  G

28
∑ ti
Minimum number of stations =
Cycle time
28 (b) The throughput is 3.75 patients per hour.
= = 4 workstations
7 (c) The bottleneck is at the medical exam station—16
The work activities may be grouped, however, into no minutes.
fewer than five workstations without violating precedence (d) Paramedics are idle 2 minutes, and doctors are idle 10
requirements. minutes for each patient.

28 28
Efficiency = = = 0.80
5 × 7 35
or
Efficiency = 80%
 CHAPTER 9 L A Y O U T D E C I S I O N S 128

(e) If one more doctor and one more paramedic are added, Number of Number of
it is possible to increase the throughput to at least five Task Successors Task Successors
per hour with this simple layout: A 9 F 2
B 4 G 2
C 4 H 1
D 2 I 1
E 2 J 0

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
Answer: Station Tasks
(Other answers 1 A
possible, depending 2 C
upon how ties are 3 B, F
broken in above 4 D, G
The bottlenecks are now the two stations, psychological procedure)
exam and eye/measurements, taking 12 minutes. 5 E, H, I
6 J
Σti 274 (seconds)
9.22 (a) n = = (c) n = 6 workstations in our answer.
Cycle time Cycle time (seconds)
60(60)seconds Σti 274
Cycle time = = 60seconds (per iScan) (d) Efficiency = = = 0.7611
60 iScans (No. Workstations)(Cycle time) 6(60)
274
so n = = 4.5667 → n = 5 = Theoretical minimum
60
number of workstations

(b) 60 seconds = cycle time 

 From (a)
Number of stations is at least 5 

Precedence diagram:
129 CHAPTER 9 L AY O U T D E C I S I O N S

9.23 (a) Using a 40-hour week: Cottrell Bicycle Co.

Cottrell Bicycle Co. Longest Operation Time Cycle Time = 144 Seconds
Fewest Following Tasks  Cycle Time = 144 Seconds Station Task Time Time Left Ready Tasks
 1 K3  60  84 J3, K4, K9, J1, J2
Station Task Time Time Left Ready Tasks
J1  66  18 J3, K4, K9, J2
 1 J3 3 141 K3, F7 J3   3  15 K4, K9, J2, F7
F7 21 120 K3, C1  2 K9  27 117 K4, J2, F7, G5
C1 78  42 K3, B5 G5  29  88 K4, J2, F7
 2 B5 108  36 K3, A1, A2 K4  24  64 J2, F7, G4
 3 A2 72  72 K3, A1 J2  22  42 F7, G4, F3, F4
F3  32  10 F7, G4, F4, E2, E3
A1 52  20 K3
 3 E3 109  35 F7, G4, F4, E2
 4 K3 60  84 K4, K9, J1, J2
F7  21  14 G4, F4, E2, C1
K4 24  60 K9, J1, J2  4 F4  92  52 G4, E2, C1, D6
K9 27  33 J1, J2, G4 E2  18  34 G4, C1, D6
J2 22  11 J1, G4, F3, F4  5 G4  79  65 C1, D6, F9
 5 G4 79  65 J1, F3, F4, F9 D6  53  12 C1, F9, D8, D9
F3 32  33 J1, F4, F9, E3  6 F9 126  18 C1, D8, D9, D7
 6 F9 126  18 J1, F4, E3  7 C1  78  66 D8, D9, D7, B5
 7 E3 109  35 J1, F4 D9  37  29 D8, D7, B5
 8 J1 66  78 F4, G5  8 B5 108  36 D8, D7, A1, A2
 9 D8  78  66 D7, A1, A2
G5 29  49 F4, E2
A1  52  14 D7, A2
E2 18  31 F4, D7
10 D7  72  72 A2, B3
 9 D7 72  72 F4 A2  72   0 B3
10 F4 92  52 D6 11 B3  72  72 B7
11 D6 53  91 D8, D9 B7  18  54 A3
D8 78  13 D9 12 A3 114  30
12 D9 37 107 B3
Time allocated (cyc × sta) = 1728; Min (theoretical) # of stations = 11
B3 72  35 B7
Time needed (sum task) = 1462; Efficiency = 84.61%;
B7 18  17 A3
Idle time (alloc-needed) = 266 seconds per cycle
13 A3 114  30
Cottrell Bicycle Co.
Time allocated (cyc × sta) = 1872; Min (theoretical) # of stations = 11
Most Following Tasks Cycle Time = 144 Seconds
Time needed (sum task) = 1462; Efficiency = 78.10%;
Idle time (allocated-needed) = 410 seconds per cycle 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
J1  66 33 F4, E3, C1, G4, G5
G5  29 4 F4, E3, C1, G4, E2
 3 F4  92 52 E3, C1, G4, E2, D6
E2  18 34 E3, C1, G4, D6
 4 C1  78 66 E3, G4, D6, B5
D6  53 13 E3, G4, B5, D9
 5 E3 109 35 G4, B5, D9, D8
 6 G4  79 65 B5, D9, D8, F9
D9  37 28 B5, D8, F9
 7 F9 126 18 B5, D8, D7
 8 B5 108 36 D8, D7, A1, A2
 9 D8  78 66 D7, A1, A2
A1  52 14 D7, A2
10 D7  72 72 A2, B3
B3  72 0 A2, B7
11 B7  18 126 A2, A3
A2  72 54 A3
12 A3 114 30
Time allocated (cyc × sta) = 1728; Min (theoretical) # of stations = 11
Time needed (sum task) = 1462; Efficiency = 84.61%;
 CHAPTER 9 L A Y O U T D E C I S I O N S 130

Idle time (alloc-needed) = 266 seconds per cycle

Cottrell Bicycle Co.
Cottrell Bicycle Co. Shortest Operation Time Cycle Time = 144 Seconds
Ranked Positional Weight Cycle Time = 144 Seconds Station Task Time Time Left Ready Tasks
Station Task Time Time Left Ready Tasks  1 J3 3 141 K3, F7
 1 K3  60  84 J3, K4, K9, J1, J2 F7 21 120 K3, C1
J2  22  62 J3, K4, K9, J1, F3, K3 60 60 C1, K4, K9, J1, J2
F4 J2 22 38 C1, K4, K9, J1, F3,
K9  27  35 J3, K4, J1, F3, F4 F4
J3   3  32 K4, J1, F3, F4, F7 K4 24 14 C1, K9, J1, F3, F4
F7  21  11 K4, J1, F3, F4, C1  2 K9 27 117 C1, J1, F3, F4, G4
 2 C1  78  66 K4, J1, F3, F4, B5 F3 32 85 C1, J1, F4, G4, E3
F3  32  34 K4, J1, F4, B5, E3 J1 66 19 C1, F4, G4, E3, G5
K4  24  10 J1, F4, B5, E3, G4  3 G5 29 115 C1, F4, G4, E3, E2
 3 G4  79  65 J1, F4, B5, E3, F9 E2 18 97 C1, F4, G4, E3
 4 F4  92  52 J1, B5, E3, F9, D6 C1 78 19 F4, G4, E3, B5
 5 E3 109  35 J1, B5, F9, D6  4 G4 79 65 F4, E3, B5, F9
 6 F9 126  18 J1, B5, D6  5 F4 92 52 E3, B5, F9, D6
 7 J1  66  78 B5, D6, G5  6 D6 53 91 E3, B5, F9, D9
D6  53  25 B5, G5, D8, D9 D9 37 54 E3, B5, F9
 8 B5 108  36 G5, D8, D9, A1, A2  7 B5 108 36 E3, F9, A1, A2
G5  29   7 D8, D9, A1, A2, E2  8 A1 52 92 E3, F9, A2
 9 E2  18 126 D8, D9, A1, A2, D7 A2 72 20 E3, F9
D8  78  48 D9, A1, A2, D7  9 E3 109 35 F9, D8
D9  37  11 A1, A2, D7 10 D8 78 66 F9
10 D7  72  72 A1, A2, B3 11 F9 126 18 D7
B3  72   0 A1, A2, B7 12 D7 72 72 B3
11 A1  52  92 A2, B7 B3 72 0 B7
B7  18  74 A2, A3 13 B7 18 126 A3
A2  72   2 A3 A3 114 12
12 A3 114  30 Time allocated (cyc × sta) = 1872; Min (theoretical) # of stations = 11
Time allocated (cyc × sta) = 1728; Min (theoretical) # of stations = 11 Time needed (sum task) = 1462; Efficiency = 78.10%;
Time needed (sum task) = 1462; Efficiency = 84.61%; Idle time (alloc-needed) = 410 seconds per cycle
Idle time (alloc-needed) = 266 seconds per cycle Summary:
Number of
Algorithm Workstations Efficiency
Fewest following tasks 13 78.1
Longest operation time 12 84.6
Most following tasks 12 84.6
Ranked positional weight 12 84.6
Shortest operation time 13 78.1

The longest operation time, most following tasks, and ranked

positional weight algorithms gave equal efficiencies of
84.61%.
131 CHAPTER 9 L AY O U T D E C I S I O N S

(b) Using a 41-hour week: Cottrell Bicycle Co.

Cottrell Bicycle Co. Longest Operation Time Cycle Time = 147.6 Seconds
Fewest Following Tasks Cycle Time = 147.6 Seconds Station Task Time Time Left Ready Tasks
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
 1 J3   3 144.60 K3, F7
J3   3  18.60 K4, K9, J2, F7
F7  21 123.60 K3, C1
 2 K9  27 120.60 K4, J2, F7, G5
C1  78  45.60 K3, B5
G5  29  91.60 K4, J2, F7
 2 B5 108  39.60 K3, A1, A2
K4  24  67.60 J2, F7, G4
 3 A2  72  75.60 K3, A1
J2  22  45.60 F7, G4, F3, F4
A1  52  23.60 K3
F3  32  13.60 F7, G4, F4, E2, E3
 4 K3  60  87.60 K4, K9, J1, J2
 3 E3 109  38.60 F7, G4, F4, E2
K4  24  63.60 K9, J1, J2
F7  21  17.60 G4, F4, E2, C1
K9  27  36.60 J1, J2, G4
 4 F4  92  55.60 G4, E2, C1, D6
J2  22  14.60 J1, G4, F3, F4
D6  53   2.60 G4, E2, C1, D8,
 5 G4  79  68.60 J1, F3, F4, F9
D9
J1  66   2.60 F3, F4, F9, G5
 5 G4  79  68.60 E2, C1, D8, D9, F9
 6 F9 126  21.60 F3, F4, G5
D9  37  31.60 E2, C1, D8, F9
 7 G5  29 118.60 F3, F4
E2  18  13.60 C1, D8, F9
F4  92  26.60 F3, D6
 6 F9 126  21.60 C1, D8, D7
 8 D6  53  94.60 F3, D9
 7 C1  78  69.60 D8, D7, B5
D9  37  57.60 F3
 8 B5 108  39.60 D8, D7, A1, A2
F3  32  25.60 E2, E3
 9 D8  78  69.60 D7, A1, A2
E2  18   7.60 E3
A1  52  17.60 D7, A2
 9 E3 109  38.60 D7, D8
10 D7  72  75.60 A2, B3
10 D7  72  75.60 D8
A2  72   3.60 B3
11 D8  78  69.60 B3
11 B3  72 75.60 B7
12 B3  72  75.60 B7
B7  18 57.60 A3
B7  18  57.60 A3
12 A3 114 33.60
13 A3 114  33.60
Time allocated (cyc × sta) = 1771.20; Min (theoretical) # of stations = 10
Time allocated (cyc × sta) = 1918.80; Min (theoretical) # of stations = 10
Time needed (sum task) = 1462.00; Efficiency = 82.54%;
Time needed (sum task) = 1462.00; Efficiency = 76.19%;
Idle time (alloc-needed) = 309.20 seconds per cycle
Idle time (alloc-needed) = 456.80 seconds per cycle
 CHAPTER 9 L A Y O U T D E C I S I O N S 132

Cottrell Bicycle Co. Cottrell Bicycle Co.

Most Following Tasks Cycle Time = 147.6 Seconds Ranked Positional Weight Cycle Time = 147.6 Seconds
Station Task Time Time Left Ready Tasks Station Task Time Time Left Ready Tasks

 1 K3  60  87.60 J3, K4, K9, J1, J2  1 K3  60  87.60 J3, K4, K9, J1, J2
J2  22  65.60 J3, K4, K9, J1, F3, F4 J2  22  65.60 J3, K4, K9, J1, F3, F4
J3   3  62.60 K4, K9, J1, F3, F4, F7 K9  27  38.60 J3, K4, J1, F3, F4
K9  27  35.60 K4, J1, F3, F4, F7 J3   3  35.60 K4, J1, F3, F4, F7
F3  32   3.60 K4, J1, F4, F7, E3 F7  21  14.60 K4, J1, F3, F4, C1
 2 F7  21 126.60 K4, J1, F4, E3, C1  2 C1  78  69.60 K4, J1, F3, F4, B5
K4  24 102.60 J1, F4, E3, C1, G4 F3  32  37.60 K4, J1, F4, B5, E3
J1  66  36.60 F4, E3, C1, G4, G5 K4  24  13.60 J1, F4, B5, E3, G4
G5  29   7.60 F4, E3, C1, G4, E2  3 G4  79  68.60 J1, F4, B5, E3, F9
 3 F4  92  55.60 E3, C1, G4, E2, D6 J1  66   2.60 F4, B5, E3, F9, G5
D6  53   2.60 E3, C1, G4, E2, D9  4 F4  92  55.60 B5, E3, F9, G5, D6
 4 C1  78  69.60 E3, G4, E2, D9, B5 D6  53   2.60 B5, E3, F9, G5, D9
E2  18  51.60 E3, G4, D9, B5  5 E3 109  38.60 B5, F9, G5, D9, D8
D9  37  14.60 E3, G4, B5 G5  29   9.60 B5, F9, D9, D8, E2
 5 E3 109  38.60 G4, B5, D8  6 F9 126  21.60 B5, D9, D8, E2
 6 G4  79  68.60 B5, D8, F9 E2  18   3.60 B5, D9, D8, D7
 7 F9 126  21.60 B5, D8, D7  7 B5 108  39.60 D9, D8, D7, A1, A2
 8 B5 108  39.60 D8, D7, A1, A2 D9  37   2.60 D8, D7, A1, A2
 9 D8  78  69.60 D7, A1, A2  8 D8  78  69.60 D7, A1, A2
A1  52  17.60 D7, A2 A1  52  17.60 D7, A2
10 D7  72  75.60 A2, B3  9 D7  72  75.60 A2, B3
B3  72   3.60 A2, B7 B3  72   3.60 A2, B7
11 B7  18 129.60 A2, A3 10 B7  18 129.60 A2, A3
A2  72  57.60 A3 A3 114  15.60 A2
12 A3 114  33.60 11 A2  72  75.60

Time allocated (cyc × sta) = 1771.20; Min (theoretical) # of stations = 10 Time allocated (cyc × sta) = 1623.60; Min (theoretical) # of stations = 10
Time needed (sum task) = 1462.00; Efficiency = 82.54%; Time needed (sum task) = 1462.00; Efficiency = 90.05%;
Idle time (alloc-needed) = 309.20 seconds per cycle Idle time (alloc-needed) = 161.60 seconds per cycle
133 CHAPTER 9 L AY O U T D E C I S I O N S

Cottrell Bicycle Co.

ADDITIONAL HOMEWORK PROBLEMS
Shortest Operation Time Cycle Time = 147.6 Seconds Here are the answers to additional homework problems that are
located on our Companion Web site, at
Station Task Time Time Left Ready Tasks
www.pearsonglobaleditions.com/myomlab.
 1 J3   3 144.60 K3, F7
9.24
F7  21 123.60 K3, C1
Current layout:
K3  60  63.60 C1, K4, K9, J1, J2
J2  22  41.60 C1, K4, K9, J1, F3, Entrance  1 Exam I 2 Exam II 5 X-ray 4
F4
K4  24  17.60 C1, K9, J1, F3, F4 Lab, EKG 5 O.R.  6 R.R.   7 Casts 8
 2 K9  27 120.60 C1, J1, F3, F4, G4 Patient movement = 6,700 feet
F3  32  88.60 C1, J1, F4, G4, E3
J1  66  22.60 C1, F4, G4, E3, G5 Improved layout:
 3 G5  29 118.60 C1, F4, G4, E3, E2 Entrance 1 Exam I 2 Lab, EKG 5 O.R.  6
E2  18 100.60 C1, F4, G4, E3
C1  78  22.60 F4, G4, E3, B5 Exam II  3 X-ray  4 R.R.  7 Casts 8
 4 G4  79  68.60 F4, E3, B5, F9
Patient movement = 4,800 feet
 5 F4  92  55.60 E3, B5, F9, D6
D6  53   2.60 E3, B5, F9, D9 Improved layout:
 6 D9  37 110.60 E3, B5, F9 Entrance 1 Exam I 2 Lab, EKG  5 O.R.  6
B5 108   2.60 E3, F9, A1, A2
 7 A1  52  95.60 E3, F9, A2 Exam II  3 X-ray  4 Casts   8 R.R.  7
A2  72  23.60 E3, F9
Patient movement = 4,700 feet
 8 E3 109  38.60 F9, D8
 9 D8  78  69.60 F9 More improved layout (with Exam rooms swapped):
10 F9 126  21.60 D7 Entrance 1 Exam II 3 Lab, EKG 5 O.R. 6
11 D7  72  75.60 B3
B3  72   3.60 B7 Exam I  2 X-ray  4 Casts    8 R.R. 7
12 B7  18 129.60 A3
Patient movement = 4,500 feet
A3 114  15.60
Note that this final solution reflects “common sense,” or the
Time allocated (cyc × sta) = 1771.20; Min (theoretical) # of stations = 10
result of one’s intuition. We simply allocate the spaces in the order
Time needed (sum task) = 1462.00; Efficiency = 82.54%;
in which the tasks are usually performed. We usually start at the
Idle time (alloc-needed) = 309.20 seconds per cycle
“entrance,” proceed to an examination room; from the exam-
Summary:
ination room, proceed for either x-rays or lab tests, then (a) leave
Number of the facility, (b) go to get a cast put on, or (c) go for surgery.
Algorithm Workstations Efficiency
Fewest following tasks 13 76.2 9.25 Performance Time Task Must Follow
Longest operation time 12 82.5 Task (in minutes) This Task
Most following tasks 12 82.5 A  1 —
Ranked positional weight 11 90.1 B  1 —
Shortest operation time 12 82.5 C  4   A, B
D  1 C
The ranked positional weight algorithm gave the highest
E  2 D
efficiency—90.05%.
F  4 E
13
 CHAPTER 9 L A Y O U T D E C I S I O N S 134

400 minutes 25,200 seconds

(b) Cycle time = = 5 minutes / unit Cycle time = = 18 seconds / unit
80 units 1,400 units

∑t 13
(c)  Minimum number = i = = 2.6 ≅ 3 stations ∑ ti
of stations CT 5 Minimum number of stations =
cycle time
(a) & (d) 97
= = 5.4 or 6 workstations
18

13 minutes
(e)  Efficiency = = 0.65 = 65%
4 stations × 5 minutes
Multiple layouts are possible.
9.26 (a)
Total idle time = 11 seconds
97 seconds
Efficiency = = 0.898
6 stations × 18 seconds
or
Efficiency = 89.8%

CASE STUDY
(b) There are multiple alternatives. Here is one that does STATE AUTOMOBILE LICENSE RENEWALS
not violate any procedures. 1. What is the maximum number of applications per hour that
can be handled by the present configuration of the process?
Station Tasks
The process times and activities for each activity are identical be-
1 A, D cause all have only one station. The maximum output of renewals
2 B, G will be limited to 60 renewals/hour (3600 sec/hr ÷ 60 sec/renewal)
3 C, F
by the bottleneck or longest process time.
4 H, E
If each step in the process is handled by one person, it can be
(c) Each alternative has an overall efficiency of 92.5%. seen that each station will be waiting for the clerk who checks the
file for violations. This is because this step takes the longest
9.27 Performance Time Task Must Follow (60 seconds). The task of “check file” will be the bottleneck, and a
Task (in minutes) This Task line will build up in front of this station. The clerk and expensive
equipment for the photographic step will be idle approximately 1/3
A 13 —
of the time (20 seconds ÷ 60 seconds).
B  4 A
C 10 B A balanced line process is one in which the process times of
D 10 — each station are the same. An obvious way to balance the line is to
E  6 D add stations to the bottleneck activity. However, this may not be the
F 12 E most efficient solution. In some cases, it is possible to combine
G  5 E activities creatively and make more productive use of workers.
H  6  F, G
I  7 H 2. How many applications can be processed per hour if a second
J  5 H clerk is added to check for violations?
K  4  I, J If a second file clerk is added to the activity of checking files,
L 15  C, K the process time for this activity is reduced to 30 sec/location
97 (60 seconds/2 locations). The bottleneck now becomes the eye
test. The maximum output of renewals becomes 90 renewals/hour
(3600 sec/hour ÷ 40 sec/renewal).
135 CHAPTER 9 L AY O U T D E C I S I O N S

3. Assuming the addition of a second clerk (anywhere you Solution C

choose), what is the maximum number of applications the process Maximum Output
can handle? Time Process (per hr)
If activities 1, 2, and 3 can be successfully combined to form a Job (sec) Station Time (sec)
new activity taking 105 seconds that is accomplished by the same 145 5 29  124.1    $60.00
three people, the process time of the new combined task is
35 seconds. So without adding any personnel, as was done above, Cost/hour1
it is possible to process up to 90 renewals per hour. +2+3+4
Creative rearranging and combining of tasks can produce 5 20 1 20  180 16.00 + 10.00
6 30 1 30   120* 18.00
Solution D Cost per renewal = $104.00 ÷120 = $0.867        $104.00
Maximum Output * Indicates a bottleneck step.
Time Process (per hr)
Job (sec) Station Time (sec)
55 2 27.5   130    24.00

Cost/hou
r1 + 4
2 30 1 30   120*    12.00
3 60 2 30   120*    24.00
5 20 1 20  180 16.00 + 10.00
6 0 1 30   120* 18.00
Cost per renewal = $104.00 ÷120 = $0.867         $104.00
* Indicates a bottleneck step.

other cycle times. The only limitations are: (1) the tasks must be
performed in a logical sequence, and (2) the facilities and equip-
ment must be available for the tasks.
4. How would you suggest modifying the process in order to
accommodate 120 applications per hour?
This question requires trial-and-error creation of proposed
solutions. Presented below are proposed solutions that each result
in the capacity for handling 120 renewals per hour. Solution A was
achieved by simply expanding the number of stations performing
each job so that at least 120 licenses are processed per hour.
Solution B combines jobs such that the process time at most
stations equals the bottleneck process time (or cycle time).
Although this reduced the number of employees from 8 to 7, one
of these is an additional photographer with another camera. So the
total costs is increased. Solutions C and D produce the same costs
per renewal, $0.867, and both employ 7 persons.
Are solutions C and D equal? Some managers would argue
that the five people who each perform jobs 1, 2, and 3 have an
enriched job. Others would argue that enlarging a job is not the
same as enriching a job. How difficult will it be to monitor the
performance of each of these five people working independently
as a line process? How difficult will it be to teach each of the five
employees all four jobs rather than teaching each person one or
two jobs? This is where the quantitative analysis ends and
judgment must be exercised.

Proposed Solutions—120 Renewals/Hour:

Solution A
Maximum Output
Time Process (per hr)
Solution B
Job (sec) Station Time (sec)
Maximum Output
15 1 15    240 $12.00
Time Process (per hr)
Job (sec) Station Time (sec)
Cost/
hour1 105 4 26.25  137.14    $48.00
2 30 1 30    120* $12.00
Cost/hour1
3 60 2 30    120* $24.00
4 + 2 + 3 40 2 20    180 $24.00
45 + 5 20 60 12 20 30  120*
   180 32.00
16.00 + 20.00
+ 10.00
 CHAPTER 9 L A Y O U T D E C I S I O N S 136

Note that Questions 3 and 4 did not use the same data, so we
do not imply a reduction of this magnitude for these sample
VIDEO CASE STUDIES numbers.

LAYING OUT ARNOLD PALMER 5. Servicescapes, a term coined by Professor Mary Jo Bitner in a
HOSPITAL’S NEW FACILITY 1992 Journal of Marketing article, deals with ambient conditions,
spatial layout, and signs/symbols/artifacts.
This video, available from Pearson Education, was filmed
specifically for this text to supplement this case. (Running time is 9 a) Ambient conditions, such as lighting, sound, and
minutes.) temperature are all critical in Arnold Palmer’s neonatal
unit, as
1. A hospital considers many variables in layout design. These well as the hospital as a whole. The case and video note
include: that the neonatal units have been completely redesigned,
a) Nursing efficiency: how far does a nurse have to travel in with the result being a quicker recovery for premature
walking time and distance to patients, suppliers, break rooms, infants.
etc. b) Spatial layout, with its circular nursing pods, is the heart of
b) Security: how to protect patients, especially babies, from the new building.
being reached by people who should not have access to c) Signs/symbols/artifacts are very important in a hospital for
them. children. A 30-foot-high genie hangs in the main Arnold
c) Privacy, serenity, and quiet: how to provide patients with Palmer lobby. Art work, done by children when they were
space that will help them recover quickly (servicescapes) patients, is everywhere. Carpeting, colors, play areas, and
d) Meal and supply efficiencies: how to deliver meals warm pictures are the artifacts that indicate this is a warm and
and keep supply lines full with the best efficiency. safe place for children and families.
e) Space for family to visit or sleep over.
FACILITY LAYOUT AT WHEELED COACH
f) Space for growth and capacity expansion.
1
g) Where to locate service departments (e.g., x-ray, pharmacy, This case study works best if the 7-minute video, made
laboratories, financial, management, etc.) so they are specifically for this text, is shown with the written case.
convenient to patients and staff. 1. Assembly line balancing models, process layout to–from
h) Areas for medical and non-medical staff to be “off-duty” charts, and factory layout software can all be used in this case.
from patient/visitor flow. 2. The two major plants are across a busy street from one
2. The traditional “racetrack” or linear hallway layout is less in- another, which has turned out to be detrimental to smooth product
favor today than layouts that consider the efficiency of a limited and flow. Likewise, to reach the warehouse, one must leave the main
expensive resource, i.e., nurses. The circular pod design makes it structure. More preassembly of modular components in work cells
much easier for nurses to see and reach each room. This not only prior to the final 7-day assembly line would help.
saves travel time and walking or running exhaustion, but is more 3. The standard models for efficiency apply here. The firm
medically efficient when staff have a view of each room at all times. doesn’t want too much idle time at any workstation, and must
In the circular pod system, supplies for each two rooms are in a balance tasks very carefully.
cabinet at the pair’s entrances. This differs from a traditional
layout with one supply room per nursing unit.
3. Using Figure 9.22’s linear layout, if Nurse Smith makes 6 2
round trips to each of the 12 patient rooms, 20 to medical supply, 5
to break room, and 12 to linen supply, his total distance traveled is:
Total distance = 6 trips × 2 (for round trip) × (20 + 30 + 40 + 50 +
60 + 70 + 20 + 30 + 40 + 50 + 60 + 70)′
+ 20 trips medical supply × 2 × 50′
+ 5 trips break room × 2 × 40′
+ 12 trips linen room × 2 × 30′
= 12(540)′ + 40(50)′ + 10(40)′ + 24(30)′
= 6,480′ + 2,000′ + 400′ + 720′ = 9,600′ = 1.82 miles
4. Travel Matrix for Figure 9.23 – Pod Design (Nurse Jones)
Total = 7 trips × 2(round-trip factor) × 12 rooms × 14′
+ 20 trips to Central Medical Supply × 2 × 60′
+ 6 trips to Break Room × 2 × 60′
+ 12 trips to Pod Linen Supply × 2 × 14′
= 2,352′ + 2,400′ + 720′ + 336′ = 5,808′ = 1.1 miles
137 CHAPTER 9 L AY O U T D E C I S I O N S

ADDITIONAL CASE STUDY* * This case study can be found at our Companion Web site, at
www.pearsonglobaleditions.com/heizer.
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
Number of Minimum
it has the fewest stations and the cycle time can be reduced by the
Rule Stations Slack
largest amount of time. An alternative is to see what happens for
41 hours (even though the case says not to). The following table Longest operation time 13 0.16
shows results: Most following tasks 13 0.00
Ranked positional weight 13 0.11
Shortest operation time 14 Irrelevant
Fewest following tasks 13 0.19

Number of Minimum
Rule Stations Slack
Longest operation time 12 Irrelevant
Most following tasks 12 Irrelevant
Ranked positional weight 11 0.03
Shortest operation time 12 Irrelevant
Fewest following tasks 13 Irrelevant

Clearly, the ranked positional weight balance leads to the

fewest number of stations. Furthermore, the cycle time could be
reduced (by 0.03) or the production rate could be increased by a
small amount without changing the number of stations.