Computerised Layout

Optimization of machinery so that production setups are not required for small customizations which can be managed manually.

The assembly line needs to produce 6 units per hour and there is room for only four workstations. The tasks and the order in which they must be performed are shown in the following table. Tasks cannot be split, and it would be too expensive to duplicate any task.

Most production-centered managers tend to be focus on the task, manufacturing management is production-centered. The work is ordinarily highly repetitive, many units of output are similar, outputs are occasionally schedule with accuracy, and the job can be defined in detail. In production-centered situation, employees are sometimes assigned to workstations. There are production requirement to keep up with the pace of assembly line, and the employees have little control over how they complete

These processes are not performed in isolation. The end result relies heavily on the satisfactory completion of all processes and the communication of all functional areas involved. By viewing these processes as a whole, management can identify process inefficiencies. These inefficiencies may include delays or queuing at process bottlenecks, lack of control or checking, or places responsibility for process activities is not clear.

One of the biggest needs for improvement was the assembly process. Although several changes were made throughout the years, quality and efficiency still fell below expectations. Hinrichs implemented the newly developed assembly which consists of two separate work stations that allowed operators in the adjacent stations to share the expensive balancer machine. These assembly cells were much more efficient as workers were no longer forced to wait for another person or machine in the process. Each cell was built like the other with quick turn set-up which created flexibility in the process while also reducing tooling inventory by almost a half. Now cells

output. Additionally, assembly line will put fabricated parts together at a series of workstations to create a

For entry level and multi featured assembly we always matched assembly to orders because we did not want to assembly more unless demand is high in a specific year.

The third core competency is Boeing’s dynamic assembly line. This was a valuable change to Boeing because it reduced assembly time by 50%, or from 22 days down to 11 days. The planes move 80 feet every shift and lights determine the status of the assembly line. Dynamic assembly lines are costly to imitate and rare due to the size of the plant and the components used in order to pull such a large craft throughout the building. The only substitute of a dynamic assembly line is a static assembly line, and the dynamic one performs much more efficiently.

Since the current assembly line layout should achieving 100% line efficiency when running at maximum capacity of 215 units. Thus, to operate at target 300 units/day, the current assembly line needs to redesign.

Boeing made use of lean techniques in their production system and increased its production by 50% and also reduced its floor space by 40%. Assembling a Boeing 737 is a typical job. Workers should take 367,000 parts, an same number of bolts, rivets, other equipment and 36 miles (58 kilometres) of electrical wire and then keep them all combined to make an airplane [2]. Engineers to machinists were involved in lean (reducing waste) in the factory. By creating an assembly line, aircraft will pass through the workers were they going to concentrate on assembling. Allocating all employees in the factory building and organising special teams helped a lot to solve the errors in the assembly line [2]. In the assembly line, there are eight beacon lights which reflect the production status. If everything is good it shows green colour. If an error occurs, the worker will press a button and the green light will changes to yellow and the panel board will shows the category of the problem(which category it is related to). The worker will pass on to a computer and writes about the problem in a brief manner and the problem should be assigned to special team to solve it within 30 minutes if not, the light turns to purple and the assembly line will shuts down. This moving assembly is the icon of factory’s lean strategies.

The process flow chart showing how customers are processed through the operation is shown as following:

Manufacturing Cells production is organized in groupings of all the different types of equipment used to make a given product. Materials move from one machine to another, and various operations are performed in sequence, minimizing materials-handling costs. Workers are also hired and trained to multitasked performing a variety of activities. Defects in the process are aggressively eliminated; this is due to the tight links in between workstations. Setup time is another aspect of U.S. Strollers that can be reduced using manufacturing cells concept. The production of a product, its cycle time until it's completed is reduced significantly. Reducing setup time and costs make production in smaller batches economical, which in turn reduces inventory levels

We analyzed a Toshiba assembly line plan for a new subnotebook computer.  The engineering section manager, Toshihiro Nakamura, wants to make changes to the line process as designed by the engineers.  The basic assembly line equipment and space already exist within the Toshiba plant, so the subnotebook assembly process must conform to those preexisting constraints.  Specifically, the assembly line is a straight 14.4-meter conveyor system that can accommodate 8 to 12 workers plus one supporter to aid in the assembly process.  The employees work at assembling for 7.5 hours a day.  The computers are assembled from

There are two critical elements you must know when translation a document and they cannot be stated too many times:

Plant layout has to be planned in such a flexible way so as to enhance the productivity, with minimum loss. It has to be planned in a way taking into consideration the inputs. Layout planning provides a set of tools and techniques that help an operations manager to decide where to locate the resources and also to assess the impact of the alternative choices that he/she may have for locating the resources. Typically, in case of manufacturing organizations, there may be over 100 machine tools that need to be located in the area so as to ensure efficiency and effectiveness in the work being progressed. Similarly, in case of service organization such as hospital, school, or a hotel, there are various resources to be physically located. We can identify these best possible locations for each of the machines or