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Chapter 7 Layout and flow 183 figure also shows the route taken by one customer on one visit to the library. If the routes for the customers were superimposed on the plan, the pattern of the traffic between the various parts of the operation would be revealed. The density of this traffic flow is an important piece of information in the detailed design of this type of layout. Changing the location of the various areas in the library will change the pattern of flow for the library as a whole. Cell layout A cell layout is one where the transformed resources entering the operation are pre-selected (or pre-select themselves) to move to one part of the operation (or cell) in which all the transforming resources, to meet their immediate processing needs, are located. After being processed in the cell, the transformed resources may go on to another cell. In effect, cell layout is an attempt to bring some order to the complexity of flow which characterizes functional layout. Examples of cell layouts include: Shop-within-a-shop ● ● ● Some laptop assembly – within a contract manufacturer’s factory, the assembly of different laptop brands may be done in a special area dedicated to that one brand that has special requirements such as particularly high quality levels. ‘Lunch’ products area in a supermarket – some customers use the supermarket just to purchase sandwiches, savoury snacks, etc. for their lunch. These products may be located together so that these customers do not have to search around the store. Maternity unit in a hospital – customers needing maternity attention are a well-defined group who can be treated together and who are unlikely to need the other facilities of the hospital at the same time that they need the maternity unit. Although the idea of cell layout is often associated with manufacturing, the same principle can be, and is, used in services. In Figure 7.5 the ground floor of a department store is shown, comprising displays of various types of goods in different parts of the store. In this sense the predominant layout of the store is a functional layout. However, some ‘themed’ products may be put together, such as in the sports shop. This area is a shop-within-a-shop which will stock sports clothes, sports shoes, sports bags, sports books and videos, sports equipment and energy drinks, which are also located elsewhere in the store. They have been located in the ‘cell’ not because they are similar goods (shoes, books and drinks would not usually be located together) but because they are needed to satisfy the needs of a particular type of customer. Enough customers come to the store to buy ‘sports goods’ in particular to devote an area specifically for them. Also, customers intending to buy sports shoes might also be persuaded to buy other sports goods if they are placed in the same area. Product layout Line layout Product layout involves locating the transforming resources entirely for the convenience of the transformed resources. Each product, piece of information or customer follows a prearranged route in which the sequence of activities that are required matches the sequence in which the processes have been located. The transformed resources ‘flow’ as in a ‘line’ through the process. This is why this type of layout is sometimes called flow or line layout. Flow is predictable and therefore relatively easy to control. Examples of product layout include: ● ● ● Automobile assembly – almost all variants of the same model require the same sequence of processes. Loan application processing – all applications require the same sequence of clerical and decision-making activities. Self-service cafeteria – generally the sequence of customer requirements (starter, main course, dessert, drink) is common to all customers, but layout also helps control customer flow.
184 Part Two Design Figure 7.5 The ground floor plan of a department store showing the sports goods shop-within-a-shop retail ‘cell’ Figure 7.6 shows the sequence of processes in a paper-making operation. Such an operation would use product layout. Gone are the complexities of flow which characterized functional layouts, and to a lesser extent cell layouts, and although different types of paper are produced in this operation, all types have the same processing requirements. Figure 7.6 The sequence of processes in paper-making; each process will be laid out in the same sequence
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sixth edition OperatiOns ManageMent
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Further reading in Operations Manag
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Pearson Education Limited Edinburgh
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Contents Guide to ‘operations in
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Contents ix Chapter 12 Inventory pl
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Guide to ‘operations in practice
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Guide to ‘operations in practice
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Making the most of this book and My
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Making the most of this book and My
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Preface xix Illustrations-based Ope
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To the Student . . . Making the mos
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About the authors Nigel Slack is th
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Publisher’s acknowledgements We a
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Part One INTRODUCTION This part of
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Chapter 1 Operations management 3 O
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Key operations questions Chapter 4
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Chapter 4 Process design Key questi
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88 Part Two Design Figure 4.2 The d
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90 Part Two Design Environmentally
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92 Part Two Design Figure 4.3 Diffe
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94 Part Two Design Professional ser
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96 Part Two Design Figure 4.4 Devia
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98 Part Two Design Figure 4.6 Proce
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100 Part Two Design Figure 4.8 Flow
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102 Part Two Design Given that an i
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104 Part Two Design From Little’s
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106 Part Two Design The relationshi
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108 Part Two Design Summary answers
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110 Part Two Design the grant appli
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Chapter 5 The design of products an
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114 Part Two Design hopeless lack o
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116 Part Two Design Core products a
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118 Part Two Design Figure 5.3 The
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120 Part Two Design Short case Squa
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122 Part Two Design Critical commen
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124 Part Two Design Reducing design
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126 Part Two Design Figure 5.7 A QF
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128 Part Two Design Purpose Basic f
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130 Part Two Design Interactive des
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234 Part Two Design Operations in p
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236 Part Two Design Human resource
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238 Part Two Design Table 9.2 Cause
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240 Part Two Design ● Group resou
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242 Part Two Design Job design Job
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244 Part Two Design ● ● ● ●
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246 Part Two Design Figure 9.7 A ty
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248 Part Two Design asked to contri
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250 Part Two Design ● ● ● Eff
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252 Part Two Design Table 9.3 Examp
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254 Part Two Design Qualified worke
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256 Part Two Design Case study Serv
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258 Part Two Design 3 4 5 Step 1 -
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260 Part Two Design them. This mean
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262 Part Two Design Work measuremen
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264 Part Two Design Figure S9.1 Tim
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Key operations questions Chapter 10
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Chapter 10 The nature of planning a
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270 Part Three Planning and control
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276 Part Three Make-to-stock Planni
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282 Part Three Last-in first-out se
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Chapter 12 Inventory planning and c
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Chapter 14 Enterprise resource plan
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Part Four IMPROVEMENT Even the best
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Risk mitigation actions Chapter 19
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Notes on chapters 653 3 Sources inc
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Glossary 669 Transformation process
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cumulative representation 317-22 cu
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failures (continued) estimates of o
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inventories (continued) de-coupling
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mitigation of ethical practice brea
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precedence diagrams 197-9, 481 prec
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esources 7-8 business continuity 59
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supply chains (continued) meaning 3
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