Module 3 Operations Management Process Layout

Module 3 Operations Management Process Layout

1. Process Layouts Module 3 Operations Management

2. What is Process Layout? A process layout is a type of facility layout in which the floor plan is arranged with similar processes or machines located together. For example, a machine shop with mills located together, lathes located together, saws located together, and so on, is arranged with a process layout. This differs from a product layout in which equipment is arranged based on sequential steps involved in manufacturing a product, as on an assembly line.

3. What is Process Layout? Organizations often use process layouts to design floor plans and arrange equipment for maximized efficiency. Plants with a process layout may arrange work stations, machinery, tools and other equipment in groups according to the functions they perform. Typically, pieces of equipment that perform a similar function fall in the same group, which is why professionals often term these layouts as "functional layouts." The overall purpose of a process layout is to provide manufacturing firms the ability to provide a variety of goods or services that each necessitate multiple processing requirements.

4. Benefits of a process layout Cost reduction: In some cases, organizations can reduce costs by using a process layout. This is especially true when process layouts rely on multiple sets of general-purpose equipment rather than specialized equipment, which can be more costly to purchase and maintain. Flexibility: By using a process layout, organizations can enjoy a high level of flexibility in the type of processes they can perform and have the ability to complete various processes simultaneously.

5. Benefits of a process layout Task diversification: In a process layout, employees often perform a variety of tasks using a combination of machines and equipment, rather than performing a repetitive task using the same equipment consistently. Therefore, process layouts can allow organizations to diversify the tasks of employees, which may improve morale and satisfaction. Functionality protection: Process layouts commonly include multiple machines of the same type in various arrangements. With this level of availability, organizations can protect themselves from equipment failures and maintain operational functionality, even when errors occur.

6. Disadvantages of process layout Inefficient material handling Materials have to be carried forward and backward quite frequently. Mechanization of material handling becomes difficult. Fixed path material handling equipment like conveyor belts, chutes etc cannot be used and cost of material handling is quite. High space requirement Space requirement is more than product layout. More storage space is to be provided around machines for waiting material to be processed.

7. Disadvantages of process layout High investment in inventory Due to the lack of continuous flow of production there is high in-process inventory. Frequently materials have to be carried back and forth. This results in delays and therefore the investment in inventory is high. High supervision cost Cost of supervision is high because the number of employees per supervisor is less resulting in reduced span of control. Further, the work is to be checked after each operation.

8. Disadvantages of process layout Longer production time Time required for production is more in the case of process layout. Skilled labor required Skilled labor needs to be employed to perform variety of operations in general purpose machines.

9. E xample of process layouts in the manufacturing industry In the service and repair center of two-wheeler or four-wheeler, different departments or functions may be there. The arrangement of these functions or departments is according to the technical or space needs such as total working staff, machines that are installed, the average number of total vehicles that the center receives, and any other needs.

10. E xample of process layouts in the manufacturing industry

11. E xample of process layouts in the manufacturing industry Below are a few steps that any vehicle has to follow while entering the center: Reaching office. Informing the concerned staff about the problem type by the customer. The front office staff directs the customer to take the vehicle to the concerned departments. The necessary service is given to the vehicle. Customers are further guided to make payment at the front office. After making the payment, the customer leaves the service cente

12. Job Design Job design is the study of an individual at work and of their work methods or techniques. It involves the decisions based on factors like job content, degree of specialization required and work environment in the business organization. It also helps managers to carry out job analysis and develop job specifications. Its object is to improve productivity and job satisfaction. It also helps managers to conduct business activities like orientation, training, recruitment, and selection.

13. Approaches to Job Design: Job design gives the choice to examine the different tasks of an individual job or the design of a group of jobs. It includes various approaches like: 1. Job Enlargement: Job enlargement helps to change the jobs to include more and various type of tasks. It should combine an interest in the work but may or may not give employees more responsibility. 2. Job Enrichment: Job enrichment helps to allow the employees to assume more accountability, responsibility, and independence when learning new works or to allow for new opportunities and greater participation. 3. Job Rotation: Job rotation shift employees from one task to another task. It categorizes the group tasks among a number of employees. 4. Job Engineering: Job engineering or work design allows employees to see how the work methods, structures, layout, and handling produces link together as well as the combination between persons and machines.

14. Objectives of Job Design: 1.  Work / Rest Breaks: Rest or work breaks help to reduce the problem of inevitable repetitive movements or static-body positions. More frequent but small-time breaks are sometimes preferable top fewer long breaks. At the time of work breaks, motivate employees to change the body structure and to exercise. It is very essential that employees use and stretch different muscle groups. If the employee has been very active a work break should involve a stationary activity. 2.  Task Variety: To reduce weariness, avoid both repetitive movements and excessive static-body positions. Designing of a job is required to have a variety of works that require changes in mental activities, body positions, and others. Two methods are job rotation and job enlargement. For Example , If a worker normally assembles parts, the job may be enlarged to involve new tasks such as quality control, work planning, and maintenance.

15. Objectives of Job Design: 3.  Provide Training: Training is a very essential part to develop the potential of any employee or worker. Through this, the workers easily understand what is expected of them and how to work potentially or safely. It should be consistent, organized, and ongoing. 4.  Allowance for an Adjustment Period: When work demands physical effort, have an adjustment time of new workers and for all workers after  layoffs , holidays, or illnesses. Allow time to become normal to the physical demands of work by gradually “getting in shape”. Workers, who work in extra cold or hot conditions, also, need time to accommodate.

16. Objectives of Job Design: 5.  Vary Mental Activities: Works should be coordinated so that they are balanced during the day for the single worker as well as balanced among a group of workers. You may want to allow the worker some degree of choice as to what kinds of mental tasks they want to do and when. This choice will allow the worker to do works when best suited to their ‘alertness’ patterns during the day. Some individual may prefer regular tasks or works in the morning (such as checklists in forms).

17. Benefits of Job Design: 1. Give workers a sense of achievement. 2. Allows for worker input. Workers should have the option to differ activities according to work habits, personal needs, and the circumstances in the workplace. 3. Includes training facilities so the worker knows what tasks to do and how to do them properly. 4. Provides rest schedules or good work. 5. Provides feedback to the workers about their performance. 6. Allows for an adjustment period for physically demanding jobs. 7. Dynamic work. 8. Minimizes energy expenses and force requirements.

18. Process Mapping A process map visually describes what happens in a business process. Process mapping involves specifically defining all the steps in a process, who is responsible, and what the outcome should be, to create a series of steps that work towards an end result. It is quite literally a map to guide you through your business process, identifying the data, activities, material, and people involved.

19. Need to map a process Process mapping is a useful exercise when defining exactly what happens in a process and understanding the current state of how your organization works. Mapping the linear sequence of activities that make up a business process helps to identify bottlenecks or unnecessary steps in the process. Having a visual representation of this makes it easier to explain both the current state and new changes to users. For example, you could map the process for onboarding new employees to check that all appropriate people are informed and all necessary equipment is ready for their start date. Seeing all the steps laid out gives the opportunity to streamline the process and make it as efficient as possible.

20. Benefits of process mapping Understand processes – visually communicating a business process helps to explain the process to other users Ensure compliance – mapping processes visually shows you are meeting all necessary requirements and helps to further streamline and standardize processes to strictly adhere to regulations Uncover and eliminate waste – Identify unnecessary steps in your processes so you can make the process as efficient and possible Aid problem-solving – an effective visual diagram helps decision-making and identifying solutions

21. Examples of process mapping Chain of hotels and casinos – The  5-star hotel  has the ability to administer loans to patrons on its casino floor to enable them to keep playing longer, but this required intense scrutiny to ensure regulatory compliance. The process was mapped to provide complete transparency, before it was integrated with the casino’s systems, generating single-click reports and security checks that were mapped within the process. Global logistics organization –  Deutsche Post DHL  used Bizagi to further connectivity within its operations, acting as an orchestrator of its tech stack and enabling end-to-end automation of 24 processes. They now have a 95% automation in the Duty VAT billing process, handling a daily volume of 2,500 shipments. Healthcare provider – A  healthcare trust  needed to provide its staff with smart cards to allow secure access to patient information. The new solution was mapped, tested, and implemented in under four weeks. The cards can now be issued in less than 2 weeks, ready for new starters, when it used to take up to 6 weeks.