Job-Shop/Batch

Process/Assembly Line
Rohit Kapoor

Job Shop

Make to order environment.

Variety of products
Customization
Variable time of production
Low volume, fluctuations in volume
Small scale operations
Different jobs have different routing through
the system.

JOB SHOP
Key Issues in Managing Job Shops
Capacity management
- shifting bottlenecks
- setups/changeover times
- rework
- work-in-process (WIP) movement
- cross functional training
- functional coordination

JOB SHOP
Key Issues in Managing Job Shops

Product mix choice

Variety vs. complexity-flexibility
Worker incentives
Scheduling is complicated
due to uncertainty in orders, lot sizes and routing.

Emphasis placed on adherence to due dates

there are penalty costs associated with not
meeting them.

Batch Process

Characteristics of Batch Process

Make to stock environment (demand is
relatively stable).
Sometimes dealing with multiple products.
Goods produced in discrete batches/lot sizes.
Process flow more or less routine.
Little or no variability in product selection
known in advance

Batch Process
Key Issues in Managing Batch Process
Planning & Forecasting
Determining batch sizes
Capacity management
Capacity is limited here.

Shop floor synchronization

Worker incentives

Characteristics of Batch Process

Make to stock environment (demand is
relatively stable).
Sometimes dealing with multiple products.
Goods produced in discrete batches/lot sizes.
Process flow more or less routine.
Little or no variability in product selection
known in advance

Batch Process
Key Issues in Managing Batch Process
Planning & Forecasting
Determining batch sizes
Capacity management
Capacity is limited here.

Shop floor synchronization

Worker incentives

Assembly Line

Illustration 1
A production line operating 450 minutes per
day is to have an output of 250 units per
day. Find the cycle time.

Illustration 2
The precedence diagram for assembly activities A through H is shown
below, with the element time requirements shown in minutes. The line
operates 7 hours per day, and an output of 600 units per day is desired.
Compute cycle time and (b) the theoretical minimum number of
stations.

Illustration 3
Using the data and precedence diagram from Illustration 2
(a) group the assembly-line tasks into an appropriate number
of workstations using the longest work-time rule, and (b)
compute the balance efficiency and (c) the idle time.

Illustration 4
Suppose the activities shown in Fig. are to be grouped into a threestation assembly line.
(I)What is the target cycle time?
(II) Which grouping of activities results in the largest output per
hour?
(III) What output will result in a 7 -hour day?

Illustration 5
Tasks A through I have the predecessor and time requirements
shown in Table. Output is to be 200 units per day, and operating
time is 450 minutes per day. Using the most successors rule to
assign tasks to work centers, and the longest work-time rule as a
tie breaker, (0) group the tasks into work centers, WCs, and
compute (b) the balance efficiency, (c) the idle time, and (d) the
balance delay.
Task
A
B
C
D
E
F
G
H
I

Predecessor
None
A
None
C
D
None
F
G
H

Time (see)
40
20
60
40
30
35
45
60
40

 An electric appliance assembly area is as shown in Fig. A with

potential workstations A through F. The tasks that must be done,
along with their respective times, are indicated in the precedence
diagram, Fig. B The machine scan is automatic and can come any
time after task 2. The manufacturer desires an output of 367 units
per 8-hour day and stops the line for a 20-minute break in the
middle of the morning and the afternoon. (a) Group the assemblyline tasks into appropriate workstations using the longest time
rule, and (b) compute the balance efficiency.
Fig. A

Fig. B

 Overland Motors produces 50 cars per hour (Fig. C) and

has a transmission feeder shop with three workstations (A,
B, C), which take times of 55, 45, and 60 seconds,
respectively. Station C assembly time is normally
distributed, with a standard deviation of 5 seconds.
(a) If all work arrived at C on time, what proportion of the
time would the feeder shop fail to deliver transmissions on
time to the main auto assembly line?
(b) What is the balance efficiency for the transmission
feeder shop?
Fig. C

Robotic Controls Corp. uses a robotic-controlled flexible production

system to assemble the robots it sells. Five robots are available and
must complete the tasks specified in Table.
Table
Task

Time

Preceding

(sec)

Task(s)

10

None

24

None

17

49

12

14

27

20

F, G

23

D, H, I

36

18

J, K

(a) Draw a precedence diagram. (b) What is the theoretical minimum (target)
cycle time if all five robots are fully utilized in a five-station assembly line?
(c) Group the tasks into the most efficient five-station assembly line. (d)
What is the cycle time? (e) What is the balance efficiency?

Characteristics of Assembly Line

Make to stock environment.

Large to medium volume/standard products.
High processing turnover
Predefined standard Bill of Materials (BOM)
High degree of labor & equipment utilization.
Routing & scheduling fixed
System fairly inflexible
Pace of assembly line can be automatic (Machine
paced) or manual (Worker paced)

Assembly Line
Key Issues in Managing Assembly Lines

Time standards
Assembly line balancing
Rebalancing
Material availability/Materials and Supplier relations.
Worker incentives
Capacity Planning
Plant Loading/Production planning
Product design
Product Mix
Sequencing (to maintain balance)