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This paper is aimed at comparing cellular manufacturing with focused cellular manufacturing. We define focused cellular manufacturing as a layout scheme that groups components by end‐items and forms cells of machines to fabricate and assemble end‐items. It is not classified as a cellular manufacturing layout since it does not attempt to take advantage of process similarities. It also is not classified as a flow shop since there are no machines dedicated to individual operations and the machines are not arranged in a series. In addition, this research includes batching and assemble times in its criteria which few researchers in this area have done. The results indicate that the focused cellular manufacturing scheme has a batching advantage. This advantage out‐weighed the set‐up time reduction advantage of the cellular manufacturing scheme for average end‐item completion times and average work‐in‐process inventory levels. The cellular manufacturing scheme overcame the batching advantage only when there were small batch sizes or large set‐up time magnitudes.

Cellular and functional layouts were investigated under a variety of real‐world conditions via a two‐stage computer simulation study. In the first stage, simulation models were developed for three actual companies. Six different cell formation procedures were used to develop the cellular layouts and CRAFT was used to develop the functional layout. The following six variables were used to measure shop performance: average flow time, maximum flow time, average distance travelled by a batch, average work‐in‐process level, the maximum level of work‐in‐process, and the longest average queue. Factors observed in the first stage of the study that appear to make cellular manufacturing less beneficial than might otherwise be expected were found to be small batch sizes, a small number of different machines the parts require in their processing, short processing times per part, the existence of bottleneck machines (i.e. machines with insufficient capacity), and the absence of natural part families (i.e. sets of parts with similar processing requirements). In the second stage of this study, earlier assumptions associated with sequence‐dependent setup times and move time delays were relaxed. These two parameters were identified as important factors as well.

This paper aims to propose an innovative building information modelling (BIM)-based framework for multi-objective and dynamic temporary construction site layout design (SLD), which uses a hybrid approach of systematic layout planning (SLP) and mathematical modelling.

The hybrid approach, which follows a step-by-step process for site layout planning, is designed to facilitate both qualitative and quantitative data collection and processing. BIM platform is usedto facilitate the determination of the required quantitative data, while the qualitative data are generated through knowledge-based rules.

The multi-objective layout model represents two important aspects: layout cost and adjacency score. The result shows that the model meets construction managers’ requirements in not only saving cost but also assuring the preferences of temporary facility relationships. This implies that the integration of SLP and mathematical layout modelling is an appropriate approach to deliver practical multi-objective SLD solutions.

The proposed framework is expected to serve as a solution, for practical application, which takes the advantage of technologies in data collection and processing. Besides, this paper demonstrates, by using numerical experimentation and applying Microsoft Excel Solver for site layout optimisation, how to reduce the complexity in mathematical programming for construction managers.

The original contribution of this paper is the attempt of developing a framework in which all data used for the site layout modelling are collected and processed using a systematic approach, instead of being predetermined, as in many previous studies.

Proposes a virtual cellular manufacturing approach to implementing cellular manufacturing systems that combines the set‐up efficiency typically obtained by traditional cellular manufacturing or group technology systems with the flexibility of a job shop. Unlike traditional cellular systems in which the shop is physically designed as a series of cells, cells are formed within a shop utilizing a process layout using scheduling mechanisms. The result is the formation of cells that are temporary and logical (virtual) in nature, allowing them to be more responsive to changes in demand patterns. Simulation runs comparing this approach to production using traditional cellular and job shop approaches indicate that this new approach yields significantly better shop performance over a range of operating conditions.

Simulation experiment was employed to investigate the schemes for coordinating JIT practices to promote performance upgrade in a job shop environment with the pull system.

The four related essential JIT practices (job shop JIT practices) investigated include: cellular manufacturing (CM), operations overlapping (OPOVR), reduction of set‐up/processing time variability (variability reduction) and set‐up time reduction (STR).

Experiment findings suggest that coordination of CM and STR should be given the priority. While the extent of STR effected by CM substantially influences the efficacy of adopting a cellular layout, the choice of adopting a functional layout (FL) is more likely to be affected by the STR resulted from improvement of set‐up operations (set‐up improvement). Variability reduction tends to be more effective for a cellular layout. For a cellular layout without OPOVR, the effectiveness of reducing set‐up time variability is prominent and almost impervious to the extent of set‐up improvement. For a FL, the effect of variability reduction is minor; reduction of set‐up time variability is effective in this case only for a set‐up to processing time ratio of 20 or larger. The findings of this study do not justify the implementation of OPOVR in the shop environment, even with the support of the other three job shop JIT practices.

This study is notable in integrating STR into the job shop JIT practices to achieve overall performance improvement. In addition, the resulting strategies for variability reduction are essential for adapting the pull system to job shop manufacturing. Therefore, the findings of this study form systematic guidelines enabling exercise of the job shop JIT practices coherently to promote reform of job shop manufacturing.

In today’s competitive market, product demand and its mix frequently vary due to various uncertainties, which thus imparts the overall manufacturing cost. Furthermore, uncertainties also impart the layout design in manufacturing industries in the long run. Therefore, the layout design needs to capture the possibility of uncertainties, and these uncertainties must be captured while designing the layout of a facility. Hence, an efficient facility layout design minimizes the manufacturing cost and lead time. The purpose of this paper is to propose a cellular layout design for a tower manufacturing industry.

The paper develops an embedded simulated annealing-based meta-heuristic to solve proposed cellular layout under different scenarios considering single and multi-time periods for tower manufacturing industry. A comparative study is also performed to analyze comparison among static cellular layout, a dynamic cellular layout or a robust stochastic cellular layout for the tower manufacturing industry.

The current layout of the industry is a process layout. Here, the layout for a tower manufacturing industry is proposed under SCFLP, DCFLP and RSCFLP. The proposed models and solution methodology is tested using six scenarios with different combination of time periods. Lastly, OFV value obtained for all the scenarios is compared, and it is found that RSCFLP outruns other SCFLP and DCFLP for a tower manufacturing industry. Based on the above study, it is also concluded that RSCFLP is an efficient and effective layout in tower manufacturing industry.

The paper proposes a cellular layout design for a tower manufacturing industry. The cellular layout design is found to be preferred over the traditional layout as it reduces material handling cost, manufacturing lead time and hazards. Moreover, it enhances productivity and quality.

A visual based group decision‐making process used for office layout finalisation is described. While quantitative and computer based models can be used for planning alternative layout plans, considerations of qualitative and personal factors should be given during the layout finalisation phase. The visual evaluation of detailed architectural drawings of alternative layout plans, by a group of the office employees, can result in generating ideas for modifications. These modifications are incorporated in a new plan, which is sketched by a professional office planner. The process of evaluating a sketch for the office plan, generating‐ideas for modifications, analysing the ideas and re‐sketching the office plan results in an effective office layout. This can increase employee morale and productivity. The visual based group decision‐making process was successfully used for layout finalisation of a large engineering office. A detailed description of this case study is given.

This paper proposes to use Muther’s systematic layout planning procedure as the infrastructure to solve a fab layout design problem. A multiple objective decision making tool, analytic hierarchy process, is then proposed to evaluate the design alternatives. The proposed procedure is illustrated to be a viable approach for solving a fab layout design problem through a real‐world case study. It features both the simplicity of the design process and the objectivity of the multiple‐criteria evaluation process as opposed to existing solution methodologies.

Functional plant layouts are normally adopted in organizations that manufacture large varieties of components in low annual volumes. Attempts to improve the efficiency of these layouts have normally focused on the identification and implication of group technology cells which process a limited range of parts using flow process principles. Cell layouts provide the condition for kanban control procedures to operate, hence the benefits of just‐in‐time can be achieved in batch processing environments. However, in high variety/low volume (HV/LV) environments there is often insufficient commonality between part types to justify the formation of cells. Describes an alternative plant layout procedure (process sequence cell layout) currently being developed that allocates equipment to cells according to their position in the process routes of components. Uses a case study to illustrate how such a layout may be identified for an organization that has a typical high variety/low volume environment. Discusses the problems that need to be overcome if such systems are to be implemented and offers a description of how integrated MRP II/kanban control mechanisms can be used to control production.

The purpose of this paper is to highlight the lessons learned from two kaizen events for productivity improvement in a printing company. The paper suggests how to organize lean tools to improve productivity through the use of organized kaizen events in the printing industry to meet defined targets.

This paper is based on a field study involving participant observations. The relationships among the three specific tools, line balancing, standardized work and standardized layout that are used in a kaizen event of a printing factory, are examined.

Application of a mix of lean tools resulted in significant productivity improvements of 10-30 percent in the assembly area of the printing company. Based on the outcomes of the lean tools that are applied in various work areas, the best combinations of lean tools are identified and several key considerations are discussed.

This paper shows that a combined set of lean tools such as line balancing, standardized work and standardized layout can be applied to improve productivity in the printing operations, which is identifiable with a mix of processes that are both labor intensive and equipment flexible.

The paper fills the literature gap on the use of specific lean tools: line balancing, standardized work and standardized layout in the printing industry. The findings from this research can be applied to other assembly systems that are similar to the printing industry.