5.

1 Introduction to mass production system

- Industrial Revolution (beginning with textile industry)

Part 2 - Chapter 5 - Large volume production (goods, cars, mechanical

items…)

MASS PRODUCTION SYSTEM - Popularity in USA (from 1900s)

(HỆ THỐNG SẢN XUẤT KHỐI LỚN)

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5.1 Introduction to mass production system 5.2 Principles of flow line production

Mass production 1. principle of workflow:

Workflow, materials, W.I.P smoothly moving:

Quantity production Flow lines production
At each workstation, it depends on workers’ motions
 reducing the non-operative motions;
Manual Mechanical Process Production lines
Work in process – W.I.P:

 Simultaneous operations: workflow’s principle.

Automated Manual assembly
 Depend on lines balancing or not.
Figure 5.1. Mass production illustration
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5.2 Principles of flow line production 5.2 Principles of flow line production

2. interchangeable parts 3. Minimum distance moved

• Smooth & continuous production;

Assembly line balancing problem depends upon the
interchanging among components, • Maximize utilization of factory space/layout;

• Focus on the positions between consecutive

Set-up and use standard set (specifications) of items workstations (including W.I.P transfer equipment).
(components).

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5.2 Principles of flow line production 5.3 Prerequisites of mass & flow line production

4. Division of operation
• Prerequisites of mass & flow line production are
• It’s not required, but it is an important factor in mass demand and demand stability;
lines design;

• Depend on technology & items’ structure; • Other prerequisites: line balancing, equipment
reliability, materials handling and product design;
• Consider designing step (designing process);

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5.3 Prerequisites of mass & flow line production 5.4 Classification and specifications

• Line balancing: an important factor in mass Table 5.1 Classification & specifications of flow line
production, detecting bottle necks in the lines; Production line Volume Item Work flow Equipment preparasion
changing and Jobs assignment
Type Characteristics
• Any postpone of materials/W.I.P transfer  the Single item 1 None Regular Unchanged
continuing of lines; Automation
Multi-item >1 Batch Batch Batch
• Lines selection depends on types of items, Single item 1 None Job characteristics Unchanged

feasibilities of production and economics; Manual

assembly Multi-item >1 Batch Job characteristics Batch

Mixed-item >1 Continous Batch Batch

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5.5 Mass production history 5.5 Mass production history

Fundamentals of mass production came from Ford Example: Smith said that a worker without qualified
company in USA (Herry Ford I, 1900s) knowledge and training about machines/tools that he operates,
is waste, even if he produces only 1 needle per day, then these
1. History of mass production workers will be poor (because of low salary).

1746, Adam Smith, discussed about task/jobs  And therefore, a new production approach with necessary
assignment in his text book “Asset of nations”; machines requests that the workers work together, and they
can produce 48,000 needles per day. But the workers,
without training, work separately and independently, then
each worker can produce less than 20 needles per day”…

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5.5 Mass production history 5.5 Mass production history

2. Interchangeable components & manual production 3. The production industry in American

• High economic of scale based on high volume Mid-end of the 19th century, the interchange principle
production, is developed in America (beginning from military)

• Standardization with high reliability  “American system of manufacture”

(interchangeable); Example: at the beginning of the 19th century, Eli Terry, an
American engineer produced watches in batch, until the
Example: in 1813, North signed a 20,000 pistol volume is about 10,000 units per year, then their price is only
contract and his customers request that: “all $15 / unit ($50 to $60/unit before).
components must produce with high reliability, then
Applied attachments support for machines and
they can interchange among 20,000 pistols”
motions  improve productivity;
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5.5 Mass production history 5.6 Definition and terminologies

4. The production industry in UK 1. Definitions

Slowly applied interchangeable principle (later); a. Transfer – lines
1733, the flying shuttle is developed by Kay  b. Manual flow lines or assembly lines:
beginning of an industrial revolution in UK, 1. Single–model lines: produce only one item.
James Nasmyth invented the steam hammer at 2. Multi–model lines: produce multi similar items; produce
Manchester, each kind of item in the same batch. Therefore, with large
lot size batch, it is similar single model lines; and small lot
Georg Bodmer invented the Cranes and Forklifts; he size applied mixed model lines.
is a pioneer in applying production lines, in which the
3. Mixed–model lines: produce multi kinds of items in the
processing and W.I.P moving are synchronous and
same batch simultaneously.
smooth,
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5.6 Definition and terminologies 5.6 Definition and terminologies

2. Terminologies in single lines 2. Terminologies in single lines

The total work content of product or item: including

operating and non-operating works Service time/processing time: a period for finishing a
task;
[total work content = (productive work) + (non-
productive work)]. Cycle – time TC: a maximum period for any
One of the objectives in the line design is that the total workstation to finish all its’ assigned jobs;
assigned work elements time in any workstations are
the same (equivalent).

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5.6 Definition and terminologies 5.6 Definition and terminologies

2. Terminologies in single lines 3. 2. Terminologies in complex lines

Balance delay - balance loss: a difference between • Complex line: the fluctuation of employees, or the
total realistic completion time and cycle time at any changes in time for manual processing time jobs;
workstation.
• The allowance time at any workstation is restricted
Balance delay (upper level)  it is called “step or cycle”;
TC

• Margin time: a certain period to complete assigned

Total processing time
tasks/jobs (using buffer-stock in lines to control
Workstation margin time)
1 2 3 4 5

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5.7 Simple single-model lines design 5.7 Simple single-model lines design

Work-element time # processing time There are 2 types of line balancing problems such
as:
service/processing time at work station: less than
upper bound – given cycle time,
1. With given cycle time, assign all work elements to
1. How to assign all work elements to certain a certain workstation to get: a) minimize total
workstations? balance loss, and b) allocate balance delay at any
workstations as equivalent as possible.
2. Apply parallel workstations or not, located
multi-machine or employees at the same
workstation to finish one work element? + in other words, this problem aims to minimize the
number of workstations in line, based on the given
3. How to determine a relevant cycle time? cycle time.
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5.7 Simple single-model lines design 5.7 Simple single-model lines design

There are 2 types of line balancing problems such 1. Considering factors in line balancing problem:
as:
m

2. With a given number of workstations, assign all

N × TC −  ti = 0
i =1
work elements to these workstations to minimize total
balance loss and these balance losses as equivalent
as possible. Where: N: number of workstations in the line;
TC: cycle time
+ in other words, aims to minimize cycle time (or ti: processing time of ith task;
maximize output) i.e. maximize utilization of given
machines.
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5.7 Simple single-model lines design 5.7 Simple single-model lines design
Total station time Tsj Balance delay dj 2. Line balacing problem with given cycle time
TC TC
T
Cycle time: TC =
Q
Workstation
1 2 3 4 5 (a) 1 2 3 4 5 (b)
Where: T: total required time to produce Q units. We
denote ti is processing time of ith work-element,
TC m
 Total completion time is: t
i =1
i

1 2 3 4 5 (c) Where: ti ≤ TC
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5.7 Simple single-model lines design 5.7 Simple single-model lines design

The theoretical minimum number of stations (the With N work stations in the production line, and Tsj
other word, it is a – lower bound), total workstation time, where j = 1, N. then the
average workstation time as follows:
The theoretical minimum number of stations: N m

+  Tsj t i
 m 
 Q  ti 
j =1 i =1
TTB = =
N N
N min =  i =1 
 T 
  Balance delay of jth workstation such as :
dj = TC – Tsj
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5.7 Simple single-model lines design 5.7 Simple single-model lines design

Total balance delays of the line 3. Line balancing approach:

m
1956, Jackson proposed a simple LB technique as
D = N × TC −  ti follows:
i =1
 The percentage of balance loss as follow: Determine all candidates – C1 (work elements) can
assign to 1st workstation.
In C1, determine all candidates – C2 can assign to 2nd
L=
D
% or L=
(TC − TTB ) % workstation;
N × TC TC
In C2, determine all candidates – C3 can assign to 3rd
workstation;
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5.7 Simple single-model lines design 5.7 Simple single-model lines design

3. Line balancing approach: 3. Line balancing approach:

1956, Jackson proposed a simple LB technique as 1. Kilbridge & Wester method
follows:
Continuing this process to balance, or all work
elements are assigned, i.e., getting minimum No. of This is a simple heuristic algorithm for LB problem.
workstations within given cycle time. Consider examples such as designing a production
This technique can apply to small-size problems. But line including 21 work elements that showed in below
large size one, we have to use computer software to precedence relationship diagram.
find solutions.

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5.7 Simple single-model lines design 5.7 Simple single-model lines design

3. Line balancing approach: 3. Line balancing approach:

I II III IV V VI VII VIII IX X XI
6 9 10
0 3 8
Circle: work element;
5 5
4
5 Processing time 16 19 Number in a circle: the order/number of work
5 4 5 2 5 12 10 15 6
elements;
4
1 5 9 11 12 13 14 15 17 20
Number above circle: processing time respectively;
5
10
18
Roman number: column number including work
6
elements respectively;
8
2 7
6
10
6 Arrow direction: present precedence relationship of
respective work elements;
precedence relationship diagram
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5.7 Simple single-model lines design 5.7 Simple single-model lines design
Table 5.1 Table 5.1 (cont.)
Column Work Movable jobs Processing Column Cumulative Column Work Movable jobs Processing Column Cumulative
(a) element (b) (c) time (d) time (e) time (f) (a) element (b) (c) time (d) time (e) time (f)
IV 11 2 2 71
0 6
I 1 5 19 19 V 12 5 5 76
2 8 VI 13 4 4 80
3 III – V (with 8) 9 VII 14 12 12 92
4 5
VIII 15 10 10 102
II 5 4 29 48
6 III 5 16 5
7 III – V (with 10) 6 IX 17 X 15 30 132
8 IV – VI 10 18 X 10
III 9 5 21 69 X 19 5 5 137
10 IV – VI 6 XI 20 6 6 143
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5.7 Simple single-model lines design 5.7 Simple single-model lines design

3. Line balancing approach: 3. Line balancing approach:

The given cycle time is TC = 36. LB steps are as follows: The given cycle time TC = 36. LB steps are as followings:
S5: select the smallest cumulative time in column (f) greater than 36, in this
S1: find out any cumulative time in column (f) (table 5.1) that equals 36. If
case, it is 48 (respectively column I, II in precedence relationship diagram).
not go to step 2.
S6: consider any work elements (in columns I & II) that can move to the
S2: select the largest cumulative time in column (f) less than 36, in this next columns. In this case, job 3 (with job 8) & job 6 can move out and total
case, it is 19 (respectively column I in precedence relationship diagram). station time is 34.
S7: select the next cumulative time in column (f), total time is 69
S3: determine the additional time of this station is 17 (minus 19 from 36)
(respectively column I, II, & III).
S4: Consider work elements in column II that have a total completion time S8: consider any work elements (in columns I, II & III) that can move to the
less than or equal 17. In this example, the total completion time is 16 next columns (station time ≤ 36). In this case, job 3 (with job 8) and job 7
(including jobs 4, 6, 7.), and the total workstation time is 35. (with job 10) can move out & total station time is 38 (greater than 36) 
reject.
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5.7 Simple single-model lines design 5.7 Simple single-model lines design

3. Line balancing approach: Table 5.2

Column Work element Movable jobs Processing Column Cumulative
The cycle time TC = 36. LB steps are as followings: (a) (b) (c) time (d) tine (e) time (f)

0 6
S9: select continuously the next cumulative time in column (f) (greater 1 5
than 69) to reduce the total station time to 36. In these cases, the station 2 Station 1 8 (35)
can not improve. 4 5
6 5
S10: determine station 1 from all feasible alternatives, in this case, we 7 6
select alternative in step 4, and station time is 35 respectively. 3 IV – V (with 8) 9
III 9 5 24 24
S11: rewrite table 5.1 by deleting all assigned jobs in station 1. Calculate 5 4
cumulative time in column (f) again, we develop table 5.2. 10 IV – VI 6
IV 8 V – VI 10 12 36
11 2
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5.7 Simple single-model lines design 5.7 Simple single-model lines design
Table 5.2 (cont.) 3. Line balancing approach:
Column Work Movable jobs Processing Column Cumulativ The cycle time TC = 36. LB steps are as followings:
(a) element (b) (c) time (d) tine (e) e time (f)
V 12 5 5 41 S12: find out any cumulative time in column (f) (table 5.2) that equals 36.
the cumulative time is 36 (including all jobs in columns III & IV, table 5.2)
VI 13 4 4 45
VII 14 12 12 57 S13: assign all jobs in columns III & IV to station 2, develop table 5.3.
VIII 15 10 10 67
16 X 5
IX 17 X 15 30 97
18 10
X 19 5 5 102
XI 20 6 6 108

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table 5.3 table 5.3 (tt)

Column Work Movable jobs Processing Column Cumulative Column Work element Movable jobs Processing Column Cumulative
(a) element (b) (c) time (d) tine (e) time (f) (a) (b) (c) time (d) tine (e) time (f)
V 12 5 5 5
0 6
1 5 VI 13 4 4 9
2 Station 1 8 (35)
VII 14 12 12 21
4 5
6 5 VIII 15 10 10 31
7 6 16 X 5
3 9 IX 17 X 15 30 61
9 5 18 10
5 Station 2 4 (36) X 19 5 5 66
10 6
XI 20 6 6 72
8 10
11 2

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5.7 Simple single-model lines design Table 5.4

3. Line balancing approach: Column Work Movable jobs Processing Column Cumulative
(a) element (b) (c) time (d) tine (e) time (f)
The cycle time TC = 36. LB steps are as followings:
0 6
S14: find out any cumulative time in column (f) (table 5.3) that equals 36. If 1 5
not go to step 15. 2 8 (35)
Station 1
S15: select the largest cumulative time in column (f) less than 36, in this 4 5
case, it is 31 (respectively column V, VI, VII, and VIII in precedence 6 5
relationship diagram). 7 6
3 9
S16: determine the additional time of this station is 5 (minus 31 from 36). 9 5
5 Station 2 4 (36)
S17: considering work elements in next columns that have total completion
10 6
time less than or equal 5. In this example, the total completion time is 5
(including job 16), and the total workstation time is 36. 8 10
11 2
S18: assign job 16 into this station and develop table 5.4
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Table 5.4 (tt) 5.7 Simple single-model lines design

Column Work element Movable jobs Processing Column Cumulative 3. Line balancing approach:
(a) (b) (c) time (d) tine (e) time (f)
TC = 36. LB steps are as follows:
12 5
13 4 S19: similarly, consider the cumulative time in column (f) (table 5.4) that
14 Station 3 12 (36) equals 36. In this example, all rest columns (IX, X, XI) are assigned, and the
total station time is 36.
15 10
16 5 S20: assigned all the rest jobs into the last station (including jobs: 17, 18,
IX 17 X 15 25 25 19, 20).
18 X 10
X 19 5 5 30 Therefore, all work elements are assigned (including 21 jobs), and balance
loss can be calculated as follows:
XI 20 6 6 36
L% = (4x36 – 143)/(4x36)x100% = 0.69%

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5.7 Simple single-model lines design 5.7 Simple single-model lines design

3. Line balancing approach: 3. Line balancing approach:

Remarks:
Remarks:

1. The interchangeable columns (including jobs) help to select jobs that

3. If possible, longer processing time jobs prefer to assign to shorter ones.
have relevant processing times to assign. Moreover, the movable jobs are
For instance, we assign one job with 20’ (processing time) before assigning
easy to assign, in the other words, the solution is more improved.
2 jobs with 10’. Because two 10’-jobs are flexible for assigning and
2. The general solutions of type 1 LB problems are not unique. Except all interchanging.
stations are full capacities (station time = cycle time). The assigned jobs to
stations, that are from any columns in precedence relationship diagram, can 4. Besides, all movable jobs are easily assigned to certain stations.
be interchangeable. Therefore, supervisors can delay job-sequences that
do not affect the balance in optimal solutions.

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5.7 Simple single-model lines design 5.7 Simple single-model lines design
Stations diagram
3. Line balancing approach:
6 9 10
0 3 8

5 5
2. Ranked positional weights – r.p.w:
5
16 19
4

5 4 5 2 5
4
12 10 15 6 Helgeson và Birnie (1961) developed this algorithm at
1 5 9 11 12 13 14 15 17 20

10
General Electric [Link]. (in USA). This algorithm
5
18
6
provides solutions quickly & accurately, consider
8 6 6
2 7 10 another example as follows:
Station 1 Station 2 Station 3 Station 4

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5.7 Simple single-model lines design 5.7 Simple single-model lines design
0.05
3. Line balancing approach: 7

0.32 0.20 0.23 0.20 0.32 0.10 0.30

2. Ranked positional weights – r.p.w: 0 2 5 6 8 9 10

Processing 0.10 0.05 0.10

0.05 time 1 3 4 p.w(0) = job 0 (= 0.32)
7
+ job 2 (= 0.20)
0.32 0.20 0.23 0.20 0.32 0.10 0.30
Determine weight of certain job as + job 5 (= 0.23)
0 2 5 6 8 9 10
follows: plus processing time of this job + job 6 (= 0.20)
0.10 0.05 0.10 with all following jobs in precedence + job 7 (= 0.05)
1 3 4 Work element
relationship. + job 8 (= 0.32)
+ job 9 (= 0.10)
Precedence relationship diagram Ex: determine weight of job 0 such as:
+ job 10 (= 0.30) = 1.72
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5.7 Simple single-model lines design 5.7 Simple single-model lines design
Similarity for the rest jobs, establish the table 5.5 for
3. Line balancing approach:
ranked positional weights of all work elements.
Jobs Processing time Positional weight (p.w)
2. Ranked positional weights – r.p.w:
0 0.32 1.72
1 0.10 1.65
These weights reflex the size of jobs/elements & their
2 0.20 1.40
3 0.05 0.87 position.
4 0.10 0.82
5 0.23 1.20
6 0.20 0.92
Suppose that we develop a line for this problem with
7 0.05 0.45
given cycle time TC = 0.55;
8 0.32 0.72
9 0.10 0.40
10 0.30 0.30
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5.7 Simple single-model lines design 5.7 Simple single-model lines design

3. Line balancing approach: According to this algorithm, we assign job to

workstations based on reduction of r.p.w (table 5.6),
2. Ranked positional weights – r.p.w: but assigned jobs must satisfy precedence
Combine table 5.5 and precedence relationship relationship constraint.
diagram to complete table 5.6 with reduction r.p.w as
follow: Therefore, job 0 is assigned firstly, then we calculate
remained time of WS that is considered as time
Jobs 0 1 2 5 6 3 4 8 7 9 10 Tổng constraint for assign next jobs  until can not assign
Processing time 0.32 0.10 0.20 0.23 0.20 0.05 0.10 0.32 0.05 0.10 0.30 1.97 any jobs.
weights 1.72 1.65 1.40 1.20 0.92 0.87 0.82 0.72 0.45 0.40 0.30

Direct 0, 1 2 5 1 3 4, 6 5 7, 8 9
Similarity for the rest WSs, we finish table 5.7.
precedence
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Jobs 0 1 2 5 6 3 4 8 7 9 10 Total Jobs 2 5 6 4 8 7 9 10 Total

Processing time 0.32 0.10 0.20 0.23 0.20 0.05 0.10 0.32 0.05 0.10 0.30 1.97 Processing time 0.20 0.23 0.20 0.10 0.32 0.05 0.10 0.30 1.97

Weights 1.72 1.65 1.40 1.20 0.92 0.87 0.82 0.72 0.45 0.40 0.30 Weights 1.40 1.20 0.92 0.82 0.72 0.45 0.40 0.30

Direct pre. 0,1 2 5 1 3 4,6 5 7,8 9 Direct pre. 2 5 4,6 5 7,8 9

WS. Jobs Ready jobs Processing Cumulative Remain WS. Jobs Ready jobs Processing Cumulative Remain
0, 1 time time time 2, 4 time time time

0 1 0.32 0.32 0.23 2 4, 5 0.20 0.20 0.35

I 1 2, 3 0.10 0.42 0.13 II 5 4, 6, 7 0.23 0.43 0.12
3 2, 4 0.05 0.47 0.08 4 6, 7 0.10 0.53 0.02

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Jobs 6 8 7 9 10 Total Jobs 7 9 10 Total
Processing time 0.20 0.32 0.05 0.10 0.30 1.97 Processing time 0.05 0.10 0.30 1.97

Weights 0.92 0.72 0.45 0.40 0.30 Weights 0.45 0.40 0.30

Direct pre. 6 7,8 9 Direct pre. 7 9

WS. Jobs Ready jobs Processing Cumulative Remain WS. Jobs Ready jobs Processing Cumulative Remain
6, 7 time time time 7 time time time

6 7, 8 0.20 0.20 0.35 7 9 0.05 0.05 0.50

III
8 7 0.32 0.52 0.03 IV 9 10 0.10 0.15 0.40
10 0.30 0.45 0.10

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WS. Jobs Ready jobs Processing Cumulative Remain

time time time 5.7 Simple single-model lines design
0 1 0.32 0.32 0.23
I 1 2, 3 0.10 0.42 0.13
3. Line balancing approach:
3 2, 4 0.05 0.47 0.08
2 4, 5 0.20 0.20 0.35 3. Largest candidate rule
II 5 4, 6, 7 0.23 0.43 0.12
4 6, 7 0.10 0.53 0.02 The assigned jobs rule of this technique as follows:
III 6 7, 8 0.20 0.20 0.35 Beginning with WS1, select & locate the largest
8 7 0.32 0.52 0.03
7 9 0.05 0.05 0.50 processing time jobs (in available jobs set).
IV 9 10 0.10 0.15 0.40
10 0.30 0.45 0.10
We apply this technique for the previous example as

TC = 0.55  The percentage of balance loss L = 10.4% below:

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5.7 Simple single-model lines design 5.7 Simple single-model lines design

3. Line balancing approach: 3. Line balancing approach:

3. Largest candidate rule 3. Largest candidate rule
Processing Considering WS 1:
0.05 time
7

0.20 0.30
There are only 2 available jobs for assignment (job 0 & 1). Job
0.32 0.20 0.23 0.32 0.10
0 2 5 6 8 9 10 0 has a longer processing time, then Job 0 is assigned. At that
time, we have only one available job (job 1) and it is assigned.
0.10 0.05 0.10
Work element Now, jobs 2 & 3 are available, but job 3 is only feasible
1 3 4
because remain time is 0.13 and job 3 is assigned to WS1 &
Precedence relationship diagram this WS time is 0.47. ( open WS2)

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5.7 Simple single-model lines design 5.7 Simple single-model lines design

3. Line balancing approach: 3. Line balancing approach:

3. Largest candidate rule 3. Largest candidate rule

Considering WS 2: Considering WS 3:

Now, Jobs 2 & 4 are available. Job 2 has priority to assign Similarity, we assign jobs 6, 8 to WS 3 & total WS time is 0.52
besause of larger processing time. Jobs 4 & 5 are available,
Considering WS 4:
but job 5 is assigned. At that time, jobs 4 & 7 are feasible
(because processing time of job 6 is over remain time - 0.12) & Similarity, jobs 7, 9, 10 are the last jobs for assigning to WS 4
job 4 is assigned  WS time is 0.53 ( open WS3) and total WS time is 0.45

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 0.05 0.05
7 7

0.32 0.20 0.23 0.20 0.32 0.10 0.30 0.20 0.23 0.20 0.32 0.10 0.30
0 2 5 6 8 9 10 2 5 6 8 9 10

0.10 0.05 0.10 0.10

1 3 4 4

WS. Jobs Ready jobs Processing Cumulative Remain WS. Jobs Ready jobs Processing Cumulative Remain
0, 1 time time time 2, 4 time time time

0 1 0.32 0.32 0.23 2 4, 5 0.20 0.20 0.35

I 1 2, 3 0.10 0.42 0.13 II 5 4, 6, 7 0.23 0.43 0.12

3 2, 4 0.05 0.47 0.08 4 6, 7 0.10 0.53 0.02

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0.05 0.05
7 7

0.20 0.32 0.10 0.30 0.10 0.30

6 8 9 10 9 10

WS. Jobs Ready jobs Processing Cumulative Remain

7 time time time
WS. Jobs Ready jobs Processing Cumulative Remain
7 9 0.05 0.05 0.50
6, 7 time time time
IV 9 10 0.10 0.15 0.40
6 7, 8 0.20 0.20 0.35
III
10 0.30 0.45 0.10
8 7 0.32 0.52 0.03
With small size problems, this technique provides faster solution than r.p.w.
technique. However, with large size ones, this technique has trouble
because of local optimum.
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WS. Jobs Ready jobs Processing Cumulative Remain
time time time 5.7 Simple single-model lines design
0 1 0.32 0.32 0.23 3. Line balancing approach:
I 1 2, 3 0.10 0.42 0.13
3 2, 4 0.05 0.47 0.08 4. Cycle time modification
2 4, 5 0.20 0.20 0.35
The above techniques design production lines with a given
II 5 4, 6, 7 0.23 0.43 0.12
cycle time. In general, the minimum number of WSs is
4 6, 7 0.10 0.53 0.02
equivalent to the minimum percentage of balance loss.
III 6 7, 8 0.20 0.20 0.35
8 7 0.32 0.52 0.03 For example in the above problem with 11 jobs, the balance
7 9 0.05 0.05 0.50 loss is 10.4% with 4 WSs solution, and the given cycle time is
IV 9 10 0.10 0.15 0.40 0.55. In reality, WS 3 has the longest total processing time is
10 0.30 0.45 0.10 0.53 and the cycle time can reduce to 0.53. At that time, the
percentage of balance loss is only 7%. If we continue to
TC = 0.55  The percentage of balance loss L = 10.4% reduce cycle time then the number of WS is increased.
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5.7 Simple single-model lines design 5.7 Simple single-model lines design

4. Some improvement techniques for LB problems: 4. Some improvement techniques for LB problems:

1. Improved work methods: reduce the processing time of jobs 4. Diversion of excess items: changing WIP/components if
necessary
2. Changed machining speeds: relevant to automated lines
(transfer lines) 5. The movement of workers: moving or changing workers if
necessary.
3. Increased operator performance: when bottle-neck occurs
we can increase operator performance for improving
solution.
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5.7 Simple single-model lines design 5.7 Simple single-model lines design

5. Some support techniques for LB problems: 5. Some support techniques for LB problems:
1. Parallel workstations or additional workers: 2. Cycle time is less than processing time:

a. Use extra time (overtime, under time,…) In this situation, we apply the above a, b, c cases  to reduce

b. Add more similar workstations if necessary. cycle time  get expected volume easily. We can assign

c. Use additional workers at bottle-neck WS. jobs to get solutions easily.

In realistic, we can use some extra workers who help bottle-

neck WS if necessary or re-arrange jobs to get balance
solutions.

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5.7 Simple single-model lines design 5.7 Simple single-model lines design

5. Some support techniques for LB problems: 6. Location of quality inspection in flow lines:

1. Locate quality inspection (QI) before high operational cost

3. Division of work elements: WS to avoid high-quality cost from this WS.

Work elements can be broken down to improve balance 2. Locate QI before some consecutive WSs which are difficult
solutions. For example, we can drill 2 holes at 2 separated to control and inspect.

WSs to reduce WS time (WS time is increased if we drill at 3. Locate QI after WS that has a high defective rate.
the same WS).
4. Locate QI before WS with previous defective WIPs are
difficult to detect (such as painting or assembly process)
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5.7 Simple single-model lines design

6. Location of quality inspection in flow lines:

5. Locate QI before WS where defective WIPs can not return to

rework.
6. Locate QI before WS with defective WIPs may have
occurred.
7. Locate QI before the area where responsibilities are
transferred to the next stages, for example before the
assembly process, or transferring to next stages to
continue processing …

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