8 - 1 chapter 8: location strategies. 8 - 2 outline the strategic importance of location factors...
TRANSCRIPT
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8 - 1
Chapter 8: Location StrategiesChapter 8: Location Strategies
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8 - 2
Outline
The Strategic Importance of Location
Factors That Affect Location Decisions
Labor Productivity
Exchange Rates and Currency Risks
Costs
Political Risk, Values, and Culture
Proximity to Markets
Proximity to Suppliers
Proximity to Competitors (Clustering)
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8 - 3
Outline – Continued
Methods of Evaluating Location Alternatives The Factor-Rating Method
Locational Break-Even Analysis
Center-of-Gravity Method
Transportation Model
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Outline – Continued
Service Location Strategy
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To (A)Albuquerque
(B)Boston
(C)Cleveland
(D) Des Moines
(E) Evansville
(F) Fort Lauderdale
Warehouse requirement 300 200 200
Factory capacity
300
300
100
700
$5
$5
$4
$4
$3
$3
$9
$8
$7
From
Northwest-Corner Rule
100
100
100
200
200
Figure C.3
Means that the firm is shipping 100 bathtubs from Fort Lauderdale to Boston
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Northwest-Corner Rule
Computed Shipping Cost
Table C.2
This is a feasible solution but not necessarily the lowest cost alternative
RouteFrom To Tubs Shipped Cost per Unit Total Cost
D A 100 $5 $ 500E A 200 8 1,600E B 100 4 400F B 100 7 700F C 200 5 $1,000
Total: $4,200
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Intuitive Lowest-Cost Method
To (A)Albuquerque
(B)Boston
(C)Cleveland
(D) Des Moines
(E) Evansville
(F) Fort Lauderdale
Warehouse requirement 300 200 200
Factory capacity
300
300
100
700
$5
$5
$4
$4
$3
$3
$9
$8
$7
From
100
100
200
300
Total Cost = $3(100) + $3(100) + $4(200) + $9(300)= $4,100
Figure C.4
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Intuitive Lowest-Cost Method
To (A)Albuquerque
(B)Boston
(C)Cleveland
(D) Des Moines
(E) Evansville
(F) Fort Lauderdale
Warehouse requirement 300 200 200
Factory capacity
300
300
100
700
$5
$5
$4
$4
$3
$3
$9
$8
$7
From
100
100
200
300
Total Cost = $3(100) + $3(100) + $4(200) + $9(300)= $4,100
Figure C.4
This is a feasible solution, and an improvement over the previous solution, but not necessarily the lowest
cost alternative
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8 - 9
To (A)Albuquerque
(B)Boston
(C)Cleveland
(D) Des Moines
(E) Evansville
(F) Fort Lauderdale
Warehouse requirement 300 200 200
Factory capacity
300
300
100
700
$5
$5
$4
$4
$3
$3
$9
$8
$7
From
Northwest-Corner Rule
100
100
100
200
200
Figure C.3
Means that the firm is shipping 100 bathtubs from Fort Lauderdale to Boston
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Stepping-Stone Method
1. Select any unused square to evaluate
2. Beginning at this square, trace a closed path back to the original square via squares that are currently being used
3. Beginning with a plus (+) sign at the unused corner, place alternate minus and plus signs at each corner of the path just traced
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Stepping-Stone Method
4. Calculate an improvement index by first adding the unit-cost figures found in each square containing a plus sign and subtracting the unit costs in each square containing a minus sign
5. Repeat steps 1 though 4 until you have calculated an improvement index for all unused squares. If all indices are ≥ 0, you have reached an optimal solution.
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8 - 12
Stepping-Stone Method
To (A)Albuquerque
(B)Boston
(C)Cleveland
(D) Des Moines
(E) Evansville
(F) Fort Lauderdale
Warehouse requirement 300 200 200
Factory capacity
300
300
100
700
$5
$5
$4
$4
$3
$3
$9
$8
$7
From
100
100
100
200
200
+-
-+
Figure C.5
Des Moines- Boston index
= $4 - $5 + $8 - $4
= +$3
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8 - 13
Stepping-Stone Method
To (A)Albuquerque
(B)Boston
(C)Cleveland
(D) Des Moines
(E) Evansville
(F) Fort Lauderdale
Warehouse requirement 300 200 200
Factory capacity
300
300
100
700
$5
$5
$4
$4
$3
$3
$9
$8
$7
From
100
100
100
200
200
Figure C.6
Start
+-
+
-+
-
Des Moines-Cleveland index
= $3 - $5 + $8 - $4 + $7 - $5 = +$4
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Stepping-Stone Method
To (A)Albuquerque
(B)Boston
(C)Cleveland
(D) Des Moines
(E) Evansville
(F) Fort Lauderdale
Warehouse requirement 300 200 200
Factory capacity
300
300
100
700
$5
$5
$4
$4
$3
$3
$9
$8
$7
From
100
100
100
200
200Evansville-Cleveland index
= $3 - $4 + $7 - $5 = +$1
(Closed path = EC - EB + FB - FC)
Fort Lauderdale-Albuquerque index
= $9 - $7 + $4 - $8 = -$1
(Closed path = FA - FB + EB - EA)
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Stepping-Stone Method
1. If an improvement is possible, choose the route (unused square) with the largest negative improvement index
2. On the closed path for that route, select the smallest number found in the squares containing minus signs
3. Add this number to all squares on the closed path with plus signs and subtract it from all squares with a minus sign
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8 - 16
Stepping-Stone Method
To (A)Albuquerque
(B)Boston
(C)Cleveland
(D) Des Moines
(E) Evansville
(F) Fort Lauderdale
Warehouse requirement 300 200 200
Factory capacity
300
300
100
700
$5
$5
$4
$4
$3
$3
$9
$8
$7
From
100
100
100
200
200
Figure C.7
+
+-
-
1. Add 100 units on route FA2. Subtract 100 from routes FB3. Add 100 to route EB4. Subtract 100 from route EA
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8 - 17
Stepping-Stone Method
To (A)Albuquerque
(B)Boston
(C)Cleveland
(D) Des Moines
(E) Evansville
(F) Fort Lauderdale
Warehouse requirement 300 200 200
Factory capacity
300
300
100
700
$5
$5
$4
$4
$3
$3
$9
$8
$7
From
100
200
100
100
200
Figure C.8
Total Cost = $5(100) + $8(100) + $4(200) + $9(100) + $5(200)= $4,000
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Service Location Strategy
1. Purchasing power of customer-drawing area
2. Service and image compatibility with demographics of the customer-drawing area
3. Competition in the area
4. Quality of the competition
5. Uniqueness of the firm’s and competitors’ locations
6. Physical qualities of facilities and neighboring businesses
7. Operating policies of the firm
8. Quality of management
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Chapter 9 : Layout StrategiesChapter 9 : Layout Strategies
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Outline
The Strategic Importance of Layout Decisions
Types of Layout
Office Layout
Retail Layout
Warehousing and Storage Layouts
Fixed-Position Layout
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Outline – Continued
Process-Oriented Layout
Work Cells Requirements of Work Cells
Staffing and Balancing Work Cells
The Focused Work Center and the Focused Factory
Repetitive and Product-Oriented Layout Assembly-Line Balancing
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Strategic Importance of Layout Decisions
The objective of layout strategy is to develop an effective and
efficient layout that will meet the firm’s competitive requirements
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Layout Design Considerations
Higher utilization of space, equipment, and people
Improved flow of information, materials, or people
Improved employee morale and safer working conditions
Improved customer/client interaction
Flexibility
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Types of Layout
1. Office layout
2. Retail layout
3. Warehouse layout
4. Fixed-position layout
5. Process-oriented layout
6. Work-cell layout
7. Product-oriented layout
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Types of Layout
1. Office layout: Positions workers, their equipment, and spaces/offices to provide for movement of information
2. Retail layout: Allocates shelf space and responds to customer behavior
3. Warehouse layout: Addresses trade-offs between space and material handling
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Types of Layout
4. Fixed-position layout: Addresses the layout requirements of large, bulky projects such as ships and buildings
5. Process-oriented layout: Deals with low-volume, high-variety production (also called job shop or intermittent production)
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Types of Layout
6. Work cell layout: Arranges machinery and equipment to focus on production of a single product or group of related products
7. Product-oriented layout: Seeks the best personnel and machine utilizations in repetitive or continuous production
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Layout Strategies
Objectives Examples
Office Locate workers requiring frequent contact close to one another
Allstate Insurance
Microsoft Corp.
Retail Expose customer to high-margin items
Kroger’s Supermarket
Walgreen’s
Bloomingdale’s
Warehouse (storage)
Balance low cost storage with low-cost material handling
Federal-Mogul’s warehouse
The Gap’s distribution center
Project (fixed position)
Move material to the limited storage areas around the site
Ingall Ship Building Corp.
Trump Plaza
Pittsburgh Airport
Table 9.1
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Layout Strategies
Objectives Examples
Job Shop (process oriented)
Manage varied material flow for each product
Arnold Palmer Hospital
Hard Rock Cafe
Olive Garden
Work Cell (product families)
Identify a product family, build teams, cross train team members
Hallmark Cards
Wheeled Coach
Standard Aero
Repetitive/ Continuous (product oriented)
Equalize the task time at each workstation
Sony’s TV assembly line
Toyota Scion
Table 9.1
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Good Layouts Consider
Material handling equipment
Capacity and space requirements
Environment and aesthetics
Flows of information
Cost of moving between various work areas