The scenario initially chosen (ANT) refers to SAPLIMP software. The 53 tasks are performed on a single line, with a C = 72s, 19 workstations and 21 work posts (equal to the number of human resources), a total inactive time of about 88.26s (Table 3) and an efficiency of 94%. Considering the original scenario to produce more 80 bicycles per day, were reduced 4 work posts and consequently4 workers and 6 workstations. With this scenario, the efficiency in the line increment 32.03% (61,97% to 94%).
Table 3 - Scenario chosen by SAPLIMP software
All SAPLIMP scenarios (ANSA, GA, ANT) allow to respect the capacity to produce 400 units in 480 minutes, yet resource allocations differ (Table 2). The scenario (ANT) was chosen because this configuration …show more content…
However, the scenario is limited to the capacity of 345 units in 480 minutes, since must respect C = 83.34s. Consequently, these results do not achieve the objective of the present study (400 bicycles in 480 minutes), because it is necessary taking 560 minutes in order to assembly 400 bicycles. Thus, depending on the time horizon (e.g., 480 minutes) of the demand (e.g., 400 bicycles), in the real context, the manager can also opt for the results generated by the POM® software and use the extra hours to produce more 55 bicycles (345 + 55 = 400). This scenario could be also admissible and profitable if the priority of the manager was the 400 bicycles per day, because is more efficient in allocating tasks (94.94%). Naturally, this scenario presents fewer workstations where it is necessary to perform tasks in the two distinct environments previously mentioned (work table and swivel carpet). So, with more easily configuration in order to machines, tools and equipment of small size, in relation to the original scenario, it is possible implementing an admissible solution and with lower implementation …show more content…
The assembly line that serves as a basis for the development of this work, as already mentioned, contemplates 25 human resources and its production capacity around 320 bicycles in 480 minutes of operation. In view of the above, any chosen scenario should not always depend only on imposing demand, but also on essential adjustments (e.g., configuration, acquisition of new resources, exposure of workers to work-related musculoskeletal disorders (WMSDs), redundancies) without compromising profits and health and safety of human resources. In both scenarios, there would be redundancies, or extra human resources would be allocated to the tasks of supplying the assembly line, or would be reinforcements to lid pauses, absenteeism, among
Table 3 - Scenario chosen by SAPLIMP software
All SAPLIMP scenarios (ANSA, GA, ANT) allow to respect the capacity to produce 400 units in 480 minutes, yet resource allocations differ (Table 2). The scenario (ANT) was chosen because this configuration …show more content…
However, the scenario is limited to the capacity of 345 units in 480 minutes, since must respect C = 83.34s. Consequently, these results do not achieve the objective of the present study (400 bicycles in 480 minutes), because it is necessary taking 560 minutes in order to assembly 400 bicycles. Thus, depending on the time horizon (e.g., 480 minutes) of the demand (e.g., 400 bicycles), in the real context, the manager can also opt for the results generated by the POM® software and use the extra hours to produce more 55 bicycles (345 + 55 = 400). This scenario could be also admissible and profitable if the priority of the manager was the 400 bicycles per day, because is more efficient in allocating tasks (94.94%). Naturally, this scenario presents fewer workstations where it is necessary to perform tasks in the two distinct environments previously mentioned (work table and swivel carpet). So, with more easily configuration in order to machines, tools and equipment of small size, in relation to the original scenario, it is possible implementing an admissible solution and with lower implementation …show more content…
The assembly line that serves as a basis for the development of this work, as already mentioned, contemplates 25 human resources and its production capacity around 320 bicycles in 480 minutes of operation. In view of the above, any chosen scenario should not always depend only on imposing demand, but also on essential adjustments (e.g., configuration, acquisition of new resources, exposure of workers to work-related musculoskeletal disorders (WMSDs), redundancies) without compromising profits and health and safety of human resources. In both scenarios, there would be redundancies, or extra human resources would be allocated to the tasks of supplying the assembly line, or would be reinforcements to lid pauses, absenteeism, among