OPERATIONS

MANAGEMENT
PROCESS SELECTION AND FACILITY LAYOUT
 LEARNING OBJECTIVES
AFT ER COMPL E TI N G TH I S CHA P TER, Y O U S HO U L D BE
ABL E T O:
1. EXPLAI N THE S TRATE G I C I M P O
RTA NCE O F P ROCESS SEL ECTI O N
2. DES CRI BE TH E I N FL UE NCE THA T P RO CES S S EL ECTI O N H AS O N
OR GANI ZAT I ON
3. COMPARE TH E BAS I C P RO CES S I NG TY P ES
4. EXPLAI N THE N E E D FOR M A NA GEM ENT O F TECH N O L O GY
5. LI S T S OME RE AS ON S FOR REDES I GN O F LA Y O U TS
6. DES CRI BE TH E BAS I C L AY O UT TY P ES , A ND THE M AI N AD VAN TAGES
AND DI SADV AN TAG E S OF EA CH
7. S OL VE SI MPL E L I N E - BA LA NCI NG P RO BLEM S
8. DEVELOP SI MPL E PROCES S LA Y O UTS
 PROCESS SELECTION
refers to deciding on the way
production of goods or services will be
organized.
has major implications for capacity
planning, layout of facilities,
equipment, and design of work
systems.
occurs as a matter of course when new
products or services are being
planned.
occurs periodically due to
technological changes in products or
equipment, as well as competitive
pressures.
How an organization approaches process
selection is determined by the
organization's process strategy.
Key aspects include:
Cap i t al i nt e ns i t y- the mi x of equi p men t a n d l a b or t h a t
wi l l b e used by th e org a n i z a t i on .

Pr oc e ss fl e x i bi l i t y- the d eg ree to wh i c h th e s ys t em
can b e adj us ted to c h a n ges i n proces s i n g req ui rem ents
due t o such f a c tors a s c ha n ges i n prod uct or s er v ice
des i g n, chan g es i n v ol ume proces s ed , a n d ch a n g es in
technol og y.
 Process choice is demand driven.
Three primary questions bear on
process selection:

1. How much variety in products or services will the system need to handle?
2. What degree of equipment flexibility will be needed?
TO MAI NTA I N TO EXCEED TH E
3. What is the expected volume of output?
THE H I GHEST EXPECTATI ON S OF
LEVELS OF THE CUSTO ME RS
QUALI TY AND PROVI DE
S ER VI CES SO THEM WI TH TH E
THAT WE CAN Answers to these questions will serve BES
as aTguide
I NTER
toNselecting
ET an
PR OVI DE THE appropriate process. S ER VI CES A N D
BES T I NTER N E T THE MOST
S ER VI CES I N R EL I ABLE
THE COUNT RY. S UPPORT SYS TE M.
 PROCESS TYPES
1 J OB S HOP
A j ob s hop us ua l l y o p e r a te s o n a re l a ti v e ly
s ma l l s ca l e. I t i s us e d when a lo w v o lume o f
hi g h- v a r i et y g o o d s o r se r v i ce s wi ll b e n e e de d.
2 BATCH
Ba t ch pr oces s i n g i s use d whe n a mo de ra te
v ol ume of g oo d s o r s e r v i c e s i s de si re d, a n d i t
ca n h a ndle a mo d e r a t e v a ri e ty i n p ro ducts o r
s e r v i ces .

3 REPETI TI VE
Re p et i t i v e pr o ce ss i n g i s u se d whe n hi ghe r
v ol umes of mo r e s t a n d a r di z e d go o ds o r
s e r v i ces a r e ne e d e d .
 PROCESS TYPES

4 CONTI NUOU S
A c ont i nuous s ys t e m i s use d whe n a v e ry hi gh
v ol ume of non d i s cr e t e , hi ghly sta n da rdi z e d
out put i s des i r e d .

5 PR OJECT
A p r oj e ct i s us e d f o r wo r k tha t i s n o n ro uti n e ,
wi t h a uni que s e t o f o b j e cti v e s to b e
a cc ompli s hed i n a li mi t e d ti me f ra me .
PRODUCT OR SERVICE
PROFILING
Product or service profiling can be used to avoid
any inconsistencies by identifying key product or
service dimensions and then selecting appropriate
processes. Key dimensions often relate to the
range of products or services that will be
processed, expected order sizes, pricing strategies,
expected frequency of schedule changes, and
order-winning requirements.
 SUSTAINABLE
PRODUCTION
I T I S T HE CR EATI O N O F GO O DS AN D
SER VI C ES US I NG P RO C ES S E S AN D S Y S T E M S
THAT ARE: NO N- P O L L UT I N G; CO N S E R VI N G
OF ENERGY AND NATURAL R E S O U R CE S ;
EC ONOMI CAL L Y EF F I C I EN T ; S AF E AN D
HEAL THFUL F O R WO RK E R S , CO MM U N I T I E S ,
AND C ONSUM ERS ; AND SO CI AL L Y AN D
C REATI VEL Y REWARDI NG F O R AL L W O R KI N G
P EOPL E.
 How To Achieve Sustainable
Production
1 " wastes and ec ol og i c a l l y i n compa t i b l e b yprod uct s a r e
r ed uced, el i mi n a ted or recycl ed on -s i t e;

2 che mi cal sub s ta n c es or ph ys i ca l a gen t s a n d

con di t i ons tha t p res en t h a z a rd s t o h uma n h ea l t h o r
the e nvi ronmen t a re el i mi n a t ed

3 ene rg y and ma teri a l s a re con s erv ed , a n d t h e f orms

of energ y and ma teri a l s us ed a re mos t a ppropri ate
f or the desi red en ds ; a n d

4 wor k s paces a re des i g n ed t o mi n i mi z e or el i mi n ate

che mi cal , er g on omi c a n d ph ys i ca l h a z a rd . "
 LEAN PROCESS
DESIGN
f ocuses on v a ri a n c e reduct i on i n work l oa d ov er
t he e nti re pr oc es s to a c h i ev e l ev el prod uct i on
and t hereby i mp rov e p ro ces s f l ow.
of t en transl ated i n to p ract i ce us i n g cel l ul a r
l ayouts
 TECHNOLOGY
r ef ers to appl i c a ti on s of s ci en t i f i c d i s cov eri es t o the
dev el o pment a n d i mp rovemen t of good s a n d s er v ices a nd /o r
t he p rocesses th a t p roduce or prov i d e t h em.
can i nvol ve s uc h f a c tors a s k n owl ed ge, ma t eri a l s , m etho d s,
and e qui pme n t

PROCESS INFORMATION
TECHNOLOGY TECHNOLOGY
I NCLUDES ME TH ODS , I S THE SCI E N C E AN D US E O F
PR OCEDURES , AN D COMPUTERS AN D OTH ER
EQUI PMENT US E D TO ELECTRONI C E QUI PME N T TO
PR ODUCE G OODS AN D S TORE, PRO C E S S , AN D S END
PR OVI DE SE RVI C E S . I NF ORMATI ON .
 TECHNOLOGICAL
INNOVATION

r ef ers to the di s c ov ery an d d ev el opmen t of n ew o r

i mp roved produc ts , s erv i ces , or proces s es f or
p r o duci ng or p rov i di n g th em
 AUTOMATION
is a machinery that has sensing and control
devices that enable it to operate automatically.
 THREE KINDS OF AUTOMATION
FIXED
AUTOMATION
I S THE LEAS T FL E XI BL E . I T
US ES H I GH- C OS T,
S PECI ALI ZED E QUI PME NT
FOR A FI XED S E QUE N C E
OF OPERATI ON S .
PROGRAMMABLE
AUTOMATION
INVOLVES THE USE OF HIGH-COST,
GENERAL-PURPOSE EQUIPMENT
CONTROLLED BY A COMPUTER
PROGRAM THAT PROVIDES BOTH THE
SEQUENCE OF OPERATIONS AND
SPECIFIC DETAILS ABOUT EACH
OPERATION.
COMPUTER-AIDED
MANUFACTURING- THE USE OF
COMPUTERS IN PROCESS CONTROL
NUMERICALLY CONTROLLED
MACHINES- MACHINES THAT
PERFORM OPERATIONS BY
FOLLOWING MATHEMATICAL
PROCESSING INSTRUCTIONS.
FLEXIBLE
AUTOMATION
USES EQUIPMENT THAT IS MORE
CUSTOMIZED THAN THAT OF
PROGRAMMABLE AUTOMATION.
FLEXIBLE MANUFACTURING SYSTEM
-IS A GROUP OF MACHINES DESIGNED
TO HANDLE INTERMITTENT PROCESSING
REQUIREMENTS AND PRODUCE A
VARIETY OF SIMILAR PRODUCTS.
COMPUTER-INTEGRATED
MANUFACTURING
-A SYSTEM FOR LINKING A BROAD
RANGE OF MANUFACTURING ACTIVITIES
THROUGH AN INTEGRATING COMPUTER
SYSTEM.
 LAYOUT
r ef ers to the c on f i g ura ti on of
dep artments, work c en te rs , a n d
equi p ment, wi th p a rti c ul a r emph a s i s on
mov ement of work ( c us t omers or
mat eri al s) throug h th e s y s t em.

LAYOUT DEC I S I ON S ARE I M P O RTA NT FO R THR EE

BAS I C REAS ON S :
1. t he y r equi re s ubs ta n ti a l i n v es t men t s of mon ey a nd
ef f ort;
2. t he y i nvol ve l on g - term commi t men t s , wh i ch ma k es
mi stakes di f f i c ul t to ov e rcome;
3. t he y h ave a s i g n i f i c a n t i mpa ct on t h e cos t a n d
ef f i ci e ncy of op era ti on s .
 SUPPORTING OBJECTIVES OF
LAYOUT DESIGN:
1 to f aci l i tate a tta i n men t of prod uct or s erv i ce q u a l ity

2 to use worke rs a n d s p a ce ef f i ci en t l y

3 to avoi d bot tl en ec k s

4 to mi n i mi z e ma teri a l h a n d l i n g cos t s

5 to el i mi nate un n ec es s a ry mov emen t s of

wor kers or ma teri a l s
6 to mi n i mi z e p roduc ti on t i me or cus t omer
ser vi ce ti me
7 to desi g n f or s a f ety
 THREE TYPES OF LAYOUT

PRODUCT PROCESS FIXED-POSITION

LAYOUTS LAYOUTS LAYOUTS

AR E MOST C ON DUC I VE ARE USED FOR ARE USED WHEN

TO REPETI TI VE INTERMITTENT PROJECTS REQUIRE
PR OCESSI NG PROCESSING LAYOUTS
 PRODUCT LAYOUTS

Production Line U-shaped Assembly Line

Layouts
S TANDARDI ZE D L AYOUT A RRA NGED S TANDARDI ZE D L AYOUT A RRA NGED
ACCORDI NG TO A FI XE D S EQ UENCE PER MI TS I N C RE AS E D ACCORDI NG TO A FI XE D S EQ UENCE
OF PRODUC TI ON TAS KS. COMMUNI CATI ON AMONG OF ASSEMB L Y TAS KS .
WOR KERS O N TH E L I N E BECA US E
WOR KERS A RE C L US TE RED.
PROCESS LAYOUTS
AR E DESI GNE D TO PROCES S I TEM S O R
PR OVI DE SE RVI C E S TH A T I NV O LV E A
VAR I ETY OF PROC E S S I N G REQ UI REM ENTS .
THE VARI ETY OF JOBS THA T A RE
PR OCESSED RE QUI RE S FREQ UENT
ADJ USTMENTS TO E QU I P M ENT.
FIXED-POSITION LAYOUTS
LAYOUT I N WH I C H TH E P RO DUCT O R
PR OJECT RE MAI N S S TA TI O NA R, A ND
WOR KERS, MATE RI AL S , A ND EQ UI P M ENT
AR E MOVED AS N E E DE D. THI S I S I N
MAR KED CO N TRAS T TO P RO DUCT A ND
PR OCESS LA YOUTS .
CELLULAR PRODUCTION
I S A T YPE O F L AYOUT I N WHI CH
WOR KSTATI ON S ARE GRO UP ED I NTO
WHAT I S REFE RRE D TO A S A CELL THA T
CAN PROCE S S I TE MS TH A T HA V E A
S I MI L AR PRO C E S S I N G R EQ UI REM ENTS .
 CELLULAR PRODUCTION
I S A T YPE O F L AYOUT I N WHI CH WO RKS TA TI ON S
AR E GROUP E D I N TO WH A T I S REFERRED TO AS A
CEL L T HAT C AN PROC E S S I TEM S THA T HA V E A
S I MI L AR PRO C E S S I N G R EQ UI REM ENTS .

Single-minute
exchange of die
ENABLES AN ORGANIZATION TO
QUICKLY CONVERT A MACHINE
OR PROCESS TO PRODUCE A
DIFFERENT (BUT SIMILAR)
PRODUCT TYPE.
Right-sized
equipment
IS OFTEN SMALLER THAN EQUIPMENT
USED IN TRADITIONAL PROCESS LAY-
OUTS, AND MOBILE, SO THAT IT CAN
QUICKLY BE RECONFIGURED INTO A
DIFFERENT CELLULAR LAYOUT IN
DIFFERENT LOCATION.
 GROUP TECHNOLOGY
THE GROUPI N G I N TO PA RT FA M I LI ES O F I TEMS
WI T H SI MI L AR DE S I G N O R M A NUFA CTURI NG
CHARACTER I S TI C S .

Design Manufacturing
Characteristics Characteristics
INCLUDE SIZE, SHAPE, AND INVOLVE THE TYPE AND SEQUENCE OF
FUNCTION OPERATIONS REQUIRED
 SERVICE LAYOUTS
CAN OFTEN BE C ATE G ORI Z ED A S
PR ODUCT, PROC E S S , O R FI X ED-P O S I TI O N
LAYOUTS. TH E DE G RE E O F CUS TO M ER
CON TACT A N D TH E DE GREE O F
CUS TOMI ZA TI ON ARE T WO KEY FA CTO RS
I N S ERVI CE L AYOUT DE S I GN.
WAREHOUSE AND STORAGE
LAYOUTS
THE DESI GN OF S TORA GE FA CI LI TI ES
PR ESENTS A DI FFE RE N T S ET O F FA CTO RS
THAN THE DE S I G N OF F A CTO RY LA Y O UTS .
FR EQUENCY OF ORDE R A ND A NY
COR RELATI ON S BE TWEEN I TEM S A RE
I MPORTANT C ON S I DE RA TI O NS .
 RETAIL LAYOUTS

DES I GNERS MUS T TAK E I NTO A CCO UNT

THE PRESEN C E OF C USTO M ERS A ND THE
OPPORTUNI TY TO I N FLUENCE S A LES
VOL UME AN D C US TOM ER A TTI TUDES
THR OUGH CARE FUL L Y DES I GNED
LAYOUTS. TRAFFI C PAT TERNS A ND
TR AFFI C FLOW ARE I MPO RTA NT FA CTO RS
TO CONSI DER.
 OFFICE LAYOUTS

AR E UNDERG OI N G TRANS FO RM A TI O NS A S
THE F LOW O F PAPE RW O RK I S REP LA CED
WI T H THE I N C RE AS I N G US E O F
ELECTRONI C C OMMUNI CA TI O NS . THI S
LES SENS THE N E E D TO P LA CE O FFI CE
WOR KERS I N A L AYOUT TH AT OPTI MI Z ES
THE PHYSI CAL TRAN S FER O F
I NF ORMATI ON OR PAPERWO RK .
AUTOMATION IN SERVICE

US ED TO I MPROVE PRO DUCTI V I TY A ND

R EDUCE COS TS I N S E RV I CES . I T M EA NS
MOR E STAN DARDI ZE D S ERV I CES A ND LES S
NEED TO I N VOL VE TH E CUS TO M ERS
DI R ECTLY.
 LINE BALANCING

THE PROCESS OF AS S I G NI NG TA S KS TO
WOR KSTATI ON S I N S UC H A WA Y THA T
THE WORKS TATI ON S H A V E
APPROXI MA TE L Y E QUA L TI M E
R EQUI REMEN TS .
 CYCLE TIME
THE MAXI MUM TI ME AL LO WED A T EA CH
WOR KSTATI ON TO C OMP LETE I TS S ET O F
TAS KS ON A UN I T
THE MINIMUM AND MAXIMUM CYCLE
TIMES ARE IMPORTANT BECAUSE
THEY ESTABLISH THE POTENTIAL
RANGE OF OUTPUT FOR THE LINE,
WHICH WE CAN COMPUTE USING THE
FOLLOWING FORMULA:

OUT PUT RATE = OPERATI NG TI ME PE R DA Y

CYCLE TI ME
Suppose that the work required to fabricate a certain product can be
divided up into five elemental tasks, with the task times and
precedence relationships as shown in the following diagram:

0,1 MIN, 0,7 MIN, 1.0 MIN, 0,5 MIN, 0,2 MIN,

mi ni mum cycl e ti me- l ongest task ti me ( 1. 0 mi nute)

maxi mum cycl e ti me- sum of the task ti mes ( 0. 1+0. 7+1. 0+0. 5+0. 2=2. 5 mi nutes)

OUT PUT RATE = OPERATI NG TI ME PE R DA Y

CYCLE TI ME

Assume that the line will operate for eight hours per day (480 minutes). With a cycle time of 1.0 minute,
output would be:
480 minutes per day= 480 units per day
1.0 minute per unit
With a cycle time of 2.5 minutes, the output would be
480 minutes per day= 480 units per day
2.5 minutes per unit
The number of workstations that will be needed is a function of both
the desired output rate and our ability to combine elemental tasks
into workstations. We can determine the theoretical minimum
number of stations necessary to provide a specified rate of output
as follows:

t
Nmin =
Cycle time
where
N min = theoretical minimum number of stations
t = sum of task times
Suppose the desired rate of output is the maximum of 480 units per day. This will require a cycle time
of 1.0 minute. The minimum number of stations required to achieve this goal is

N min = 2.5 minutes per unit = 2.5 stations

1 minute per unit per station

Because 2.5 stations is not feasible, it is necessary to round up to three stations.

PRECEDENCE DIAGRAM
A DI AGRAM TH AT S H OWS ELEM ENTA L
TAS KS AND TH E I R PRE CEDENCE
R EQUI REMEN TS
The number of workstations that will be needed is a function of both
the desired output rate and our ability to combine elemental tasks
into workstations. We can determine the theoretical minimum
number of stations necessary to provide a specified rate of output
as follows:

t
Nmin =
Cycle time
where
N min = theoretical minimum number of stations
t = sum of task times
Suppose the desired rate of output is the maximum of 480 units per day. This will require a cycle time
of 1.0 minute. The minimum number of stations required to achieve this goal is

N min = 2.5 minutes per unit = 2.5 stations

1 minute per unit per station

Because 2.5 stations is not feasible, it is necessary to round up to three stations.

 GUIDELINES FOR LINE
BALANCING
I N BALANCI N G AN AS S EM BLY LI NE, TA S KS A RE ASSI GN ED
ONE AT A TI ME TO T HE LI N E , S TARTI N G A T THE FI RS T
WOR KSTATI ON . AT E AC H S TEP , THE UNA S S I GNED TASKS
AR E CHECKED TO DE TE RM I NE WHI CH A RE ELI GI BL E FO R
AS S I GNMENT. N E XT, TH E ELI GI BLE TA S KS A RE CH ECKED
TO SEE WHI C H OF TH EM WI LL FI T I N THE WO R K STATI O N
BEI NG LOADE D. A H E UR I S TI C I S US ED TO S ELECT O N E O F
THE T ASKS TH AT WI L L FI T, A ND THE TA S K I S ASSI GN ED .
THI S PROCE S S I S RE PE A TED UNTI L THERE A RE N O
ELI GI BLE TAS K S TH AT W I LL FI T. THEN THE
WOR KSTATI ON C AN BE LO A DED. THI S CO NTI NU ES U N TI L
ALL T ASKS A RE AS S I G N ED. THE O BJ ECTI V E I S T O
MI N I MI Z E THE I DLE TI ME FOR TH E LI NE S UBJ ECT TO
TECHNOLOG I C AL AN D O UTP UT CO NS TRA I NTS .
 OTHER FACTORS
THE PRECEDI N G DI S C U S S I O N O N LI NE
BAL ANCI NG PRE S E N TS A RELA TI V ELY
S TR AI GHTFORWARD AP P RO A CH TO
APPROXI MA TI N G A BALA NCED LI NE. I N
PR ACTI CE, TH E ABI L I TY TO DO THI S US UA LLY
I NVOLVES ADDI TI ON AL CO NS I DERA TI O NS , S O M E
OF WHI CH ARE TE C H N I CA L. TECHNI CA L
CON SI DERA TI ON S I N C L UDE S KI LL
R EQUI REMEN TS OF DI FFERENT TA S KS .
DEVELOPI N G A WORK ABLE P LA N FO R
BAL ANCI NG A L I N E MAY A LS O REQ UI RE
CON SI DERA TI ON OF H UM A N FA CTO RS A S WELL
AS EQUI PME N T AN D S PA CE LI M I TA TI O NS .
 OTHER APPROACHES
1 PAR ALLEL WORKS TATI O NS
I n cr ea s e t he wo r k f lo w a n d p ro v i de
f l e x i b i l i t y.

2 DYN AMI C LI N E BAL AN C I NG

An o t her a ppr o a ch t o a chi e v i n g a b a la n ce d
l i n e i s t o cr o s s - t r ai n wor ker s so t h a t t he y a r e
a b l e t o per f or m mo r e t ha n o n e ta s k .

3 MI XED MODE L L I N E
An o t her a ppr o a ch i s t o d esi gn a l i n e to
ha n dl e mor e t ha n o n e p r oduct o n the sa me
t i me.
DESIGNING PROCESS
LAYOUTS
THE MAI N I SS UE I N DE S I GNI NG P RO CES S
LAYOUTS CO N C E RN S TH E RELA TI V E
POS I T I ONI N G OF TH E DEP A RTM ENTS I NV O LV E D .
LAYOUTS CA N AL S O BE I NFLUENCED BY
EXT ERNAL FAC TORS S U CH A S THE LO CA TI O N O F
ENT RANCES , L OADI N G DO CK S , ELEV A TO RS ,
WI N DOWS, AN D ARE AS O F REI NFO RCED
FLOORI NG. AL S O I MPORTA NT A RE NO I S E
LEVELS, SAF E TY, AN D THE S I Z E A ND LO CA TI ON S
OF RESTROOMS .
 MEASURES OF
EFFECTIVENESS
ONE OF THE MAJOR OB J ECTI V ES I N P RO CES S
LAYOUT I S T O MI N I MI Z E TRA NS P O RTA TI O N
COS T, DI STAN C E , OR TI M E. THI S I S US UA LLY
ACCOMPLI S H E D BY L OC A TI NG DEP A RTM ENTS
WI T H RELAT I VE L Y H I G H I NTERDEP A RTM ENTA L
WOR K FLOW AS C L OS E TO GETHER A S P O S S I BL E.
 THE DESIGN OF PROCESS LAYOUTS
REQUIRES THE FOLLOWING
INFORMATION:
1. A l i st of depa rtmen ts or work cen t ers t o b e a rra ng ed , their
ap p roxi mate di men s i on s, a n d t h e d i men s i on s of the b u il d ing o r
bui l d i ng s tha t wi l l h ous e t h e d epa rt men t s .
2. A p roj ecti on of f uture work f l ows b et ween t h e va r io u s w o r k
cen ters.
3. The d i stance between l o ca t i on s a n d t h e cos t per u nit o f
di stance to mov e l oa ds b et ween l oca t i on s .
4. The amount of mon ey to b e i n v es t ed i n t h e l a yo u t.
5. A l i st of any s p ec i a l c on s i d era t i on s (e. g. , opera t i o ns tha t m u st
be cl o se to e a c h oth er o r opera t i on s t h a t mus t be sep a r a ted ) .
6. The l ocati on of k ey uti l i t i es , a cces s a n d exi t poi n ts, l o a d ing
docks, and so on , i n ex i st i n g b ui l d i n gs .
 MINIMIZING
TRANSPORTATION COSTS
OR DISTANCES
THE MOST COMMON G O A LS I N DES I GNI NG
PR OCESS LA YOUTS ARE M I NI M I Z A TI O N O F
TR ANSPORT ATI ON C OS TS O R DI S TA NCES
TR AVELED. I N S UC H C AS ES , I T CA N BE V ERY
HEL PFUL TO S UMMARI ZE THE NECES S A RY DA TA
I N FROM- TO C H ARTS .
 CLOSENESS RATINGS

R I CHARD MUTH E R DE V ELO P ED A M O RE

GEN ERAL AP PROAC H TO THE P RO BLEM O F
S UF FERI NG FROM TH E LI M I TA TI O N O F
FOCUSI NG ON ON L Y ONE O BJ ECTI V E, A ND
MAN Y SI TUATI ON S I N VO LV E M ULTI P LE
CR I TERI A, WH I C H AL L O WS FO R S UBJ ECTI V E
I NPUT FROM AN AL YS I S O R M A NA GERS TO
I NDI CATE TH E RE L ATI V E I M P O RTA NCE O F EA C H
COMBI NATI ON OF DE PA RTM ENT P A I RS .
 MUTHER SUGGEST THE
FOLLOWING LIST:
1. They use the same equipment as facilities.
2. They share the same personnel or records.
3. Required sequence of work flow.
4. Needed for ease of communication.
5. Would create unsafe or unpleasant conditions.
6. Similar work is performed.
 MUTHER SUGGEST THE
FOLLOWING LIST:
1. They use the same equipment as facilities.
2. They share the same personnel or records.
3. Required sequence of work flow.
4. Needed for ease of communication.
5. Would create unsafe or unpleasant conditions.
6. Similar work is performed.
A MUTHER GRID