Facilities Planning and Layout

3/9/2010

Agenda             

Facilities Planning

Definitions Introduction Types of facilities layout problems The objectives of facility layout Requirements of layout strategy Basic types of layout Layout by product Layout by process Layout by fixed material location Which type of layout to use Factors affecting facility layout Layout design procedure Comparative analysis of layout types

NEHAL ELSAYAR

By:

Ashraf S. Youssuf Youssuf To: Dr. / Ashraf

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1

layout

Definitions

From: The Oxford Pocket Dictionary of Current English / Date: 2008

lay·out . the way in which the parts of something are

1. 2.

arranged or laid out: changing the layout of the ground floor. elaborate elaborate HTML layouts. the way in which text or pictures are set out on a page: the ayou s unc u ere an e us ra ons are e p u . the process of setting out material on a page or in a work: doing layout for newspapers and magazines. a thing arranged or set out in a particular way: a model railroad layout. ,a position in which the body is extended, the head upright, the legs held straight and together, and the arms held out to the sides.

3. 4. 5. 6. 7. 8. 9.

4

Facilities layout refers to an optimum arrangement of different facilities including man, machine, equipment, material, etc. configuration of work centers and equipment to ensure a smooth and uninterrupted flow of materials and workwork- in -process through a facility. Layout – the physical location of all the facilities, machines, equipment and staff belonging to an operation Flow – the way in which transformed resources travel through the operation plant la out problem problem is to find the best arrangement arrangement of ph sical facilities es to provide an efficient operation. The layout problem may occur in machines, workstations, storage areas and aisles and also in other places such as grocery stores, hospitals, airports, etc. The complexity of the design problem generally requires that a sequential process be used. Developing the layout is an important step it serves to establish the physical relationships between activities. Aim: “to achieve an optimal interface of the facilities, equipment, and personnel that constitute the operations management system.” (Note: Facility layout must be planned simultaneously with product design, process selection, material /people handling, packaging and not down stream.)

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Introduction (cont’d …1/5) •

•

Agenda

Facilities planning is the process planning new facilities and revising or expanding old facilities



– determines determines how an activity’s activity’s tangible fixed assets assets best support achieving the activity’s objective



Facility layout is the process of determining the placement of , , , , holding points within a facility are determined, and requires the following inputs:



    

– Specificati Specification on of system objectives objectives in terms of output and flexibility flexibility – Estimation Estimation of product product or service ce demand on the system system – Processing Processing requirements requirements in terms terms of number of operations operations and amount of flow between departments and work centers – Space requiremen requirements ts for the elements elements in the layout layout – Space availabil availability ity within within the facility itself itself

    

Definitions Introduction Types of facilities layout problems The objectives of facility layout Requirements of layout strategy as c type types s o ayout ayout Layout by product Layout by process Layout by fixed material location Which type of layout to use Factors affecting facility layout Layout design procedure Comparative analysis of layout types

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Introduction (cont’d …2/5)


Why Facilities Planning?

Facilities Planning Objectives

• 20-50% of the total expenses expenses within within manufacturing manufacturing are attributed to materials handling

• Minimi Minimize ze materi material al handlin handling g cost • Minim inimiize over overal alll rodu roduct ctio ion n tim time

– effective facilities facilities planning can reduce the material handling costs by at least 10-30%

• To be competi competitive, tive, very few companies companies will will be able to to retain all of their old facilities or layouts

• Effectively Effectively utilize utilize existin existing g space space • Provide Provide for for employ employee ee conveni convenience ence

– productivity improvements through elimination elimination or reduction of unnecessary activities – improved improved health health and and safety safety – to conserve conserve & reduce consumption consumption of energy. energy. – must conform to new rules, regulations, regulations, and standards standards – lower the risk risk of fire, lower maintenance costs, etc.

• Assure workplace workplace safety safety and comfort comfort • Facilitate Facilitate the manufacturing manufacturing process • Facilitate Facilitate the organizational organizational structure structure 8

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Facilities Planning Activities

Facilities Planning Process Specify or update activities

Facilities Planning

Determine requirements

Facilities Location

Facilities Design

Continuous improvement & maintenance

No Is it feasible to incorporate new activities on existing site?

Determine new facility location

Yes Facilities Systems Design

Facility Layout Design

Develop & evaluate alternative plans

Handling Systems Design 10

Select & implement plan

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Types of Layout Problems (cont’d…1/2) The facilities layout can be classified according to:

Process design

The type of facility under consideration e.g. Manufacturing plants

Processes that Design Products and Services

Processesthat Produce Products and Services

ConceptGeneration

Supply Network Design

PreliminaryDesign



Commercial facilities, e.g., shops, offices, bank etc. Service facilities, e.g., hospitals, post offices etc.



Residential facilities, e.g., Houses, apartments etc.



Cities, townships. Recreational facilities, e.g., parks, theatres etc.

  



Screening

Evaluation and Improvement Prototyping and final design

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Layout and Flow

Process Technology

Job Design

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Objectives of Facility Layout

Types of Layout Problems

(cont’d…1/2)

(cont’d…2/2)

•

A facility ty layout layout problem may have many many objectives. objectives. In In the context context of manufacturing plants, minimizing material handling costs is the most common one. Other objectives objectives include efficient efficient utilization lization of – space – labor Elim in at ate – bott bottle lene neck cks s – waste waste or redun redundant dant movement movement

•

•

The facilities layout can be classified according to:  



Expanding or relocating an existing facility. Rearrangement of existing layout.



Minor modifications in present layout.



• Layout design requires substantial investments of resources • It is not easily changed and therefore involves long term commitments

The nature of layout, it can be categorized into 4 t es as follows Planning a completely new facility.

• It influences the cost and efficiency of short term operations 14

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Objectives of Facility Layout

Requirements of layout strategy

(cont’d…2/2) •

A competitive layout strategy must be fully integrated with: product design and volume (product strategy) • process equipment and capacity (process strategy) • material handling and packaging systems (manufacturing logistics) • quality of work life (human resource strategy) • building and site constraints (location strategy) • marketing strategy •

•

Impact of economic layout on operating cost In the 1990s, TACO Industries, a US manufacturer of circulatory pumps for residential and industrial customers regained its ability to compete by reengineering its facility strategy to be product oriented rather than process. By focusing on products, TACO redesigned its plant layout to match its manufacturing strategies for different products.

•

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Fa ac c ilili ta ta te te – organi organizat zation ion struct structure ure – communicati communication on and interacti interaction on between between workers workers – manufa manufactu cturin ring g process process – visu visual al cont contro roll Minimize – manufactur manufacturing ing cycle cycle time or customer customer flow flow time – inve invest stme ment nt Provide – convenience, convenience, safety safety and comfort comfort of of the employees employees – flexibili flexibility ty to adapt to changing changing conditions conditions

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Constraints on layout & Requirements for a good layout

Advantages of a good layout strategy :

 Constraining factors • Produc Productt desi design gn & volume volume • Proces Process s equipm equipment ent & capa capacit city y • Buil Buildi ding ng & site site • Qualit of work life Requirements for a good layout an understanding of capacity and space requirements selection of appropriate material handling equipment decisions regarding environment and aesthetics identification and understanding of the requirements for information flow identification of the cost of moving ( load x distance) between the various work areas

• Minimize manufacturing (service) cycle time thereby maximizing throughput of the system. time” of equipment and material handling . • Minimize “set up time” of ptma ut zat zat on o a our our an spac space. e. or exam examp p e, t ere ere s ess ess wor wor n • process inventory Meet international environmental and safety standards • Facilitate maintenance • Improves worker morale • Can be used by marketing to increase sales •

• • • •

•

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Characteristics of a good layout Source

The facilities layout decision procedure Volume and variety

Stra Strate te ic performance objectives

Decision 1

Process type

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Manufacturing & Back Office Service Operations

Face-to-Face Services

1 . S trtr ai aig ht ht --ll in e f lo w

1 . E as as il y u nd nd er er st sto od od s er er vi vi ce ce flflo w pattern

Project process Jobbing process Batch process Mass process Continuous process

2 . Mi Mi ni ni ma ma l ba ba c ck k t ra ra c ck k in in g

2 . Pr Pr op op er er w wa a itit in g fa fa c cii li titi es es

3. Predictable production time

3. Easy communication with customers

4 . L itit tltl e w. i. p. p. s tto o ra ra ge ge

4 . Cu Cu s stt om om er er s u urr ve ve ilil la nc nc e e as as il y maintained.

Fixed position layout Process layout Cell layout Product layout

5. Open plant visibility

5. Clear exit and entry points with sufficient check out capabilities.

6. Cont Control rolled l ed bott bottle lene neck cks s

6. Depa Depart rtme ment nts s and and proc process esses es layout – controlled visibility.

7. Work stations close

7. Balance between waiting ng and service area

8. Minimum material movement

8. Minimum walking (load x distance)

9. Only Only necessary necessary mat. mat. handling ng

9. Lack of clutter. utter.

10. Flexible response to changing conditions

10. High sales volume per square foot of facility

Decision 2

Basic layout type Decision 3

Detailed design of layout

The physical position of all transforming resources

Flow of transformed resources 20

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Elements of Defining Layout

The nature of the basic layout types

Layout involves the relative positioning of transformed resources within operations and functions and the allocation of tasks to the resources, which together dictate the flow of transformed resources through the operation or function

Relative positioning of transforming resources

Manufacturing process types Projectprocesses processes Project

Basic layout types

Service process types

Fixed position layout

Professional services

Jobbing processes

Allocation of tasks to transforming resources

Functional layout Service shops

Batch processes

Cell layout Mass processes processes

Flow of transformed resources

Product layout

Mass services

Continuous Continuous processes processes 22

Design Techniques

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Six (6) Types of Layout Strategies

Fixed-position layout - large bulky projects such as ships and

buildings

position – resourc resource e location analysis analysis • Fixed position

Process-oriented layout - deals with low-volume, high-variety

production (“job shop”, intermittent production) Office layout - positions workers, their equipment, and spaces/offices to provide for movement of information Retail/service layout - Marketing focus. Allocates shelf space and responds to customer behavior. behavior. See also R&H “Servicescapes” discussion and slides on service layout.

Functional onal layout – flow charts and relationship relationship • Functi c ar s layout – product flow analysis analysis • Cell layout • Product layout – assembly line balancing techniques

Warehousing and Storage layout – trade off space and material handling. handling . Product-oriented layout - seeks the best personnel and machine

use in repetitive or continuous production

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I.

Projec Proj ectt or or Fix Fixed ed Po Posi siti tion on (P (Pro rodu duct ct)) Layout (cont’d…1/7)

Basic Types of Layout Volume

Lathe

Press

Grind

High W a r e h o u s e

S t o r a g e

Weld

Paint

Production volume

Product Planning Department Product Layout

Medium

Fixed Location Layout Fixed Materials Location Planning Department

Assembly

Product Family Planning Department Group Technology Layout

Process Layout Process Planning Department

Low Low 26

Project or Fixed Position (Product) Layout (cont’d…3/7)

Medium

High

Product variety

Variety 25


This is the layout for project type systems in which the major component is kept at a fixed position and all other materials, components, tools, machines, workers etc. are brought and assembly or fabrication is carried out. s ype o ayou ayou s s now now no use very very comm commony ony a s e machines required for manufacturing work are big and complicated. The fixed position layout is used only when it is difficult to move the major component and fabrication is to be carried out e.g. production of ships.

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• Transformed resources remain stationary • Transforming resources move as necessary • Effectiveness is governed by: • Schedulin of transformin resources e. .

Some of the major advantages of fixed position layout are as follows: i. ii. iii. iv. v. vi. vii. viii. ix.

The handling requirements for major unit are minimized. High adaptability to the variety of product and intermittent demand. The responsibility for quality can be pin-pointed. The capital investment is minimum. Material movement is reduced. Promotes job enlargement by allowing individuals or teams to perform the “whole job”. Continuity of operations and responsibility results from team. Highly flexible; flexible ; can accommodate changes in product design, product mix, and product volume. Independence of production centers allowing scheduling to achieve minimum total production time.

access to construction site) • Reliability of transforming resources (e.g. deliveries by different contractors) • Examples: shipbuilding, construction projects, some surgeries, restaurants, mainframe computer maintenance 30


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Project or Fixed Position (Product) Layout (cont’d…6/7) Limitations: i. ii . i iiii . iv. v. vi. vi.

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I nc nc re re as ase d m ov ov em em en en t of personnel and equipment. Equipment duplication may occur. Hi gh gh er er sk sk il l requirements for personnel. Genera Generall supervi supervisio sion n require required. d. Cumb Cu mber erso some me an and d cos costl tly y positioning of material and machinery. Low Low equ equip ipmen mentt utili utiliza zati tion. on.

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Process or Functional Layout

II. II.

Proc Proces ess s or Func Functi tion onal al La Layo yout ut

(cont’d…2/8)

(cont’d…1/8)

Lat he S t o r a g e

Lat he

Drill

Lathe

Lathe

Drill

Mill

Mill

Grind

Mill

Mill

Grind

Weld

Paint

Weld

Paint

Assembly

W a r e h o u s e

Assembly

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(cont’d…4/8)

(cont’d…3/8) This type of layout is developed for process focused systems.

The functional layout is more suited for low-volumes of production (batch production) and particularly when the product is not standardized. It is economical when hen flex flexib ibil ilit it is the the basi basic c s stem stem re uire uirem ment. ent..

The processing units are organized by functions into departments on the assumption that, certain skills and facilities are available in each department. Similar equipments and operations are grouped together, e.g., milling, foundry, drilling, planting, heat treatment etc. The use of process-focused systems is very wide both in manufacturing and other service facilities such as hospitals. Large offices, municipal services etc.

The flexibility may be in terms of the routes through the system, volume of each other, and the processing requirements of the items.

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Process or Functional Layout (cont’d…6/8)

(cont’d…5/8)

• Similar processes (or processes with similar needs)

Advantages i.

Better utilization of machines can result; consequently, fewer machines are required. A high degree of flexibility exists relative to equipment or man power alloca allocatio tion n for s ecifictasks ecifictasks.. Comparativel Comparatively y low low investmen investmentt in machines machines is required. required. The diversity of tasks offers a more interesting and satisfying occupation for the operator. Special Specialize ized d super supervis vision ion is possib possible. le. Greate Greaterr incenti incentive v e to indivi individual dual work worker. er. More continuit continuity y of production production in unforese unforeseen en conditions conditions like like breakdown, breakdown, shortages, absenteeism etc.

ii . iii. iv. v. vi. vii.

are located together

• Utilisation of transforming resources is improved – convenience of grouping similar processes

• Transformed resources move through the operation according to their needs

• Different products different needs different routes • Complex flow pattern in the operation • Examples: Examples: supermarkets, supermarkets, some machine ≡

≡

manufacture, hospitals

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Process or Functional Layout (cont’d…8/8) 

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Process or Functional Layout (cont’d…7/8)

An example of a functional layout in a library showing the path of just one customer

Loan books in subject order

On-line and CD-ROM access room

Limitations i. ii.

u y es s s e i r i u q n E

s t r o p e r y n a p m o C

To journal sack Current journals

Reference section

iii. ii i. iv. v. vi.

Since longer flow lines usually usually exist, exist, material material handling handling is more expensive. expensive. Produc tition planning and control systems are more involved.. Tota To tall prod produc ucti tion on tim time e is usually longer. Compar Com parati ativel vely y large large amount amounts s of in-process inventory result. Space Space and and capita capitall are tied tied up by by work work in proces process. s. Because Because of the diversi diversity ty of the the jobs jobs in speciali specialized zed departments, higher grades of skill are required.

Reserve collection Store room

Ent rance

Counter staff

Copying area

Exit

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III. II I. Ce Cell llul ular ar or or Grou Group p Layo Layout ut

Cellular or Group Layout (cont’d…2/12)

(cont’d…1/12)

It is special type of functional layout on which the facilities are clubbed together into cells. This is suitable for systems designed to use the concepts, principles and approaches of ‘group technol technolo o y’, y’, such a layou layoutt offers offers the advant advanta a es of mass production with high degree if flexibility. we can employ high degree of automation even if the number of products are more with flexible requirements. In such a system the facilities are grouped into cells which are able to perform similar type of functions for a group of products.

Lathe S t o r a g e

Drill

Grind

Assembly

W

Press

La the

Drill

Press

Grind

Drill

Assembly

Drill

Assembly

Grind

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Cellular or Group Layout


W a r e h o u s e

(cont’d…3/12)

• Machines or services grouped into cells • Cells determined by the process requirements of the • • • • •

family of product/services they transform Could be considered mini product layouts Can simplify a functional/process layout Flexible Duplicates some resources Examples: some computer component manufacture, department stores, ‘lunch’ products areas in supermarkets, certain units in hospitals 44

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(cont’d…6/12)

• •

Advantages i. ii. i iiii . iv. v. vi. v iiii . viii. viii. ix. ix. x.

•

Increased machine utilization. Team attitud attitude e and and job job enlargemen a rgementt tend tend to occur. occur. C om om pr pr om om is is e b et et w we e en en product layout and process layout, with associated advantages. Supports Supports the use use of gener general al purpo purpose se equip equipment ment.. Sh or orter trave ldistances l distances and smoother flow lines than for process layout. Reduced Reduced materia materiall handli handling ng and and transi transit time time R ed ed uc uc e ed d s et et up up t im im e Reduced Reduced workwork-inin-proc process ess invent inventory ory Bette Betterr use use of human human reso resourc urces es Better Better sche scheduli duling, n g, easie easierr to control control and autom automate ate

Every cell cell contains contains a group group of machines nes which ch are dedicated dedicated to the the production of a family of parts. One of the the problems problems is to identif identify y a family family parts that that require re the same group of machines. These layouts ayouts are are also called called as group group technology ogy layouts. layouts.

Enter Machines Worker 2 Worker 1

Worker 3

Exit

Key:

Product route Worker route

46


(cont’d…8/12)

45


The ground floor plan of a department store showing the sports goods shop-within-a-shop retail ‘cell’ Limitations Books and videos

Footwear

Sports shop

i. i i. i iiii .

Menswear

iv. Perfume & jewellery Confectionery, newspaper, magazines and stationery

v. vi. vii.

Elevators Women’s clothes

viii. ix.

Luggage and gifts

Gener General al super supervis visio ion n requ requir ired. ed. H ig ig he he r s ki ki llll l ev ev el el s required of employees than for product layout. C om om pr pr om om is e b be e tw tw ee ee nproduct n product layout and process layout, layout, with associated limitations. Depends Depends on balanc balanced ed materia materiall flow throug through h the cell; otherwis otherwise, e,buffers buffers and workin-process storage are required. Lower Lower machin machine e utiliz utilizatio ation n than than for proc process ess layo layout. ut. Sometimes mes cells cells may may not be formed formed because because of inadequate inadequate part families families.. Some cells ls may have have a high volume volume of production on and others others very very low. This results ts in poorly balanced cells. When volume volume of production production changes, changes, number number of workers workers are adjusted adjusted and workers workers are reassigned to various cells. To cope with this type of reassignments, workers must be multi-skilled and cross-trained. Sometimes, mes, machines machines are are duplicated icated in different different cells. This increases increases capital investment.

Entrance 48

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m1

m2

m3

m4

m1

m4

m2

m5

The three major types of arrangement in the GT cells are the single-row,, multi-rows or loop layout single-row The single-row layout, layout , or sometimes known as the GT flow line layout , is used when the parts as signed to the group follow the same machine sequence. The multi-row layout, layout , or the GT cell layout , permits parts to move from any machine to any other machine. The flow of parts may not be unidirectional in this layout. The GT centre layout, on the other hand, is based on a functional arrangement of the machines and is suitable when the productmix changes frequently.

m6

m5

m3 (a) single-row layout m1

(b) multi-row layout m1

m2

m2 m3

m8 m3

robot m5

m4

(c)semi-circular layout

m7

m4 m6

m5

(d) loop layout

Types of layout in the GT cell

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(cont’d…12/12) Group Technology (Cellular Layout/Work Cells) • •

• •

•

The single row layout may assume different configuration such as semi-circular , linear or U-shaped . The machines in the single row layout are arranged as close as possible to the sequence of operations of all the parts processed in the layout in order to minimize traveling time. In this layout, the sequence of operations are normally similar from one part to another and the material handling equipment used are normally conveyors.

Conversion Conversion of a process process focused focused layout layout into a miniature niature version of a product product layout to increase productivity. Dissimilar machines are grouped together into work cells to perform work to produce goods that can be grouped into families on the basis of common roces rocessi sin n re uire uiremen ments ts,, mater materia ials ls,, eomet eometri ricalsha calsha e,size, e,size , ,, wei wei ht,functi ht,func , tion. on. . These cells cells are temporary temporary and and can shrink nk or expand expand in size based based upon product product demand. Flexible Manufacturing Systems represent a special case of group technology by integrating computer aided manufacturing systems and automated material flow using computer controlled machines for a wide range of manufacturing operations. Example: e: production production of components components for a medical medical device such such as a pace maker. maker. A cell can be assigned to produce and be responsible for inspection of a complete component.

The multi-row layout is usually linear and the movements of parts can be between any machines in different rows as well as in the same row, which ch is suitable for FMS.. FMS In the loop layout , machines are arranged in an oval path with unidirectional movement.

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Example (cont’d…1/10)

Work Cell Floor Plan

Assembly

Saws Saws 4

6

7

5

Drills Drills

Office

9 8

2

10

1

3

A

(cont’d…)

Group Technology (Cellular Layout/Work Cells)

B

12 11

Tool Room

Work Cell

C Raw materials 54

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Parts A B C D E F G H

1 2 3 4 x x x x x x

x

x

x x

Machines 5 6 7 8 9 10 10 11 1 1 12 12 x x x x x x x x x x x x x x x x x x x x

• The previous previous slide shows shows a facility facility in which which three three parts A, B, C flow through the machines. • The next next slide slide provides provides the information information in a matrix matrix form which includes some other parts D, E, F, G, H. • The rows rows correspond correspond to to the parts parts and columns columns to the the machines. • Just by by interchangin interchanging g rows and and columns, columns, eventually eventually a matrix is obtained where the “X” marks are all concentrated near the diagonal. This matrix provides the cells. For example, parts A, D and F require Machines 1, 2, 4, 8 and 10 which forms a cell. 56

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Machines Parts 1 2 4 3 5 6 7 8 9 10 10 11 1 1 12 12 A x x x x x D x x x x x B x x x x C x x x E x x x F x x x G x x x x H x x x

58

Machines Parts 1 2 4 3 5 6 7 8 9 10 10 11 1 1 12 12 A x x x x x B x x x x C x x x D x x x x x E x x x F x x x G x x x x H x x x





Parts A D F B C E G H

1 2 4 8 x x x x x x x x x x x

Machines 3 5 6 7 9 10 10 11 1 1 12 12 x x x

x

x

x x x x x

x

x

x

x x x

x x x

60

Parts A D B C E F G H

1 x x

x

Machines 2 4 8 3 5 6 7 9 1 10 0 1 11 1 12 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x

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Parts A D F C G B E H

IV.. IV

1 x x x

Machines 2 4 8 10 3 6 9 5 7 11 1 1 12 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x

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Prod Pr oduc uctt or or Lin Linee Lay Layou outt (cont’d…1/7)

Machines 1 2 4 8 10 3 5 6 7 9 11 1 1 12 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x

Parts A D F B C E G H

61

Cellular or Group Layout Example (cont’d…10/10) Assembly

Lathe S t o r a g e

Mill

Lathe

Drill

Grind

A s s e m b l y

Drill

Lat he

Drill W a r e h o u s e

Drill

8 4

10

12

6

Cell 3

11

Cell1

Cell 2

7 2

1

Raw materials 64

9

3 A

C

5 B

Each of A, B, C now visits only one area, minimizing jumping

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Product or Line Layout (cont’d…2/7)


This type of layout is developed for product systems. In this type of layout only one product, or one type of product, is produced in a given area. In a case of roduct bein assembled, this t e of layout is probably known as an ‘assembly line’. The work centers are organized in the sequence of appearance. The raw material enters at one end of the line and goes from one another rapidly with minimum of work-inprocess storage and material handling. 66


65


A product layout in a paper manufacturing operation • Sometimes called line layout • Locates the transforming resources entirely for the convenience of the transformed resources • Transformed resources follow follow a specified route – the sequence processes have been located • Flow is clear, predictable, easy to control • Examples: car assembly, paper manufacture, self-service canteen

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Product or Line Layout (cont’d…6/7) Advantages

i. ii. iii. iii. iv. v.

Limitations

i.

A breakdown of one machine may lead to a complete stoppage of the line that follows that machine. Since t he he l a out i s de determined b the roduct, a c ha ha n e i n r od od uc uc t d es es i n ma require major alternations in the layout. The “pace” “pace” of producti production o n is is determ determined ined by the the slowest machine. Supervi Supervision sion is general general, rather rather than than specia specializ lized. ed. Compa rra a titively high investment is required, as identical machines (a few not fully utilized) are sometimes distributed along the line.

ii. . iv. v. vi. vii.

Since Since the layout layout corre correspon sponds ds to the the sequen sequence ce of operatio operations, ns,smooth smooth and logical flow lines result. Since Since the w work ork from from one proce process ss is fed fed directl directly into into the next, next,small small in-process inventories result. o a pr pro u c on o n me p er er un s s o r . Since the the machines machines are are located located so as to minimize minimize distances stances between consecutive consecutive operations, material handling is reduced. Little skill is usually ly required red by operators operators at the the production production line; hence, hence, training training is simple, short, and inexpensive. Simple production planning control systems are possible. Less space space is occupied occupied by work work in transit transit and and for tempora temporary ry storage. storage.

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Mixed or Hybrid Layout (cont’d…2/2)

Mixed or hybrid Layout (cont’d…1/2)

A restaurant complex with all four basic layout types  

Cell layout buffet 

Combination of the layouts discussed. A sample hybrid layout that has characteristics of group, process and product layout is shown in the following figure. A combination of group layout in manufacturing cells, cells, product layout in assembly area,, and process layout in the general machining and finishing section is used. area

Fixed-position layout service restaurant t r t e e s f s f u e b D

Main course buffet

Line layout cafeteria

r e t e t r f a f u t S b

TM

DM

TM

TM

BM

TM

TM

Service line Preparation

Functional layout kitchen

n e v O

Cool room Freezer Vegetable Vegetable preparation preparation Grill 72

71

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Which type of layout to use? (cont’d…1/6)

Advantages and disadvantages

Fixed position layout

The fixed position layout is used ideally for a project situation i.e. for one product of a different type. As the quantity increases the production operations can be broken down into different work centers and material can be allowed to move rather than the machines, and a process layout is preferred. With further increase in volume i.e. with mass production the advantages of production line can be better derived and a product layout is desirable. The break-even analysis comprise the production volume of the three basic layouts i.e., product, process and fixed position layout.

Advantages


h g i H

Low

High

Volume

Fixed-position layout Process layout

y t e i r a V

Cell layout

Product layout

w o L

Can give good c om om pr om om is e. e.

Product/customer not moved.

Relatively l i l robust in the case of disruptions.

Fast throughput.

Scheduling space and activities can be difficult.

Easy to supervise. Low utilization. Can have very high WIP. Complex flow.

Group work can result in good motivation. Can be costly to rearrange existing layout. Can need more plant.

Product layout L ow u ni ni t c os os ts ts ffo or high volume. Opportunities for specialization of equipment. Can have low mix flexibility. Not very robust to disruption. Work can be very repetitive.

73


Volume Volume – Variety Variety Influence Flow is intermittent

High product and mix flexibility.

Very high unit costs.

74

Cell layout

Very high product and mix flexibility.

High variety of tasks for staff.

Disadvantages

Functional layout

e l b i s a e f e r o m w o l f r a l u g e R

Flow becomes continuous

76

75

Regular flow more important

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Which type of layout to use? (cont’d…5/6) Cost vs. Layout The basic layout types have different fixed and variable cost characteristics that seem to determine which one to use

Which type of layout to use? (cont’d…4/6) Process Type vs. Layout Type Manufacturing functional types

s t s o C

Basic layout types

Project processes

Service functional types

Fixed-position layout Professional servces

Jobbing processes

Functional layout Service shops

Batch processes

Cell layout Use Use fixed- functional position

Use cell

Use product

Volume

Plant layout factors

Mass services

Mass processes

78

Product layout

Continuous processes

77

Which type of layout to use?

(cont’d…1/3)

Cost vs. Layout (cont’d…6/6) s t s o C

The design of any layout is governed by a number if factors and the best layout is the one that optimizes all the factors. As discussed by Muther (1995) the factors influencing any layout are categorized into the following eight groups:

Fixed-position Functional Cell Product

?

?

?

? Use product

80

Use fixed-position Use fixed-position or functional Use functional

Volume Use cell or product Use functional or cell or product Use functional or cell

79

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Plant layout factors

Plant layout factors (cont’d…2/3)

(cont’d…3/3)

v.

Waiting factor: factor: includes permanent and temporary storages and delays and their locations. vi. Service factor: factor: includes service relating to employee facilities such as parking lot, locker rooms, rooms, toilet toilets, s, waitin waitin rooms rooms etc. servic service e relatin relatin to materials in terms of quality, production control, scheduling, despatching, waste control; and service relating to machinery such as maintenance. vii. Building factor: factor: includes outside and inside building features and utility distribution and equipment. viii. Change factor: factor: includes versatility, flexibility and expansion.

i.

Material factor: factor: includes design, variety, quantity, the necessary operations, and their sequences. ii. Man factor: factor: includes direct workers, supervision, and service help, safety and manpower utilization. iii. Machinery factor: factor: includes the process, producing equipment and tools and their utilization. iv. Movement factor: factor: includes inter and intradepartmental transport and handling at the various operations, storage and inspections, the materials handling equipments.

82

Layout design procedure (cont’d…1/13)

81

Layout Procedures

Detailed layout design: What makes a good layout?

Two different categories: • • • • • • • •

Inherent safety Length of flow Clarity of flow Staff conditions Management coordination Accessibility Space utilisation Long-term flexibility

Construction Construction - involves involves developing developing a new layout layout “from scratch” Improvement Improvement - generate generate layout layout alternatives alternatives based on an existing layout

84

83

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Layout design procedure (cont’d…3/13) Some important guidelines that help in the layout design are: i. Plan from whole to details ii. First lan the ideal and then move to the practical aspects iii. Material requirements should be central to the planning of process and machinery iv. Modify the process and machinery by different factors to plan the layout

The overall layout procedure can be considered to be composed composed of four phases: Phase I Phase II Phase III Phase IV

Location General Overall Layout Detailed layout Installation

86

Layout design procedure (cont’d…5/13) v. vi. vii. viii. ix. x. xi. xii.

85


Planning the material flow pattern and developing the overall material handling plan. Calculation of equipment requirements and work centers. Planning of individual work centers. Selection of material handling equipment. Determining storage requirements. Designing activity relationships. Planning of auxiliary and service facilities. Calculation of space requirements and allocation of activity areas. 88

Through there is always an overlap in the different phases of layout design the major steps that have to be followed in the layout design are outlined as follows: i. Statement of the problem in terms of its objectives, sco e and factors to be considered. considered. ii. Collection of basic data on sales forecasts, production volumes, production schedules, part lists, operations to be performed, work measurement, existing layout, building drawings etc. iii. Analysis of data and its presentation in the form of various charts. iv. Designing the production process. 87

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Layout design procedure (cont’d…7/13) Fixed Position

xiii. Development of Plot Plan. xiv. Development of Block Plan. xv. Development of detailed layouts in terms of steps . xvi. Evaluation, modification and checking of layouts. xvii. Installation of layouts. xviii.Follow xviii. Follow up.

• Design a layout to maximise the effectiveness of the transforming resources Resource location location • Resource • Define site and available locations • Define resource centres and their requirements • Devise evaluation criteria • Match resource centres to available locations • Preliminary allocation on site criteria • Amend allocation using relative-location criteria 90


89


Cell Layout

Functional Layout

• Cells are a compromise between the flexibility of

• Complex due to large number of options possible • Flow charts and relationship charts • Some of the information requirements • Area required by each work centre • Constraints on the shape of work area allocated • Degree and direction of flow between work areas • Desirability of work centres proximity to each other

process layout and the simplicity of product layout

• Design of cell layout requires decisions as to examining • Extent and nature of cells to adopt – examining amount and of resources located within the cell Resources to allocate to cells – cluster analysis analysis / • Resources parts family coding • Production flow analysis

or to fixed points in the layout 92

91

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Layout design procedure


Product Layout (cont’d…11/13)

Product Layout

Cycle time of product layouts • Time between completed products / services emerging from the operation

Decisions required are: • • How many stages are needed? • How should the task-time variation be dealt with? • How should the layout be balanced? • How should the stages be arranged?

period and the amount of production time available in that period • Cycle time = time available / number to be processed

94

93





• Number of stages • Requires cycle time and total quantity of work • Number of stages = Total work content /

• Arranging the stages: long thin or short fat • Shape of the line • Staffing flexibility and balance • Rework • Handling • Passage • Teamwork

• Task time variation • Variance around the mean for each stage • Balancing work time allocation • Minimise balancing loss • Balancing Techniques 96

95

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SYSTEMATIC FACILITIES PLANNING 





Systematic:: Systematic Organized, disciplined rational approach to a problem Facilities Facilities:: Building, production & material material material handling handling equipment, land, access (supporting equipment) Planning: Planning: Decide a course of action based on facts and analysis

S stematic La out Plannin

SLP

98

SYSTEMATIC FACILITIES PLANNING

Systematic Layout Planning • Systematic layout planning accounts for the importance of having each department located next to every other department – guided by trial trial and and error error – – score

97



Systematic Facilities Planning fits in this category: Common Sense  r or xpe xperr ence ence  Simple Numerical Methods  Visual Representations 

“

”

• Why Why us SLP SLP? – numerical flow of items between departments departments can be impractical to obtain, or – interdepartmental flow method does not account for for any of the qualitative factors that may be crucial to the placement decision

Practical Perceptiveness 100

99

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Systematic Layout Planning procedure

Systematic Layout Planning

Relationship Chart

From-To Chart

The SLP procedure was presented by Francis and White (1974). Once the appropriate information is gathered, a flow analysis can be combined with an activity analysis to . Space considerations when combined with the relationship diagram lead to the construction of the space relationship diagram. Based on the space relationship diagram, modifying considerations and practical limitations, a number of alternative layouts are designed and evaluated.

102

The Phases of Systematic Layout Planning (cont’d …2 …2/ 2 /2 / 2) 2)

101

The Phases of Systematic Layout Planning (cont’d …1 …1/ 1 /2 / 2) 2)

I LOCATION

Phase IV

l i a t e D o l e v e L

II OVERALL LAYOUT III DETAIL LAYOUTS

III

IV INSTALLA IN STALLATION TION

Time

II

Phas e I:

Phase II:

Ph ase III:

Phase IV:

I MFG BLDG

Y A W I H MAIN BLDG

104

B

NEW BLDG

A

D

D

C 103

Time

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Richard Muther ’ s Simplified Systematic Layout Planning (1994) (cont’d …1/6)

Muther’ s Systematic Layout Planning Procedure (SLP)

1. Chart the relationships

1.

It uses as its foundation the activity relationship chart.

2.

A material flow analysis (from-to-chart) and an activity relationship analysis (activity relationship chart) are performed

3.

Relationship diagram is developed

4.

Determine the amount of space to be assigned each activity (use departmental service and area requirement sheets)

5.

6.

Space templates are developed for each planning department this leads to the space relationship diagram Layout alternatives are developed

106


105


3. Diagram activity relationships

2. Establish space requirements

108

107

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5. Evaluate alternative arrangements

4. Draw space relationship layouts

110


Systematic Layout Planning (cont’d …1/3) A E I O

U X

109

Absolutely Necessary Especially Important Important Ordinary Closeness O.K. Unimportant Undesirable A and X > E > I > O > U

6. Detail the selected layout plan

O A

X

E

112

111

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Systematic Layout Planning (cont’d …2/3)

(cont’d …3/3)

114

113

Process Layout: Systematic Layout Planning

Prevailing Methodology: Systematic Layout Planning (SLP) 1. Material Flows

2. Activity Relationships



3. REL Chart 

4. REL Diagram 5. Space Requirements 6. Space REL Diagram



Can be impractical to obtain



Does not account for the qualitative factors that may be crucial to the placement decision

Systematic Layout Planning 

Accounts for the importance of having each department located next to every other department



Is also guided by trial and error  Switching

departments then checking the results of the “closeness” score

7. Space Availability 8. Layout Alternatives

Numerical flow of items between departments

Departments ≡ Activities

116

115

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Layout planning Heuristics are of two types: - Those which start with an initial layout and proceed to modify it (These are called Improvement Heuristics), and - Those which start the Layout analysis analysis from scratch (Construction Heuristics.)

Systematic Layout Planning is essentially an organized Trial-and-Error Approach.









Therefore, unless all possible layouts are considered, There is no way to know if an Optimal Solution been Reached. However, there are a number of Heuristics that can be used to Generate good solutions Quickly. solutions that do not give Heuristics : Trial-and-error solutions optimal solution but easy to apply.

118

Systematic Layout Planning (cont’d …4/7) 





117


Therefore, its goal is to Mi nimize the Total Cost of Moving Items between Departments. It attempts to improve an Initial Layout by



departments. It begins with one department, AND one by one Analyzes the effect on total travel cost of switching those departments.



120

The most widely known algorithm requiring an Initial Layout developed by hand is the Computerized Relative oca on o ac es ec ec n q qu ue (CRAFT). CRAFT was developed for situations in which Materials Handling Costs were a major consideration. 119

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Systematic Layout Planning (cont’d …5/7) While the Original CRAFT was used only for single-story buildings,  An extension of CRAFT called SPACECRAFT can an an e mu s ory u ngs.  Some examples of Construction Heuristics include CORELAP (Computerized Relationship Layout Planning) and ALDEP (Automated Layout Design Program). 

These heuristics start with an empty floor area and proceed to fit .  ALDEP can be used in a multistory building. It generates many alternative alternative layouts. 

122

Systematic Layout Planning — Example 1

121


(cont’d…1/9)

Reasons for Closeness Code

Reason

1

Type of customer

2

Ease of supervision

3

Common personnel

4

Contact necessary

5

Share same price

6

Psychology





124

CORELAP on the other hand, can lay out only single story buildings. Both programs use closeness codes defined in the Activity Relationship Charts.

123

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Systematic Layout Planning - Example 1

Systematic Layout Planning - Example 1

Initial Relationship Diagram (cont’d…7/9)

Initial Relationship Diagram (cont’d…6/9)

3 E

1

3

2 I

5

4

2

4

U

U 5

A Note here again, Depts. (1) and (2) are linked together, and Depts. (2) and (5) are linked together by multiple lines or required transactions.

1

The number of lines here represent paths required to be taken in the departments. The more lines, the more the interaction between departments.

130

129

Systematic Layout Planning – Example Example 1

Systematic Layout Planning — Example 1

Initial and Final Layouts

Initial and Final Layouts

(cont’d…9/9)

(cont’d…8/9)

Initial Layout (ignoring space constraints) 5

2

4

3

1

2 3 5

1

20 ft

4 50 ft

Initial Layout

Final Layout

Ignoring space and building constraints

Adjusted by square footage and building size

Note in the Final Layout that Depts. (1) and (5) are not both placed directly next to Dept. (2). 132

5

2

4

3

1

131

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Systematic Layout Planning: Example Example 22

Systematic Layout Planning: Example 2

(cont’d …2/ 2 /3 / 3) 3)

(cont’d …1/ 1 /3 / 3) 3)

Scaled activity relationship diagram

4 A E I relationships relationships relationships

1

5

10

3

2

9

6

7

8

134

133


Systematic Layout Planning: Example Example 22

(cont’d …1/ 1 /11 / 11))

(cont’d …3/ 3 /3 / 3) 3)





Alternative layouts

A small accounting Firm, GUNTA Ş Accounting, has rented Space in a new one-floor building. The firm has allocated 6000 square meter to its seven departments as follows:

136

135

34

3/9/2010



(cont’d …3/ 3 /11 / 11))

(cont’d …2/ 2 /11 / 11))

In the first step of Systematic Layout Planning, we analyze interactions between departments AND we assess the desirability of placing departments together.  The firm has carefully analyzed its operations to Determine the importance of Locating specific departments Close Together.  The results of this analysis are summarized in the following Activity following Activity Relationship Chart : 138

137



(cont’d …5/ 5 /11 / 11))

(cont’d …4/ 4 /11 / 11))

140

139

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3/9/2010





(cont’d …7/ 7 /11 / 11))

(cont’d …6/ 6 /11 / 11))

Since the space assignments are given before, the following Activity Relationship Diagram shows the relative Sizes of Each Department:

This Activity Relationship Diagram is essentially an Illustration of the Information Contained in the Activity .  All departments in this diagram are Represented by equal size boxes.  The next step is to anticipate the space required for each Department. 

142

141



(cont’d …9/ 9 /11 / 11))

(cont’d …8/ 8 /11 / 11))







Some examples of Practical Limitations in this case were as follows: 1- It is considered that offices for partners 2 , t e meeting ing room 7 an t e rece recep ption area (1) should be close to each other. 2- It is important that the juniors (4) and the managers (3) be close together.





144

In this stage, there are no restrictions on the length and width of each department , evaluate several alternative layouts, while keeping in mind the Practical Limitations.

143

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(cont’d …11 11/ /11 11))

(cont’d …10 10/ /11 11)) 

As a result of these limitations, An alternative floor plan is plan is developed as follows:

This floor plan may be revised many times until the best la out has been found.  Usually departments are positioned one by one, Beginning with the department with the Highest A or E ratings. 

146

145



Analyze product/ resource flow

Flow diagram From-to chart

Layout Planning Steps

Identify non-flow factors, Where significant

Activity-Relationship diagram

• Arrange work centers centers in in order of dominan dominantt flow (objectiv (objectivee is to ensure resource/product flow at optimum cost/time)

Assess data and arrange work Activity arrangement diagram area

• Analyze Analyze product/reso product/resource urce flow flow ( Flow diagram/ diagram/ From-To From-To diagram)

Determine space arrangement Space relationship diagram plan

• Include non-flow non-flow factors factors & combine combine with with flow factors factors

Fit space arrangement in to available space

• Fit space space arrange arrangement ment into into available available space space

• Determ Determine ine space space requi requirem rement entss

Floor plan Detailed layout plan 148

147

37

Facilities Planning and Layout

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