3. FACILITY LAYOUT
DEFINED
Facility layout can be defined as the process by which
the placement of departments, workgroups within
departments, workstations, machines, and stock-
holding points within a facility are determined
This process requires the following inputs:
Specification of objectives of the system in terms of
output and flexibility
Estimation of product or service demand on the system
Processing requirements in terms of number of
operations and amount of flow between departments
and work centers
Space requirements for the elements in the layout
Space availability within the facility itself
4. Layout decisions are concerned with the arrangement
of production, support, customer service and other
facilities. Layout can be costly investments, but they
effect material (non production cost) handling, capital
equipment utilization, inventory storage levels, worker
productivity, and even group communications and
employee morale. A good layout will be enable
materials, people, and information to flow in a safe and
efficient manner.
For this reason two of the major criteria for selecting
and designing a layout are;
1. Materials-handling cost
2.worker effectiveness.
5. Material- handing cost has often been considered the
most important criteria of a layout. Cost are minimized by
using belts and conveyors to automate product flows belts
and keeping the flow distances as short as possible.
Sequential processing activities are usually located in
adjacent areas. In service systems such as subways,
customer are frequently the material that moves through
the system. So the customer service time becomes a
relevant variable.
Workers effectiveness is an increasingly important
criterion in facilities today. Good layouts provide workers
with a satisfying job and permit them to work effectively at
the highest skill level for which they are being paid. This
applies just as much to a office layout (where an engineers
might spend unnecessary time delivering memos) as it does
to a factory layout (where a machinist might have to walk
long distances for tools). Good communications systems
and well-placed supporting activity locations are critical to
the success of any facility.
6. Changes in
environmental
or other legal
requirements
Changes in volume of
output or mix of
products
Changes in methods
and equipment
Morale problems
THE NEED FOR LAYOUT DESIGN
8. TYPES OF LAYOUT
Basic types of layouts are
Process (functional) layouts
Product (line) layouts
Fixed position layouts
Cellular Layout
There are many combinations of these. Flexible production systems are
line layouts that use micro processor and robots to gain some of the
advantages of functional layouts.
The type of layout is generally determined by the following:
Type of product: This concerns whether the product is a good or a
service, the product design and quality standards and whether the
product is produced for stock or for order.
Type of production process: This relates to the technology used, the
type of materials, handled, and for the means of providing the services.
Volume of production: Volume affects the present facility design and
capacity utilization, plus provisions for expansion or change.
9. Job shop
Batch
Assembly line
Continuous flow
ARE RELATED WİTH
PROCESS TYPES
10. Facility layout are influenced by the level of
automation and cost of manufacturing equipment.
Many numerically controlled (CNC) machines and
industrial robots perform simple tasks such as
drilling hales or welding joints. However, as the
number of task performed by automated machinery
increases, the machines can become quite large and
expensive. In these situations the equipment and
configuration significantly influence the layout and
product floor. The more advanced systems gaining
acceptance in U.S. firms today cellular
manufacturing which is building-block step toward
flexible manufacturing system.
*Manufacturing cells also enable a firm to operate
with less work-in-process inventory.
11. PROCESS LAYOUT: INTERDEPARTMENTAL
FLOW
Given
The flow (number of moves) to and from
all departments
The cost of moving from one department
to another
The existing or planned physical layout
of the plant
Determine
The “best” locations for each
department, where best means
maximizing flow, which minimizing
costs
13. PROCESS LAYOUT
Process layouts group the people and equipment
performing similar functions, such as x-raying,
typing or electroplating. They lend themselves to
low volumes of customized jobs and use a variety
of general purpose equipment.
Work flow is typically intermittent and guided by
individual work orders. This figures illustrates
a process layout.
14. PROCESS LAYOUT (JOB SHOP)
FED
A B C
Product 1
Product 2
Product 3
Product 1
Product 2
Product 3
15. Different products on customers flow through the facility along
different path.
Similar equipment processed or similar skills are grouped
together by department (or work center).
Process layouts tend to rely heavily on the planning and
professional skills of employees at all level.
16. Some of Advantages of functional layouts
Flexible systems for custom work.
Less costly general-purpose equipment
Enhances job satisfaction (more diversity and challenge)
Some of Disadvantages of process layouts
Costly materials handling
High-cost skilled labor
Higher supervision cost Per employee
Low equipment utilization
More complex production control (for instance, scheduling,
inventory, control)
These layout problems fall into two basic categories
Those involving quantitative decision criteria
Those involving qualitative criteria.
17. QUANTITATIVE CRITERIA
Various types of process layout problem can be formulated with
quantitative criteria. These include the minimization of material-handling
costs in factories and warehouses and the minimization of employee or
customer traveling time in service operations. A choice of criteria, of
course, always requires a decision on the objectives of the operations for
example;
Is it more important to minimize doctor or patient traveling time in a
hospital, or should the sum of both times be minimized?
Many quantitative-criteria problems concerning the location of facilities
can be expressed in the flowing form:
Tij: trips between department I and department j
Cij: cost Per unit distance Per trip traveled
Dij: distance from I to j
C: Total cost
N: number of department.
18. Example: A facility that will be used to produce a single
product has three departments (A,B,C) that must be housed
in the configuration shown in figure. The inter departmental
pork centers are given in Table. In addition two trial-and-
error optional layouts are shown. Assume that the cost to
transport this product is $1 Per load food.
19. QUALITATIVE CRITERIA
Layout problems involving qualitative criteria occur when
relationships between in qualitative terms. In some cases,
these qualitative criteria may be more readily available or
more appropriate than quantitative criteria.
The qualitative location problem has been studied in depth
by Muther (1962) who has proposed a method of
formulation and solution called SLP (systematic Layout
Planning).
According to Muther’s approach, the desirability of locating
a given department next to any other department is rated
by one of the following terms: Absolutely necessary,
Especially important, important, Ordinary closeness okay,
Unimportant, undesirable.
These qualitative ratings may be based on safety
considerations, customer convenience, or approximate
flows between departments.
20. For example, it might be desirable to locate the baby food
department near the milk department in a supermarket
for convenience of shopping. In these example it is shown
for a typical supermarket. The solution is not necessarily
an optimal solution but simply a good solution chosen for
purposes of illustration.
Qualitative layout problems are frequently encountered in
the service industries, where customers interact with the
facilities.
Several computerized approaches are available for
developing and analyzing process layouts. Computerized
Relative Allocation of Facilities Technique CRAFT (Soft
ware) packages program attempts to minimize material-
handling costs by calculating cost a exchanging
department. ALDEP and CORELAP programs attempt to
maximize a nearness rating within the facility dimension
constraints. None of the methods guarantees optimality.
23. THE OTHER EXAMPLE OF
SYSTEMATIC LAYOUT PLANNING &
SOLUTİON:
IMPORTANCE OF CLOSENESS
Value
A
E
I
O
U
X
Closeness
Line
code
Numerical
weights
Absolutely necessary
Especially important
Important
Ordinary closeness OK
Unimportant
Undesirable
16
8
4
2
0
80
24. EXAMPLE OF SYSTEMATIC LAYOUT
PLANNING: RELATING REASONS AND
IMPORTANCE
From
1. Credit department
2. Toy department
3. Wine department
4. Camera department
5. Candy department
6
I
--
U
4
A
--
U
--
U
1
I
1,6
A
--
U
1
X
1
X
To
2 3 4 5
Area
(sq. ft.)
100
400
300
100
100
Closeness rating
Reason for rating
Letter
Number
25. EXAMPLE OF SYSTEMATIC LAYOUT
PLANNING:
INITIAL RELATIONSHIP DIAGRAM
1
2
4
3
5
U U
E
A
I
The number of lines here
represent paths required
to be taken in
transactions between the
departments. The more
lines, the more the
interaction between
departments.
The number of lines here
represent paths required
to be taken in
transactions between the
departments. The more
lines, the more the
interaction between
departments.
Note here again, Depts. (1) and (2)
are linked together, and Depts. (2)
and (5) are linked together by
multiple lines or required
transactions.
Note here again, Depts. (1) and (2)
are linked together, and Depts. (2)
and (5) are linked together by
multiple lines or required
transactions.
26. EXAMPLE OF SYSTEMATIC LAYOUT
PLANNING:
INITIAL AND FINAL LAYOUTS
1
2 4
3
5
Initial Layout
Ignoring space and
building constraints
2
5 1 4
3
50 ft
20 ft
Final Layout
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).
Note in the
Final Layout
that Depts. (1)
and (5) are
not both
placed
directly next
to Dept. (2).
29. Product Layout – Flow of product is
dominant consideration
Adam Smith: Division of Labor
Whitney:Interchangeable parts
Ranked Positional Weight,
COMSOAL
30. PRODUCT LAYOUT (LINE
LAYOUT)
Product layouts group the workers and equipment
according to the sequence of operations performed on
the product or customer. They lend themselves to the
use of (assembly line) conveyors and automated
equipment to produce large volumes of relatively few
items (for instance, refrigerators and freezers).
Work flow is typically continuous and guided by
standardized instructions.
Product layout are used in both discrete
manufacturing and in process industry plants.
It is important to distinguish process layouts from
process industries.
31.
32. Advantages
High utilization of people and equipment
Low material-handling cost
Low-cost unskilled labor
Less work-in-process inventory
Disadvantages
Inflexible system (unless designed for flexibility)
High-cost specialized equipment
Interdependent operations
Dull, monotonous jobs (unless products are
customized or system is flexible)
expensive machine investment.
33. Layout analysis has focused primarily upon these two
concerns:
Process layout attempt to minimize material-handling
costs by arranging departmental sizes and locations
according to the volume and flow rate of products.
Product layout attempt to maximize worker effectiveness
by grouping sequential work activities in to work stations
that field a high utilization of labor and equipment with a
minimum of idle time.
Line balancing is the apportionment of sequential work
activities in to work stations in order to gain a high
utilization of labor and equipment and therefore minimize
idle time in product layouts.
Compatible work activities are combined in to
approximately equal time groupings that do not violate
precedence relationships. The length of work time that a
component is available at each work station is the cycle
time, CT.
38. FIXED POSITION LAYOUT
Question: What are our primary considerations
for a fixed position layout?
Answer: Arranging materials and equipment
concentrically around the production point in their
order of use.
39. FIXED-POSITION LAYOUTS
They are arrangements where labor, materials, and
equipment are brought to the work side.
They apply to construction, farming, mining, and
other activities that must be completed in a particular
place. Project activities can take advantage of
network techniques (CPM and RERT) for planning
and control. Manufacturing Cells Manufacturing cells
are smaller groups of machines that are arranged
according to a similarity in the operations performed.
A close grouping of equipment for performing a
sequence of operations on multiple units of a
component or family of similar components or
products is called manufacturing a cell.
42. Cellular Production
Layout in which machines are grouped into a cell that
can process items that have similar processing
requirements
Group Technology
The grouping into part families of items with similar
design or manufacturing characteristics
CELLULAR LAYOUTS
43. BENEFITS OF GROUP TECHNOLOGY
Changeover setup time reduced for tooling
and equipment
Automation may be possible
Operator may be specially trained with
improved expertise
Quality of output improved
In-process inventory reduced
Productivity improved
Lead time reduced
Improved human relations
44. Departmental (Batch Process) Specialization
Saw Saw
Lathe PressPress
Grinder
LatheLathe
Saw
Press
Heat Treat
Grinder
WE CAN SAY İN STEAD OF;
BATCH/LOT THINKING
48. Use of cellular manufacturing-affords advantages beyond
reduction of the distances that parts must be moved
between machines. Since movement reduces and is there
fore not expensive parts do not have to be moved in large
batches to spread the cost of a move over a number of units.
Frequently parts are processed one by one through the steps
of production, making the throughput time short and the
work-in-process inventory low. Cells are typically connected
with material handling equipment so that these cost are
reduced. The use of cells in repetitive manufacturing plants
greatly enhances just-in-time production methods. In
companies that hove a large variety of parts, group
technology is often helpful in selecting appropriate families
of pants that can be run in cell. Figure-3 is represented it.
They can be expended to words a FMS by adding a
supervisory computer and machines.
49. LAYOUT & CAPACITY AND LOADLAYOUT & CAPACITY AND LOAD
RELATİONSHİPSRELATİONSHİPS
LAYOUT & CAPACITY AND LOADLAYOUT & CAPACITY AND LOAD
RELATİONSHİPSRELATİONSHİPS
“TR 6-5 Capacitiy and
load” eklenecek!
53. Warehouse and storage layouts
Retail layouts
Office layouts
Hospital layout
Fast Food Layout
Hotel and Motel Layout
Car Rental Layout
SPA & Healthcare Layout
SERVICE FACİLİTİES LAYOUTS
54. 8-54
Designing Physical Surroundings to Affect Employee and
Customer Behavior
Ambient Conditions: background characteristics such as
noise level, music, lighting, temperature, and scent.
Spatial Layout and Functionality: reception area,
circulation paths of employees and customers, and focal
points.
Signs, Symbols, and Artifacts: selection, orientation,
location, and size of objects.
İN THE SERVICES SECTOR
55. OFFICE LAYOUTS
Human interaction and communication are
the primary considerations in office layouts
People who need to interact frequently
should be close to each other
One key layout tradeoff is between
closeness and privacy
56. OFFICE LAYOUTS
Open concept offices promote understanding
and trust.
A few closed rooms are needed for private
discussions, such as personnel matters.
Moveable walls provide flexibility to change
the layout when needed.
57. OFFICE LAYOUT EXAMPLE
Hi-tech company – provides equipment and
materials for rapid product design and
manufacturing
Open office plan
Conference room
Areas for informal meetings
Product showroom for customers
Cyber café and fitness center for employees
58. THE OTHER EXAMPLES
• http://www.authorstream.com/Presentation/Sudiksha-
65030-Facility-Layout-Lecture-Notes-Innovations-
McDonalds-Supermarket-Retail-Education-ppt-
powerpoint/