Facilities Planning and Layout

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Agenda
Definitions Introduction Types of facilities layout problems The objectives of facility layout Requirements of layout strategy y gy 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
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Facilities Planning
By:
NEHAL ELSAYAR
To:
Dr. / Ashraf S. Youssuf
layout
From: The Oxford Pocket Dictionary of Current English / Date: 2008
Definitions
1. 2. 3. 4. 5. 6. 7. 8. 9.
layout . the way in which the parts of something are

arranged or laid out: changing the layout of the ground floor. elaborate HTML layouts. the way in which text or pictures are set out on a page: the layout is uncluttered and the illustrations are helpful helpful. 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.
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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 workin -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 p plant layout problem is to find the best arrangement of p y y p g physical facilities 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 (contd 1/5)

Facilities planning is the process planning new facilities and revising or expanding old facilities
determines how an activitys tangible fixed assets best support achieving the activitys objective
Agenda
Definitions Introduction Types of facilities layout problems The objectives of facility layout Requirements of layout strategy Basic types of layout B i t fl t 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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Facility layout is the process of determining the placement of departments, workgroups workstations machines, departments workgroups, workstations, machines and stock stockholding points within a facility are determined, and requires the following inputs:
Specification of system objectives 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

Facilities Planning Objectives
Minimize material handling cost Minimize overall production time Effectively utilize existing space Provide for employee convenience Assure workplace safety and comfort Facilitate the manufacturing process Facilitate the organizational structure
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Why Facilities Planning?
20-50% of the total expenses within manufacturing are attributed to materials handling
effective facilities planning can reduce the material handling costs by at least 10-30%
To be competitive, very few companies will be able to retain all of their old facilities or layouts
productivity improvements through elimination or reduction of unnecessary activities improved health and safety to conserve & reduce consumption of energy. must conform to new rules, regulations, and standards lower the risk of fire, lower maintenance costs, etc.
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Facilities Planning Activities
Facilities Planning

Facilities Planning Process
Specify or update activities Determine requirements
Facilities Location
Facilities Design
Continuous improvement & maintenance
No Is it feasible to incorporate new activities on existing site? Yes
Determine new facility location
Facilities Systems Design
Facility Layout Design
Handling Systems Design

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Develop & evaluate alternative plans Select & implement plan

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Types of Layout Problems

(contd1/2)
The facilities layout can be classified according to: The type of facility under consideration e.g. Manufacturing plants 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.
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Process design
Processes that Design Products and Services Concept Generation Screening Preliminary Design Evaluation and Improvement Prototyping and final design Layout and Flow Processes that Produce Products and Services Supply Network Design
Process Technology
Job Design
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Objectives of Facility Layout

(contd1/2)
A facility layout problem may have many objectives. In the context of manufacturing plants, minimizing material handling costs is the most common one. Other objectives include efficient utilization of space labor Eliminate bottlenecks waste or redundant movement
Types of Layout Problems

(contd2/2)
The facilities layout can be classified according to: The nature of layout, it can be categorized into 4 types as follows Planning a completely new facility. 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
It influences the cost and efficiency of short term operations

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Requirements of layout strategy

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 ( g (location strategy) gy) marketing strategy
Objectives of Facility Layout

(contd2/2)
Facilitate organization structure communication and interaction between workers manufacturing process visual control Minimize manufacturing cycle time or customer flow time investment Provide convenience, safety and comfort of the employees flexibility to adapt to changing conditions
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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Constraints on layout & Requirements for a good layout

Constraining factors Product design & volume Process equipment & capacity Building & site Quality 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
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Advantages of a good layout strategy:
Minimize manufacturing (service) cycle time thereby maximizing throughput of the system. Minimize set up time of equipment and material handling. O ti l utilization of l b Optimal tili ti f labour and space. F example, th d For l there i l is less work i k in 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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The facilities layout decision procedure

Volume and variety Decision 1 Project process Jobbing process Batch process Mass process Continuous process Fixed position layout Process layout Cell layout Product layout
Characteristics of a good layout Source

Manufacturing & Back Office Service Operations 1. Straight-line flow 2. Minimal back tracking 3. Predictable production time 4. Little w.i.p. storage 5. Open plant visibility Face-to-Face Services 1. Easily understood service flow pattern 2. Proper waiting facilities 3. Easy communication with customers 4. Customer surveillance easily maintained. 5. Clear exit and entry points with sufficient check out capabilities. 6. Departments and processes layout controlled visibility. 7. Balance between waiting and service area 8. Minimum walking (load x distance) 9. Lack of clutter. 10. High sales volume per square foot of facility
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Process type
Strategic g performance objectives Decision 2
Basic layout type

Decision 3
6. Controlled bottlenecks 7. Work stations close 8. Minimum material movement
Detailed design of layout
The physical position of all transforming resources
Flow of transformed resources

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9. Only necessary mat. handling 10. Flexible response to changing conditions
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Elements of Defining Layout

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
The nature of the basic layout types
Manufacturing process types

Project processes Project processes
Basic layout types Fixed position layout Functional layout
Service process types

Professional services
Relative positioning of transforming resources
Allocation of tasks to transforming resources
Jobbing processes
Batch processes
Service shops
Cell layout Flow of transformed resources

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Mass processes Continuous processes
Product layout
Mass services
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Design Techniques
Six (6) Types of Layout Strategies
Fixed-position layout - large bulky projects such as ships and
Fixed position resource location analysis Functional layout flow charts and relationship
buildings
Process-oriented layout - deals with low-volume, high-variety
charts
Cell layout product flow analysis Product layout assembly line balancing techniques
production (job shop, intermittent production) Office layout - positions workers, their equipment, and y p , q p , spaces/offices to provide for movement of information Retail/service layout - Marketing focus. Allocates shelf space and responds to customer behavior. See also R&H Servicescapes discussion and slides on service layout.
Warehousing and Storage layout trade off space and material handling. Product-oriented layout - seeks the best personnel and machine
use in repetitive or continuous production
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I.
Project or Fixed Position (Product) Layout (contd1/7)
Basic Types of Layout

Volume
Lathe S t o r a g e
Press
Grind W a r e h o u s e
High
Product Planning Department Product P d t Layout
Production volume Medium
Fixed Location Layout Fixed Materials Location Planning Department
Product Family Planning Department Group Technology Layout
Process Layout Process Planning Department
Weld
Paint
Assembly
Low Low
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Medium Product variety
High
Variety
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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. This type of layouts is now not used very commonly ads th Thi t fl t i t d l d the 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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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; can accommodate changes in product design, product mix, and product volume. Independence of production centers allowing scheduling to achieve minimum total production time.
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Transformed resources remain stationary Transforming resources move as necessary Effectiveness is governed by: Scheduling of transforming resources (e.g.
access to construction site)
Reliability of transforming resources (e.g.

deliveries by different contractors)
Examples: shipbuilding, construction projects,

some surgeries, restaurants, mainframe computer maintenance
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Limitations:
i. ii. iii. iv. v. vi. Increased movement of personnel and equipment. Equipment duplication may occur. Higher skill requirements for personnel. General supervision required. Cumbersome and costly positioning of material and machinery. Low equipment utilization.
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Process or Functional Layout

(contd2/8)
II.

(contd1/8)
Lathe
S t o r a g e
Lathe
Drill
Weld
Weld
W a r e h o u s e
Lathe
Lathe
Drill
Paint
Paint
Mill
Mill
Grind
Assembly
Mill
Mill
Grind
Assembly
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(contd4/8)

(contd3/8) This type of layout is developed for process focused systems. 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.
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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 flexibility is the basic system requirement. 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 (contd6/8)

Advantages
i. ii. iii. iv. v. vi. vii. Better utilization of machines can result; consequently, fewer machines are required. A high degree of flexibility exists relative to equipment or man power allocation for specific tasks. Comparatively low investment in machines is required. The diversity of tasks offers a more interesting and satisfying occupation for the operator. Specialized supervision is possible. Greater incentive to individual worker. More continuity of production in unforeseen conditions like breakdown, shortages, absenteeism etc.

(contd5/8)
Similar processes (or processes with similar needs)

are located together
Utilisation of transforming resources is improved

convenience of grouping similar processes
T Transformed resources move through th operation f d th h the ti

according to their needs
Different products different needs different routes Complex flow pattern in the operation Examples: supermarkets, some machine
manufacture, hospitals
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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 Since longer flow lines usually exist, material handling is more expensive. Production planning and control systems are more involved. Total production time is usually longer. Comparatively large amounts of in-process inventory result. Space and capital are tied up by work in process. Because of the diversity of the jobs in specialized departments, higher grades of skill are required.
i. ii.
Study desks
Company reports Enquiries
To journal sack Current journals
iii. iv. v. vi.
Reference section
Store room
Reserve collection Counter staff Exit

Copying area
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Entrance
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Cellular or Group Layout (contd2/12)

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 gy , y g technology, such a layout offers the advantages 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.
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III. Cellular or Group Layout

(contd1/12)
Lathe S t o r a g e
Drill
Grind
Assembly W a r e h o u s e
Mill
Assembly
Weld
Paint
Press
Lathe
Drill
Press
Assembly
Grind
Drill
Assembly
Drill
Grind
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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
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Advantages
i. ii. iii. iv. v. vi. vii. viii. ix. x. Increased machine utilization. Team attitude and job enlargement tend to occur. Compromise between product layout and process layout, with associated g advantages. Supports the use of general purpose equipment. Shorter travel distances and smoother flow lines than for process layout. Reduced material handling and transit time Reduced setup time Reduced work-in-process inventory Better use of human resources Better scheduling, easier to control and automate

Every cell contains a group of machines which are dedicated to the production of a family of parts. One of the problems is to identify a family parts that require the same group of machines. These layouts are also called as group technology layouts.
Enter Machines
Worker 2 Worker 1 Worker 3
Exit
Product route Worker route
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Key:
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The ground floor plan of a department store showing the sports goods shop-within-a-shop retail cell

Limitations
i. ii. iii. iv. General supervision required. Higher skill levels required of employees than for product layout. Compromise between product layout and process layout, with associated limitations. Depends on balanced material flow through the cell; otherwise, buffers and workin-process storage are required. i t i d Lower machine utilization than for process layout. Sometimes cells may not be formed because of inadequate part families. Some cells may have a high volume of production and others very low. This results in poorly balanced cells. When volume of production changes, number of workers are adjusted and workers are reassigned to various cells. To cope with this type of reassignments, workers must be multi-skilled and cross-trained. Sometimes, machines are duplicated in different cells. This increases capital investment.
Books and videos
Footwear
Sports shop
Menswear
Perfume & jewellery Confectionery, newspaper, magazines and stationery
Elevators Womens clothes
v. vi. vii. viii. ix.
Luggage and gifts Entrance

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m1 m1 m2 m3 m4 m5 m2 m3 (a) single-row layout m1 robot m5 m4 m2 m8 m3 m7 m6 m5 (b) multi-row layout m1 m2 m3 m4 m5 m4 m6

The three major types of arrangement in the GT cells are the single-row, multi-rows or loop layout The single-row layout, or sometimes known as the GT flow line layout, is used when the parts assigned to the group follow the q same machine sequence. The multi-row 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.
(c)semi-circular layout
(d) loop layout
Types of layout in the GT cell
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Cellular or Group Layout

(contd12/12)
Group Technology (Cellular Layout/Work Cells)
Conversion of a process focused layout into a miniature version of a 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 processing requirements, materials, geometrical shape, size, weight, function. These cells are temporary and can shrink or expand in size based upon 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: production of components for a medical device such as a pace maker. A cell can be assigned to produce and be responsible for inspection of a complete component.

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 h dli equipment used are normally conveyors. d h i l handling i d ll 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 is suitable for FMS. In the loop layout, machines are arranged in an oval path with unidirectional movement.
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Example (contd1/10) Assembly 4 5 2 1 A B 3 10 11 6 7 8 12 9
Cellular or Group Layout (contd)

Group Technology (Cellular Layout/Work Cells)
Work Cell Floor Plan
Saws
Drills
Office
Tool Room
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Work Cell
C Raw materials
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Example (contd3/10)

Example (contd2/10) The previous slide shows a facility in which three parts A, B, C flow through the machines. The next slide provides the information in a matrix form which includes some other parts D, E, F, G, H. The rows correspond to the parts and columns to the machines. Just by interchanging rows and columns, 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.
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Parts A B C D E F G H
Machines 5 6 7 8 9 10 11 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 1 2 3 4 x x x
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Example (contd5/10)

Example (contd4/10)
Parts A D B C E F G H
1 2 4 3 x x x x x x
Machines 5 6 7 8 9 10 11 12 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 B C D E F G H
Machines 5 6 7 8 9 10 11 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 1 2 4 3 x x x
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Example (contd7/10)

Example (contd6/10)
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 11 12 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 B C E F G H
1 2 4 8 x x x x x x x x
Machines 3 5 6 7 9 10 11 12 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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Example (contd9/10)

Example (contd8/10)
Parts A D F C G B E H
Machines 1 2 4 8 10 3 6 9 5 7 11 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
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Parts A D F B C E G H
Machines 1 2 4 8 10 3 5 6 7 9 11 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
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IV. Product or Line Layout (contd1/7)

Example (contd10/10) Assembly
Lathe S t o r a g e
Drill
Grind
Drill A s s e m b l y W a r e h o u s e
8 4 Cell1
10
9 6
12 11 Cell 3 7
Press
Bend
Drill
Mill
Drill
Cell 2
Lathe
Lathe
Drill
1 A
3 C B
Raw materials
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Each of A, B, C now visits only one area, minimizing jumping
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Product or Line Layout (contd3/7)

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 product being assembled this type of assembled, 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.
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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 a specified route the sequence

of activities that are required matches the sequence in which the processes have been located Flow is clear, predictable, easy to control Examples: car assembly, paper manufacture, self-service canteen
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Advantages
Limitations
i. ii. ii iii. iv. v. A breakdown of one machine may lead to a complete stoppage of the line that follows that machine. Since the layout is determined by the product a change in product design may product, require major alternations in the layout. The pace of production is determined by the slowest machine. Supervision is general, rather than specialized. Comparatively high investment is required, as identical machines (a few not fully utilized) are sometimes distributed along the line.
i. ii. iii. iii iv. v. vi. vii.
Since the layout corresponds to the sequence of operations, smooth and logical flow lines result. Since the work from one process is fed directly into the next, small in-process inventories result. Total T t l production ti d ti time per unit is short. it i h t Since the machines are located so as to minimize distances between consecutive operations, material handling is reduced. Little skill is usually required by operators at the production line; hence, training is simple, short, and inexpensive. Simple production planning control systems are possible. Less space is occupied by work in transit and for temporary storage.
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Mixed or Hybrid Layout (contd2/2)

A restaurant complex with all four basic layout types
Cell layout buffet
Mixed or hybrid Layout (contd1/2)

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, product layout in assembly area, and process layout in the general machining and finishing section is used.
Fixed-position layout service restaurant

Dessert buffet Starter buffet
Line layout cafeteria

Service line Preparation
TM
DM
TM
TM
Main course buffet
BM
TM
TM
Functional layout kitchen

Cool room Freezer Vegetable preparation Grill
Oven
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Which type of layout to use? (contd1/6)

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 , p y 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 and disadvantages
Fixed position layout

Very high product and mix flexibility.
Functional layout
High product and mix flexibility. Relatively b t R l ti l robust in the case of disruptions. Easy to supervise.
Cell layout
Can give good compromise. Fast th F t throughput. h t Group work can result in good motivation.
Product layout
Low unit costs for high volume. Opportunities for specialization of equipment.
Advantages
Product/customer P d t/ t not moved. High variety of tasks for staff.
Very high unit costs.
Low utilization. Can have very high WIP. Complex flow.
Disadvantages
Can be costly to rearrange existing layout. Can need more plant.
Can have low mix flexibility. Not very robust to disruption. Work can be very repetitive.
Scheduling space and activities can be difficult.
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Volume Variety Influence
Flow is intermittent Low Volume High
High
Fixed-position layout Process layout
Cell layout
Product layout
Low
Flow becomes continuous Regular flow more important
Regular flow mor feasible re
Variety
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Cost vs. Layout
The basic layout types have different fixed and variable cost characteristics that seem to determine which one to use

Process Type vs. Layout Type
Manufacturing functional types
Project processes Jobbing processes Batch processes
Costs
Basic layout types
Service functional types
Fixed-position layout
Professional services i
Functional layout
Service shops
Cell layout Use Use fixed- functional position Use cell Use product
Mass services
Mass processes Continuous processes

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Product layout
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Volume
Plant layout factors (contd1/3)

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:
Which type of layout to use?

Cost vs. Layout (contd6/6)
Costs
Fixed-position Functional Cell Product
? Use product
Volume
Use fixed-position Use fixed-position or functional Use functional Use cell or product Use functional or cell or product Use functional or cell
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Waiting factor: includes permanent and temporary storages and delays and their locations. vi. Service factor: includes service relating to employee facilities such as parking lot, locker , , g g rooms, toilets, waiting rooms etc. service relating to materials in terms of quality, production control, scheduling, despatching, waste control; and service relating to machinery such as maintenance. vii. Building factor: includes outside and inside building features and utility distribution and equipment. viii. Change factor: includes versatility, flexibility and expansion.
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i. Material factor: includes design, variety, quantity, the necessary operations, and their sequences. ii. Man factor: includes direct workers, supervision, and service help, safety and manpower utilization. p, y p iii. Machinery factor: includes the process, producing equipment and tools and their utilization. iv. Movement factor: includes inter and intradepartmental transport and handling at the various operations, storage and inspections, the materials handling equipments.
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v.
Layout design procedure (contd1/13)

Detailed layout design: What makes a good layout?
Layout Procedures
Two different categories:
Inherent safety Length of flow Clarity f flow Cl it of fl Staff conditions Management coordination Accessibility Space utilisation Long-term flexibility
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Construction - involves developing a new layout from scratch Improvement - generate layout alternatives based on an existing layout
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Some important guidelines that help in the layout design are: i. Plan from whole to details ii. First plan 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
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The overall layout procedure can be considered to be composed of four phases: Phase I Phase II Phase III Phase IV Location General Overall Layout Detailed layout Installation
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v. vi. vii. viii. ix. x. xi. xii. Planning the material flow pattern and developing the overall material handling plan. Calculation of equipment requirements and work centers. g 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.
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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, scope and factors to be considered. p 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.
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Fixed Position
Design a layout to maximise the effectiveness of the
transforming resources

xiii. Development of Plot Plan. xiv. Development of Block Plan. xv. Development of detailed layouts in terms of steps (vii) to (xi). (xi) xvi. Evaluation, modification and checking of layouts. xvii. Installation of layouts. xviii.Follow up.
Resource location 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
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Cell Layout
Cells are a compromise between the flexibility of
process layout and the simplicity of product layout Design of cell layout requires decisions as to Extent and nature of cells to adopt examining amount and of resources located within the cell Resources to allocate to cells cluster analysis / parts family coding Production flow analysis
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Functional Layout
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
or to fixed points in the layout
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Layout design procedure

Product Layout (contd11/13)

Product Layout
Decisions required are: What cycle time is needed? 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?
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Cycle time of product layouts Time between completed products / services emerging from the operation Calculated using projected demand for period and the amount of production time available in that period Cycle time = time available / number to be processed


Number of stages Requires cycle time and total quantity of work Number of stages = Total work content /
cycle time
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 handling equipment, land, access (supporting equipment) Planning: Planning: Decide a course of action based on facts and analysis
98
Systematic Layout Planning ( y y g (SLP) )
97
Systematic Layout Planning

Systematic layout planning accounts for the importance of having each department located next to every other department
guided by trial and error switch departments then check the results of the closeness closeness score
SYSTEMATIC FACILITIES PLANNING

Systematic Facilities Planning fits in this category:
Common Sense Prior Experience Pi E i Simple Numerical Methods Visual Representations Practical Perceptiveness
100 99
Why us SLP?
numerical flow of items between departments can be impractical to obtain, or interdepartmental flow method does not account for any of the qualitative factors that may be crucial to the placement decision
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Systematic Layout Planning procedure

From-To Chart Relationship 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 develop the relationship diagram. diagram 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.
101
102
The Phases of Systematic Layout Planning

(contd 2/2) 2
The Phases of Systematic Layout Planning

(contd 1/2) 1
Phase IV
I LOCATION II OVERALL LAYOUT III DETAIL LAYOUTS Time

Phase I: Phase II:
Level of Detail f
III II I
MFG BLDG NEW BLDG
IV INSTALLATION
Phase III: Phase IV:
HIWAY
B A C
MAIN BLDG
104
103
Time
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Richard Muthers Simplified Systematic Layout Planning (1994) (contd 1/6)

1. Chart the relationships
1. 2.
Muthers Systematic Layout Planning Procedure (SLP)

It uses as its foundation the activity relationship chart. A material flow analysis (from-to-chart) and an activity relationship analysis (activity relationship chart) are performed
3. 4.
Relationship diagram is developed Determine the amount of space to be assigned each activity (use departmental service and area requirement sheets) Space templates are developed for each planning department this leads to the space relationship diagram Layout alternatives are developed
105
5.
6.
106

3. Diagram activity relationships

2. Establish space requirements
108
107
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5. Evaluate alternative arrangements

4. Draw space relationship layouts
110
109
Systematic Layout Planning (contd 1/3)

A E I O U X 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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(contd 3/3)
114
113
Prevailing Methodology: Systematic Layout Planning (SLP)

1. Material Flows 3. REL Chart 2. Activity Relationships
Process Layout: Systematic Layout Planning

Numerical flow of items between departments 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
4. REL Diagram 5. Space Requirements 6. Space REL Diagram 7. Space Availability 8. Layout Alternatives
Switching departments then checking the results of the closeness score

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 from scratch (Construction Heuristics.)
118

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 y p Reached. However, there are a number of Heuristics that can be used to Generate good solutions Quickly. Heuristics: Trial-and-error solutions that do not give optimal solution but easy to apply.
117

Therefore, its goal is to Minimize the Total Cost of Moving Items between Departments. It attempts to improve an Initial Layout by switching the locations of pairs of 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 Allocation of Facilities Technique All ti f F iliti T h i (CRAFT). CRAFT was developed for situations in which Materials Handling Costs were a major consideration.
119
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These heuristics start with an empty floor area and proceed to fit departments. departments ALDEP can be used in a multistory building. It generates many alternative layouts.

While the Original CRAFT was used only for single-story buildings, An extension of CRAFT called SPACECRAFT can h dl multistory buildings. handle lti t b ildi Some examples of Construction Heuristics include CORELAP (Computerized Relationship Layout Planning) and ALDEP (Automated Layout Design Program).
122 121
Systematic Layout PlanningExample 1

(contd1/9)
Reasons for Closeness

Code 1 2 3 4 5 6 Reason Type of customer Ease of supervision E f ii Common personnel Contact necessary Share same price Psychology
124 123
CORELAP on the other hand, can lay out only single story buildings. Both programs use closeness codes defined in the Activity Relationship Charts.
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(contd3/9)

(contd2/9)
Relating Reasons and Importance

From 1. Credit department 2. Toy department 3. Wine department 4. Camera department 5. Candy department Letter Number 2 I 6 3 U -U -To 4 A 4 I 1 U -5 U -A 1,6 16 X 1 X 1 Area (sq. ft.) 100
Importance of Closeness
Value A
400 300 100 100 Closeness rating Reason for rating
126
Closeness Absolutely necessary Especially important Important Ordinary closeness OK Unimportant Undesirable
Line code
Numerical weights 16 8 4 2 0 80
125
E I O U X
Systematic Layout PlanningExample 1 (contd5/9)

Initial Relationship Diagram
The Starting Solution
Systematic Layout Planning Example 1 Relating Reasons and Importance (contd4/9)

From 2 I 6 3 U -U -To 4 A 4 I 1 U -5 U -A 1,6 16 X 1 Area (sq. ft.) 100 400 300
1 I 2
E U
1. Credit department
3
2. Toy department
U 5
3. Wine department 4. Camera department 5. Candy department Closeness rating

128
A
Letter
Note here that the (1) Credit Dept. and (2) Toy Dept. are given a high rating of 6.
Reason for rating Number
Note here that X 100 the 1 Toy Dept. (2) and the (5) 100 Candy Dept. are given a high rating of 6.
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Systematic Layout Planning - Example 1

Initial Relationship Diagram (contd7/9)
3
Systematic Layout Planning - Example 1

Initial Relationship Diagram (contd6/9)
1 E I 4 U 3 U 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.
2 5
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.
130
129
Systematic Layout Planning Example 1

Initial and Final Layouts (contd9/9)
5 2 3 4 1 5 2 3 1
50 ft 20 ft

Initial and Final Layouts (contd8/9)
Initial Layout (ignoring space constraints)
4 Note in the Final Layout that Depts. (1) and (5) are not both placed directly next to Dept. (2).
132
Initial Layout
Ignoring space and building constraints
Final Layout
Adjusted by square footage and building size
131
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Systematic Layout Planning: Example 2

(cont (contd 2/3)
Scaled activity relationship diagram

(cont (contd 1/3)
4
Arelationships E relationships I
10
6
134
7
133

(cont (contd 1/11) 11)

(cont (contd 3/3)
Alternative layouts
A small accounting Firm, GUNTA 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
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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 Relationship Chart:
138 137


140
139
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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 Relationship Chart. Chart 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


Some examples of Practical Limitations in this case were as follows: 1- It is considered that offices for partners (2), th (2) the meeting room (7) and the reception ti d th ti area (1) should be close to each other. 2- It is important that the juniors (4) and the managers (3) be close together.
In this stage, there are no restrictions on the length and width of each department In the final step, we should develop and evaluate several alternative layouts, while keeping in mind the Practical Limitations.
144
143
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(cont (contd 11/11) 11/11)

(cont (contd 10/11) 10/11)
As a result of these limitations, An alternative floor plan is developed as follows:
This floor plan may be revised many times until the best layout 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 Identify non-flow factors, Where significant Flow diagram From-to chart Activity-Relationship diagram

Layout Planning Steps
Arrange work centers in order of dominant flow (objective is to ensure resource/product flow at optimum cost/time) A l Analyze product/resource flow ( Flow diagram/ From-To d t/ fl Fl di /F T diagram) Include non-flow factors & combine with flow factors Determine space requirements Fit space arrangement into available space
148 147
Assess data and arrange work Activity arrangement diagram area Determine space arrangement Space relationship diagram plan Fit space arrangement in to available space Floor plan Detailed layout plan
37

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3/9/2010

Dr. / Ashraf S. Youssuf

layout . the way in which the parts of something are

Introduction (contd 1/5)

Introduction (contd 3/5)

Introduction (contd 2/5)

Introduction (contd 5/5)

Introduction (contd 4/5)

Continuous improvement & maintenance

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

Determine new facility location

Facilities Systems Design

Facility Layout Design

Handling Systems Design

Develop & evaluate alternative plans Select & implement plan

Types of Layout Problems

Objectives of Facility Layout

Types of Layout Problems

It influences the cost and efficiency of short term operations

Requirements of layout strategy

Objectives of Facility Layout

Impact of economic layout on operating cost

Constraints on layout & Requirements for a good layout

Advantages of a good layout strategy:

The facilities layout decision procedure

Characteristics of a good layout Source

Basic layout type

6. Controlled bottlenecks 7. Work stations close 8. Minimum material movement

Detailed design of layout

The physical position of all transforming resources

Flow of transformed resources

9. Only necessary mat. handling 10. Flexible response to changing conditions

Elements of Defining Layout

The nature of the basic layout types

Manufacturing process types

Basic layout types Fixed position layout Functional layout

Service process types

Relative positioning of transforming resources

Allocation of tasks to transforming resources

Cell layout Flow of transformed resources

Mass processes Continuous processes

Six (6) Types of Layout Strategies

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

use in repetitive or continuous production

Project or Fixed Position (Product) Layout (contd1/7)

Basic Types of Layout

Product Planning Department Product P d t Layout

Production volume Medium

Fixed Location Layout Fixed Materials Location Planning Department

Product Family Planning Department Group Technology Layout

Process Layout Process Planning Department

Medium Product variety

Project or Fixed Position (Product) Layout (contd3/7)

Project or Fixed Position (Product) Layout (contd2/7)

Project or Fixed Position (Product) Layout (contd5/7)

Project or Fixed Position (Product) Layout (contd4/7)

Reliability of transforming resources (e.g.

Examples: shipbuilding, construction projects,

Project or Fixed Position (Product) Layout (contd7/7)