Lecture(7)

Layout for manufacturing facilities

facility layout means planning for the location of all machines, utilities, employee
workstations, customer service areas, material storage areas, aisles, rest rooms, lunchrooms,
drinking fountains, internal walls, offices, and computer rooms, and for the flow patterns of
materials and people around, into, and within buildings. Through facility layouts, the physical
arrangement of these processes within and around buildings, the space necessary for the
operation of these processes, and provided the space required for support functions. As process
planning and facility layout planning information continuous interchange between these two
planning activities, because each affects the other
Some Objectives of Facility Layouts
There are many objectives of facility layouts these are:-
1- objectives for manufacturing operation layouts
* rovide enough production capacity.
* !educe materials-handling costs .
* "onform to site and building constraints .
* Allow space for production machines.
* Allow high labor, machine, and space utili#ation and productivity.
* rovide for volume and product fle$ibility.
* rovide space for rest rooms, cafeterias, and other personal-care needs of employees .
* rovide for employee safety and health.
* Allow ease of supervision .
* Allow ease of maintenance.
* Achieve objectives with least capital investment.
2- additional objectives for are!ouse operation layouts
* romote efficient loading and unloading of shipping vehicles.
* rovide for effective stoc% pic%ing, order filling, and unit loading.
* Allow ease of inventory counts.
* romote accurate inventory record %eeping.
"- additional objectives for service operation layouts
* rovide for customer comfort and convenience .
* rovide appealing setting for customers.
* Allow attractive display of merchandise.
* !educe travel of personnel or customers.
* rovide for privacy in wor% areas.
* romote communication between wor% areas.
* rovide for stoc% rotation for shelf life.
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'- additional objectives for office operation layouts
* !einforce organi#ation structure.
* !educe travel of personnel or customers.
* rovide for privacy in wor% areas.
* romote communication between wor% areas.
t!e objective of t!e facility layout study is to minimi#e total cost$ t!is cost%-
(&) "onstruction cost.
(*) +nstallation cost.
(,) -aterial handling cost.
(') .ase of future e$pansion.
(/) roduction cost.
(6) Machine downtime cost.
(7) In-process storage cost.
(8) Safety cost.
(0) .ase of supervision.
Layout for manufacturing facilities
There are five basic types of layouts for manufacturing facilities 1process, product, cellular
manufacturing("-) , fi$ed position and 2ybrid 3ayouts :
&-process layouts ( functional layouts$ or job s!ops)
are designed to accommodate variety in product designs and small batches .rocess layout use
general 4purpose machines that can be changed over rapidly to new operations for different
product designs. these machines are usually arranged according to type of process being
performed.
for example , all machining would be in one department ,all assembly in anther department
,and all painting in anther department ,the materials 4handling equipment generally consists of
for%lift truc%s and other mobile vehicles that allow for the variety of paths followed through the
facility by the products produced.
the wor%ers must change and adapt quic%ly to the multitude of operations to be performed on
each unique batch of products being produced. These wor%ers must be highly s%illed 5 require
intensive job instructions And technical supervision.
rocess layout require ongoing(continues) planning, scheduling, and controlling functions to
ensure an optimum amount of wor% in each department and each wor%station. +nventory in
process is large, the products are in the production system for relatively long period of time.
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2-prduct layout(production lines or assembly lines )

are designed to accommodate only a few product designs. the machinery or equipments is
arranged to ensure continuous flow of material in an orderly mode throughout the plant.
e$amples of product layout, aper mills, dairies, cement factories, and automotive assembly
plants , Auto manufacturing.
product layout use speciali#ed machines that are set up once to perform a specific operation for a
long period of time on one product, this machines requires great e$pense and long down times To
change over to a new product design.
companies that produce only a few product types often set up a different production line for each
product type. The facility layout would allow for the different product lines to separated from
each other.
6or%ers repeatedly perform a narrow range of activities on only a few product designs5 required
a small rate of s%ill, training and supervision .
The planning and scheduling activities are comple$ ,they are not ongoing(continuous), rather
planning 5 scheduling tend to be done intermittently as product changeovers occur. The primary
objective is to minimi#e material handling cost by properly arranging the equipment in the
processing sequence. -any types of flow are possible. below only a few.
,
&roduct layout
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&roduct Layout
'dvantages
&. 7ince the layout corresponds to the sequence of operations, smooth and logical flow lines
result.
*. 7ince the wor% from one process is fed directly into the ne$t, small in-process inventories
result.
,. Total production time per unit is short.
'. 7ince the machines are located in order to minimi#e distances between consecutive
operations, material handling is reduced.
/. 3ittle s%ill is usually required by operators at the production line1 hence, training is simple,
short, and ine$pensive.
8. 7imple production planning and control systems are possible.
9. 3ess space is occupied by wor% in transit and for temporary storage.
Limitations
&. A brea%down of one machine may lead to a complete stoppage of the line that follows a
machine.
*. 7ince the layout is determined by the product, a change in product design may require
major alterations in the layout.
,. The pace of production is determined by the slowest machine.
'. 7upervision is general instead of speciali#ed.
/. "omparatively high investment is required because identical machines (a few not fully
utili#ed) are sometimes distributed along the line.
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&rocess Layout
'dvantages
&. :etter utili#ation of machines can result1 consequently, fewer machines are required.
*. A high degree of fle$ibility e$ists relative to equipment or manpower allocation for specific
tas%s.
,. "omparatively low investment in machines is required.
'. The diversity of tas%s offers a more interesting and satisfying occupation for the operator.
/. 7peciali#ed supervision is possible.
Limitations
&. 7ince longer flow lines usually result, material handling is more e$pensive.
*. roduction, planning, and control systems are more involved.
,. Total production time is usually longer.
'. "omparatively large amounts of in-process inventory result.
/. 7pace and capital are tied up by wor% in process.
8. :ecause of the diversity of the jobs in speciali#ed departments, high grades of s%ill are required.
"- 2ellular manufacturing layouts(2/)
machines are grouped into cells, and the cells function somewhat li%e a product layout island
within a larger shop or process layout .(fig '.9) each cell in a "- layout is formed to produce a
single parts family (a few parts all with common characteristics) ,they require the same machines
and have similar machine settings. Although the cell layout can ta%e on many different forms, the
flow of parts more li%e a product layout than a job shop. "- layout would be attempted for these
reasons:
&--achine changeovers are simplified.
*- Training periods for wor%ers are shortened.
,--aterials-handling costs are reduced.
'- arts can be made faster and shipped more quic%ly.
/- required 3ess in-process inventory.
8- roduction is easier to automate.
+n developing a "- layout, the first step is the cell formation decision, the initial decision about
which production machines and which parts to group into a cell. ;e$t, the machines are arranged
within each cell.
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5- Fi6ed-&osition Layouts
7ome manufacturing and construction firms use a layout for arranging wor% that locates the
product in a fi$ed position and transports wor%ers, materials, machines, and subcontractors to
and from the product. <igure /.8 demonstrates this type of layout. -issile assembly, large
aircraft assembly, ship construction, and bridge construction are e$amples of <i$ed-position
layouts . <i$ed-position layouts are used when a product is very bul%y, large, heavy, or fragile.
The fi$ed-position nature of the layout minimi#es the amount of product movement required.
.$amples of fi$ed-position layout include larger shipbuilding and airplane manufacturing. 2ere,
the ship or airplane is too large to be moved around the shop, the various stages of manufacture
(particularly assembly) are performed in one place by bringing all tools to the plane or ship
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7- 8ybrid Layouts
-ost manufacturing facilities use a combination of layout types) 2ybrid 3ayouts(<igure /.9 .
the departments are arranged according to the types of processes but the products flow through on
a product layout. As another e$ample of a hybrid layout consider the final assembly of :oeing=s
commercial aircraft (i.e., models 9,9, 9'9, 9/9, 989, and 999). >uring final assembly, each
aircraft unit is located in a fi$ed-position assembly bay. 2owever, every two or three days each
aircraft unit is rolled out of its bay and pushed into the ne$t assembly bay, where different
assembly tas%s are performed. 7o, even though an aircraft is assembled for two or three days at a
time in a fi$ed position, it passes through si$ or eight different assembly bays in a product layout
fashion.
it is important to understand the characteristics, advantages, and disadvantages of each basic type
of layout.
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*e9 +rends in /anufacturing Layouts
?.7. manufacturers= layouts have been traditionally designed for high wor%er and machine
utili#ation, whereas modern layouts are designed for quality and fle$ibility, the ability to quic%ly
shift to different product models or to different production rates.
As ?.7. facilities move toward modern layouts, these trends in layouts can be observed:
* "ellular manufacturing layouts within larger process layouts.
* Automated materials-handling equipment, especially automated storage and retrieval systems,
automated guided vehicle systems, automatic transfer devices, and turntables.
* ?-shaped production lines that allow wor%ers to see the entire line and easily travel between
wor%stations. This shape allows the rotation of wor%ers among the wor%stations along the lines to
relieve boredom and relieve wor% imbalances between wor%stations. Additionally, teamwor% and
improved morale tend to result because wor%ers are grouped in smaller areas and communication
and social contact are thereby encouraged.
* -ore open wor% areas with fewer walls, partitions, or other obstacles to clear views of adjacent
wor%stations.
* 7maller and more compact factory layouts. 6ith more automation such as robots, less space
needs to be provided for wor%ers. -achines can be placed closer to each other, and materials and
products travel shorter distances.
* 3ess space provided for storage of inventories throughout the layout.
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+raditional facility layout versus modern layout
1- 2!aracteristics of +raditional Layouts
* Chief objective(:;<=>?@ ABC?@)% 2igh machine and wor%er utili#ation.
* Means of achieving objective% 3ong production runs, fi$ed job assignments for wor%ers in order
to reali#e speciali#ation-of-labor benefits, inventory to guard against machine brea%downs,
constant production rates and with defects set aside for later rewor%, and large production
machines that are %ept fully utili#ed.
* ppearance of layouts% Aery large manufacturing-plant floor plans, e$tensive areas reserved for
inventory, much space used for long conveyors and other materials-handling devices, large
production machines requiring much floor space, 3-shaped or linear production lines, and
generally underutili#ed floor space.
2- 2!aracteristics of /odern Layouts
*Chief objective% roduct quality and fle$ibility, the ability to modify production rates quic%ly and
to change to different product models.
*Means of achieving objective% 6or%ers trained at many jobs, heavy investment in preventive
maintenance, small machines easily changed over to different product models, wor%ers encouraged
to e$ercise initiative in solving quality and other production problems as they occur, wor%ers and
machines shifted as needed to solve production problems, production lines slowed down and
machine brea%down or quality problems solved as they occur, little inventory carried, and
wor%stations placed close together.
*ppearance of layouts% !elatively small manufacturing-plant floor plans, compact and tightly
pac%ed layouts, large percentage of floor space used for production, less floor space occupied by
inventory or materials-handling devices, and ?-shaped production lines.
!xample
The 6hittemore >airy of <loyd, Airginia, has decided to move its operations to a more modern
plant. !emodeling and relayout of the old facility were considered but ruled out because of the age
of the old building. the new facility produced four products. the forecasted quantity and other general
data, are shown in Table 8.&., the following equipment needs To produce these products are:
(a) asteuri#er (one).
(b) 2omogeni#er (one).
(c) asteuri#ation storage tan% (one).
(d) <illing machine (three) for placing products in cartons.
(e) "ooler (one).
(f) 3aboratory equipment (one complete lab) for testing products.
(g) :yproduct -i$ing Aat and other equipment for producing cottage cheese and buttermil%.
The goal is located the equipment in order to minimi#e total costs.
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6e assume that the objective is to minimi#e material handling cost by placing interacting
departments as close together as possible. +n an industry such as a dairy, the distances
between departments may not be as important as in other industries because almost all
material handling up to the pac%ing stage is done through pipes. This required the longer
pipes, more equipment and energy. Therefore, minimi#ing distance will minimi#e material
handling cost. Therefore, a total layout analysis is necessary.
To solve this problem we e$am three essential types of layouts: product, process, and fi$ed-
position. roduct layout is useful in a mass-production situation. rocess layout is necessary
in job-lot production. <i$ed-position layout is useful when the product is so large. +n the
6hittemore >airy e$ample there are only a few products produced and almost all follow the
same essential process lines .<or that reason, a product layout is appropriate.
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Lecture(D)
Systematic Layout &lanning (SL&)
7ystematic layout planning is an organi#ed approach to layout planning <igure 8.* depicts the
stages in the procedure, the construction of the actual layout is a comple$ problem .this <igure
show 73 7teps :-
gathered all data about current and forecasted production(the dairy e$ample Table 8.&) the
total sales volume from 9B C to @B C for five product types. The remaining *B C to ,B C
normally can be grouped so that only a few product groups need to be considered. listed
projected hori#on for .ach product group and its respective volume. The projected hori#on
will depend on how often the product or mar%et changes(enough the ne$t five years for each
product). other information that may be important such as the possible phasing out of the
manufacture of cottage cheese as shown in Table 8.& could be very critical to the long-run
success of the layout. After gathered all product quantity data(DEFGH IJKLH MNOPH QRL STOUV WNXYH
Z[\TLH QE]R^ _[` aNJO`GNF bcd^ eTfV e]XP gbhi )
&&
Step 1 of t!e SL&(Flo9 of /aterials)
procedure is the preparation of process charts graphically depicting the flow of the material
through the plant. +f there are a few products, we made separate operations process chart for
each product. +f there are many products, we use a multiproduct process chart. Actually, an
operation process chart depicts only the operations and inspections5 the flow process chart
shows operations and inspections , transportations, delays, and storages. +n the operations
process chart(fig.8.') (jNKO[V g_` iH _kHi lO[V eLNk mn jNEoTpLH Sqoq^ Q]RV ST`)
<igure 8.' illustrates an operations process chart for processing mil% for 6hittemore >airy
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a line is drawn at the upper right-hand corner of the paper reflecting the start of the largest
component. rther parts of materials are fed in from the left. The sequence is from top to
bottom and only shown. operations and inspections. <igure 8./ shown a multiproduct process
chart ,the chart demonstrates that the only difference is that the multiple products are listed
across the top and the flow in from top to bottom only.
' flo9 process c!art is t!e same as t!e operations process c!art, but a flow process chart
shows more information about a specific part or item. <igure 8.8 shows a flow process chart
for processing juice in the old dairy. This chart, showing storages and transportations, gives
more detail than an operations process chart does.
in job shop, it is difficult, if not impossible, to represent all the flow in a few charts , -any
products may be produced that require a large number of charts, +n this situation uses a from-
to chart may be more appropriate.
A from-to chart shows the number of trips from one area to another area and is based on
historical data or proposed production. The trips can be weighted by product volume or some
other desired measure. <igure 8.9 shows an e$ample of a from-to chart applied to an office
situation.
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often layouts can be constructed on the basis of this flow alone. +n the dairy e$ample, almost
all areas can now be laid out according to the operations process charts (<igure 8.') or flow
process charts (<igure 8.8) (Actually necessary several charts, one for each major product.)
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+n many situations, , some areas do not have any product flow and flow sequence differs for
each of several products. +n the dairy e$ample the laboratory equipment, restroom, and metal
crate areas do not have product flows at all. Also, the flow of cottage cheese and buttermil% is
different from that of mil% and juice.
Step 2 in SL&(activity relations!ip)
is the preparation of an activity relationship diagram that shows the desired closeness of
departments and areas within the plant(sNqtGH u vti Sqoq^ jNJo]OVi Z[\TLH mn ekNOTLH ekNqTLH wxdY
NfypF IV udo]TLH ). The activity relationship diagram not shown all important relation ships by
product flows E
For e6ample
it is desirable for the quality control lab in a dairy to be located as close to the processing
area as possible and for the restroom facilities to be far away from the mi$ing vats in the
processing area.
<igure 8.@ is a set of ratings(letters), an( A) rating means that it is absolutely necessary that
the two areas be located adjacent to each other, an (z) rating means that it is not desirable for
the two areas to be adjacent
<or relationships between areas for the product flow, the closeness rating can be determined
by the operations process charts, flow process charts, and from-to charts. we decide to
develop a chart for all areas of this dairy <igure 8.0.
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Step " in SL&(String (iagram)
involves using the information generated in steps & and * to prepare a string diagram
showing near optimal placement of the facilities without consideration of space
requirements. <igure 8.&B illustrates one possible string diagram for the dairy. ({o` H|NTO`H
gd]RLH jNPNEF &,* v}}~[F b}}cGH i| e}}EThGH }}qk uv}}XLH }}Ek IV ZtHdTLH E^v^ wxdY ZtHdToL mLiH Q]RV STpP
ekNqTLH jNJo]OV _Et aNJO`GH)
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The placement is done through trial and error. ;ormally, those areas having an( A) closeness
are shown first and are connected with four straight lines, then (.) with three straight lines,
and so on. 6hen an activity has to be close to several other areas, it can be stretched out or
distorted, as shown in <igure 8.&B for storage area &. The areas may be moved around and
interchanged until obtained a final acceptable arrangement. +t is helpful to visuali#e the
straight lines as stretched rubber bands and the jagged lines as coiled springs representing
varying attraction and repulsion forces. Therefore, an A rating would imply four rubber
bands pulling the areas together while an + rating would imply only two rubber bands. -any
diagrams and arrangements will probably draw before obtained a good layout is. ;ormally,
two or more alternatives are developed. .ssentially, these alternatives each constitute a final
layout. added 7pace and made some modifications, but the overall picture should not change
much.
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Step 5 in SL& (Space 0eFuirements)
the most important step, called the adjustment step. determined space needs , space
availability1 space requirements This can be done through estimates or calculations
adjustment of past areas. This is a critical stage, but for almost all organi#ations, in-process
storage and machine areas can be predicted accurately, so that space requirements can be
determined. requirements are %nown, it is necessary to consider the space available
Step 7 in SL& (Space 'vailable)
+n some cases, the layout must fit e$isting buildings, the space available is highly restricted.
+n other cases, the capital budget is the main restriction, and, therefore, the space availability
may be less restricted. -ust consider the constraint of the space requirements and space
availability, the space requirements and space availability must be balanced
Step G in SL& (Space 0elations!ip)
the space relationship diagram. where, space is added to the string diagram developed in step
,. :y using the space from steps ' and / and the diagram from step ,, a layout is constructed ,
but many trials necessary before developed an acceptable layout. rften, a number of bloc%s
representing the space requirements of a given area are shuffled around until obtained good
layouts.
Steps 7 and D in SL&(/odifying 2onsiderations H &ractical Limitation)
"onsidered the practical limitations, At least developed two alternative layouts. These
alternatives should be bloc% diagrams showing broad areas and general shapes.
Steps I in SL& ((evelop Layout 'lternative)
At this stage, the two or more alternatives e$amined be using some criterion 5 chose the best
one. ?sually, the criterion is a subjective estimate of the combined effects of several criteria
Steps 1J in SL& (-valuation )
all good products need some selling. Therefore, it is necessary to develop and present a strong
layout to top management >iscussed The criteria and the reasons why chosen the final layout .
>etermine The alternatives and the reasons for elimination and subsequent final choice.
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2omputeri#ed Layout &lanning (Optional)
computeri#ed layout pac%ages ta%e the activity relationship charts developed in 7tep * or
from-to charts developed in step & (depending on which pac%age is used) and generate any
specified number of layouts. These can be scored and compared by the computer andor the
layout analyst. The final decision must be made by the manager. The chief advantage in
computeri#ed pac%ages is generated the large number of alternatives .
There are many computeri#ed plant layout pac%ages available, A3>., "r!.3A, and
"!A<T. :asically, A3>. and "r!.3A are construction types in that layouts are
generated from scratch. "!A<T is an improvement type in that an initial layout is required
and improvements are made upon it. 7ome other pac%ages are !?!, 3ArT, 3A;.T,
37, and !-7 "r- +. rnly one pac%age, A3>., will be considered here. A3>. is
chosen for this presentation because it was one of the first pac%ages developed and it is rela-
tively simple and easy to understand.
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