‫جامعة وادي النيل‬

‫كلية الهندسة و التقنية‬

‫قسم هندسة التصنيع‬
‫المقرر‪ :‬التنظيم و اإلدارة الصناعية ‪PE 2536‬‬
‫املستوى‪ :‬اخلامس‬
‫التخصص‪ :‬هندسة ميكانيكية ‪ +‬هندسة كهرابئية و االلكرتونية‪.‬‬

‫احملاضرة رقم‪systematic layout planning 3 :‬‬

‫التخطيط المنتظم لخريطة المصنع ‪systematic layout‬‬
‫‪planning‬‬
‫• تخطيط خريطة المصنع‪.‬‬
‫• طوره ريتشارد موثر‪.‬‬
‫• و يناسب التخطيط على أساس العمليات‬
Objectives
• Minimizing material handling, especially travel distance and time
• Maintaining flexibility of arrangement and operation as needs change
• Promoting high turnover of work-in-process – keeping it moving
• Holding down investment in equipment
• Making economical use of floor space
• Promoting effective utilization of labor Providing for employees’
safety, comfort and convenience
• Its value and necessity is obvious when setting up a new facility.
• Over the facility’s life, layout planning remains essential:
• Rearranging in the absence of a sound plan, will, in practically every
case, result in lost time, idle equipment, and disruption of personnel.
• In addition, it may well lead to serious blunders in the use of a
company's available land, in costly re-arrangements, in actually
tearing down buildings, walls, or major structures which are still
usable but which subsequently turn out to be roadblocks to efficiency
and low-cost operation.
The Key to Unlocking Layout Problems
• 1. Product (or material or service) – what is to be made or produced
2. Quantity (or volume) – how much of each item is to be made.
• Product (or material or service) is the goods produced by the
company or area in question, the starting materials (raw materials or
purchased parts), the formed or treated parts, the finished goods,
and/or service items supplied or processed.
• Quantity (or volume) the amount of goods or services produced,
supplied, or used. (see Figure 1-1).
• P & Q represent the handle of any key we must grasp
The Key to Unlocking Layout Problems
The Key to Unlocking Layout Problems
• 3 Routing we mean the process, its equipment, its operations, and their
sequence. Routing may be defined by operation-and-equipment lists,
process sheets, flow sheets, and the like. the operations involved in the
process and their sequence become the body (or stem) of our key.
• 4 Supporting Services isthe utilities, auxiliaries, and related activities or
functions that must be provided in the area to be laid out, so that it will
function effectively. Supporting services include: maintenance, machine
repair, tool room, toilets, locker rooms, cafeteria, first aid, and frequently
shop offices, rail siding, receiving dock, shipping dock, receiving. storage
areas may be considered as supporting services as well.
• 5 Time (or timing) we mean when, how long, how often, and how soon.
Time or timing involves when products will be produced or when the
layout being planned will operate (one shift only, during harvest season,
Christmas rush).
The Key to Unlocking Layout Problems
• W H Y. These are an essential reminder to the layout planner to
question the basic data – to check with reliable sources or have top
management "say grace over" the basic figures on which layout
planning will depend.
Phases of Layout Planning
• Phase I – Location
• Phase II – General Overall Layout
• Phase III – Detailed layout Plans
• Phase IV – Installation
Every layout rests on the three
fundamentals:
1. Relationships – the relative
degree of closeness desired or
required among things
2. Space – the amount, kind, and
shape or configuration of the
things being laid out
3. Adjustment – the arrangement
of things into a realistic best fit
SLP – An Example
Phase I involves determining where the area to be
laid out will be located. In this case, it could be in
the north side of the manufacturing building (X),
along the south side of the manufacturing building
(Y), or in a new building (Z).
In Phase II, the planner pulls together basic input
data; indeed, this has likely been accomplished by
collecting the input data for Phase I (though
perhaps not in as much detail). Figure 2-3 shows
the Phase II inputs as products, sales forecast,
product mix analysis, equipment lists, operations
lists, projection of product changes against time,
and a list of the services required. (The example
cannot show all inputs, but it illustrates them.)
SLP – An Example
• The planner then analyzes flow-of-materials, gathers service
relationships, and makes a combination of the two in the form of a
combined activity relationship chart.
• Then the planner converts the charted relationships into a "picture"
by developing an activity relationship diagram.
• Next the planner determines space requirements and balances them
against the space available. Then a space relationship diagram.
• Adjusts the space relationship diagram under the influence of the
modifying considerations (handling methods, storage equipment,
utility distribution, and operating procedures) and the practical
limitations (cost, safety, building code, existing building, and available
power).
SLP – An Example
• The adjustments lead to several alternative block layout plans. The
planner evaluates the alternatives, in view of costs and intangible
factors, to arrive at an overall layout plan.
• The planner has looked ahead at certain critical features or critical
areas of Phase III – detailed layout plans. Regardless of the planning
schedule, each area blocked out in Phase II is subjected to the same
pattern of procedures. the planner can proceed with detail layouts with
full knowledge of building features, column locations, position of main
aisles, main utility distribution, and the like.
• With detailed layouts for each area approved, the planner then moves
the project toward installation, Phase IV.
The P-Q Chart Tells Us About Type of Layout
Figure 3-1. The Product-Quantity Curve (P-Q Chart)
drawn on a non-cumulative basis. Typically, this
curve reveals the product varieties that are "fast-
movers" and those that are "slow-movers".
The items in area M frequently lend themselves to
Mass Production techniques while those in area J
must consistently be produced in a Jobbing or job-lot
type of layout.
Items falling in area C – between and overlapping M
and J – will generally lead to a combination or in-
between type of layout such as a modified
production line, lined-up process departments, group
or work-cell production.
The insert at top shows the usual method of
construction of the curve, with each individual item
or
variety arrayed in order of decreasing quantity.
Flow of Materials
• Determining Method of Flow Analysis:
1. For one or a few standardized products or items, use an
operation process chart or some similar flow chart.
2. For several products or items, use a multi-product process
chart, if assembly and disassembly are not involved.
3. For many products or items,
i. Combine them into logical groups and analyze as 1 or 2 above;
or
ii. select or sample products or items and apply 1 or 2 above.
4. For very many diversified products or items, use the from-
to chart.
Other Than Flow Relationships
1. The supporting services must integrate with the flow in an
organized way.
2. Flow of material is relatively unimportant. In some electronic or
jewelry plants.
3. In completely service industries.
4. Additionally, in heavy materials-movement plants, g, flow will not
be the sole basis for arranging the process operations and
equipment.
• Some systematic way of relating service activities to one another and
of integrating supporting services with the flow of material is
necessary. The Relationship Chart is the best method of meeting this
need
Figure 5-1. The basis of the Relationship Chart.
All activities (areas or features) are listed at
the left on lines 1,2,3, etc. Each activity-line
slopes away from the list. Where the down-
sloping line 1 intersects the up-sloping line 3,
record the required (or desired) relation
between Activity 1 and Activity 3. As indicated
in b, the vowel-letter rating (c) and number-
code supporting reasons for each rating (d)
are placed respectively in the top or lower half
of each intersecting box.
Figure 5-2. The Relationship Chart is
extremely effective for planning all activities
not tied together with a significant flow
pattern. This chart was prepared for a
laboratory conducting chemical research on
the composition of rock and dinosaur bone
samples. It indicates that Dr. Stone must be
near the Researchers’ Area, with minor
desires to be close to the Entrance and to
Natural Light (outside windows) The chart
also indicates that Dr. Stone’s office should
be separated from the Printer/Copier.
Reasons are filled in and recorded in lower
half of the appropriate boxes. It is normally
not necessary, in charting relationships, to
include windows or other generally
available features or equipment. Natural
Light is included here primarily to indicate
the degree of detail to which the planner
can go if need be.
• Although many terms may be used and many other reasons are possible,
typical reasons supporting relationship ratings include the following:
1. Flow of materials*
2. Need for personal contact
3. Use same equipment
4. Use common records
5. Share same personnel
6. Supervision or control
7. Frequency of contact
8. Urgency of service
9. Cost of utility distribution
10. Use same utilities
11. Degree of communicative or paperwork contact
12. Specific management desires or personal convenience
The Procedure
1. Develop the intensities of flow for the operating activities.
2. Rate or classify the intensities between each pair of activities into
groupings:
Abnormally high intensities …………...A
Especially high intensities ……………..E
Important intensities …………………...I
Ordinary intensities ……………………O
Unimportant or negligible intensities ….U
3. Then develop a relationship chart for all the service or other-than-
flow factors.
4. Join the flow and other-than-flow ratings in a combined relationship
chart.
 Flow and/or Activity Relationship Diagram
Figure 6-4. The method of
diagramming relationships
involves connecting the activities
by a number-of-lines code. The
shape of each symbol indicates
the type of activity; the number
inside is the activity identification;
the number of connecting lines
indicates the rated closeness.
Here, the shipping-receiving dock
(1) relates to the first production
area (2) by four lines (closeness
absolutely necessary), to final
inspection (7) by three lines
(closeness especially important),
and to the front office (8) by two
lines (closeness important). Other
activities are similarly related.
Figure 6-5. Conventions
used for diagramming
activity relationships. A
minus sign, indicating half a
degree of closeness, is
diagramed as a broken line.
Planners should work
primarily in black and white;
color for the relationship
lines is optional. Later, when
adding space to the
diagram, the planner will
use color to emphasize type
of area.
Space Determinations
• The space relationship diagram is actually a crude layout. Refined and
rearranged, and incorporating the modifying considerations and their
practical limitations, the diagram becomes the layout.
• When measuring current space, decide in advance how you will account for
main aisles separating activity-areas. Then be consistent in how you do it.
• Two approaches are common:
• 1. Aisles between areas are measured as aisles and accounted for
separately. The space measured for each activity-area is thus “net” – to its
boundaries.
• 2. Aisles are allocated to the activity-areas they serve. The space measured
for each activity-area is to the center lines of the aisles that serve it. This
will reduce the amount of space carried as “main aisles.” When the layout
is planned, main aisles will be “carved out” along selected area boundaries.
Calculation Method of Determining Space
• To calculate the number of machines or pieces of equipment needed

In calculating machines required, certain

precautions must be taken.
1- Part of a machine obviously can not 4- Machine utilization
be purchased
2- One hundred percent good work is not possible. 5- Some plants compute
“overall equipment
3- Known or anticipated capacity-reducing
effectiveness”
delays must be incorporated,
Space Relationship Diagram
Figure 8-5. Typical Space Relationship
Diagram for a plant producing
monogrammed tote bags for conventions
and promotional events, beach bags,
tennis racket covers, and the like. The
space for each activity-area is drawn to
scale – generally compact. Activity 2 has a
minimum length so is drawn elongated.
One square of grid equals a convenient 100
square feet.
Adjusting into Plans
• Developing Alternative Layouts
• Modifying Considerations :-
1. Handling methods, especially equipment
2. Storage facilities and equipment
3. Site conditions or surroundings
4. Building features
5. Utilities and auxiliaries
6. Personnel requirements
7. Operating policies, procedures and controls
8. Shape of detailed activities' layouts
Adjusting into Plans
• Practical Limitations:
• built into an existing building,
• existing handling methods,
• not-to-be-changed production-control-and dispatching system.
• Company policy,
• building codes,
• labor union contract,
• and community regulations on waste disposal can all affect the
layout;
• the physical characteristics of the location – a Phase I decision –
always exert limitations on the layout
Selecting the Layout
• Criteria:-
• 1. Balancing advantages against disadvantages
• 2. Factor analysis rating, supported where practical by measured
comparison
• 3. Cost comparison and justification
Cost comparison

• Load – distance unit cost:

• σ 𝑄 ∗ 𝐷 ∗ 𝐶 𝑜𝑟 σ 𝑄𝐷 if the cost per unit distance per unit load is
constant.
• Center to center or adjacency.