Plant Layout

Basic Definition
Plant layout refers to the physical arrangement of production facilities. It is the
configuration of departments, work centres and equipment in the conversion process. It
is a floor plan of the physical facilities, which are used in production

According to Moore “Plant layout is a plan of an optimum arrangement of facilities

including personnel, operating equipment, storage space, material handling equipment
and all other supporting services along with the design of best structure to contain all
these facilities”.
 Objectives of Plant Layout
The primary goal of the plant layout is to maximise the profit by arrangement of all the plant facilities to the
best advantage of total manufacturing of the product.

1. Streamline the flow of materials through the plant.

2. Facilitate the manufacturing process.

3. Maintain high turnover of in-process inventory.

4. Minimise materials handling and cost.

5. Effective utilisation of men, equipment and space.

6. Make effective utilisation of cubic space.

7. Flexibility of manufacturing operations and arrangements

8. Provide for employee convenience, safety and comfort

Principles of Plant Layout
Principle of integration: A good layout is one that integrates men, materials, machines and supporting services and
others in order to get the optimum utilisation of resources and maximum effectiveness

Principle of minimum distance: This principle is concerned with the minimum travel (or movement) of man and
materials. The facilities should be arranged such that, the total distance travelled by the men and materials should be
minimum and as far as possible straight line movement should be preferred.

Principle of cubic space utilisation: The good layout is one that utilise both horizontal and vertical space. It is not
only enough if only the floor space is utilised optimally but the third dimension, i.e., the height is also to be utilised
effectively

Principle of flow: A good layout is one that makes the materials to move in forward direction towards the
completion stage, i.e., there should not be any backtracking
Principles of Plant Layout
Principle of maximum flexibility: The good layout is one that can be altered without much cost
and time, i.e., future requirements should be taken into account while designing the present layout

Principle of safety, security and satisfaction: A good layout is one that gives due consideration
to workers safety and satisfaction and safeguards the plant and machinery against fire, theft, etc

Principle of minimum handling: A good layout is one that reduces the material handling to the
minimum
 Types of Layout
❖Process layout
❖Product layout
❖Fixed position layout
❖Group layout
❖Warehouse layout
 Process Layout
❖All machines performing similar type of operations are grouped at one location in the process layout
e.g., all lathes, milling machines, etc. are grouped in the shop will be clustered in like groups

❖Thus, in process layout the arrangement of facilities are grouped together according to their functions

❖Typically, job shops employ process layouts due to the variety of products manufactured and their low
production volumes

❖Basic cost elements are

❖ Number of loads (or people) moving between centers
❖ Distance loads (or people) move between centers
Process Layout
Surgery ER triage room Emergency room admissions

Patient A - broken leg

Patient B - erratic heart

pacemaker

Laboratories

Radiology ER Beds Pharmacy Billing/exit

Process Layout

where n = total number of work centers or

departments
i, j = individual departments
Xij = number of loads moved from
department i to department j
Cij = cost to move a load between
department i and department j
Process Layout Example
Arrange six departments in a factory to minimize the material
handling costs. Each department is 20 x 20 feet and the building is 60
feet long and 40 feet wide.
1. Construct a "from-to matrix"
2. Determine the space requirements
3. Develop an initial schematic diagram
4. Determine the cost of this layout
5. Try to improve the layout
6. Prepare a detailed plan
Process Layout Example
Number of loads per week
Department Assembly Painting Machine Receiving Shipping Testing
(1) (2) Shop (3) (4) (5) (6)

50
Assembly (1) 100 0 0 20
Painting (2) 30 50 10 0
Machine Shop (3) 20 0 100
Receiving (4) 50 0
Shipping (5) 0
Testing (6)
Process Layout Example
Area A Area B Area C

Assembly Painting Machine Shop

Department Department Department
(1) (2) (3)

40'

Receiving Shipping Testing

Department Department Department
(4) (5) (6)

Area D Area E Area F

60'
Process Layout Example
Interdepartmental Flow Graph 100

Assembly 50 Painting 30 Machine

(1) (2) Shop (3)
20 20
10
50 100

Receiving Shipping Testing

(4) (5) (6)
50
Process Layout Example

Cost = $50 + $200 + $40

(1 and 2) (1 and 3) (1 and 6)
+ $30 + $50 + $10
(2 and 3) (2 and 4) (2 and 5)
+ $40 + $100 + $50
(3 and 4) (3 and 6) (4 and 5)
= $570
Process Layout Example
Revised Interdepartmental Flow Graph
30

Painting 50 Assembly 100 Machine

(2) (1) Shop (3)

10
20 20
50 100

Receiving Shipping Testing

(4) (5) (6)
50
Process Layout Example

Cost = $50 + $100 + $20

(1 and 2) (1 and 3) (1 and 6)
+ $60 + $50 + $10
(2 and 3) (2 and 4) (2 and 5)
+ $40 + $100 + $50
(3 and 4) (3 and 6) (4 and 5)
= $480
Process Layout Example
Area A Area B Area C

Painting Assembly Machine Shop

Department Department Department
(2) (1) (3)

40'

Receiving Shipping Testing

Department Department Department
(4) (5) (6)

Area D Area E Area F

60'
Roy Creasey Enterprises, a machine shop, is planning to move to a new, larger location. The new
building will be 60 feet long by 40 feet wide. Creasey envisions the building as having six distinct
production areas, roughly equal in size. He feels strongly about safety and intends to have
marked pathways throughout the building to facilitate the movement of people and materials.
His foreman has completed a month-long study of the number of loads of material that have
moved from one process to another in the current building. The information is contained in the
following matrix. Finally, Creasey has developed the following matrix to indicate distances
between the work areas as shown below. What is the appropriate layout of the new building?

Distance between Work Areas

M W D L G B
M — 125 75 0 50 60 1 2 3 4 5 6
M W D
W — 0 75 0 0 1 20 40 20 40 60
D — 0 150 20 2 20 40 20 40
L — 20 0
3 60 40 20
G — 0 L G B
B — 4 20 40
5 20
6
 Process Layout
ADVANTAGES LIMITATIONS
❖Machines are better utilized and fewer machines are ❖Backtracking and long movements may occur in the
required handling of materials thus, reducing material handling
efficiency
❖Flexibility of equipment and personnel is possible in
process layout ❖Material handling cannot be mechanised which adds to
cost
❖Lower investment on account of comparatively less
number of machines and lower cost of general purpose ❖Process time is prolonged which reduce the inventory
machines turnover and increases the in process inventory
❖Higher utilisation of production facilities ❖Lowered productivity due to number of set-ups
❖A high degree of flexibility with regards to work ❖Throughput (time gap between in and out in the process)
distribution to machineries and workers time is longer
❖Supervisors will become highly knowledgeable about ❖Space and capital are tied up by work-in-process
the functions under their department
 Product Layout
❖In this type of layout, machines and auxiliary services are located according to the
processing sequence of the product.

❖If the volume of production of one or more products is large, the facilities can be
arranged to achieve efficient flow of materials and lower cost per unit. Special purpose
machines are used which perform the required function quickly and reliably

❖The product layout is selected when the volume of production of a product is high such
that a separate production line to manufacture it can be justified
Product Layout
► Fabrication line
► Builds components on a series of machines
► Machine-paced
► Require mechanical or engineering changes to balance
► Assembly line
► Puts fabricated parts together at a series of workstations
► Paced by work tasks
► Balanced by moving tasks
 Product Layout
Advantages Limitations
1. Low variable cost per unit 1. High volume is required
2. Low material handling costs 2. Work stoppage at any point ties up the
whole operation
3. Reduced work-in-process inventories
3. Lack of flexibility in product or production
4. Easier training and supervision rates
5. Rapid throughput
Product Layout Example
 Assembly-Line Balancing
▶Objective is to minimize the imbalance between machines or personnel while meeting
required output
▶Starts with the precedence relationships
▶ Determine cycle time
▶ Calculate theoretical
minimum number of
workstations
▶ Balance the line by
assigning specific
tasks to workstations
 Wing Component Example
TABLE Precedence Data for Wing Component
ASSEMBLY TIME TASK MUST FOLLOW
TASK (MINUTES) TASK LISTED BELOW This means that
A 10 – tasks B and E cannot
be done until task A
B 11 A has been completed
C 5 B
D 4 B
E 11 A
F 3 C, D
G 7 F
H 11 E
I 3 G, H
Total time 65
 Wing Component Example
Precedence Data for Wing
TABLE Component
480 available mins
per day
TASK MUST
ASSEMBLY TIME FOLLOW TASK 40 units required
TASK (MINUTES) LISTED BELOW
A 10 –
B 11 A
5
C 5 B
C
D 4 B 10 11 3 7
E 11 A A B F G
F 3 C, D 4
3
G 7 F D I
11 11
H 11 E E H
I 3 G, H
Total time 65
Wing Component Example
Precedence Data for Wing 480 available mins
TABLE Component per day
TASK MUST
ASSEMBLY TIME FOLLOW TASK
40 units required
Production time available
TASK (MINUTES) LISTED BELOW per day
A 10 – Cycle time = Units required per day
B 11 A
= 480 / 40
Figure 9.12
C 5 B
D 4 B
5 = 12 minutes per unit
E 11 A C
10 11 3 7
F 3 C, D
A B Minimum number
F G
G 7 F of 4workstations 3
H 11 E D I
11 11
I 3 G, H = 65 / 12
E H
Total time 65 = 5.42, or 6 stations
 Wing Component Example

Station 5
2 480 available mins
C per day
10 11 3 7 40 units required
A B F G Cycle time = 12 mins
4 3
Station 3 Minimum
D I = 5.42 or 6
Station 4 workstations
11 11
Station 6 6
Station
Station
1 E H
Station Station
3 5
 Wing Component Example
Precedence Data for Wing
TABLE Component
480 available mins
per day
TASK MUST
ASSEMBLY TIME FOLLOW TASK 40 units required
TASK (MINUTES) LISTED BELOW
Cycle time = 12 mins
A 10 –
Minimum
B 11 A = 5.42 or 6
C 5 B
workstations
D 4 B 5
∑ Task times C
E Efficiency11= A
10 11 3 7
F 3 (Actual
C, Dnumber of workstations) x (Largest cycle time)
A B F G
G 7= 65 minutes /F((6 stations) x (12 minutes)) 4
3
H 11 E D
= 90.3% 11 11 I
I 3 G, H
E
Idletime
Total Time65= ((6 stations) × (12 minutes)) – 65 minutes = 7 minutes H
The assembly line whose activities are shown in the following table has an 8-minute cycle time.
Draw the precedence diagram, and find the minimum possible number of workstations. Then
arrange the work activities into workstations so as to balance the line. What is the efficiency of
your line balance? Performance Time
Task Predecessor
(minutes)
A 5 -
B 3 A
C 4 B
D 3 B
E 6 C
F 1 C
G 4 D, E, F
H 2 G
 Tailwind, Inc., produces high-quality but expensive training shoes for runners. The Tailwind shoe, which
sells for $210, contains both gas- and liquid-filled compartments to provide more stability and better
protection against knee, foot, and back injuries. Manufacturing the shoes requires 10 separate tasks. There
are 400 minutes available for manufacturing the shoes in the plant each day. Daily demand is 60. The
information for the tasks is as follows:
1. Draw the precedence Diagram TASK Performance Time (mins) Predecessors
2. Assign tasks to the minimum feasible number of workstations A 1 -
3. What is the efficiency of the process you completed in (2)? B 3 A
4. What is the idle time per cycle? C 2 B
D 4 B
E 1 C, D
F 3 A
G 2 F
H 5 G
I 1 E, H
J 3 I
 Dr. Lori Baker, operations manager at Nesa Electronics, prides herself on
excellent assembly-line balancing. She has been told that the firm needs to TASK TIME (min) PREDECESSORS
complete 96 instruments per 24-hour day. The assembly-line activities are
A 3 -
a) Draw the precedence diagram
B 6 -
b) If the daily (24-hour) production rate is 96 units, what is the highest C 7 A
allowable cycle time?
D 5 A, B
c) If the cycle time after allowances is given as 10 minutes, what is the daily
(24-hour) production rate? E 2 B
F 4 C
d) With a 10-minute cycle time, what is the theoretical minimum number of
stations with which the line can be balanced? G 5 F
e) With a 10-minute cycle time and six workstations, what is the efficiency? H 7 D, E

f) What is the total idle time per cycle with a 10-minute cycle time and six I 1 H
workstations? J 6 E
g) What is the best workstation assignment you can make without exceeding a K 4 G, I , J
10-minute cycle time, and what is its efficiency?
 Fixed position layout
❖Product remains in one place
❖Workers and equipment come to site
❖This type of layout is suitable when one or a few
pieces of identical heavy products are to be
manufactured and when the assembly consists of
large number of heavy parts
❖Complicating factors
❖ Limited space at site
❖ Different materials
required at different
stages of the project
❖ Volume of materials
needed is dynamic
 Advantages
The major advantages of this type of layout are:
❖Helps in job enlargement and upgrades the skills of the
operators.
❖The workers identify themselves with a product in which
they take interest and pride in doing the job.
❖Greater flexibility with this type of layout.
❖Layout capital investment is lower
 Group layout (Cellular layout)
❖Reorganizes people and machines into groups to focus on single products or product group

❖GT can be used to develop a hybrid between pure process layout and pure flow line (product) layout

❖This technique is very useful for companies that produce variety of parts in small batches to enable them to
take advantage and economics of flow line layout.

❖Group technology identifies products that have similar characteristics for particular cells

❖ The application of group technology involves two basic steps:

❖ First step is to determine component families or groups.

❖ The second step in applying group technology is to arrange the plants equipment used to process a particular
family of components. This represents small plants within the plants
 Advantages of Group layout
❖Reduced work-in-process inventory
❖Less floor space required
❖Reduced raw material and finished goods inventories
❖Reduced direct labor cost
❖Heightened sense of employee participation
❖Increased equipment and machinery utilization
❖Reduced investment in machinery and equipment
Improving Layouts Using Group
Layout

Material

Improved layout - cross-trained workers can assist each

Current layout - workers in small other. May be able to add a third worker as additional
closed areas. output is needed.
Warehouse and Storage Layouts
▶Objective is to find the optimum trade-offs between handling costs
and costs associated with warehouse space

▶Maximize the total "cube" of the warehouse – utilize its full volume
while maintaining low material handling costs
Warehousing and Storage Layouts
Material Handling Costs
► All costs associated with the transaction
► Incoming transport
► Storage
► Finding and moving material
► Outgoing transport
► Equipment, people, material, supervision, insurance, depreciation
► Minimize damage and spoilage
 Warehousing and Storage Layouts
▶Warehouse density tends to vary inversely with the number of different
items stored

▶Automated Storage and Retrieval Systems (ASRSs) can significantly

improve warehouse productivity
(https://www.youtube.com/watch?v=o0-b-D6TCpY)

▶Dock location is a key design element

 Cross-Docking
▶Materials are moved directly from receiving to shipping and are
not placed in storage in the warehouse

▶Requires tight scheduling and

accurate shipments, bar code or RFID
identification used for advanced shipment
notification as materials are unloaded
Organisation of Physical Facilities
The following are the most important physical facilities to be organized:
1. Factory building
2. Lighting
3. Climatic conditions
4. Ventilation
5. Work-related welfare facilities
 Factory Building
❖Design of the Building
❖ Flexibility
❖ Product and equipment
❖ Expansibility
❖ Employee facilities and service area
❖Types of the Building
❖ Single storied
❖ Multi storied
 Lighting
❖It is estimated that 80 per cent of the information required in doing job is
perceived visually

❖Good visibility of the equipment, the product and the data involved in the work
process is an essential factor in accelerating production, reducing the number of
defective products, cutting down waste and preventing visual fatigue and
headaches among the workers

❖Control of Lighting
 Climatic Condition
❖Control of the climatic conditions at the workplace is paramount
importance to the workers health and comfort and to the maintenance
of higher productivity.

❖Working in a hot or cold environment

❖Control of the Thermal Environment

 Ventilation
❖Ventilation is the dynamic parameter that complements the concept of air space.
For a given number of workers, the smaller the work premises the more should
be the ventilation

❖Ventilation differs from air circulation

❖Adequate ventilation should be looked upon as an important factor in

maintaining the worker’s health and productivity.
 Work-related Welfare Facilities
❖Drinking Water
❖Sanitary Facilities
❖First-aid and Medical Facilities
❖Rest Facilities
❖Feeding Facilities
❖Child-care Facilities
❖Recreational Facilities