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Facility Layout
Facility Layout
Facility Layout:
Manufacturing and Services
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Overview
Introduction
Manufacturing Facility Layouts
Analyzing Manufacturing Facility Layouts
Service Facility Layouts
Wrap-Up: What World-Class Producers Do
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Introduction
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Locate All Areas In and Around Buildings
Equipment
Work stations
Material storage
Rest/break areas
Utilities
Eating areas
Aisles
Offices
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Characteristics of the Facility Layout Decision
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Characteristics of the Facility Layout Decision
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Objectives of the Lay out Strategy
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Requirements of a Good Layout
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Inputs to the Layout Decision
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Steps in Developing a Process Oriented Layout
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Warehouse & Storage Layout
General Cost Curve
120 Line 1
Line 2
The best warehouse layout is where
100 Line 3 total costs are at a minimum
10 20 30 40 50 60 70 80 90 100
Warehouse Density
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Manufacturing Facility Layouts
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Basic Layout Forms
Process
Product
Cellular
Fixed position
Hybrid
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Process (Job Shop) Layouts
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Characteristics of Process Layouts
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Characteristics of Process Layouts
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Product (Assembly Line) Layouts
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Characteristics of Product Layouts
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Characteristics of Product Layouts
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Cellular Manufacturing (CM) Layouts
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Characteristics of CM
Relative to Process Layouts
Equipment can be less general-purpose
Material handling costs are reduced
Training periods for operators are shortened
In-process inventory is lower
Parts can be made faster and shipped more quickly
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Characteristics of CM
Relative to a Product Layout
Equipment can be less special-purpose
Changeovers are simplified
Production is easier to automate
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Fixed-Position Layouts
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Hybrid Layouts
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New Trends in Manufacturing Layouts
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New Trends in Manufacturing Layouts
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Analyzing Manufacturing Facility Layouts
Process Layouts
Product Layouts
Cellular Layouts
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Process Layout
What factors might we consider when determining
the locations of process areas, or departments?
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Designing and Analyzing a Process Layout
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Approaches to Process Layout Design
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Operations Sequence Analysis
Inputs required
an existing or proposed arrangement of
departments
a projection of the traffic or flow that will take
place between one department and each of the
other departments during some time period - this is
usually displayed as an interdepartmental flow
matrix
. . . more
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Operations Sequence Analysis
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Operations Sequence Analysis
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Block Diagram Analysis
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Load-Distance Analysis
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Load-Distance Analysis
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Process Layout: Interdepartmental Flow
Given
The flow (number of moves) to and from all
departments
The cost of moving from one department to
another
The existing or planned physical layout of the
plant
Determine
The “best” locations for each department, where
best means interdepartmental transportation, or
flow, costs
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Process Layout:
Cut-And-Try Approach
Involves searching for departmental changes to
reduce overall flow cost
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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
Switching departments then checking the results
of the “closeness” score
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Example 1: Systematic Layout Planning
Reasons for Closeness
Code Reason
1 Type of customer
2 Ease of supervision
3 Common personnel
4 Contact necessary
6 Psychology
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Example 1: Systematic Layout Planning
Importance of Closeness
Line Numerical
Value Closeness
code weights
A Absolutely necessary 16
E Especially important 8
I Important 4
O Ordinary closeness OK 2
U Unimportant 0
X Undesirable 80
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Example 1: Systematic Layout Planning
Relating Reasons and Importance
Area
From To
2 3 4 5 (sq. ft.)
I U A U
1. Credit department 100
6 -- 4 --
U I A
2. Toy department 400
-- 1 1,6
U X
3. Wine department 300
-- 1
X
4. Camera department 100
1
1 E 3
I 4 U U
2 5
A
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Example 1: Systematic Layout Planning
Initial and Final Layouts
5 2 4 2
3 20 ft
3 1 5 1 4
50 ft
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Designing and Analyzing a Product Layout
Line Balancing
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Designing and Analyzing a Product Layout
Characteristics
Inputs
Design Procedure
How Good Is The Layout?
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Product Layout-Advantages/Disadvantages
Advantages: Disadvantages:
Low cost variable cost per High volume required
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Line Balancing Problem
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Line Balancing Problem
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Line Balancing Problem
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Inputs
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Inputs
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Design Procedure
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Design Procedure
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Design Procedure
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Line-Balancing Heuristics
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Product Layouts-Major Assumptions
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Why is Balancing the Line Important?
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Example 1: The ALB Problem
You’ve just been assigned the job a setting up an
electric fan assembly line with the following tasks:
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Example 1: The ALB Problem
The Precedence Diagram
2 1 1
A B G 1.4
H
C D E F
3.25 1.2 .5 1
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Example 1: The ALB Problem
We want to assemble 100 fans per day
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Example 1: The ALB Problem
We want to assemble 100 fans per day
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Example 1: The ALB Problem
Selected Task Selection Rules
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Example 1: The ALB Problem
Selected Task Selection Rules
Precedence Diagram
2 1 1
A B G 1.4
H
C D E F
3.25 1.2 .5 1
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Task Followers Time (Min)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
E 2 0.5
C D E F
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4
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Task Followers Time (Min)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
E 2 0.5
C D E F
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4
A (4.2-2=2.2)
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Task Followers Time (Min)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
E 2 0.5
C D E F
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4
A (4.2-2=2.2)
B (2.2-1=1.2)
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Task Followers Time (Min)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
E 2 0.5
C D E F
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)
Idle= .2
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Task Followers Time (Min)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
E 2 0.5
C D E F
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4
A (4.2-2=2.2) C (4.2-3.25)=.95
B (2.2-1=1.2)
G (1.2-1= .2)
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Task Followers Time (Min)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
E 2 0.5
C D E F
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4
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Task Followers Time (Min)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
E 2 0.5
C D E F
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4
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Task Followers Time (Min)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
E 2 0.5
C D E F
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4
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Task Followers Time (Min)
A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
E 2 0.5
C D E F
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4
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Designing and Analyzing a Cellular Layout
Fundamental questions:
Which parts are going to be produced in a cell?
Which processes are going to be assigned to a cell?
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Group Technology
Benefits
1. Better human relations
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Fundamental Requirements
for Parts to be Made in Cells
Demand for the parts must be high enough and stable
enough that moderate batch sizes of the parts can be
produced periodically.
Parts must be capable of being grouped into parts
families.
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Design Procedure
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Wrap-Up: World-Class Practice
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