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Lecture 10
Lecture 10
Lecture 10
Layout Planning
Variety
Very low variety Medium Variety High Variety One off execution
Flow attributes Streamlined flow Multiple flow paths Dis-organised flow Jumbled flow
Job shops;
Process industry; Mass
Batch Manufacturing Customized
Product/ Service Project Shops
Examples of operating firms Product/ Service
provider
systems Provider
• Process Layout
• arrangement of resources on the basis of the process characteristics of the resources available
• Product Layout
• order in which the resources are placed follow exactly the visitation sequence dictated by a product
• Group Technology (GT) Layout
• seeks to exploit commonality in manufacturing and uses this as the basis for grouping components and
resources
• Fixed Position Layout
• emphasis is not so much on optimum position of resources required for the process, since the product itself
largely dictates this; the focus is on gaining better control of material flow and reducing delays
Process Layout: An example
Product A
Product B L L L L D D
Product C D D
L L L L
D D
M M
G G G
M M
Product Layout :An example
Product A
L D M G
Product B
L D L G
Product C
L D M L G
Alternative Layouts: An example from Banking
APPENDIX
APPENDIX ENTRY
ENTRY LAYOUT- -STATE
LAYOUT STATE BANK
BANK OFOF
3 B3 B
MYSORE
Bank A
LAYOUT - INDUSIND BANK
APPENDIX 3 A Bank B
MYSORE
ENTRY
WAITING
COMMUNICATIONS RECEIVING PAYING
AREA KITCHEN ROOM STRONG
RECEIVING PAYING
ROOM CASH COUNTERS
STRONG
ROOM CASH COUNTERS
DY.
REST - MANAGER
RECEPTIONIST ROOMS
SECY. DY.
MANAGER
CREDIT COMPUTER
OPERATIONS
ROOM
COMPUTER
CURRENT ROOM
CREDIT RECORDS
ROOM A/C &
OPERATIONS OTHERS
RECORDS CURRENT
CONFERENCE
ROOM A/C &
ROOM
OTHERS
VICE -
MGR. PRESIDENT
OPS LUNCH
ROOM
UPS
MGR.
CREDIT LUNCH LOANS FIXED
ROOM &ADVANCES DEPOSITS
UPS
LOANS FIXED
&ADVANCES DEPOSITS
Group Technology Layout:
Cellular manufacturing
Cell 1 Cell 2
L M D M D L
D L G G D L
L D L D
M L G L M
Cell 4 Cell 3
Product & Process Layout: Pros & Cons
Process Layout Product Layout
Sharing of specialized and Standardised product/
costly equipments process routing
Operational Control is
Advantages
More flexibility simpler
Less vulnerable to High output rate is
breakdowns possible
Low tolerance for
Large Inventory buildup breakdowns
• Qualitative Method
• Links some criteria to the closeness required between a pair of resources
• Computer packages such as ALDEP and CORELAP are available
• Quantitative Method
• Uses some quantitative performance measures for assessing the impact of a layout design
• Seeks to arrive at the best layout design by optimizing on this performance measure
• One of the popular method used in CRAFT
• Performance evaluation models using computer simulation techniques
Design of process layouts :Qualitative method
Department 1
Value Closeness O
A Absolutely necessary Department 2 A
U I
E Especially Important Department 3 O E
I Important A X A
O Ordinary closeness OK Department 4 U U
U O
U Unimportant Department 5 O
X Undesirable O
Department 6
Design of Process Layout
Quantitative Method
• Cij = Cost per unit of transporting a unit distance from department “i” to department “j”
• Fij = Inter-departmental flow between department “i” and department “j”
• Dij = Distance between department “i” and department “j”
n n
• n = Number of departments to be laid out TC F D C
i 1 j 1
ij ij ij
• The total cost of the plan is given by:
• One can model the above as a mathematical programming problem with the objective
function of minimising the total cost of the plan
Design of Product Layout
• Line balancing
• A method by which the tasks are optimally combined without violating precedence
constraints and a certain number of workstations designed to complete the tasks
• Key decision variables are production rate, cycle time and the number of workstations,
which are inter-related
• Solving the “line balancing” problem calls for striking the right trade-off between
increased production and better utilization of resources
• Various heuristics: Incremental Utilization and Longest Task Time
• Cycle time is the ratio of the available time to the actual (desired) production rate
Line Balancing
Some measures of interest
AvailableTime
Actual ( Desired ) Cycle Time
Actual ( Desired ) Pr oduction
• The objective is one of sub-dividing an universe of machines and components into sub-groups
• Each sub-group of components form a part family and is endowed with a corresponding sub-group of
machines known as machine groups
• Each sub-group is referred to as a cell
C 1 1 1 1
D 1 1 1
E 1 1 1 1 1 1
F 1 1 1
G 1 1 1 1 1 1
H 1 1 1 1 1 1
I 1 1 1 1 1 1
J 1 1 1 1 1 1
Machine – Component Incident Matrix
After Grouping
Components
2 3 5 8 1 4 7 20 18 17 15 14 13 6 9 11 12 16 19
B 1 1 1 1
C 1 1 1 1
D 1 1 1
Machines
A 1 1 1
F 1 1 1
E 1 1 1 1 1 1
I 1 1 1 1 1 1
G 1 1 1 1 1 1
H 1 1 1 1 1 1
J 1 1 1 1 1 1
One man multiple machine layout
An example from Lucas TVS
Old Layout Revised Layout
4 way 4 way
Lathe Drill Drill
Press
SS
Drill SS
Press
Drill
Bench
Lathe
Bench
Source: N Ravichandran, “A Journey Toward Manufacturing Excellence” CII Quality Summit 2000, 61 – 115.
Flexible Manufacturing System
Definition