Facility Layout

Facility Layout

1WK4-Facility Layout

OutlineOutline

• Objectives of Facility Layout

• Types of Layouts– Fixed Position Layout– Process Layout– Product Layout

• Designing Facility Layouts


World Class Factory• Physical factory in the manufacturing industry making

saleable products. • Indicators of excellence in factory operations:Defect-free : a conventional factory has 5% defect rates, a WCF

should have 98% less defects or better. Six-sigma WCF’s can achieve 3-4 dpm.

Fast : in terms of manufacturing lead time or turnaround time, or order processing time for make-to-order factories.

Flexible : more product variety and models, factories with highly flexible and adaptive manufacturing systems

Lean : With extremely high productivity and yield, it dramatically reduces inventories, space, machines, and even people and suppliers required to achieve the production target.

Environment-friendly. : Green manufacturing

4

Focused Plant Layout

• Process focus• Product focus• Quality focus• Customer (Quick response) focus• Supplier focus• Operating cost focus• Productivity focus• Flexibility focus• Logistics focus

General Objectives of LayoutsGeneral Objectives of Layouts

Develop an economical layout which will meet the requirements of:

product design and volume (product strategy)

process equipment and capacity (process strategy)

quality of work life (human resource strategy)

building and site constraints (location strategy)


Basic Types of LayoutsBasic Types of Layouts• Fixed Position (project) Layout

–used in projects where the product cannot be moved

• Process Layout–machines, people, or equipment grouped by process they perform

• Product Layout–linear arrangement of workstations to produce a specific product or service


Product family

Process department 7WK4-Facility Layout

Production line

Fixed materials location


Factors Complicating a Fixed Factors Complicating a Fixed Position LayoutPosition Layout

There is limited space at virtually all sites

At different stages in the construction process, different materials are needed – therefore, different items become critical as the project develops

The volume of materials needed is dynamic


Designing a Designing a Fixed Position LayoutFixed Position Layout

Building construction, Ship, Airplane, etc.• There are no hard and fast rules -- probably

because the problem is ill - defined.• Most attention is paid to scheduling and

sequencing of tasks in a project.• However, critical issues remain regarding

time & space requirements for materials, equipment, labor, etc


ProcessProcess Layout: Manufacturing Layout: Manufacturing

L

L

L

L

L

L

L

L

L

L M

M

M

M

D

D

D

D

D

D

D

D

G

G

G

G

G

G

P

P

A A AReceiving andShipping Assembly

Painting Department

Lathe DepartmentMilling

Department Drilling Department

Grinding Department


A A ProductProduct Layout Layout

IN

OUT


Compare & Contrast Compare & Contrast ProductProduct & & ProcessProcess Layouts Layouts

PRODUCT LAYOUT PROCESS LAYOUT

1. Description Sequential arrangement Functional grouping

of equipment, people of machines, people, tasks

2. Type of Process Continuous, mass Intermittent, job shop

production, mainly batch production,

assembly mainly fabrication

3. Product Standardized, often Varied, frequently

made to stock made to order

4. Demand Stable Fluctuating

5. Volume High Low

6. Equipment Special purpose General purpose

7. Workers Limited skills Varied skills


Compare & Contrast Compare & Contrast ProductProduct & & ProcessProcess Layouts Layouts

PRODUCT LAYOUT PROCESS LAYOUT

8. Inventory Low in-process, High in-process,

high finished goods low finished goods

9. Storage space Small Large

10. Material Fixed path Variable path

handling (conveyor) (forklift)

11. Aisles Narrow Wide

12. Scheduling Part of balancing Dynamic

13. Layout decision Line balancing Machine location

14. Goal Equalize work at Minimize material

each station handling cost

15. Advantage Efficiency Flexibility


Layout Design: Systematic Layout Layout Design: Systematic Layout PlanningPlanning

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Systematic Layout Planning - 26

Muther’s Systematic

Layout Planning

Procedure


Systematic Layout Planning Procedure

Information Gathering PQRST items

Product: what is to be produced Quantity: volume to be produced Routing: how it is to be produced Support services: with what will we produce Timing/Transport: when to produce and how to move parts in & out

Quantity & Variety often dictate the layout type (product/process, etc.) can be used to determine

o which products justify their own lines,o which families justify their own cells.


Photographs about the product “Exploded” drawings Engineering drawings of individual parts Parts list Bill of materials (structure of product) Assembly chart Route sheet Operations process chart Etc.


Information Gathering


Systematic Layout Planning ProcedureInformation Gathering


Schedule design decisions tell us how much to produce and when to produce.

Market Forecast

Number of Machines

Production Demand

Production Rate

Product Mix+

Production Rate

Continuous orIntermittent Production

Systematic Layout Planning ProcedureInformation Gathering



Flow Analysis and Activity Analysis

Flow analysisFlow analysis concentrates on some quantitativequantitative measure of movement between departments or activities

Activity analysisActivity analysis is primarily concerned with the non-quantitativenon-quantitative factors that influence the location of departments or activities

Charts and diagrams useful in flow analysisCharts and diagrams useful in flow analysis:- Flow process chart- Multi-product process charts- Flow diagram- From-to-charts


Systematic Layout Planning Systematic Layout Planning ProcedureProcedureFlow and Activity Analysis - A1Flow and Activity Analysis - A1


Systematic Layout Planning Systematic Layout Planning ProcedureProcedureFlow and Activity Analysis A-2Flow and Activity Analysis A-2


Desirability (or lack) of locating two work-centers together• information that is difficult to quantify• (example 1) shipping & receiving - share common facilities (e.g., loading docks)• (example 2) engineering & purchasing - efficient communication, quality, • (example 3) environmental factors - delicate testing vs. vibration

Summarized in a relationship or REL chart

Systematic Layout Planning Systematic Layout Planning ProcedureProcedureFlow and Activity AnalysisFlow and Activity Analysis


Code Reason

1 Frequency of use high

2 Frequency of use medium

3 Frequency of use low

4 Information flow high

5 Information flow medium

6 Information flow low

Rating Definition

A Absolutely Necessary

E Especially Important

I Important

O Ordinary Closeness OK

U Unimportant

X Undesirable

1. Directors conference room

2. President

3. Sales department

4. Personnel

5. Plant manager

6. Plant engineering office

7. Production supervisor

8. Controller office

9. Purchasing department

I

1

O

5

U

6

O

5

A

4

I

4

U

6

I

4

I

1

U

6

I

4

O

5

A

4

O

5

O

5

U

3

O

5

O

5

O

5

O

5

E

4

O

2

U

6

O

5

O

5

O

5

U

3

U

6

E

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U

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U

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U

6

Activity Relationship ChartActivity Relationship Chart

Systematic Layout Planning Systematic Layout Planning ProcedureProcedureFlow and Activity AnalysisFlow and Activity Analysis


Code

1

2

3

4

5

6

Reason

Type of customer

Ease of supervision

Common personnel

Contact necessary

Share same price

Psychology

Systematic Layout Planning Systematic Layout Planning Procedure Procedure Activity Relationship ChartActivity Relationship Chart

Activity Relationship ChartActivity Relationship Chart


Value

A

E

I

O

U

X

ClosenessLinecode

Numericalweights

Absolutely necessary

Especially important

Important

Ordinary closeness OK

Unimportant

Undesirable

16

8

4

2

0

-80

Systematic Layout Planning Systematic Layout Planning Procedure Procedure Relationship DiagramRelationship Diagram


1

2

4

3

5

U U

E

A

I

The number of lines here represent paths required to be taken in transactions between the departments. The more lines, the more the interaction between departments.

The number of lines here represent paths required to be taken in transactions between the departments. The more lines, the more the interaction between departments. Note here again, Depts. (1) and

(2) are linked together, and Depts. (2) and (5) are linked together by multiple lines or required transactions.

Note here again, Depts. (1) and (2) are linked together, and Depts. (2) and (5) are linked together by multiple lines or required transactions.

Systematic Layout Planning Systematic Layout Planning Procedure Procedure Relationship Diagram Relationship Diagram (or Activity Relationship (or Activity Relationship

Diagram)Diagram)


Code Reason

1 Flow of material

2 Ease of supervision

3 Common personnel

4 Contact Necessary

5 Conveniences

Rating Definition

A Absolutely Necessary

E Especially Important

I Important

O Ordinary Closeness OK

U Unimportant

X Undesirable

1. Offices

2. Foreman

3. Conference Room

4. Parcel Post

5. Parts Shipment

6. Repair and Service Parts

7. Service Areas

8. Receiving

9. Testing

10. General Storage

O

4

I

5

U

U

U

E

3

U

U

E

3

E

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O

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O

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U

U

E

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A

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O

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I

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U

U

U

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U

U

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2

U

U

U

U

U

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U

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A

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U

O

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U

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U

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2

U

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U

Systematic Layout Planning Systematic Layout Planning Procedure Procedure Activity Relationship ChartActivity Relationship Chart


10

5 8 7

9 6

4 2 3

1


The Relationship DiagramRelationship Diagram positions activities spatially. Proximities are typically used to reflect the relationship between pairs of activities



Layout Planning Procedure

Based on the input data and an understanding of the roles and relationship between activities, a material flow analysis (from-to-chart) and an activity relationship analysis (activity relationship chart) are performed.

From the analysis performed, a relationship diagram is developed.


Production-center method

Converting method – the present space requirements are converted to those required for the proposed layout

Roughed-out layout method – using templates or models on the layout to obtain an estimate of configuration and space requirements

Ratio trend projection method – for general space requirements e.g. square feet per direct labor hour, square feet per unit produced, etc.

Space DeterminationSpace Determination

Systematic Layout Planning Systematic Layout Planning ProcedureProcedure


• Raw material storage• In-process inventory

storage• Finished-goods storage• Aisles, cross isles, and

main aisles• Receiving and shipping• Material handling

equipment storage• Tool rooms and tool cribs• Maintenance• Packaging

Space DeterminationSpace Determination

• Quality control and inspection

• Supervision• Health and medical

facilities• Food service• Lavatories, washrooms,

etc.• Offices• Employee and visitor

parking• Receiving and shipping

parking• Other storage




Layout Planning

Procedure


10

5 8 7

9 6

4 2 3

1



2(125)

3(125)

1(1000)

4(350)

3(125)

6(75)

9(500)

10(1750)

5(500)

8(200)

7(575)

Systematic Layout Planning Systematic Layout Planning Procedure Procedure Space Relationship DiagramSpace Relationship Diagram


Relationship diagram:all departments are of equal size.

Space Relationship diagram:templates proportional in size to departmental space requirement



Relationship diagram

Activity Relations and Relationship Diagram – Another example



Space relationship diagram



Alternative block layout



Modifying considerations and limitationsModifying considerations and limitations

Site-specific and Operation-specific conditionspossible adjustment to the layout

Example: Location of external transportation system (e.g., rail, road,

river access) → may restrict the location of shipping and receiving

limitations on access to utilities (HVAC, lighting, etc) in certain areas

aisles should be straight and close to the point where move requests are generated without obstructing manufacturing activities




Layout Planning

Procedure


EvaluationEvaluation

Factor-analysis method (evaluating the layout alternatives) List all of the factors to be considered important Weight the relative importance of each of these factors to

each other Rate the alternative plans against one factor at a time Calculate the weighted rating values and sum up those

values to obtain the total value for each of the alternatives Select the alternative with the highest total value

FactorsCost, flexibility, maintainability, expandability (modularity),

safety, operation ease



Area Space needs (ft2)• Branch manager 200• Head teller 150• Teller counter/break room 600• New accounts clerk 100• Loan officers 200• Customer waiting room/lounge 150• Lobby 500

Branch Bank Example

Systematic Layout Planning Systematic Layout Planning Procedure Procedure Example B – Page 1Example B – Page 1


1. Branch Manager

2. Head Teller

3. Teller Counter/ Break Room

4. New Accounts Clerk

5. Loan Officer

6. Customer Lounge/ Break Room

1100I

100U

1000I

2400E

1600E

800I

400O

3000

100U 300

O

200O

800I

50U70

U

50U

Note: Lobby to be central to all

Note: Lobby to be central to all

Steps 1 & 2:Work flows and REL chart

Steps 1 & 2:Work flows and REL chart



3 2

4 1

6 5

KeyAE IOU

Step 3:ArrangeWork Areas

7 To all

7



5

600 ft 2 150 ft 2

200 ft 2

200 ft 2

Step 4:Space Arrangement

3 2

1

6150 ft

2

100 ft24

7500 ft

2



12-8

3 2

4

1

65

600 ft2

100 ft2

150 ft2

156 ft2

228 ft2

216 ft2

Lobby450 ft

2

100

ft2

Entry

50’

40’

Step 5:Floor Plan 7


Example - SLP

• Four departments are to be located in a building of 600x1000 ft. The expected personnel flows and are requirement for departments are shown in the table below. Develop a block layout using SLP.


Block Layout using Graph Theory

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Relationship (REL) Graph

• Given a (block) layout with M activities, a corresponding planar undirected graph, called the Relationship (REL) Graph, can always be constructed.

REL Graph

1 2

543

6(Exterior)

1 2

543

Block Layout

• A REL graph has M+1 nodes (one node for each activity and a node for the exterior of the layout. The exterior can be considered as an additional activity. The arcs correspond to the pairs of activities that are adjacent.

• A REL graph corresponding to a layout is planar because the arcs connecting two adjacent activities can always be drawn passing through their common border of positive length.

Relationship (REL) Diagram

• A Relationship (REL) Diagram is also an undirected graph, generated from the REL chart, but it is in general nonplanar.

• A REL diagram, including the U closeness values, has M(M-1)/2 arcs. Since a planar graph can have at most 3M-6 arcs, a REL diagram will be nonplanar if M(M-1)/2 > 3M-6.

M(M-1)/2 > 3M-6 M 5.

• A REL graph is a subgraph of the REL diagram.

• For M 5, at most 3M-6 out of M(M-1)/2 relationships can be satisfied through adjacency in a REL graph.

An upper bound on LSa, LSaUB, is the sum of the 3M-6 longest V(rij)’s.

Maximally Planar Graph (MPG)

• A planar graph with exactly 3M-6 arcs is called Maximally Planar Graph (MPG).

Not MPG sincehas only 5 arcs(5 < 6 = 3M-6)

MPG sincehas 6 arcs

• The interior faces of a graph are the bounded regions formed by its arcs, and its exterior face is the unbounded region formed by its outside arcs.

IF1 IF2

IF3

EF The tetrahedron has three interior faces (IF1, IF2 and IF3) and an exterior face (EF)

Graph-based Method

Graph-based Method

Graph-based Method

Graph-based Method

Graph-based Method

Graph-based Method

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Improvement Procedures

• Pairwise exchange method– Find a feasible solution– Consider all pairwise interchanges– Perform the interchange that yields greatest

total cost reduction– Continue until no more reduction

Pairwise Exchange

Pairwise Exchange

Pairwise Exchange

Pairwise Exchange

FL1 : 78

A(1), B(2), C(3), D(4) A(2), B(1), C(3), D(4)

A(2), B(1), C(3), D(4) A(3), B(1), C(2), D(4)

Date post:	27-Dec-2015
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Facility Layout

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