Final Facility Layout Ppt

7/31/2019 Final Facility Layout Ppt

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Group no. 9


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Facilities Layout

Layout

the configuration of departments, work centers, and

equipment, with particular emphasis on movement of

work (customers or materials) through the system

Facilities layout decisions arise when:

Designing new facilities

Re-designing existing facilities


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Layout Design Objectives

Basic Objective

Facilitate a smooth flow of work, material, and information through the

system

Supporting objectives

Facilitate product or service quality

Use workers and space efficiently

Avoid bottlenecks

Minimize material handling costs

Eliminate unnecessary movement of workers or material

Minimize production time or customer service time

Design for safety


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To make a decision about layout planning, 4

different questions must have an answer:

Which centers do we have to consider?How much space and capacity is required for each

center?If there is not enough space, productivity may be reduced.

Too much space is expensive and may also reduce

productivity.How must the space be configured at each center?

Space quantity, shape and the elements of the work

center are related to each other.

Where should each center be located at within the

facility?The allocation of the different centers may affect

productivity


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Basic Layout Types

Product layouts

Process layouts

Fixed-Position layout

Combination layouts


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Repetitive Processing: Product Layouts

Product layout Layout that uses standardized processing operations

to achieve smooth, rapid, high-volume flow

Raw materials

or customerFinished

itemStation

2Station

3Station

4

Material

and/or

labor

Station1

Material

and/or

labor

Material

and/or

labor

Material

and/or

labor

Used for Repetitive Processing

Repetitive or Continuous


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Product Layout: Advantages

High rate of output

Low unit cost

Labor specialization

Low material handling cost per unit

High utilization of labor and equipment

Established routing and scheduling

Routine accounting, purchasing, and inventory control


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Product Layout: Disadvantages

Creates dull, repetitive jobs

Poorly skilled workers may not maintain equipment or

quality of output

Fairly inflexible to changes in volume or product or

process design

Highly susceptible to shutdowns

Preventive maintenance, capacity for quick repair and

spare-parts inventories are necessary expenses


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Non-repetitive Processing: Process Layouts

Process layouts

Layouts that can handle varied processing

requirements

Used for Intermittent processing

Job Shop or Batch

Dept. A

Dept. B Dept. D

Dept. C

Dept. F

Dept. E


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Process Layout: Advantages

Can handle a variety of processing requirements

Not particularly vulnerable to equipment failures

General-purpose equipment is often less costly than the

specialized equipment used in product layouts

It is possible to use individual incentive plans


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Process Layout: Disadvantages

In-process inventory costs can be high

Challenging routing and scheduling

Equipment utilization rates are low

Material handling slow and inefficient

Complexities often reduce span of supervision

Special attention for each product or customer

Accounting and purchasing are more involved


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Fixed Position Layouts

Fixed Position layout Layout in which the product or project remains

stationary, and workers, materials, and equipment aremoved as needed


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Advantages of fixed position layout

Reduces movement of work items; minimizesdamage or cost of moving.

More continuity of the assigned work force (sincethe item does not go from one department toanother).

This reduces the problems of re-planning andinstructing people each time a new type of activity isto begin.


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Disadvantages of fixed position layout

Since the same workers are involved in more operations, skilled

and versatile workers are required.

The necessary combination of skills may be difficult to find andhigh pay levels may be necessary.

Movement of people and equipment to and from the work site

may be expensive.

Equipment utilization may be low because the equipment may beleft at a location where it will be needed again in a few days

rather than moved to another location where it would be

productive.


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Combination Layouts

Some operational environments use a combination of

the three basic layout types:

Hospitals

Supermarket

Shipyards

Some organizations are moving away from process

layouts in an effort to capture the benefits of product

layouts

Cellular manufacturing Flexible manufacturing systems


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Service Layout

Service layouts can be categorized as: product, process,

or fixed position

Service layout requirements are somewhat different due

to such factors as:

Degree of customer contact

Degree of customization

Common service layouts:

Warehouse and storage layouts

Retail layouts Office layouts


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P-Q Analysis

Product

Layouts

FixedPosition

Layouts Mixed Layouts Process Layouts

Quantity

Number of Different Products


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Line Balancing

Line balancing

The process of assigning tasks to workstations in

such a way that the workstations have approximately

equal time requirements

Why is line balancing important?

1. It allows us to use labor and equipment more efficiently.

2. To avoid fairness issues that arise when one workstation

must work harder than another.


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Cycle Time

Cycle time

The maximum time allowed at each workstation to

complete its set of tasks on a unit

Cycle time also establishes the output rate of a line


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Cycle Time and Output Rate

timeCycle

daypertimeOperatingrateOutput

rateoutputDesired

daypertimeOperatingtimeCycle


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How Many Workstations are Needed?

The required number of workstations is a

function of

Desired output rate

Our ability to combine tasks into a workstation

Theoretical minimum number of stations

stask timeofSum

stationsofnumberminimumltheoretica

where

timeCycle

min

min

t

N

tN


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Assigning Tasks to Workstations

Some Heuristic (Intuitive) Rules:

Assign tasks in order ofmost following tasks

Count the number of tasks that follow

Assign tasks in order ofgreatest positional weight.

Positional weight is the sum of each tasks time and the

times of all tasks.


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Designing Process Layouts

The main issue in designing process layouts

concerns the relative placement of the

departments

Measuring effectivenessA major objective in designing process layouts is to

minimize transportation cost, distance, or time


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Information Requirements

In designing process layouts, the following information isrequired:

A list of departments to be arranged and their dimensions

A projection of future workflows between the pairs of work

centers The distance between locations and the cost per unit of distance

to move loads between them

The amount of money to be invested in the layout

A list of any special considerations

The location of key utilities, access and exit points, etc.


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What is Job Design?

Job design refers to how organizations define and

structure jobs

The process by which managers decide how to divide

tasks into specific jobs.

The appropriate division of labor results in an effective

and efficient workforce.


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Advantages to the Organization

Job - Person Fit

Increased Performance

Maximise Internal Resources

Greater Job Satisfaction

Reduced Absenteeism & Turnover


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Job Design Techniques

Job simplification

Job enlargement

Job enrichment

Job rotation


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Job Design

Job Simplification

The process of reducing the tasks each worker

performs.

Too much simplification and boredom results.


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Job Design

Job Enlargement

Increasing the number of different tasks in a given

job by changing the division of labor

Job Enrichment Increasing the degree of responsibility a worker has

over a job


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Job Enrichment

Empowering workers to experiment to find new orbetter ways of doing the job

Encouraging workers to develop new skills

Allowing workers to decide how to do the work

Allowing workers to monitor and measure their ownperformance


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Final Facility Layout Ppt

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