Facilities Planning And Layout 5i144o
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3/9/2010
Agenda „ „ „ „ „ „ 9 9 9 „ „ „ „
Facilities Planning
Definitions Introduction Types of facilities layout problems The objectives of facility layout Requirements of layout y strategy gy Basic types of layout Layout by product Layout by process Layout by fixed material location Which type of layout to use Factors affecting facility layout Layout design procedure Comparative analysis of layout types
NEHAL ELSAYAR
By:
To:
Dr. / Ashraf S. Youssuf
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1
layout
Definitions
From: The Oxford Pocket Dictionary of Current English / Date: 2008 1.
lay·out . the way in which the parts of something are
2.
arranged or laid out: changing the layout of the ground floor. elaborate HTML layouts. the way in which text or pictures are set out on a page: the layout is uncluttered and the illustrations are helpful helpful. the process of setting out material on a page or in a work: doing layout for newspapers and magazines. a thing arranged or set out in a particular way: a model railroad layout. ,a position in which the body is extended, the head upright, the legs held straight and together, and the arms held out to the sides.
3. 4. 5. 6. 7. 8. 9.
4
Facilities layout refers to an optimum arrangement of different facilities including man, machine, equipment, material, etc. configuration of work centers and equipment to ensure a smooth and uninterrupted flow of materials and work- in -process through a facility. Layout – the physical location of all the facilities, machines, equipment and staff belonging to an operation Flow – the way in which transformed resources travel through the operation plant layout p y problem p is to find the best arrangement g of p physical y facilities to provide an efficient operation. The layout problem may occur in machines, workstations, storage areas and aisles and also in other places such as grocery stores, hospitals, airports, etc. The complexity of the design problem generally requires that a sequential process be used. Developing the layout is an important step it serves to establish the physical relationships between activities. Aim: “to achieve an optimal interface of the facilities, equipment, and personnel that constitute the operations management system.” (Note: Facility layout must be planned simultaneously with product design, process selection, material /people handling, packaging and not down stream.)
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Introduction (cont’d …1/5)
Agenda
•
„ „ „ „ „ „ 9 9 9 „ „ „ „
Facilities planning is the process planning new facilities and revising or expanding old facilities – determines how an activity’s tangible fixed assets best achieving the activity’s objective
•
Facility layout is the process of determining the placement of departments, workgroups, departments workgroups workstations, workstations machines machines, and stock stockholding points within a facility are determined, and requires the following inputs: – Specification of system objectives in of output and flexibility – Estimation of product or service demand on the system – Processing requirements in of number of operations and amount of flow between departments and work centers – Space requirements for the elements in the layout – Space availability within the facility itself
Definitions Introduction Types of facilities layout problems The objectives of facility layout Requirements of layout strategy B i ttypes off layout Basic l t Layout by product Layout by process Layout by fixed material location Which type of layout to use Factors affecting facility layout Layout design procedure Comparative analysis of layout types
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Introduction (cont’d …2/5)
Introduction (cont’d …3/5)
Why Facilities Planning?
Facilities Planning Objectives
• 20-50% of the total expenses within manufacturing are attributed to materials handling • • • • • • •
Minimize material handling cost Minimize overall production time Effectively utilize existing space Provide for employee convenience Assure workplace safety and comfort Facilitate the manufacturing process Facilitate the organizational structure
– effective facilities planning can reduce the material handling costs by at least 10-30%
• To be competitive, very few companies will be able to retain all of their old facilities or layouts – productivity improvements through elimination or reduction of unnecessary activities – improved health and safety – to conserve & reduce consumption of energy. – must conform to new rules, regulations, and standards – lower the risk of fire, lower maintenance costs, etc. 8
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Introduction (cont’d …5/5)
Introduction (cont’d …4/5)
Facilities Planning Activities
Facilities Planning Process Specify or update activities
Facilities Planning
Determine requirements
Facilities Location
Facilities Design
Continuous improvement & maintenance
No Is it feasible to incorporate new activities on existing site?
Determine new facility location
Yes Facilities Systems Design
Facility Layout Design
Develop & evaluate alternative plans
Handling Systems Design 10
Select & implement plan
9
Types of Layout Problems (cont’d…1/2) The facilities layout can be classified according to:
Process design
„ The type of facility under consideration e.g. ¾ Manufacturing plants
Processes that Design Products and Services
Processes that Produce Products and Services
Concept Generation
Supply Network Design
Screening
¾ Commercial facilities, e.g., shops, offices, bank etc.
Preliminary Design
¾ Service facilities, e.g., hospitals, post offices etc.
Evaluation and Improvement
¾ Residential facilities, e.g., Houses, apartments etc.
Prototyping and final design
¾ Cities, townships.
Layout and Flow
Process Technology
Job Design
¾ Recreational facilities, e.g., parks, theatres etc.
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Objectives of Facility Layout
Types of Layout Problems
(cont’d…1/2)
(cont’d…2/2)
•
•
•
A facility layout problem may have many objectives. In the context of manufacturing plants, minimizing material handling costs is the most common one. Other objectives include efficient utilization of – space – labor Eliminate – bottlenecks – waste or redundant movement
The facilities layout can be classified according to: „ The nature of layout, it can be categorized into 4
types as follows ¾ Planning a completely new facility. ¾ Expanding or relocating an existing facility.
• Layout design requires substantial investments of resources
¾ Rearrangement of existing layout.
• It is not easily changed and therefore involves long term
¾ Minor modifications in present layout.
commitments
• It influences the cost and efficiency of short term operations 14
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Objectives of Facility Layout
Requirements of layout strategy
(cont’d…2/2) •
A competitive layout strategy must be fully integrated with: • product design and volume (product strategy) • process equipment and capacity (process strategy) • material handling and packaging systems (manufacturing logistics) • quality of work life (human resource strategy) • building g and site constraints ((location strategy) gy) • marketing strategy
•
Impact of economic layout on operating cost In the 1990s, TACO Industries, a US manufacturer of circulatory pumps for residential and industrial customers regained its ability to compete by reengineering its facility strategy to be product oriented rather than process. By focusing on products, TACO redesigned its plant layout to match its manufacturing strategies for different products.
•
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Facilitate – organization structure – communication and interaction between workers – manufacturing process – visual control Minimize – manufacturing cycle time or customer flow time – investment Provide – convenience, safety and comfort of the employees – flexibility to adapt to changing conditions
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Constraints on layout & Requirements for a good layout
Advantages of a good layout strategy:
„ Constraining factors • Product design & volume • Process equipment & capacity • Building & site • Quality of work life Requirements for a good layout • an understanding of capacity and space requirements • selection of appropriate material handling equipment • decisions regarding environment and aesthetics • identification and understanding of the requirements for information flow • identification of the cost of moving ( load x distance) between the various work areas
• Minimize manufacturing (service) cycle time thereby maximizing throughput of the system. • Minimize “set up time” of equipment and material handling. • Optimal O ti l utilization tili ti off llabour b and d space. F For example, l th there iis lless work k iin process inventory • Meet international environmental and safety standards • Facilitate maintenance • Improves worker morale • Can be used by marketing to increase sales
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Characteristics of a good layout Source
The facilities layout decision procedure Volume and variety
Decision 1
Process type Strategic g performance objectives
17
Manufacturing & Back Office Service Operations 1. Straight-line flow
1. Easily understood service flow pattern
Project process Jobbing process Batch process Mass process Continuous process
2. Minimal back tracking
2. Proper waiting facilities
3. Predictable production time
3. Easy communication with customers
4. Little w.i.p. storage
4. Customer surveillance easily maintained.
Fixed position layout Process layout Cell layout Product layout
5. Open plant visibility
5. Clear exit and entry points with sufficient check out capabilities.
6. Controlled bottlenecks
6. Departments and processes layout – controlled visibility.
7. Work stations close
7. Balance between waiting and service area
8. Minimum material movement
8. Minimum walking (load x distance)
Decision 2
Basic layout type Decision 3
Detailed design of layout
Face-to-Face Services
The physical position of all transforming resources
Flow of transformed resources 20
9. Only necessary mat. handling
9. Lack of clutter.
10. Flexible response to changing conditions
10. High sales volume per square foot of facility
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Elements of Defining Layout
The nature of the basic layout types
Layout involves the relative positioning of transformed resources within operations and functions and the allocation of tasks to the resources, which together dictate the flow of transformed resources through the operation or function
Relative positioning of transforming resources
Manufacturing process types Projectprocesses processes Project
Basic layout types
Service process types
Fixed position layout
Professional services
Jobbing processes
Allocation of tasks to transforming resources
Functional layout Service shops
Batch processes
Cell layout Mass processes
Flow of transformed resources
Product layout
Mass services
Continuous processes 22
Design Techniques
21
Six (6) Types of Layout Strategies
Fixed-position layout - large bulky projects such as ships and
buildings
• Fixed position – resource location analysis
Process-oriented layout - deals with low-volume, high-variety
• Functional layout – flow charts and relationship
production (“job shop”, intermittent production) Office layout y -p positions workers,, their equipment, q p , and spaces/offices to provide for movement of information Retail/service layout - Marketing focus. Allocates shelf space and responds to customer behavior. See also R&H “Servicescapes” discussion and slides on service layout.
charts • Cell layout – product flow analysis • Product layout – assembly line balancing techniques
Warehousing and Storage layout – trade off space and material handling. Product-oriented layout - seeks the best personnel and machine
use in repetitive or continuous production
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I.
Project or Fixed Position (Product) Layout (cont’d…1/7)
Basic Types of Layout Volume
Lathe
Press
Grind
High W a r e h o u s e
S t o r a g e
Weld
Paint
Product Planning Department Product P d t Layout
Production volume Medium
Fixed Location Layout Fixed Materials Location Planning Department
Assembly
Product Family Planning Department Group Technology Layout
Process Layout Process Planning Department
Low Low 26
Project or Fixed Position (Product) Layout (cont’d…3/7)
Medium
High
Product variety
Variety 25
Project or Fixed Position (Product) Layout (cont’d…2/7)
This is the layout for project type systems in which the major component is kept at a fixed position and all other materials, components, tools, machines, workers etc. are brought and assembly or fabrication is carried out. Thi ttype off layouts This l t is i now nott used d very commonly l ads d th the machines required for manufacturing work are big and complicated. The fixed position layout is used only when it is difficult to move the major component and fabrication is to be carried out e.g. production of ships.
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Project or Fixed Position (Product) Layout (cont’d…4/7)
Project or Fixed Position (Product) Layout (cont’d…5/7)
• Transformed resources remain stationary • Transforming resources move as necessary • Effectiveness is governed by: • Scheduling of transforming resources (e.g.
Some of the major advantages of fixed position layout are as follows: i. ii. iii. iv. v. vi. vii. viii. ix.
The handling requirements for major unit are minimized. High adaptability to the variety of product and intermittent demand. The responsibility for quality can be pin-pointed. The capital investment is minimum. Material movement is reduced. Promotes job enlargement by allowing individuals or teams to perform the “whole job”. Continuity of operations and responsibility results from team. Highly flexible; can accommodate changes in product design, product mix, and product volume. Independence of production centers allowing scheduling to achieve minimum total production time.
access to construction site)
• Reliability of transforming resources (e.g. deliveries by different contractors)
• Examples: shipbuilding, construction projects, some surgeries, restaurants, mainframe computer maintenance 30
Project or Fixed Position (Product) Layout (cont’d…7/7)
29
Project or Fixed Position (Product) Layout (cont’d…6/7) Limitations: i. ii. iii. iv. v. vi.
32
Increased movement of personnel and equipment. Equipment duplication may occur. Higher skill requirements for personnel. General supervision required. Cumbersome and costly positioning of material and machinery. Low equipment utilization.
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Process or Functional Layout
II.
Process or Functional Layout
(cont’d…2/8)
(cont’d…1/8)
S t o r a g e
Lathe
Lathe
Drill
Weld
Weld
Lathe
Lathe
Drill
Paint
Paint
Mill
Mill
Grind
Assembly
Mill
Mill
Grind
Assembly
34
W a r e h o u s e
33
Process or Functional Layout
Process or Functional Layout
(cont’d…4/8)
(cont’d…3/8) This type of layout is developed for process focused systems. The processing units are organized by functions into departments on the assumption that, certain skills and facilities are available in each department. Similar equipments and operations are grouped together, e.g., milling, foundry, drilling, planting, heat treatment etc. The use of process-focused systems is very wide both in manufacturing and other service facilities such as hospitals. Large offices, municipal services etc.
The functional layout is more suited for low-volumes of production (batch production) and particularly when the product is not standardized. It is economical when flexibility is the basic system requirement. The flexibility may be in of the routes through the system, volume of each other, and the processing requirements of the items.
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Process or Functional Layout
Process or Functional Layout (cont’d…6/8)
(cont’d…5/8)
• Similar processes (or processes with similar needs)
Advantages i.
Better utilization of machines can result; consequently, fewer machines are required. A high degree of flexibility exists relative to equipment or man power allocation for specific tasks. Comparatively low investment in machines is required. The diversity of tasks offers a more interesting and satisfying occupation for the operator. Specialized supervision is possible. Greater incentive to individual worker. More continuity of production in unforeseen conditions like breakdown, shortages, absenteeism etc.
ii. iii. iv. v. vi. vii.
are located together
• Utilisation of transforming resources is improved – convenience of grouping similar processes
• Transformed T f d resources move through th h th the operation ti according to their needs
• Different products ≡ different needs ≡ different routes • Complex flow pattern in the operation • Examples: supermarkets, some machine manufacture, hospitals
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Process or Functional Layout (cont’d…8/8)
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Process or Functional Layout (cont’d…7/8)
„ An example of a functional layout in a library
showing the path of just one customer Loan books in subject order
On-line and CD-ROM access room
i. ii.
To journal sack
Enquiries
Company reports
Study desks
Current journals
Reference section
iii. iv. v. vi.
Limitations Since longer flow lines usually exist, material handling is more expensive. Production planning and control systems are more involved. Total production time is usually longer. Comparatively large amounts of in-process inventory result. Space and capital are tied up by work in process. Because of the diversity of the jobs in specialized departments, higher grades of skill are required.
Reserve collection Store room
Entrance
Counter staff
Copying area
Exit
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III. Cellular or Group Layout
Cellular or Group Layout (cont’d…2/12)
(cont’d…1/12)
It is special type of functional layout on which the facilities are clubbed together into cells. This is suitable for systems designed to use the concepts, principles and approaches of ‘group gy , such a layout y offers the advantages g of technology’, mass production with high degree if flexibility. we can employ high degree of automation even if the number of products are more with flexible requirements. In such a system the facilities are grouped into cells which are able to perform similar type of functions for a group of products.
Lathe S t o r a g e
Drill
Grind
Assembly
Mill
Assembly
Weld
Paint
Press
Lathe
Drill
Press
Grind
Drill
Assembly
Drill
Assembly
W a r e h o u s e
Grind
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Cellular or Group Layout (cont’d…3/12)
Cellular or Group Layout (cont’d…4/12) • Machines or services grouped into cells • Cells determined by the process requirements of the • • • • •
family of product/services they transform Could be considered mini product layouts Can simplify a functional/process layout Flexible Duplicates some resources Examples: some computer component manufacture, department stores, ‘lunch’ products areas in supermarkets, certain units in hospitals 44
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Cellular or Group Layout (cont’d…6/12)
Cellular or Group Layout (cont’d…5/12) • •
Advantages i. ii. iii. iv. v. vi. vii. viii. ix. x.
•
Increased machine utilization. Team attitude and job enlargement tend to occur. Compromise between product layout and process layout, with associated g advantages. s the use of general purpose equipment. Shorter travel distances and smoother flow lines than for process layout. Reduced material handling and transit time Reduced setup time Reduced work-in-process inventory Better use of human resources Better scheduling, easier to control and automate
Every cell contains a group of machines which are dedicated to the production of a family of parts. One of the problems is to identify a family parts that require the same group of machines. These layouts are also called as group technology layouts.
Enter Machines Worker 2 Worker 1
Worker 3
Exit
Key:
Product route Worker route
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Cellular or Group Layout (cont’d…8/12)
45
Cellular or Group Layout (cont’d…7/12)
The ground floor plan of a department store showing the sports goods shop-within-a-shop retail ‘cell’ Limitations Books and videos
Footwear
Sports shop
i. ii. iii.
Menswear
iv. Perfume & jewellery Confectionery, newspaper, magazines and stationery
v. vi. vii.
Elevators Women’s clothes
viii. ix.
Luggage and gifts
General supervision required. Higher skill levels required of employees than for product layout. Compromise between product layout and process layout, with associated limitations. Depends on balanced material flow through the cell; otherwise, buffers and worki in-process storage t are required. i d Lower machine utilization than for process layout. Sometimes cells may not be formed because of inadequate part families. Some cells may have a high volume of production and others very low. This results in poorly balanced cells. When volume of production changes, number of workers are adjusted and workers are reassigned to various cells. To cope with this type of reassignments, workers must be multi-skilled and cross-trained. Sometimes, machines are duplicated in different cells. This increases capital investment.
Entrance 48
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Cellular or Group Layout (cont’d…9/12)
Cellular or Group Layout (cont’d…10/12)
m1
m2
m3
m4
m1
m4
m2
m5
The three major types of arrangement in the GT cells are the single-row, multi-rows or loop layout The single-row layout, or sometimes known as the GT flow line layout, is used when the parts assigned to the group follow the q same machine sequence. The multi-row layout, or the GT cell layout, permits parts to move from any machine to any other machine. The flow of parts may not be unidirectional in this layout. The GT centre layout, on the other hand, is based on a functional arrangement of the machines and is suitable when the productmix changes frequently.
m6
m5
m3 (a) single-row layout m1
(b) multi-row layout m1
m2
m2 m3
m8 m3
robot m5
m4
(c)semi-circular layout
m7
m4 m6
m5
(d) loop layout
Types of layout in the GT cell
50
Cellular or Group Layout
49
Cellular or Group Layout (cont’d…11/12)
(cont’d…12/12) Group Technology (Cellular Layout/Work Cells) • •
• •
•
The single row layout may assume different configuration such as semi-circular, linear or U-shaped. The machines in the single row layout are arranged as close as possible to the sequence of operations of all the parts processed in the layout in order to minimize traveling time. In this layout, the sequence of operations are normally similar from one part to another and d the h material i lh handling dli equipment i used d are normally ll conveyors.
Conversion of a process focused layout into a miniature version of a product layout to increase productivity. Dissimilar machines are grouped together into work cells to perform work to produce goods that can be grouped into families on the basis of common processing requirements, materials, geometrical shape, size, weight, function. These cells are temporary and can shrink or expand in size based upon product demand. Flexible Manufacturing Systems represent a special case of group technology by integrating computer aided manufacturing systems and automated material flow using computer controlled machines for a wide range of manufacturing operations. Example: production of components for a medical device such as a pace maker. A cell can be assigned to produce and be responsible for inspection of a complete component.
The multi-row layout is usually linear and the movements of parts can be between any machines in different rows as well as in the same row, which is suitable for FMS. In the loop layout, machines are arranged in an oval path with unidirectional movement.
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Cellular or Group Layout
Cellular or Group Layout (cont’d…)
Example (cont’d…1/10)
Group Technology (Cellular Layout/Work Cells)
Work Cell Floor Plan
Assembly
Saws 4
6
7
5
A
10 3
B
Office
8
2 1
Drills
9
12 11
Tool Room
Work Cell
C Raw materials 54
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Cellular or Group Layout
Cellular or Group Layout
Example (cont’d…3/10)
Example (cont’d…2/10)
Parts A B C D E F G H
Machines 5 6 7 8 9 10 11 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x
• The previous slide shows a facility in which three parts A, B, C flow through the machines. • The next slide provides the information in a matrix form which includes some other parts D, E, F, G, H. • The rows correspond to the parts and columns to the machines. • Just by interchanging rows and columns, eventually a matrix is obtained where the “X” marks are all concentrated near the diagonal. This matrix provides the cells. For example, parts A, D and F require Machines 1, 2, 4, 8 and 10 which forms a cell.
1 2 3 4 x x x
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Cellular or Group Layout
Cellular or Group Layout
Example (cont’d…5/10)
Example (cont’d…4/10)
Parts A D B C E F G H
Machines 5 6 7 8 9 10 11 12 x x x x x x x x x x x x x x x x x x x x x x x
1 2 4 3 x x x x x x
x
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Parts A B C D E F G H
Machines 5 6 7 8 9 10 11 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x 1 2 4 3 x x x
Cellular or Group Layout
Cellular or Group Layout
Example (cont’d…7/10)
Example (cont’d…6/10)
Parts A D F B C E G H
1 2 4 8 x x x x x x x x x x x
Machines 3 5 6 7 9 10 11 12 x x x
x
x
x x x x x
x
x
x
x x x
x x x
60
Parts A D B C E F G H
1 2 4 8 x x x x x x x x
x
57
Machines 3 5 6 7 9 10 11 12 x x x x x x x x x x x x
x x x
x
x x
x
x x
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Cellular or Group Layout
Cellular or Group Layout
Example (cont’d…9/10)
Example (cont’d…8/10)
Parts A D F C G B E H
Machines 1 2 4 8 10 3 6 9 5 7 11 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
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IV. Product or Line Layout (cont’d…1/7)
Machines 1 2 4 8 10 3 5 6 7 9 11 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
Parts A D F B C E G H
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Cellular or Group Layout Example (cont’d…10/10) Assembly
Lathe S t o r a g e
Press
Mill
Lathe
Drill
Bend
Grind
Drill
Drill
Lathe
Drill A s s e m b l y
W a r e h o u s e
Drill
8 4
10
12
6
Cell 3
11
Cell1
Cell 2
7 2
1
Raw materials 64
9
3 A
C
5 B
Each of A, B, C now visits only one area, minimizing jumping
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Product or Line Layout (cont’d…2/7)
Product or Line Layout (cont’d…3/7)
This type of layout is developed for product systems. In this type of layout only one product, or one type of product, is produced in a given area. In a case of product being assembled assembled, this type of layout is probably known as an ‘assembly line’. The work centers are organized in the sequence of appearance. The raw material enters at one end of the line and goes from one another rapidly with minimum of work-inprocess storage and material handling. 66
Product or Line Layout (cont’d…5/7)
65
Product or Line Layout (cont’d…4/7)
A product layout in a paper manufacturing operation • Sometimes called line layout • Locates the transforming resources entirely for the convenience of the transformed resources
• Transformed resources follow a specified route – the sequence of activities that are required matches the sequence in which the processes have been located • Flow is clear, predictable, easy to control • Examples: car assembly, paper manufacture, self-service canteen
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Product or Line Layout (cont’d…7/7)
Product or Line Layout (cont’d…6/7) Advantages
i. ii ii. iii. iv. v.
Limitations
i.
A breakdown of one machine may lead to a complete stoppage of the line that follows that machine. Since the layout is determined by the product product, a change in product design may require major alternations in the layout. The “pace” of production is determined by the slowest machine. Supervision is general, rather than specialized. Comparatively high investment is required, as identical machines (a few not fully utilized) are sometimes distributed along the line.
ii. iii. iii iv. v. vi. vii.
Since the layout corresponds to the sequence of operations, smooth and logical flow lines result. Since the work from one process is fed directly into the next, small in-process inventories result. Total time per unitit is T t l production d ti ti i short. h t Since the machines are located so as to minimize distances between consecutive operations, material handling is reduced. Little skill is usually required by operators at the production line; hence, training is simple, short, and inexpensive. Simple production planning control systems are possible. Less space is occupied by work in transit and for temporary storage.
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Mixed or Hybrid Layout (cont’d…2/2)
Mixed or hybrid Layout (cont’d…1/2)
A restaurant complex with all four basic layout types „
Combination of the layouts discussed.
„
A sample hybrid layout that has characteristics of group, process and product layout is shown in the following figure.
„
A combination of group layout in manufacturing cells, product layout in assembly area, and process layout in the general machining and finishing section is used.
Cell layout buffet
TM
DM
TM
TM
BM
TM
TM
Service line Preparation
Functional layout kitchen
Oven
Main course buffet
Line layout cafeteria
Starter buffet
Dessert buffet
Fixed-position layout service restaurant
Cool room Freezer Vegetable preparation Grill 72
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Which type of layout to use? (cont’d…1/6)
Advantages and disadvantages
Fixed position layout
The fixed position layout is used ideally for a project situation i.e. for one product of a different type. As the quantity increases the production operations can be broken down into different work centers and material can be allowed to process layout y is move rather than the machines,, and a p preferred. With further increase in volume i.e. with mass production the advantages of production line can be better derived and a product layout is desirable. The break-even analysis comprise the production volume of the three basic layouts i.e., product, process and fixed position layout.
Advantages
Very high product and mix flexibility.
High product and mix flexibility.
Can give good compromise.
Relatively R l ti l robust b t in the case of disruptions.
F t throughput. Fast th h t
Very high unit costs.
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Cell layout
Product/customer P d t/ t not moved. High variety of tasks for staff.
Disadvantages
Functional layout
Scheduling space and activities can be difficult.
Easy to supervise.
Low utilization. Can have very high WIP. Complex flow.
Group work can result in good motivation.
Can be costly to rearrange existing layout. Can need more plant.
Product layout Low unit costs for high volume. Opportunities for specialization of equipment.
Can have low mix flexibility. Not very robust to disruption. Work can be very repetitive.
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Which type of layout to use? (cont’d…3/6) Which type of layout to use? (cont’d…2/6)
Volume – Variety Influence Low
High
Volume
Fixed-position layout
Variety
Process layout
Cell layout
Low
Product layout
Regular flow morre feasible
High
Flow is intermittent
Flow becomes continuous
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75
Regular flow more important
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Which type of layout to use? (cont’d…5/6) Cost vs. Layout The basic layout types have different fixed and variable cost characteristics that seem to determine which one to use
Which type of layout to use? (cont’d…4/6) Process Type vs. Layout Type
Costs
Manufacturing functional types
Basic layout types
Project processes
Service functional types
Fixed-position layout Professional services i
Jobbing processes
Functional layout Service shops
Batch processes
Cell layout Use Use fixed- functional position
Use cell
Use product
Volume
Mass services
Mass processes
Product layout
Continuous processes 78
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Which type of layout to use?
Plant layout factors (cont’d…1/3)
Costs
Cost vs. Layout (cont’d…6/6)
The design of any layout is governed by a number if factors and the best layout is the one that optimizes all the factors. As discussed by Muther (1995) the factors influencing any layout are categorized into the following eight groups:
Fixed-position Functional Cell Product
?
?
?
? Use product
Volume
80
Use fixed-position Use fixed-position or functional Use functional
Use cell or product Use functional or cell or product Use functional or cell
79
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Plant layout factors (cont’d…3/3)
Plant layout factors (cont’d…2/3)
v.
Waiting factor: includes permanent and temporary storages and delays and their locations. vi. Service factor: includes service relating to employee facilities such as parking lot, locker g rooms etc. service relating g to rooms,, toilets,, waiting materials in of quality, production control, scheduling, despatching, waste control; and service relating to machinery such as maintenance. vii. Building factor: includes outside and inside building features and utility distribution and equipment. viii. Change factor: includes versatility, flexibility and expansion.
i.
Material factor: includes design, variety, quantity, the necessary operations, and their sequences. ii. Man factor: includes direct workers, supervision, and service help, p, safetyy and manpower p utilization. iii. Machinery factor: includes the process, producing equipment and tools and their utilization. iv. Movement factor: includes inter and intradepartmental transport and handling at the various operations, storage and inspections, the materials handling equipments.
82
Layout design procedure (cont’d…1/13)
81
Layout Procedures
Detailed layout design: What makes a good layout?
Two different categories: • • • • • • • •
Inherent safety Length of flow Cl it off flflow Clarity Staff conditions Management coordination Accessibility Space utilisation Long-term flexibility
Construction - involves developing a new layout “from scratch” Improvement - generate layout alternatives based on an existing layout
84
83
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Layout design procedure (cont’d…2/13)
Layout design procedure (cont’d…3/13) Some important guidelines that help in the layout design are: i. Plan from whole to details ii. First plan the ideal and then move to the practical aspects iii. Material requirements should be central to the planning of process and machinery iv. Modify the process and machinery by different factors to plan the layout
The overall layout procedure can be considered to be composed of four phases: Phase I Phase II Phase III Phase IV
Location General Overall Layout Detailed layout Installation
86
Layout design procedure (cont’d…5/13) v. vi. vii. viii. ix. x. xi. xii.
85
Layout design procedure (cont’d…4/13)
Planning the material flow pattern and developing the overall material handling plan. Calculation of equipment requirements and work centers. g of individual work centers. Planning Selection of material handling equipment. Determining storage requirements. Deg activity relationships. Planning of auxiliary and service facilities. Calculation of space requirements and allocation of activity areas. 88
Through there is always an overlap in the different phases of layout design the major steps that have to be followed in the layout design are outlined as follows: i. Statement of the problem in of its objectives, scope p and factors to be considered. ii. Collection of basic data on sales forecasts, production volumes, production schedules, part lists, operations to be performed, work measurement, existing layout, building drawings etc. iii. Analysis of data and its presentation in the form of various charts. iv. Deg the production process. 87
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Layout design procedure (cont’d…6/13)
Layout design procedure (cont’d…7/13) Fixed Position
xiii. Development of Plot Plan. xiv. Development of Block Plan. xv. Development of detailed layouts in of steps (vii) to (xi). (xi) xvi. Evaluation, modification and checking of layouts. xvii. Installation of layouts. xviii.Follow up.
• Design a layout to maximise the effectiveness of the transforming resources
• Resource location • Define site and available locations • Define resource centres and their requirements • Devise evaluation criteria • Match resource centres to available locations • Preliminary allocation on site criteria • Amend allocation using relative-location criteria 90
Layout design procedure (cont’d…9/13)
89
Layout design procedure (cont’d…8/13)
Cell Layout
Functional Layout
• Cells are a compromise between the flexibility of
• Complex due to large number of options possible • Flow charts and relationship charts • Some of the information requirements • Area required by each work centre • Constraints on the shape of work area allocated • Degree and direction of flow between work areas • Desirability of work centres proximity to each other
process layout and the simplicity of product layout • Design of cell layout requires decisions as to • Extent and nature of cells to adopt – examining amount and of resources located within the cell • Resources to allocate to cells – cluster analysis / parts family coding • Production flow analysis
or to fixed points in the layout 92
91
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Layout design procedure
Layout design procedure (cont’d…10/13)
Product Layout (cont’d…11/13)
Product Layout
Cycle time of product layouts • Time between completed products / services emerging from the operation • Calculated using projected demand for period and the amount of production time available in that period • Cycle time = time available / number to be processed
Decisions required are: • What cycle time is needed? • How many stages are needed? • How should the task-time variation be dealt with? • How should the layout be balanced? • How should the stages be arranged? 94
93
Layout design procedure
Layout design procedure
Product Layout (cont’d…13/13)
Product Layout (cont’d…12/13) • Number of stages • Requires cycle time and total quantity of work • Number of stages = Total work content /
• Arranging the stages: long thin or short fat • Shape of the line • Staffing flexibility and balance • Rework • Handling • age • Teamwork
cycle time
• Task time variation • Variance around the mean for each stage • Balancing work time allocation • Minimise balancing loss • Balancing Techniques 96
95
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SYSTEMATIC FACILITIES PLANNING „
„
„
Systematic: Systematic: Organized, disciplined rational approach to a problem Facilities:: Facilities Building, production & material handling equipment, land, access (ing equipment) Planning:: Planning Decide a course of action based on facts and analysis
Systematic y Layout y Planning g ((SLP))
98
97
SYSTEMATIC FACILITIES PLANNING
Systematic Layout Planning • Systematic layout planning s for the importance of having each department located next to every other department
„
Systematic Facilities Planning fits in this category: Common Sense Pi E Prior Experience i „ Simple Numerical Methods „ Visual Representations „
– guided by trial and error – switch departments then check the results of the “closeness” closeness score
„
• Why us SLP? – numerical flow of items between departments can be impractical to obtain, or – interdepartmental flow method does not for any of the qualitative factors that may be crucial to the placement decision
Practical Perceptiveness 100
99
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Systematic Layout Planning procedure
Systematic Layout Planning
Relationship Chart
From-To Chart
The SLP procedure was presented by Francis and White (1974). Once the appropriate information is gathered, a flow analysis can be combined with an activity analysis to develop the relationship diagram. diagram Space considerations when combined with the relationship diagram lead to the construction of the space relationship diagram. Based on the space relationship diagram, modifying considerations and practical limitations, a number of alternative layouts are designed and evaluated.
102
The Phases of Systematic Layout Planning (cont’d …2 …2/2)
101
The Phases of Systematic Layout Planning (cont’d …1 …1/2)
I LOCATION
Phase
Level off Detail
IV
II OVERALL LAYOUT III DETAIL LAYOUTS
III
IV INSTALLATION
Time
II
Phase I:
Phase II:
Phase III:
Phase IV:
I B
NEW BLDG
HIWAY
MFG BLDG
MAIN BLDG
104
A
D
D
C 103
Time
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Muther’s Systematic Layout Planning Procedure (SLP)
Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …1/6) 1. Chart the relationships
1.
It uses as its foundation the activity relationship chart.
2.
A material flow analysis (from-to-chart) and an activity relationship analysis (activity relationship chart) are performed
3.
Relationship diagram is developed
4.
Determine the amount of space to be assigned each activity (use departmental service and area requirement sheets)
5.
6.
Space templates are developed for each planning department this leads to the space relationship diagram Layout alternatives are developed
106
Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …3/6)
105
Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …2/6)
3. Diagram activity relationships
2. Establish space requirements
108
107
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Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …5/6)
Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …4/6)
5. Evaluate alternative arrangements
4. Draw space relationship layouts
110
Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …6/6)
Systematic Layout Planning (cont’d …1/3) A E I O U X
109
Absolutely Necessary Especially Important Important Ordinary Closeness O.K. Unimportant Undesirable A and X > E > I > O > U
6. Detail the selected layout plan
O A
X
E
112
111
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Systematic Layout Planning
Systematic Layout Planning (cont’d …2/3)
(cont’d …3/3)
114
113
Process Layout: Systematic Layout Planning
Prevailing Methodology: Systematic Layout Planning (SLP) 1. Material Flows
2. Activity Relationships
z
3. REL Chart z
4. REL Diagram 5. Space Requirements 6. Space REL Diagram
z Switching
departments then checking the results of the “closeness” score
7. Space Availability 8. Layout Alternatives
Numerical flow of items between departments z Can be impractical to obtain z Does not for the qualitative factors that may be crucial to the placement decision Systematic Layout Planning z s for the importance of having each department located next to every other department z Is also guided by trial and error
Departments ≡ Activities
116
115
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Systematic Layout Planning (cont’d …2/7)
Systematic Layout Planning (cont’d …1/7)
Layout planning Heuristics are of two types: - Those which start with an initial layout and proceed to modify it (These are called Improvement Heuristics), and - Those which start the Layout analysis from scratch (Construction Heuristics.)
Systematic Layout Planning is essentially an organized Trial-and-Error Approach.
„
„
„
„
Therefore, unless all possible layouts are considered, There is no wayy to know if an Optimal p Solution been Reached. However, there are a number of Heuristics that can be used to Generate good solutions Quickly. Heuristics: Trial-and-error solutions that do not give optimal solution but easy to apply.
118
Systematic Layout Planning (cont’d …4/7) „
„
„
117
Systematic Layout Planning (cont’d …3/7)
Therefore, its goal is to Minimize the Total Cost of Moving Items between Departments. It attempts to improve an Initial Layout by switching the locations of pairs of departments. It begins with one department, AND one by one Analyzes the effect on total travel cost of switching those departments.
„
„
120
The most widely known algorithm requiring an Initial Layout developed by hand is the Computerized Relative All Allocation ti off Facilities F iliti Technique T h i (CRAFT). CRAFT was developed for situations in which Materials Handling Costs were a major consideration. 119
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Systematic Layout Planning (cont’d …6/7)
„
„
Systematic Layout Planning (cont’d …5/7) „
These heuristics start with an empty floor area and proceed to fit departments departments. ALDEP can be used in a multistory building. It generates many alternative layouts.
„
„
While the Original CRAFT was used only for single-story buildings, An extension of CRAFT called SPACECRAFT can handle h dl multistory lti t buildings. b ildi Some examples of Construction Heuristics include CORELAP (Computerized Relationship Layout Planning) and ALDEP (Automated Layout Design Program).
122
Systematic Layout Planning—Example 1
121
Systematic Layout Planning (cont’d …7/7)
(cont’d…1/9)
Reasons for Closeness Code
Reason
1
Type of customer
2
E Ease off supervision ii
3
Common personnel
4
necessary
5
Share same price
6
Psychology
„
„
124
CORELAP on the other hand, can lay out only single story buildings. Both programs use closeness codes defined in the Activity Relationship Charts.
123
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Systematic Layout Planning—Example 1
Systematic Layout Planning—Example 1
(cont’d…3/9)
(cont’d…2/9)
Relating Reasons and Importance From 1. Credit department
2 I
3 U
6
2. Toy department
To
Importance of Closeness
4 A
5 U
--
4
--
U
I
A
1
16 1,6
U --
X 1
--
3. Wine department
Area (sq. ft.)
Numerical weights
Closeness
A
Absolutely necessary
16
E
Especially important
8
100 400
X
4. Camera department
Line code
Value
1
5. Candy department
300
I
Important
4
100
O
Ordinary closeness OK
2
100
U
Unimportant
0
X
Undesirable
80
Letter
Closeness rating
Number
Reason for rating
126
125
Systematic Layout Planning – Example 1 Relating Reasons and Importance (cont’d…4/9)
Systematic Layout Planning—Example 1 (cont’d…5/9) Initial Relationship Diagram The Starting Solution
From 1. Credit department
E
1
3 2. Toy department
I
4
2
U
U
3. Wine department 4. Camera department
5 A
5. Candy department Closeness rating 128
Letter
Reason for rating Number
2 I
3 U
6
--
To
4 A
5 U
4
--
U
I
A
--
1
16 1,6
U
X
Note here that the (1) Credit Dept. and (2) Toy Dept. are given a high rating of 6.
--
1
Area (sq. ft.) 100 400 300
Note X here that 100 the 1(2) Toy Dept. and the (5) 100 Candy Dept. are given a high rating of 6.
127
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Systematic Layout Planning - Example 1
Systematic Layout Planning - Example 1
Initial Relationship Diagram (cont’d…7/9)
Initial Relationship Diagram (cont’d…6/9)
3 E
1
3
2 I
5
4
U
U
2
5 A Note here again, Depts. (1) and (2) are linked together, and Depts. (2) and (5) are linked together by multiple lines or required transactions.
4
1
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.
130
129
Systematic Layout Planning – Example 1
Systematic Layout Planning—Example 1
Initial and Final Layouts (cont’d…9/9)
Initial and Final Layouts (cont’d…8/9) Initial Layout (ignoring space constraints)
5
2
4
3
1
2 3 5
1
20 ft
4 50 ft
Initial Layout
Final Layout
Ignoring space and building constraints
Adjusted by square footage and building size
Note in the Final Layout that Depts. (1) and (5) are not both placed directly next to Dept. (2). 132
5
2
4
3
1
131
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Systematic Layout Planning: Example 2
Systematic Layout Planning: Example 2
(cont’’d …2/3) (cont
(cont’’d …1/3) (cont
Scaled activity relationship diagram
4 A E I relationships relationships
1
5
10
3
2
9
6
7
8
134
133
Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 2
(cont’’d …1/11) (cont 11)
(cont’’d …3/3) (cont
„ „
Alternative layouts
A small ing Firm, GUNTAŞ ing, has rented Space in a new one-floor building. The firm has allocated 6000 square meter to its seven departments as follows:
136
135
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Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 3
(cont’’d …3/11) (cont 11)
(cont’’d …2/11) (cont 11)
In the first step of Systematic Layout Planning, we analyze interactions between departments AND we assess the desirability of placing departments together. „ The firm has carefully analyzed its operations to Determine the importance of Locating specific departments Close Together. „ The results of this analysis are summarized in the following Activity Relationship Chart: 138
137
Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 3
(cont’’d …5/11) (cont 11)
(cont’’d …4/11) (cont 11)
140
139
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„
Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 3
(cont’’d …7/11) (cont 11)
(cont’’d …6/11) (cont 11)
Since the space assignments are given before, the following Activity Relationship Diagram shows the relative Sizes of Each Department:
„
„
„
This Activity Relationship Diagram is essentially an Illustration of the Information Contained in the Activity Relationship Chart. Chart All departments in this diagram are Represented by equal size boxes. The next step is to anticipate the space required for each Department.
142
141
Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 3
(cont’’d …9/11) (cont 11)
(cont’’d …8/11) (cont 11)
„
„
„
Some examples of Practical Limitations in this case were as follows: 1- It is considered that offices for partners (2) the (2), th meeting ti room (7) and d the th reception ti area (1) should be close to each other. 2- It is important that the juniors (4) and the managers (3) be close together.
„
„
144
In this stage, there are no restrictions on the length and width of each department In the final step, we should develop and evaluate several alternative layouts, while keeping in mind the Practical Limitations.
143
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Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 3
(cont’’d …11 (cont 11//11) 11)
(cont’’d …10 (cont 10//11) 11) „
„
„
As a result of these limitations, An alternative floor plan is developed as follows:
This floor plan may be revised many times until the best layout has been found. Usually departments are positioned one by one, Beginning with the department with the Highest A or E ratings.
146
145
Systematic Layout Planning
Systematic Layout Planning
Analyze product/ resource flow
Flow diagram From-to chart
Layout Planning Steps
Identify non-flow factors, Where significant
Activity-Relationship diagram
• Arrange work centers in order of dominant flow (objective is to ensure resource/product flow at optimum cost/time)
Assess data and arrange work Activity arrangement diagram area
• A Analyze l product/resource d t/ flow fl ( Flow Fl diagram/ di / From-To F T diagram)
Determine space arrangement Space relationship diagram plan
• Include non-flow factors & combine with flow factors
Fit space arrangement in to available space
• Fit space arrangement into available space
• Determine space requirements
Floor plan Detailed layout plan 148
147
37
Agenda „ „ „ „ „ „ 9 9 9 „ „ „ „
Facilities Planning
Definitions Introduction Types of facilities layout problems The objectives of facility layout Requirements of layout y strategy gy Basic types of layout Layout by product Layout by process Layout by fixed material location Which type of layout to use Factors affecting facility layout Layout design procedure Comparative analysis of layout types
NEHAL ELSAYAR
By:
To:
Dr. / Ashraf S. Youssuf
2
1
layout
Definitions
From: The Oxford Pocket Dictionary of Current English / Date: 2008 1.
lay·out . the way in which the parts of something are
2.
arranged or laid out: changing the layout of the ground floor. elaborate HTML layouts. the way in which text or pictures are set out on a page: the layout is uncluttered and the illustrations are helpful helpful. the process of setting out material on a page or in a work: doing layout for newspapers and magazines. a thing arranged or set out in a particular way: a model railroad layout. ,a position in which the body is extended, the head upright, the legs held straight and together, and the arms held out to the sides.
3. 4. 5. 6. 7. 8. 9.
4
Facilities layout refers to an optimum arrangement of different facilities including man, machine, equipment, material, etc. configuration of work centers and equipment to ensure a smooth and uninterrupted flow of materials and work- in -process through a facility. Layout – the physical location of all the facilities, machines, equipment and staff belonging to an operation Flow – the way in which transformed resources travel through the operation plant layout p y problem p is to find the best arrangement g of p physical y facilities to provide an efficient operation. The layout problem may occur in machines, workstations, storage areas and aisles and also in other places such as grocery stores, hospitals, airports, etc. The complexity of the design problem generally requires that a sequential process be used. Developing the layout is an important step it serves to establish the physical relationships between activities. Aim: “to achieve an optimal interface of the facilities, equipment, and personnel that constitute the operations management system.” (Note: Facility layout must be planned simultaneously with product design, process selection, material /people handling, packaging and not down stream.)
3
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Introduction (cont’d …1/5)
Agenda
•
„ „ „ „ „ „ 9 9 9 „ „ „ „
Facilities planning is the process planning new facilities and revising or expanding old facilities – determines how an activity’s tangible fixed assets best achieving the activity’s objective
•
Facility layout is the process of determining the placement of departments, workgroups, departments workgroups workstations, workstations machines machines, and stock stockholding points within a facility are determined, and requires the following inputs: – Specification of system objectives in of output and flexibility – Estimation of product or service demand on the system – Processing requirements in of number of operations and amount of flow between departments and work centers – Space requirements for the elements in the layout – Space availability within the facility itself
Definitions Introduction Types of facilities layout problems The objectives of facility layout Requirements of layout strategy B i ttypes off layout Basic l t Layout by product Layout by process Layout by fixed material location Which type of layout to use Factors affecting facility layout Layout design procedure Comparative analysis of layout types
6
5
Introduction (cont’d …2/5)
Introduction (cont’d …3/5)
Why Facilities Planning?
Facilities Planning Objectives
• 20-50% of the total expenses within manufacturing are attributed to materials handling • • • • • • •
Minimize material handling cost Minimize overall production time Effectively utilize existing space Provide for employee convenience Assure workplace safety and comfort Facilitate the manufacturing process Facilitate the organizational structure
– effective facilities planning can reduce the material handling costs by at least 10-30%
• To be competitive, very few companies will be able to retain all of their old facilities or layouts – productivity improvements through elimination or reduction of unnecessary activities – improved health and safety – to conserve & reduce consumption of energy. – must conform to new rules, regulations, and standards – lower the risk of fire, lower maintenance costs, etc. 8
7
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Introduction (cont’d …5/5)
Introduction (cont’d …4/5)
Facilities Planning Activities
Facilities Planning Process Specify or update activities
Facilities Planning
Determine requirements
Facilities Location
Facilities Design
Continuous improvement & maintenance
No Is it feasible to incorporate new activities on existing site?
Determine new facility location
Yes Facilities Systems Design
Facility Layout Design
Develop & evaluate alternative plans
Handling Systems Design 10
Select & implement plan
9
Types of Layout Problems (cont’d…1/2) The facilities layout can be classified according to:
Process design
„ The type of facility under consideration e.g. ¾ Manufacturing plants
Processes that Design Products and Services
Processes that Produce Products and Services
Concept Generation
Supply Network Design
Screening
¾ Commercial facilities, e.g., shops, offices, bank etc.
Preliminary Design
¾ Service facilities, e.g., hospitals, post offices etc.
Evaluation and Improvement
¾ Residential facilities, e.g., Houses, apartments etc.
Prototyping and final design
¾ Cities, townships.
Layout and Flow
Process Technology
Job Design
¾ Recreational facilities, e.g., parks, theatres etc.
12
11
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Objectives of Facility Layout
Types of Layout Problems
(cont’d…1/2)
(cont’d…2/2)
•
•
•
A facility layout problem may have many objectives. In the context of manufacturing plants, minimizing material handling costs is the most common one. Other objectives include efficient utilization of – space – labor Eliminate – bottlenecks – waste or redundant movement
The facilities layout can be classified according to: „ The nature of layout, it can be categorized into 4
types as follows ¾ Planning a completely new facility. ¾ Expanding or relocating an existing facility.
• Layout design requires substantial investments of resources
¾ Rearrangement of existing layout.
• It is not easily changed and therefore involves long term
¾ Minor modifications in present layout.
commitments
• It influences the cost and efficiency of short term operations 14
13
Objectives of Facility Layout
Requirements of layout strategy
(cont’d…2/2) •
A competitive layout strategy must be fully integrated with: • product design and volume (product strategy) • process equipment and capacity (process strategy) • material handling and packaging systems (manufacturing logistics) • quality of work life (human resource strategy) • building g and site constraints ((location strategy) gy) • marketing strategy
•
Impact of economic layout on operating cost In the 1990s, TACO Industries, a US manufacturer of circulatory pumps for residential and industrial customers regained its ability to compete by reengineering its facility strategy to be product oriented rather than process. By focusing on products, TACO redesigned its plant layout to match its manufacturing strategies for different products.
•
16
Facilitate – organization structure – communication and interaction between workers – manufacturing process – visual control Minimize – manufacturing cycle time or customer flow time – investment Provide – convenience, safety and comfort of the employees – flexibility to adapt to changing conditions
15
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Constraints on layout & Requirements for a good layout
Advantages of a good layout strategy:
„ Constraining factors • Product design & volume • Process equipment & capacity • Building & site • Quality of work life Requirements for a good layout • an understanding of capacity and space requirements • selection of appropriate material handling equipment • decisions regarding environment and aesthetics • identification and understanding of the requirements for information flow • identification of the cost of moving ( load x distance) between the various work areas
• Minimize manufacturing (service) cycle time thereby maximizing throughput of the system. • Minimize “set up time” of equipment and material handling. • Optimal O ti l utilization tili ti off llabour b and d space. F For example, l th there iis lless work k iin process inventory • Meet international environmental and safety standards • Facilitate maintenance • Improves worker morale • Can be used by marketing to increase sales
18
Characteristics of a good layout Source
The facilities layout decision procedure Volume and variety
Decision 1
Process type Strategic g performance objectives
17
Manufacturing & Back Office Service Operations 1. Straight-line flow
1. Easily understood service flow pattern
Project process Jobbing process Batch process Mass process Continuous process
2. Minimal back tracking
2. Proper waiting facilities
3. Predictable production time
3. Easy communication with customers
4. Little w.i.p. storage
4. Customer surveillance easily maintained.
Fixed position layout Process layout Cell layout Product layout
5. Open plant visibility
5. Clear exit and entry points with sufficient check out capabilities.
6. Controlled bottlenecks
6. Departments and processes layout – controlled visibility.
7. Work stations close
7. Balance between waiting and service area
8. Minimum material movement
8. Minimum walking (load x distance)
Decision 2
Basic layout type Decision 3
Detailed design of layout
Face-to-Face Services
The physical position of all transforming resources
Flow of transformed resources 20
9. Only necessary mat. handling
9. Lack of clutter.
10. Flexible response to changing conditions
10. High sales volume per square foot of facility
19
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Elements of Defining Layout
The nature of the basic layout types
Layout involves the relative positioning of transformed resources within operations and functions and the allocation of tasks to the resources, which together dictate the flow of transformed resources through the operation or function
Relative positioning of transforming resources
Manufacturing process types Projectprocesses processes Project
Basic layout types
Service process types
Fixed position layout
Professional services
Jobbing processes
Allocation of tasks to transforming resources
Functional layout Service shops
Batch processes
Cell layout Mass processes
Flow of transformed resources
Product layout
Mass services
Continuous processes 22
Design Techniques
21
Six (6) Types of Layout Strategies
Fixed-position layout - large bulky projects such as ships and
buildings
• Fixed position – resource location analysis
Process-oriented layout - deals with low-volume, high-variety
• Functional layout – flow charts and relationship
production (“job shop”, intermittent production) Office layout y -p positions workers,, their equipment, q p , and spaces/offices to provide for movement of information Retail/service layout - Marketing focus. Allocates shelf space and responds to customer behavior. See also R&H “Servicescapes” discussion and slides on service layout.
charts • Cell layout – product flow analysis • Product layout – assembly line balancing techniques
Warehousing and Storage layout – trade off space and material handling. Product-oriented layout - seeks the best personnel and machine
use in repetitive or continuous production
24
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I.
Project or Fixed Position (Product) Layout (cont’d…1/7)
Basic Types of Layout Volume
Lathe
Press
Grind
High W a r e h o u s e
S t o r a g e
Weld
Paint
Product Planning Department Product P d t Layout
Production volume Medium
Fixed Location Layout Fixed Materials Location Planning Department
Assembly
Product Family Planning Department Group Technology Layout
Process Layout Process Planning Department
Low Low 26
Project or Fixed Position (Product) Layout (cont’d…3/7)
Medium
High
Product variety
Variety 25
Project or Fixed Position (Product) Layout (cont’d…2/7)
This is the layout for project type systems in which the major component is kept at a fixed position and all other materials, components, tools, machines, workers etc. are brought and assembly or fabrication is carried out. Thi ttype off layouts This l t is i now nott used d very commonly l ads d th the machines required for manufacturing work are big and complicated. The fixed position layout is used only when it is difficult to move the major component and fabrication is to be carried out e.g. production of ships.
28
27
7
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Project or Fixed Position (Product) Layout (cont’d…4/7)
Project or Fixed Position (Product) Layout (cont’d…5/7)
• Transformed resources remain stationary • Transforming resources move as necessary • Effectiveness is governed by: • Scheduling of transforming resources (e.g.
Some of the major advantages of fixed position layout are as follows: i. ii. iii. iv. v. vi. vii. viii. ix.
The handling requirements for major unit are minimized. High adaptability to the variety of product and intermittent demand. The responsibility for quality can be pin-pointed. The capital investment is minimum. Material movement is reduced. Promotes job enlargement by allowing individuals or teams to perform the “whole job”. Continuity of operations and responsibility results from team. Highly flexible; can accommodate changes in product design, product mix, and product volume. Independence of production centers allowing scheduling to achieve minimum total production time.
access to construction site)
• Reliability of transforming resources (e.g. deliveries by different contractors)
• Examples: shipbuilding, construction projects, some surgeries, restaurants, mainframe computer maintenance 30
Project or Fixed Position (Product) Layout (cont’d…7/7)
29
Project or Fixed Position (Product) Layout (cont’d…6/7) Limitations: i. ii. iii. iv. v. vi.
32
Increased movement of personnel and equipment. Equipment duplication may occur. Higher skill requirements for personnel. General supervision required. Cumbersome and costly positioning of material and machinery. Low equipment utilization.
31
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Process or Functional Layout
II.
Process or Functional Layout
(cont’d…2/8)
(cont’d…1/8)
S t o r a g e
Lathe
Lathe
Drill
Weld
Weld
Lathe
Lathe
Drill
Paint
Paint
Mill
Mill
Grind
Assembly
Mill
Mill
Grind
Assembly
34
W a r e h o u s e
33
Process or Functional Layout
Process or Functional Layout
(cont’d…4/8)
(cont’d…3/8) This type of layout is developed for process focused systems. The processing units are organized by functions into departments on the assumption that, certain skills and facilities are available in each department. Similar equipments and operations are grouped together, e.g., milling, foundry, drilling, planting, heat treatment etc. The use of process-focused systems is very wide both in manufacturing and other service facilities such as hospitals. Large offices, municipal services etc.
The functional layout is more suited for low-volumes of production (batch production) and particularly when the product is not standardized. It is economical when flexibility is the basic system requirement. The flexibility may be in of the routes through the system, volume of each other, and the processing requirements of the items.
36
35
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Process or Functional Layout
Process or Functional Layout (cont’d…6/8)
(cont’d…5/8)
• Similar processes (or processes with similar needs)
Advantages i.
Better utilization of machines can result; consequently, fewer machines are required. A high degree of flexibility exists relative to equipment or man power allocation for specific tasks. Comparatively low investment in machines is required. The diversity of tasks offers a more interesting and satisfying occupation for the operator. Specialized supervision is possible. Greater incentive to individual worker. More continuity of production in unforeseen conditions like breakdown, shortages, absenteeism etc.
ii. iii. iv. v. vi. vii.
are located together
• Utilisation of transforming resources is improved – convenience of grouping similar processes
• Transformed T f d resources move through th h th the operation ti according to their needs
• Different products ≡ different needs ≡ different routes • Complex flow pattern in the operation • Examples: supermarkets, some machine manufacture, hospitals
38
Process or Functional Layout (cont’d…8/8)
37
Process or Functional Layout (cont’d…7/8)
„ An example of a functional layout in a library
showing the path of just one customer Loan books in subject order
On-line and CD-ROM access room
i. ii.
To journal sack
Enquiries
Company reports
Study desks
Current journals
Reference section
iii. iv. v. vi.
Limitations Since longer flow lines usually exist, material handling is more expensive. Production planning and control systems are more involved. Total production time is usually longer. Comparatively large amounts of in-process inventory result. Space and capital are tied up by work in process. Because of the diversity of the jobs in specialized departments, higher grades of skill are required.
Reserve collection Store room
Entrance
Counter staff
Copying area
Exit
40
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III. Cellular or Group Layout
Cellular or Group Layout (cont’d…2/12)
(cont’d…1/12)
It is special type of functional layout on which the facilities are clubbed together into cells. This is suitable for systems designed to use the concepts, principles and approaches of ‘group gy , such a layout y offers the advantages g of technology’, mass production with high degree if flexibility. we can employ high degree of automation even if the number of products are more with flexible requirements. In such a system the facilities are grouped into cells which are able to perform similar type of functions for a group of products.
Lathe S t o r a g e
Drill
Grind
Assembly
Mill
Assembly
Weld
Paint
Press
Lathe
Drill
Press
Grind
Drill
Assembly
Drill
Assembly
W a r e h o u s e
Grind
42
41
Cellular or Group Layout (cont’d…3/12)
Cellular or Group Layout (cont’d…4/12) • Machines or services grouped into cells • Cells determined by the process requirements of the • • • • •
family of product/services they transform Could be considered mini product layouts Can simplify a functional/process layout Flexible Duplicates some resources Examples: some computer component manufacture, department stores, ‘lunch’ products areas in supermarkets, certain units in hospitals 44
43
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Cellular or Group Layout (cont’d…6/12)
Cellular or Group Layout (cont’d…5/12) • •
Advantages i. ii. iii. iv. v. vi. vii. viii. ix. x.
•
Increased machine utilization. Team attitude and job enlargement tend to occur. Compromise between product layout and process layout, with associated g advantages. s the use of general purpose equipment. Shorter travel distances and smoother flow lines than for process layout. Reduced material handling and transit time Reduced setup time Reduced work-in-process inventory Better use of human resources Better scheduling, easier to control and automate
Every cell contains a group of machines which are dedicated to the production of a family of parts. One of the problems is to identify a family parts that require the same group of machines. These layouts are also called as group technology layouts.
Enter Machines Worker 2 Worker 1
Worker 3
Exit
Key:
Product route Worker route
46
Cellular or Group Layout (cont’d…8/12)
45
Cellular or Group Layout (cont’d…7/12)
The ground floor plan of a department store showing the sports goods shop-within-a-shop retail ‘cell’ Limitations Books and videos
Footwear
Sports shop
i. ii. iii.
Menswear
iv. Perfume & jewellery Confectionery, newspaper, magazines and stationery
v. vi. vii.
Elevators Women’s clothes
viii. ix.
Luggage and gifts
General supervision required. Higher skill levels required of employees than for product layout. Compromise between product layout and process layout, with associated limitations. Depends on balanced material flow through the cell; otherwise, buffers and worki in-process storage t are required. i d Lower machine utilization than for process layout. Sometimes cells may not be formed because of inadequate part families. Some cells may have a high volume of production and others very low. This results in poorly balanced cells. When volume of production changes, number of workers are adjusted and workers are reassigned to various cells. To cope with this type of reassignments, workers must be multi-skilled and cross-trained. Sometimes, machines are duplicated in different cells. This increases capital investment.
Entrance 48
47
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Cellular or Group Layout (cont’d…9/12)
Cellular or Group Layout (cont’d…10/12)
m1
m2
m3
m4
m1
m4
m2
m5
The three major types of arrangement in the GT cells are the single-row, multi-rows or loop layout The single-row layout, or sometimes known as the GT flow line layout, is used when the parts assigned to the group follow the q same machine sequence. The multi-row layout, or the GT cell layout, permits parts to move from any machine to any other machine. The flow of parts may not be unidirectional in this layout. The GT centre layout, on the other hand, is based on a functional arrangement of the machines and is suitable when the productmix changes frequently.
m6
m5
m3 (a) single-row layout m1
(b) multi-row layout m1
m2
m2 m3
m8 m3
robot m5
m4
(c)semi-circular layout
m7
m4 m6
m5
(d) loop layout
Types of layout in the GT cell
50
Cellular or Group Layout
49
Cellular or Group Layout (cont’d…11/12)
(cont’d…12/12) Group Technology (Cellular Layout/Work Cells) • •
• •
•
The single row layout may assume different configuration such as semi-circular, linear or U-shaped. The machines in the single row layout are arranged as close as possible to the sequence of operations of all the parts processed in the layout in order to minimize traveling time. In this layout, the sequence of operations are normally similar from one part to another and d the h material i lh handling dli equipment i used d are normally ll conveyors.
Conversion of a process focused layout into a miniature version of a product layout to increase productivity. Dissimilar machines are grouped together into work cells to perform work to produce goods that can be grouped into families on the basis of common processing requirements, materials, geometrical shape, size, weight, function. These cells are temporary and can shrink or expand in size based upon product demand. Flexible Manufacturing Systems represent a special case of group technology by integrating computer aided manufacturing systems and automated material flow using computer controlled machines for a wide range of manufacturing operations. Example: production of components for a medical device such as a pace maker. A cell can be assigned to produce and be responsible for inspection of a complete component.
The multi-row layout is usually linear and the movements of parts can be between any machines in different rows as well as in the same row, which is suitable for FMS. In the loop layout, machines are arranged in an oval path with unidirectional movement.
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Cellular or Group Layout
Cellular or Group Layout (cont’d…)
Example (cont’d…1/10)
Group Technology (Cellular Layout/Work Cells)
Work Cell Floor Plan
Assembly
Saws 4
6
7
5
A
10 3
B
Office
8
2 1
Drills
9
12 11
Tool Room
Work Cell
C Raw materials 54
53
Cellular or Group Layout
Cellular or Group Layout
Example (cont’d…3/10)
Example (cont’d…2/10)
Parts A B C D E F G H
Machines 5 6 7 8 9 10 11 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x
• The previous slide shows a facility in which three parts A, B, C flow through the machines. • The next slide provides the information in a matrix form which includes some other parts D, E, F, G, H. • The rows correspond to the parts and columns to the machines. • Just by interchanging rows and columns, eventually a matrix is obtained where the “X” marks are all concentrated near the diagonal. This matrix provides the cells. For example, parts A, D and F require Machines 1, 2, 4, 8 and 10 which forms a cell.
1 2 3 4 x x x
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55
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Cellular or Group Layout
Cellular or Group Layout
Example (cont’d…5/10)
Example (cont’d…4/10)
Parts A D B C E F G H
Machines 5 6 7 8 9 10 11 12 x x x x x x x x x x x x x x x x x x x x x x x
1 2 4 3 x x x x x x
x
58
Parts A B C D E F G H
Machines 5 6 7 8 9 10 11 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x 1 2 4 3 x x x
Cellular or Group Layout
Cellular or Group Layout
Example (cont’d…7/10)
Example (cont’d…6/10)
Parts A D F B C E G H
1 2 4 8 x x x x x x x x x x x
Machines 3 5 6 7 9 10 11 12 x x x
x
x
x x x x x
x
x
x
x x x
x x x
60
Parts A D B C E F G H
1 2 4 8 x x x x x x x x
x
57
Machines 3 5 6 7 9 10 11 12 x x x x x x x x x x x x
x x x
x
x x
x
x x
59
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Cellular or Group Layout
Cellular or Group Layout
Example (cont’d…9/10)
Example (cont’d…8/10)
Parts A D F C G B E H
Machines 1 2 4 8 10 3 6 9 5 7 11 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
62
IV. Product or Line Layout (cont’d…1/7)
Machines 1 2 4 8 10 3 5 6 7 9 11 12 x x x x x x x x x x x x x x x x x x x x x x x x x x x x x x
Parts A D F B C E G H
61
Cellular or Group Layout Example (cont’d…10/10) Assembly
Lathe S t o r a g e
Press
Mill
Lathe
Drill
Bend
Grind
Drill
Drill
Lathe
Drill A s s e m b l y
W a r e h o u s e
Drill
8 4
10
12
6
Cell 3
11
Cell1
Cell 2
7 2
1
Raw materials 64
9
3 A
C
5 B
Each of A, B, C now visits only one area, minimizing jumping
63
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Product or Line Layout (cont’d…2/7)
Product or Line Layout (cont’d…3/7)
This type of layout is developed for product systems. In this type of layout only one product, or one type of product, is produced in a given area. In a case of product being assembled assembled, this type of layout is probably known as an ‘assembly line’. The work centers are organized in the sequence of appearance. The raw material enters at one end of the line and goes from one another rapidly with minimum of work-inprocess storage and material handling. 66
Product or Line Layout (cont’d…5/7)
65
Product or Line Layout (cont’d…4/7)
A product layout in a paper manufacturing operation • Sometimes called line layout • Locates the transforming resources entirely for the convenience of the transformed resources
• Transformed resources follow a specified route – the sequence of activities that are required matches the sequence in which the processes have been located • Flow is clear, predictable, easy to control • Examples: car assembly, paper manufacture, self-service canteen
68
67
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Product or Line Layout (cont’d…7/7)
Product or Line Layout (cont’d…6/7) Advantages
i. ii ii. iii. iv. v.
Limitations
i.
A breakdown of one machine may lead to a complete stoppage of the line that follows that machine. Since the layout is determined by the product product, a change in product design may require major alternations in the layout. The “pace” of production is determined by the slowest machine. Supervision is general, rather than specialized. Comparatively high investment is required, as identical machines (a few not fully utilized) are sometimes distributed along the line.
ii. iii. iii iv. v. vi. vii.
Since the layout corresponds to the sequence of operations, smooth and logical flow lines result. Since the work from one process is fed directly into the next, small in-process inventories result. Total time per unitit is T t l production d ti ti i short. h t Since the machines are located so as to minimize distances between consecutive operations, material handling is reduced. Little skill is usually required by operators at the production line; hence, training is simple, short, and inexpensive. Simple production planning control systems are possible. Less space is occupied by work in transit and for temporary storage.
70
69
Mixed or Hybrid Layout (cont’d…2/2)
Mixed or hybrid Layout (cont’d…1/2)
A restaurant complex with all four basic layout types „
Combination of the layouts discussed.
„
A sample hybrid layout that has characteristics of group, process and product layout is shown in the following figure.
„
A combination of group layout in manufacturing cells, product layout in assembly area, and process layout in the general machining and finishing section is used.
Cell layout buffet
TM
DM
TM
TM
BM
TM
TM
Service line Preparation
Functional layout kitchen
Oven
Main course buffet
Line layout cafeteria
Starter buffet
Dessert buffet
Fixed-position layout service restaurant
Cool room Freezer Vegetable preparation Grill 72
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Which type of layout to use? (cont’d…1/6)
Advantages and disadvantages
Fixed position layout
The fixed position layout is used ideally for a project situation i.e. for one product of a different type. As the quantity increases the production operations can be broken down into different work centers and material can be allowed to process layout y is move rather than the machines,, and a p preferred. With further increase in volume i.e. with mass production the advantages of production line can be better derived and a product layout is desirable. The break-even analysis comprise the production volume of the three basic layouts i.e., product, process and fixed position layout.
Advantages
Very high product and mix flexibility.
High product and mix flexibility.
Can give good compromise.
Relatively R l ti l robust b t in the case of disruptions.
F t throughput. Fast th h t
Very high unit costs.
74
Cell layout
Product/customer P d t/ t not moved. High variety of tasks for staff.
Disadvantages
Functional layout
Scheduling space and activities can be difficult.
Easy to supervise.
Low utilization. Can have very high WIP. Complex flow.
Group work can result in good motivation.
Can be costly to rearrange existing layout. Can need more plant.
Product layout Low unit costs for high volume. Opportunities for specialization of equipment.
Can have low mix flexibility. Not very robust to disruption. Work can be very repetitive.
73
Which type of layout to use? (cont’d…3/6) Which type of layout to use? (cont’d…2/6)
Volume – Variety Influence Low
High
Volume
Fixed-position layout
Variety
Process layout
Cell layout
Low
Product layout
Regular flow morre feasible
High
Flow is intermittent
Flow becomes continuous
76
75
Regular flow more important
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Which type of layout to use? (cont’d…5/6) Cost vs. Layout The basic layout types have different fixed and variable cost characteristics that seem to determine which one to use
Which type of layout to use? (cont’d…4/6) Process Type vs. Layout Type
Costs
Manufacturing functional types
Basic layout types
Project processes
Service functional types
Fixed-position layout Professional services i
Jobbing processes
Functional layout Service shops
Batch processes
Cell layout Use Use fixed- functional position
Use cell
Use product
Volume
Mass services
Mass processes
Product layout
Continuous processes 78
77
Which type of layout to use?
Plant layout factors (cont’d…1/3)
Costs
Cost vs. Layout (cont’d…6/6)
The design of any layout is governed by a number if factors and the best layout is the one that optimizes all the factors. As discussed by Muther (1995) the factors influencing any layout are categorized into the following eight groups:
Fixed-position Functional Cell Product
?
?
?
? Use product
Volume
80
Use fixed-position Use fixed-position or functional Use functional
Use cell or product Use functional or cell or product Use functional or cell
79
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Plant layout factors (cont’d…3/3)
Plant layout factors (cont’d…2/3)
v.
Waiting factor: includes permanent and temporary storages and delays and their locations. vi. Service factor: includes service relating to employee facilities such as parking lot, locker g rooms etc. service relating g to rooms,, toilets,, waiting materials in of quality, production control, scheduling, despatching, waste control; and service relating to machinery such as maintenance. vii. Building factor: includes outside and inside building features and utility distribution and equipment. viii. Change factor: includes versatility, flexibility and expansion.
i.
Material factor: includes design, variety, quantity, the necessary operations, and their sequences. ii. Man factor: includes direct workers, supervision, and service help, p, safetyy and manpower p utilization. iii. Machinery factor: includes the process, producing equipment and tools and their utilization. iv. Movement factor: includes inter and intradepartmental transport and handling at the various operations, storage and inspections, the materials handling equipments.
82
Layout design procedure (cont’d…1/13)
81
Layout Procedures
Detailed layout design: What makes a good layout?
Two different categories: • • • • • • • •
Inherent safety Length of flow Cl it off flflow Clarity Staff conditions Management coordination Accessibility Space utilisation Long-term flexibility
Construction - involves developing a new layout “from scratch” Improvement - generate layout alternatives based on an existing layout
84
83
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Layout design procedure (cont’d…2/13)
Layout design procedure (cont’d…3/13) Some important guidelines that help in the layout design are: i. Plan from whole to details ii. First plan the ideal and then move to the practical aspects iii. Material requirements should be central to the planning of process and machinery iv. Modify the process and machinery by different factors to plan the layout
The overall layout procedure can be considered to be composed of four phases: Phase I Phase II Phase III Phase IV
Location General Overall Layout Detailed layout Installation
86
Layout design procedure (cont’d…5/13) v. vi. vii. viii. ix. x. xi. xii.
85
Layout design procedure (cont’d…4/13)
Planning the material flow pattern and developing the overall material handling plan. Calculation of equipment requirements and work centers. g of individual work centers. Planning Selection of material handling equipment. Determining storage requirements. Deg activity relationships. Planning of auxiliary and service facilities. Calculation of space requirements and allocation of activity areas. 88
Through there is always an overlap in the different phases of layout design the major steps that have to be followed in the layout design are outlined as follows: i. Statement of the problem in of its objectives, scope p and factors to be considered. ii. Collection of basic data on sales forecasts, production volumes, production schedules, part lists, operations to be performed, work measurement, existing layout, building drawings etc. iii. Analysis of data and its presentation in the form of various charts. iv. Deg the production process. 87
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Layout design procedure (cont’d…6/13)
Layout design procedure (cont’d…7/13) Fixed Position
xiii. Development of Plot Plan. xiv. Development of Block Plan. xv. Development of detailed layouts in of steps (vii) to (xi). (xi) xvi. Evaluation, modification and checking of layouts. xvii. Installation of layouts. xviii.Follow up.
• Design a layout to maximise the effectiveness of the transforming resources
• Resource location • Define site and available locations • Define resource centres and their requirements • Devise evaluation criteria • Match resource centres to available locations • Preliminary allocation on site criteria • Amend allocation using relative-location criteria 90
Layout design procedure (cont’d…9/13)
89
Layout design procedure (cont’d…8/13)
Cell Layout
Functional Layout
• Cells are a compromise between the flexibility of
• Complex due to large number of options possible • Flow charts and relationship charts • Some of the information requirements • Area required by each work centre • Constraints on the shape of work area allocated • Degree and direction of flow between work areas • Desirability of work centres proximity to each other
process layout and the simplicity of product layout • Design of cell layout requires decisions as to • Extent and nature of cells to adopt – examining amount and of resources located within the cell • Resources to allocate to cells – cluster analysis / parts family coding • Production flow analysis
or to fixed points in the layout 92
91
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Layout design procedure
Layout design procedure (cont’d…10/13)
Product Layout (cont’d…11/13)
Product Layout
Cycle time of product layouts • Time between completed products / services emerging from the operation • Calculated using projected demand for period and the amount of production time available in that period • Cycle time = time available / number to be processed
Decisions required are: • What cycle time is needed? • How many stages are needed? • How should the task-time variation be dealt with? • How should the layout be balanced? • How should the stages be arranged? 94
93
Layout design procedure
Layout design procedure
Product Layout (cont’d…13/13)
Product Layout (cont’d…12/13) • Number of stages • Requires cycle time and total quantity of work • Number of stages = Total work content /
• Arranging the stages: long thin or short fat • Shape of the line • Staffing flexibility and balance • Rework • Handling • age • Teamwork
cycle time
• Task time variation • Variance around the mean for each stage • Balancing work time allocation • Minimise balancing loss • Balancing Techniques 96
95
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SYSTEMATIC FACILITIES PLANNING „
„
„
Systematic: Systematic: Organized, disciplined rational approach to a problem Facilities:: Facilities Building, production & material handling equipment, land, access (ing equipment) Planning:: Planning Decide a course of action based on facts and analysis
Systematic y Layout y Planning g ((SLP))
98
97
SYSTEMATIC FACILITIES PLANNING
Systematic Layout Planning • Systematic layout planning s for the importance of having each department located next to every other department
„
Systematic Facilities Planning fits in this category: Common Sense Pi E Prior Experience i „ Simple Numerical Methods „ Visual Representations „
– guided by trial and error – switch departments then check the results of the “closeness” closeness score
„
• Why us SLP? – numerical flow of items between departments can be impractical to obtain, or – interdepartmental flow method does not for any of the qualitative factors that may be crucial to the placement decision
Practical Perceptiveness 100
99
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Systematic Layout Planning procedure
Systematic Layout Planning
Relationship Chart
From-To Chart
The SLP procedure was presented by Francis and White (1974). Once the appropriate information is gathered, a flow analysis can be combined with an activity analysis to develop the relationship diagram. diagram Space considerations when combined with the relationship diagram lead to the construction of the space relationship diagram. Based on the space relationship diagram, modifying considerations and practical limitations, a number of alternative layouts are designed and evaluated.
102
The Phases of Systematic Layout Planning (cont’d …2 …2/2)
101
The Phases of Systematic Layout Planning (cont’d …1 …1/2)
I LOCATION
Phase
Level off Detail
IV
II OVERALL LAYOUT III DETAIL LAYOUTS
III
IV INSTALLATION
Time
II
Phase I:
Phase II:
Phase III:
Phase IV:
I B
NEW BLDG
HIWAY
MFG BLDG
MAIN BLDG
104
A
D
D
C 103
Time
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Muther’s Systematic Layout Planning Procedure (SLP)
Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …1/6) 1. Chart the relationships
1.
It uses as its foundation the activity relationship chart.
2.
A material flow analysis (from-to-chart) and an activity relationship analysis (activity relationship chart) are performed
3.
Relationship diagram is developed
4.
Determine the amount of space to be assigned each activity (use departmental service and area requirement sheets)
5.
6.
Space templates are developed for each planning department this leads to the space relationship diagram Layout alternatives are developed
106
Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …3/6)
105
Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …2/6)
3. Diagram activity relationships
2. Establish space requirements
108
107
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Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …5/6)
Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …4/6)
5. Evaluate alternative arrangements
4. Draw space relationship layouts
110
Richard Muther’s Simplified Systematic Layout Planning (1994) (cont’d …6/6)
Systematic Layout Planning (cont’d …1/3) A E I O U X
109
Absolutely Necessary Especially Important Important Ordinary Closeness O.K. Unimportant Undesirable A and X > E > I > O > U
6. Detail the selected layout plan
O A
X
E
112
111
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Systematic Layout Planning
Systematic Layout Planning (cont’d …2/3)
(cont’d …3/3)
114
113
Process Layout: Systematic Layout Planning
Prevailing Methodology: Systematic Layout Planning (SLP) 1. Material Flows
2. Activity Relationships
z
3. REL Chart z
4. REL Diagram 5. Space Requirements 6. Space REL Diagram
z Switching
departments then checking the results of the “closeness” score
7. Space Availability 8. Layout Alternatives
Numerical flow of items between departments z Can be impractical to obtain z Does not for the qualitative factors that may be crucial to the placement decision Systematic Layout Planning z s for the importance of having each department located next to every other department z Is also guided by trial and error
Departments ≡ Activities
116
115
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Systematic Layout Planning (cont’d …2/7)
Systematic Layout Planning (cont’d …1/7)
Layout planning Heuristics are of two types: - Those which start with an initial layout and proceed to modify it (These are called Improvement Heuristics), and - Those which start the Layout analysis from scratch (Construction Heuristics.)
Systematic Layout Planning is essentially an organized Trial-and-Error Approach.
„
„
„
„
Therefore, unless all possible layouts are considered, There is no wayy to know if an Optimal p Solution been Reached. However, there are a number of Heuristics that can be used to Generate good solutions Quickly. Heuristics: Trial-and-error solutions that do not give optimal solution but easy to apply.
118
Systematic Layout Planning (cont’d …4/7) „
„
„
117
Systematic Layout Planning (cont’d …3/7)
Therefore, its goal is to Minimize the Total Cost of Moving Items between Departments. It attempts to improve an Initial Layout by switching the locations of pairs of departments. It begins with one department, AND one by one Analyzes the effect on total travel cost of switching those departments.
„
„
120
The most widely known algorithm requiring an Initial Layout developed by hand is the Computerized Relative All Allocation ti off Facilities F iliti Technique T h i (CRAFT). CRAFT was developed for situations in which Materials Handling Costs were a major consideration. 119
30
3/9/2010
Systematic Layout Planning (cont’d …6/7)
„
„
Systematic Layout Planning (cont’d …5/7) „
These heuristics start with an empty floor area and proceed to fit departments departments. ALDEP can be used in a multistory building. It generates many alternative layouts.
„
„
While the Original CRAFT was used only for single-story buildings, An extension of CRAFT called SPACECRAFT can handle h dl multistory lti t buildings. b ildi Some examples of Construction Heuristics include CORELAP (Computerized Relationship Layout Planning) and ALDEP (Automated Layout Design Program).
122
Systematic Layout Planning—Example 1
121
Systematic Layout Planning (cont’d …7/7)
(cont’d…1/9)
Reasons for Closeness Code
Reason
1
Type of customer
2
E Ease off supervision ii
3
Common personnel
4
necessary
5
Share same price
6
Psychology
„
„
124
CORELAP on the other hand, can lay out only single story buildings. Both programs use closeness codes defined in the Activity Relationship Charts.
123
31
3/9/2010
Systematic Layout Planning—Example 1
Systematic Layout Planning—Example 1
(cont’d…3/9)
(cont’d…2/9)
Relating Reasons and Importance From 1. Credit department
2 I
3 U
6
2. Toy department
To
Importance of Closeness
4 A
5 U
--
4
--
U
I
A
1
16 1,6
U --
X 1
--
3. Wine department
Area (sq. ft.)
Numerical weights
Closeness
A
Absolutely necessary
16
E
Especially important
8
100 400
X
4. Camera department
Line code
Value
1
5. Candy department
300
I
Important
4
100
O
Ordinary closeness OK
2
100
U
Unimportant
0
X
Undesirable
80
Letter
Closeness rating
Number
Reason for rating
126
125
Systematic Layout Planning – Example 1 Relating Reasons and Importance (cont’d…4/9)
Systematic Layout Planning—Example 1 (cont’d…5/9) Initial Relationship Diagram The Starting Solution
From 1. Credit department
E
1
3 2. Toy department
I
4
2
U
U
3. Wine department 4. Camera department
5 A
5. Candy department Closeness rating 128
Letter
Reason for rating Number
2 I
3 U
6
--
To
4 A
5 U
4
--
U
I
A
--
1
16 1,6
U
X
Note here that the (1) Credit Dept. and (2) Toy Dept. are given a high rating of 6.
--
1
Area (sq. ft.) 100 400 300
Note X here that 100 the 1(2) Toy Dept. and the (5) 100 Candy Dept. are given a high rating of 6.
127
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3/9/2010
Systematic Layout Planning - Example 1
Systematic Layout Planning - Example 1
Initial Relationship Diagram (cont’d…7/9)
Initial Relationship Diagram (cont’d…6/9)
3 E
1
3
2 I
5
4
U
U
2
5 A Note here again, Depts. (1) and (2) are linked together, and Depts. (2) and (5) are linked together by multiple lines or required transactions.
4
1
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.
130
129
Systematic Layout Planning – Example 1
Systematic Layout Planning—Example 1
Initial and Final Layouts (cont’d…9/9)
Initial and Final Layouts (cont’d…8/9) Initial Layout (ignoring space constraints)
5
2
4
3
1
2 3 5
1
20 ft
4 50 ft
Initial Layout
Final Layout
Ignoring space and building constraints
Adjusted by square footage and building size
Note in the Final Layout that Depts. (1) and (5) are not both placed directly next to Dept. (2). 132
5
2
4
3
1
131
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3/9/2010
Systematic Layout Planning: Example 2
Systematic Layout Planning: Example 2
(cont’’d …2/3) (cont
(cont’’d …1/3) (cont
Scaled activity relationship diagram
4 A E I relationships relationships
1
5
10
3
2
9
6
7
8
134
133
Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 2
(cont’’d …1/11) (cont 11)
(cont’’d …3/3) (cont
„ „
Alternative layouts
A small ing Firm, GUNTAŞ ing, has rented Space in a new one-floor building. The firm has allocated 6000 square meter to its seven departments as follows:
136
135
34
3/9/2010
Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 3
(cont’’d …3/11) (cont 11)
(cont’’d …2/11) (cont 11)
In the first step of Systematic Layout Planning, we analyze interactions between departments AND we assess the desirability of placing departments together. „ The firm has carefully analyzed its operations to Determine the importance of Locating specific departments Close Together. „ The results of this analysis are summarized in the following Activity Relationship Chart: 138
137
Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 3
(cont’’d …5/11) (cont 11)
(cont’’d …4/11) (cont 11)
140
139
35
3/9/2010
„
Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 3
(cont’’d …7/11) (cont 11)
(cont’’d …6/11) (cont 11)
Since the space assignments are given before, the following Activity Relationship Diagram shows the relative Sizes of Each Department:
„
„
„
This Activity Relationship Diagram is essentially an Illustration of the Information Contained in the Activity Relationship Chart. Chart All departments in this diagram are Represented by equal size boxes. The next step is to anticipate the space required for each Department.
142
141
Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 3
(cont’’d …9/11) (cont 11)
(cont’’d …8/11) (cont 11)
„
„
„
Some examples of Practical Limitations in this case were as follows: 1- It is considered that offices for partners (2) the (2), th meeting ti room (7) and d the th reception ti area (1) should be close to each other. 2- It is important that the juniors (4) and the managers (3) be close together.
„
„
144
In this stage, there are no restrictions on the length and width of each department In the final step, we should develop and evaluate several alternative layouts, while keeping in mind the Practical Limitations.
143
36
3/9/2010
Systematic Layout Planning: Example 3
Systematic Layout Planning: Example 3
(cont’’d …11 (cont 11//11) 11)
(cont’’d …10 (cont 10//11) 11) „
„
„
As a result of these limitations, An alternative floor plan is developed as follows:
This floor plan may be revised many times until the best layout has been found. Usually departments are positioned one by one, Beginning with the department with the Highest A or E ratings.
146
145
Systematic Layout Planning
Systematic Layout Planning
Analyze product/ resource flow
Flow diagram From-to chart
Layout Planning Steps
Identify non-flow factors, Where significant
Activity-Relationship diagram
• Arrange work centers in order of dominant flow (objective is to ensure resource/product flow at optimum cost/time)
Assess data and arrange work Activity arrangement diagram area
• A Analyze l product/resource d t/ flow fl ( Flow Fl diagram/ di / From-To F T diagram)
Determine space arrangement Space relationship diagram plan
• Include non-flow factors & combine with flow factors
Fit space arrangement in to available space
• Fit space arrangement into available space
• Determine space requirements
Floor plan Detailed layout plan 148
147
37
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