Dr.
Joshi
Prof. of Happiness
Define layout planning and explain its
importance
Identify and describe different types of
layouts
Compare process layouts & product layouts
Describe the steps involved in designing a
process layout
Describe the steps involved in designing a
product layout
Explain the advantages of hybrid layouts
Define the meaning of group technology
(cell) layouts
Facility layout refers to an optimum
arrangement of different facilities including
man, machine, material , equipment etc
Layout once done and created cannot be
easily changed .
Changing may involve additional cost of
changing.
Results in continuous losses in terms of
higher efforts for material handling.
More scrap and rework.
Poor space utilization etc
The decision with regards to facility layout is not
taken again and again and therefore it is very
important to built in flexibility to accommodate
the subsequent changes in case of change in the
process or production technique.
It is a complex task in nature as it involves
concept relating to engineering , architecture ,
economies and design.
It also has to take care of the processes and
production technique.
Economy in material handling of WIP and
finished goods stock.
Effective utilization of space
Increased output and reduces inventory
Better supervision and control.
Workers satisfaction and improve in morale.
Better working environment safety of
employees reduction in hazards.
Reduces unnecessary movement at the
workplace
Simplifies the process
Integrates all the essential resources
required.
Increases overall efficiency .
System becomes effective.
Its has strategic implication . ( Long run)
It establishes competitive priorities in regards
to capacity , process flexibility. Etc..
Promote efficient loading and unloading of
shipping vehicles
Provide for effective stock picking , order
filling and unit loading
Allow ease of inventory counts
Promote accurate inventory record keeping
Inefficient operations.
Changes in design of products or services.
Changes in the volume of output
Change in the method or equipment
Change in the environment/ Legal
requirement.
Provide for customer comfort and
convenience
Provide appealing setting for customers.
Allow attractive display of merchandise.
Reduce travel of personnel or customer.
Provide for privacy in work areas
Promote communication between work
areas.
Provide for stock rotation for shelf life.
Reinforce organization structure
Reduce travel of personnel or customers
Provide for privacy in work areas
Promote communication between work
areas.
External factors.
Internal factors.
External transportation
Receiving ( Material ) Operation.
Packaging Operation
Storage Operation
Despatch Operation
Type of the product and process
Volume of production
Quality process
No of operations
Design and structure of building
Nature of work ( No. of people, skills set
required)
Need for material handling etc.
Higher utilization of space , equipment and
people.
Improved flow of information, material or
people.
Improved employee morale and safer
working condition
Production volume and product variety determines type
of layout
production
volume
product
layout
group layout
process layout
product variety
Types of Product
Type of process/ Production
Volume of production
Product or line layout/ Flow shop layout
Functional or process layout
Mixed or combined layout
Static product layout/ Fixed position layout/
project layout
Job-shop layout
Developed for product focused system.
Normally one type of product is produced in a
given area.
This type is also known as assembly line .
The work centres are arranged in the sequence
of work .
The raw material enters at one end of the line
and goes from the another operations to
another rapidly with minimum of WIP storage
and material handling .
High volume of production for adequate
equipment utilization
Standardization of product and part
interchangebility.
Reasonably stable product demand
Uninterrupted supply of material
Smooth flow of production
Mechanism of material handling
Economy in mfg time.
Lesser work in progress inventory
Easy inspection .
Expensive
Inflexible
Difficulty in supervision
Difficulty in expansion
Stoppage of work through breakdown.
Based on the functions performed by
departments.
Equipment of similar types are grouped
together
Separate departments are established for
each specialized operations.
Example : welding, paint shop,
This is more function focused.
Functional layout
Functional layout
Avoids duplication of machines
Facilitates flexibility in production
Different products can be made using the
facility.
Breakdown of one machine does not halt the
entire operation
Specialization in supervision
Individual incentives schemes can be
developed.
Since it is not in line , problems of waiting and
idle capacity arises.
The cost of material handling increases
The process time is prolonged which reduces
the inventory turn over ratio and increases
the investments in inventory.
The cost of inspection goes high due to
frequent changes in the machine set-up.
A proper compromise reaping the benefits of
both Product layout and process layout is
possible to some extent.
Example for a refrigerator to be made.
Process layout for manufacturing parts and
product layout for assembling it
Product layout for final assembly of the
product and process layout for parts being
manufactured.
In a product layout some processes which can
be hazardous can be eliminated from the line
.
Objectionable , requiring special treatment ,
or repetitive processes.
This is the layout where major components
are kept fixed.
Generally few very large inputs could be
static and some are moving .
Ship Building : The product is static but the
men and machines move around performing
the operation.
The handling requirements are minimized.
Flexible with reference to the changes in
product design.
High adaptability to the variety of products
and intermittent demand.
The responsibility of quality can be pin
pointed.
Involves complexity of size or some other
unique features of the task performed.
Transportation of a large product challenge.
Requirement of effective scheduling,
coordination and control of the productive
activities.
Layout for very flexible system.
The preparation of such a layout is dependent
on the analysis of the possible populations of
the orders and is relatively complex affair.
Aspect of
conversion
Product - Oriented
Process- oriented
Fixed
Product
Standardized, stable
rate of o/p.
High volume.
Diversified product,
varying volumes,
varying rate of o/p.
Made to order , low
volume.
Work flow
Straight line.
Variable flow
Little or no flow
Human Skills
Routine work,
repetitive task,
specialized work
Primary skills,
should perform with
out close supervision
Great flexibility
required, work
location may vary.
Support staff
Large ; schedule
material and people,
monitor and
maintain work.
Task of scheduling ,
material handling
Scheduling and
coordination
Material handling
Predictable flow
Variable flow
Flow variable often
Inventory
High inventory
turnover ratio
Low inventory turn
over ratio
Variable turn over
ratio
Space Utilization
Efficient utilization
O/p is high
Smaller o/p
Small o/p per unit of
space
Capital
Requirement
Large investments
Lesser
Concept has gained acceptance in mass
manufacturing layout.
In process layout we have large number of
setups and different parts , due to which
there is high material handling cost and high
WIP inventory.
The idea of GT is to classify parts into families
so that efficient mass- production type layout
can be designed for these families of parts.
In a group layout system , the process layout
design is not according to functional
characteristics of machines but by group of
different machines ( Called Cells) which are
necessary for production of families of parts.
The production control becomes simple
because scheduling of machines becomes
less complex , less tools and material may be
required and material handling cost can be
reduced.
Reduced WIP inventory
Less space
Reduced direct labour cost : better flow of
material and improved schedule.
Better participation of employees in production
and organization because employees accept
more responsibility for quality.
Increased
utilization of equipment and
machinery because better scheduling, faster
material flow.
Lowers production cost and improves on time
delivery.
One of the most popular hybrid layouts uses Group Technology
(GT) and a cellular layout
GT has the advantage of bringing the efficiencies of a product
layout to a process layout environment
Wiley 2010
41
Wiley 2010
42
Designing product layouts requires
consideration of:
Sequence of tasks to be performed by each
workstation
Logical order
Speed considerations line balancing
Wiley 2010
43
Reduced manufacturing flexibility.
Cells may becomes outdates as the parts or
product changes.
Product
Layout
Logistics
Process
Step 1: Identify tasks & immediate predecessors
Step 2: Determine output rate
Step 3: Determine cycle time
Step 4: Compute the Theoretical Minimum number of
Stations
Step 5: Assign tasks to workstations (balance the
line)
Step 6: Compute efficiency, idle time & balance delay
Wiley 2010
46
Example 10.4 Vicki's Pizzeria and the Precedence Diagram
Immediate
Task Time
Work Element Task Description
Predecessor
(seconds
A
B
C
D
E
F
G
H
I
Roll dough
Place on cardboard backing
Sprinkle cheese
Spread Sauce
Add pepperoni
Add sausage
Add mushrooms
Shrinkwrap pizza
Pack in box
Wiley 2010
None
A
B
C
D
D
D
E,F,G
H
Total task time
50
5
25
15
12
10
15
18
15
165
47
Step 2: Determine output rate
Vicki needs to produce 60 pizzas per hour
Step 3: Determine cycle time
The amount of time each workstation is allowed to
complete its tasks
Cycle time (sec./unit)
available time sec./day 60 min/hr x 60 sec/min
60 sec./unit
desiredoutput units/hr
60 units/hr
Limited by the bottleneck task (the longest task in a
process):
Maximum output
available time
3600 sec./hr.
72 units/hr,or pizzas per hour
bottlenecktask time 50 sec./unit
Wiley 2010
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Step 4: Compute the theoretical minimum
number of stations
TM = number of stations needed to achieve 100%
efficiency (every second is used)
TM
task times
cycle time
165 seconds
2.75, or 3 stations
60 sec/station
Always round up (no partial workstations)
Serves as a lower bound for our analysis
Wiley 2010
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Step 5: Assign tasks to workstations
Start at the first station & choose the longest eligible task following precedence
relationships
Continue adding the longest eligible task that fits without going over the desired
cycle time
When no additional tasks can be added within the desired cycle time, begin
assigning tasks to the next workstation until finished
Workstation
1
Eligible task
A
B
C
D
E, F, G
E, F
F
H
I
Wiley 2010
Task Selected
A
B
C
D
G
E
F
H
I
Task time
50
5
25
15
15
12
10
18
15
Idle time
10
5
35
20
5
48
38
20
5
50
Step 6: Compute efficiency and balance delay
Efficiency (%) is the ratio of total productive time
divided by total time
Efficiency
(% )
NC
165 sec.
100 91.7%
3 stations x 60 sec.
Balance delay (%) is the amount by which the line falls
short of 100%
Balance delay 100% 91.7% 8.3%
Wiley 2010
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Shape of the line (S, U, O, L):
Share resources, enhance communication & visibility,
impact location of loading & unloading
Paced versus Un-paced lines
Paced lines use an automatically enforced cycle time
Number of Product Models produced
Single
Mixed-model lines
Wiley 2010
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Current layout - workers in
small closed areas. Cannot
increase output without a third
worker and third set of
equipment.
Figure 9.10 (a)
Improved layout - cross-trained
workers can assist each other. May be
able to add a third worker as additional
output is needed.
Current layout - straight lines
make it hard to balance tasks
because work may not be divided
evenly
Figure 9.10 (b)
Improved layout - in U shape,
workers have better access.
Four cross-trained workers
were reduced.
U-shaped line may reduce employee movement and
space requirements while enhancing communication,
reducing the number of workers, and facilitating
inspection
1. Identification of families of products
2. A high level of training and flexibility on
the part of employees
3. Either staff support or flexible,
imaginative employees to establish work
cells initially
4. Test (poka-yoke) at each station in the
cell
Determine the takt time
Takt time =
total work time available
units required
Determine the number of
operators required
Workers required =
total operation time required
takt time
600 Mirrors per day required
Mirror production scheduled for 8 hours per day
From a work balance chart
total operation time = 140 seconds
60
Standard time required
50
40
30
20
10
0
Assemble Paint
Test
Operations
Label Pack for
shipment
600 Mirrors per day required
Mirror production scheduled for 8 hours per day
From a work balance chart
total operation time = 140 seconds
Takt time
Workers required =
= (8 hrs x 60 mins) / 600 units
= .8 mins = 48 seconds
total operation time required
takt time
= 140 / 48 = 2.91
The proximity of two work areas may be
desirable not only because there is a good
amount of physical flow between them but
also because of important reasons such as
Ease of supervision
Need for sudden or immediate attention
Common personnel
Need for common lighting.
Other reasons for convenience.
There could also be a need to avoid two work
areas from being close to each other not just
because they do not have any flow between
them but because of reasons such as
Safety
Avoidance of risk of infection
Avoidance of noise.
The relationship Diagram recognizes the
need for exploring relationships rather than
calculating exact flows and costs.
The requirement of closeness are then
expressed on an ordinal scale of
A E I OUX
A - Absolutely essential
E - Essential
I - Important
O- Ordinary
U-Unimportant
X-Not desirable
These pair wise interdepartmental closeness
requirement ratings are used to develop a
suitable layout which satisfies as many pair wise
relationships as possible and to the extent
possible.
Work Centre
W C-1
W C-2
I
U
W C-3
X
W C-4
I
O
W C-5
U
W C-6
E
I
E
U
This is a general Visual check when no of departments are less
Following values are given to the closeness
requirement ratings.
A=6
E=5
I =4
O= 3
U= 2
X= 1
For each department a total of all its closeness
rating with the others in the layout is calculated .
It is termed as TCR ( Total Closeness rating)
Step 1:The department with highest TCR is selected.
Step 2: Find out department with A relationships. This
is placed next to the one with highest TCR.
Step 3: If there is no dept with A relationships then try
for E relationships
Step 4: If we do not find any dept with AEIOUX then
WC with next TCR rating will be selected.
In case TCR rating is same then random selection will
be done.
Steps are continued till all the departments are
placed.
For WC1 = I + U + A + E + X
= 4 + 2 + 6 + 5 + 1 = 18.
For WC2 = U + E + E + I + I
Check for A relationships
The tie is broken by TCR .
1
= + U + Calculate
the total cost mat
1
From/ To
90
160
50
70
100
130
120
180
10
40
Calculate the distance matrix with the
existing layout.
Calculate the total cost matrix.
Calculate the distance matrix with the
changed layout.
Calculate the total cost matrix with the
changed layout.
Check the total cost and then take a decision .
FROM/To
From/To
1
2
3
4
5
6
A shoe company produces 70 pairs of shoes
per hour on its production line.
The operations involved in the process are
listed below along with the sequencing
requirements
Task
Immediate predecessor
Estimated time
Cut the soles
---
20
Cut one upper
---
10
Cut other upper
---
15
Drill the uppers
B,C
10
Sew the uppers
25
Press the uppers
15
Shape the uppers
30
Join and press
A,G
30
Sew the soles
20
Finish
25
How many workstations will be required?
What is the balance delay for the line so
balanced?
Find an improved layout for the initial layout
given in figure by using the CRAFT pairwise
exchange technique.
A
From/To A
From/To
Cost matrix
Flow matrix
From/To
Distance matrix
Produc
t
Sequence summary
10
F
F
C
The current sequence of the layout is given as above.
Same quantity to be manufactured for all the products.
Backward movement is considered to twice as harmful
as forward movement
Draw the main diagonal
All the movements above the diagonal are
forward movement.
All the movements below the diagonal are
backward movement
Draw the other diagonals 1st , 2nd 3rd etc
Diagonal 1st indicates adjacent movement
Diagonal 2nd indicates 2 movement
Diagonal 3rd indicates 3 movements and so
on.
ALDEP
CORELAP
CRAFT
Automated layout design programme.
There are n! possible arrangement of n
departments.
For example if there are 8 departments then
8! =40320 possibilities.
This makes finding the BEST possible payout
an extremely difficult task.
Total number of departments
Area of each department
Length and width of layout
Closeness ratings of various pairs
Number of iterations to be performed.
Its requires following inputs:
Number of departments and their given area
Closeness relationships.
Weighted ratings for REL charts.
Initial layout
Flow data
Cost per unit distance
Total no. of Departments
What do you understand by layout ? Give
factors which influence the plant layout?
Factors which should be considered while
designing a facility layout?
Explain the various types of layout ? When
should each be used?
Write short notes on :
Group Technology
REL Chart
Software available for layout.
