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Facility Layout

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Layout Planning
 Layout planning in manufacturing & service
organizations
– deals with physical arrangement of various
resources that are available in the system
– with an objective to improve the performance of
the operating system
 Benefits of good layout design
– Jobs in a manufacturing system travel lesser
distance
– Customers spend less time in service systems
– Costs & Lead time come down
– Improved quality

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Facility Layout
Defined
Facility layout can be defined as the
process by which the placement of
departments, workgroups within
departments, workstations,
machines, and stock-holding
points within a facility are
determined

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Basic principles
 Total movement of materials should be
minimum
 Layout should ensure adequate safety

and healthy working conditions.


 Layout should consider all the 3-

dimentions of space available.


 Layout should be flexible enough .

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Basic Production Layout Formats

 Process Layout (also called job-shop or


functional layout)

 Product Layout (also called flow-shop


layout)

 Group Technology (Cellular) Layout

 Fixed-Position Layout

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Process Layout
(job shop or functional layout)
 A production system design in which
similar machines or functions are
grouped together.
 Most efficient when making products

that have different requirements or


when handling customers who have
different needs.
 Low-volume, High-variety

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Process Layout
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 Inprocess layout one of the


principles of paramount
importance is that centers
between which frequent trips or
interactions are required should
be placed close to one another.

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Process Layout
An example

Product A
Product B L L L L D D

Product C D D
L L L L
D D
M M

G G G
M M

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Advantages of process
layout
 Initial investment is low
 Greater flexibility

 High variety

 Breakdown of one machine does not

effect the whole system


 Low set-up and maintenance cost

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Disadvantages
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 Workers are more skilled lead to high


labor cost.
 Total cycle time is high due waiting
time in different departments.
 Difficult to fix responsibility for a defect
or quality problem.
 Large work-in process inventories
 High material handling due to
backtracking in the same department

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Process Layout: Interdepartmental Flow

 Given
– The flow (number of moves) to and from all
departments
– The cost of moving from one department to
another
– The existing or planned physical layout of
the plant
 Determine
– The “best” locations for each department,
where best means maximizing flow, which
minimizing costs

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Process Layout: CRAFT Approach


 It is a heuristic program; it uses a
simple rule of thumb in making
evaluations:
– "Compare two departments at a time
and exchange them if it reduces the
total cost of the layout."

 It does not guarantee an optimal


solution

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Process Layout: Systematic Layout
Planning
 Numerical flow of items between departments
– Can be impractical to obtain
– Does not account for the qualitative factors that
may be crucial to the placement decision
 Systematic Layout Planning
– Accounts for the importance of having each
department located next to every other
department
– Is also guided by trial and error
 Switching departments then checking the results of
the “closeness” score

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Product Layout
(Line Layout \Flow shop Layout)
 It is a layout in which equipments
or work processes are arranged
according to the progressive
steps by which the product is
made.
 In this every item follows same
sequence from beginning to end
 High volume and low variety.

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Product Layout for
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Carwash

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Product Layout
Figure

Raw Finished
Station Station
Station Station
Station Station
Station
materials 1 22 33 44 item
or customer
Material Material Material Material

and/or and/or and/or and/or


labor labor labor labor

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Product Layout
An example

Product A
L D M G

Product B
L D L G

Product C
L D M L G

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advantages
 Lower work in process inventories.
 Shorter processing time

 Less material handling

 Lower labor skills

 Easier training and supervision.

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Disadvantages

 Layouts are fixed & changes in


product design are difficult to
accommodate.
 Product variety is limited.

 Breakdown of particular machine in

production line will stop the entire line


 Capital investment is high.

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Assembly Lines Balancing Concepts

Question:
Question:Suppose
Supposeyou
youload
loadwork
workinto
intothe
thethree
threework
work
stations
stationsbelow
belowsuch
suchthat
thateach
eachwill
willtake
takethe
thecorresponding
corresponding
number
numberof ofminutes
minutesas
asshown.
shown. What
Whatis isthe
thecycle
cycletime
timeof
of
this
thisline?
line?

Station 1 Station 2 Station 3


Minutes
per Unit 6 7 3
Answer:
Answer:TheThe cycle
cycle time
timeof
of the
the line
line is
is always
always
determined
determinedby bythe
thework
workstation
stationtaking
takingthethelongest
longest
time.
time. In
Inthis
thisproblem,
problem, the
thecycle
cycletime
timeof of the
theline
lineis is77
minutes.
minutes. There
Thereisisalso
alsogoing
goingto tobe beidle
idletime
timeatat the
the
other
othertwo
twowork
workstations.
stations.
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Example of Line Balancing

 You’ve just been assigned the job a setting up


an electric fan assembly line with the
following tasks:
Task Time (Mins) Description Predecessors
A 2 Assemble frame None
B 1 Mount switch A
C 3.25 Assemble motor housing None
D 1.2 Mount motor housing in frame A, C
E 0.5 Attach blade D
F 1 Assemble and attach safety grill E
G 1 Attach cord B
H 1.4 Test F, G

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Example of Line Balancing:


Structuring the Precedence Diagram
Task Predecessors Task Predecessors
A None E D
B A F E
C None G B
D A, C H E, G

A B G
H

C D E F

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Example of Line Balancing:


Precedence Diagram
Question:
Question:Which
Whichprocess
processstep
stepdefines
definesthe
themaximum
maximum
rate
rateof
of production?
production?
2 1 1
A B G 1.4
H

C D E F
3.25 1.2 .5 1
Answer:
Answer: Task
TaskCCis
isthe
thecycle
cycletime
timeofofthe
theline
lineand
and
therefore,
therefore,the
themaximum
maximumrate
rateof
of production.
production.

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Example of Line Balancing: Determine


Cycle Time
Question:
Question: Suppose
Suppose we we want
want toto
assemble
assemble 100
100 fans
fans per
per day.
day. What
What
would
would our
our cycle
cycle time
time have
have toto be?
be?

Answer:
Answer:
Production time per period
Required Cycle Time, C =
Required output per period

420 mins / day


C= = 4.2 mins / unit
100 units / day

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Example of Line Balancing: Determine


Theoretical Minimum Number of
Workstations
Question:
Question:What
What is
is the
thetheoretical
theoretical minimum
minimum
number
numberofof workstations
workstationsforforthis
thisproblem?
problem?

Theoretical Min. Number of Workstations, N t


Answer:
Answer:
Sum of task times (T)
Nt =
Cycle time (C)

11.35 mins / unit


Nt = = 2.702, or 3
4.2 mins / unit

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Example of Line Balancing: Rules To Follow


for Loading Workstations
 Assign tasks to station 1, then 2, etc. in sequence. Keep
assigning to a workstation ensuring that precedence is
maintained and total work is less than or equal to the
cycle time. Use the following rules to select tasks for
assignment.

 Primary: Assign tasks in order of the largest number of


following tasks

 Secondary (tie-breaking): Assign tasks in order of the


longest operating time

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Task Followers Time (Mins)


A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

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Task Followers Time (Mins)


A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2)

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Task Followers Time (Mins)


A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2)
B (2.2-1=1.2)

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Task Followers Time (Mins)


A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

Idle= .2

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Task Followers Time (Mins)


A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95
B (2.2-1=1.2)
G (1.2-1= .2)

Idle= .2

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Task Followers Time (Mins)


A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95
B (2.2-1=1.2)
G (1.2-1= .2)

Idle= .2 Idle = .95

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Task Followers Time (Mins)


A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95 D (4.2-1.2)=3


B (2.2-1=1.2)
G (1.2-1= .2)

Idle= .2 Idle = .95

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Task Followers Time (Mins)


A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95 D (4.2-1.2)=3


B (2.2-1=1.2) E (3-.5)=2.5
G (1.2-1= .2)

Idle= .2 Idle = .95

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Task Followers Time (Mins)


A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95 D (4.2-1.2)=3


B (2.2-1=1.2) E (3-.5)=2.5
G (1.2-1= .2) F (2.5-1)=1.5

Idle= .2 Idle = .95

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Task Followers Time (Mins)


A 6 2
2 1 1
1.4 C 4 3.25
A B G
H D 3 1.2
B 2 1
C D E F
E 2 0.5
F 1 1
3.25 1.2 .5 1
G 1 1
H 0 1.4

Station 1 Station 2 Station 3

A (4.2-2=2.2) C (4.2-3.25)=.95 D (4.2-1.2)=3


B (2.2-1=1.2) E (3-.5)=2.5
G (1.2-1= .2) F (2.5-1)=1.5
H (1.5-1.4)=.1
Idle= .2 Idle = .95 Idle = .1
Which station is the bottleneck? What is the effective cycle time?
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Example of Line Balancing: Determine the


Efficiency of the Assembly Line
Sum of task times (T)
Efficiency =
Actual number of workstations (Na) x Cycle time (C)

11.35 mins / unit


Efficiency = =.901
(3)(4.2mins / unit)

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Group Technology:
Benefits
1. Better human relations

2. Improved operator expertise

3. Less in-process inventory and


material handling

4. Faster production setup

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Group Technology:
Transition from Process Layout
1. Grouping parts into families that
follow a common sequence of steps
2. Identifying dominant flow patterns
of parts families as a basis for
location or relocation of processes
3. Physically grouping machines and
processes into cells

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Fixed Position Layout

Question:
Question: What
What are
are our
our primary
primary
considerations
considerations for
for aa fixed
fixed position
position
layout?
layout?

Answer:
Answer:Arranging
Arranging materials
materials and
and equipment
equipment
concentrically
concentrically around
around the
the production
production point
point in
in
their
their order
order of
of use.
use.

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Retail Service Layout


 Goal--maximize net profit per
square foot of floor space
 Servicescapes
– Ambient Conditions
– Spatial Layout and Functionality
– Signs, Symbols, and Artifacts

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