Facility Layout

What is Facility Layout?

Location or arrangement of
everything within & around an
existing or proposed facility
Objective: Efficient flow of work,
material, people and information
through the system.
Minimize movement and material handling costs
Eliminate wasted or redundant movement
Reduce manufacturing cycle time and customer
service time.
Facilitate communication and interaction between
customer and other involved in production
Promote product and service quality
Provide flexibility to adept to changing conditions
 Types of Layouts: Basic layouts
Process Layout or Functional Layouts: Group
similar activities together in departments or work centers
according to the process or function they perform.
Product Layouts Arrange activities in a line according
to the sequence of operations that need to be performed
to assemble a particular product.
Fixed-position In this layout, the product
remains stationary for the entire manufacturing
cycle. Equipment, workers, materials and other
resources are brought to the production site.
Process Layout in
Manufacturing
Milling
Lathe Department Department Drilling Department
M M D D D D
L L

M M D D D D
L L

G G G P
L L

G G G P
L L
Grinding Painting Department
Department
L L
Receiving and A A A
Shipping Assembly
 Process Layout
Lathe Lathe Drill Weld Weld
Warehouse

Warehouse
Lathe Lathe Drill Paint Paint

Mill Mill Grind Assembly

Mill Mill Grind Assembly

Process Layout in Services

Womens
Shoes Housewares
dresses

Womens Cosmetics Childrens

dresses and jewelry department

Womens Entry and Mens

sportswear display area department
 Types of Layouts: Basic layouts
Process Layout or Functional Layouts: Group
similar activities together in departments or work centers
according to the process or function they perform.
Product Layouts Arrange activities in a line according
to the sequence of operations that need to be performed
to assemble a particular product.
Fixed-position In this layout, the product
remains stationary for the entire manufacturing
cycle. Equipment, workers, materials and other
resources are brought to the production site.
 A Product Layout
In

Out
 Product Layout
Lathe Drill Grind Drill
Warehouse

Press Bend Drill

Assembly
Mill Drill

Lathe Lathe Drill

 Comparison of Product
and Process Layouts
Product Process
Description
Description Sequential Functional
arrangement of grouping of
activities activities
Continuous, Intermittent,
Type
Type of
of mass job shop,
process
process production, batch
mainly production,
assembly mainly
Product
Product fabrication
Standardized, Varied, made
Demand
Demand made to stock to order
Volume
Volume Stable Fluctuating
Equipment
Equipment High Low
Special purpose General
 Comparison of Product
and Process Layouts
Product Process
Workers
Workers Limited skills Varied skills
Inventory
Inventory Low in-process, High in-process,
high finished low finished
Storage
Storage goods goods
space
space Small Large
Material
Material Fixed path Variable path
handling
handling (conveyor) (forklift)
aisle
aisle Narrow Wide
(passageway)
(passageway)
Scheduling
Scheduling Part of balancing Dynamic
Layout
Layout Line balancing Machine location
decision
decision Equalize work at Minimize material
Goal
Goal each station handling cost
Efficiency Flexibility
 Types of Layouts: Basic layouts
Process Layout or Functional Layouts: Group
similar activities together in departments or work centers
according to the process or function they perform.
Product Layouts Arrange activities in a line according
to the sequence of operations that need to be performed
to assemble a particular product.
Fixed-position In this layout, the product
remains stationary for the entire manufacturing
cycle. Equipment, workers, materials and other
resources are brought to the production site.
Fixed-Position Layouts
 Fixed Position Layout

Lathe Press Grind

Warehouse
Warehouse

Drill Paint Assembly

 Fixed-Position Layouts

Typical of projects
Equipment,
workers, materials,
other resources
brought to the site
Highly skilled labor
Often low fixed
Typically high
variable costs
 Product Layout - Advantages
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 production time per unit is short
Since the machines are located 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 and control systems are
possible
Less space is occupied by work in transit and for
temporary storage
Lower variable cost per unit
 Product Layout - Limitations
A breakdown of one machine may lead to
complete stoppage of the line that follows that
machine
Since the layout is determined by the product, a
change in product design may require major
alterations in the layout
The pace of production is determined by the
slowest machine
Supervision is general
Comparatively high investment is required, as
identical machines (a few not fully utilized) are
sometimes distributed along the line
Lack of flexibility
 Fixed-Position Layout - Advantages
Material movement is reduced
Promotes job enlargement by allowing
individuals or teams the perform whole job
Continuity of operations and responsibility
results from team
High flexibility; can accommodate changes in
product design, product mix, and production
volume
Independent of production centers allows
scheduling to achieve minimum total production
time
 Fixed-Position Layout - Limitations
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
 Process Layout - Advantages
Better utilization of machines
Fewer machines required
High degree of flexibility relative to
equipment or manpower allocation for
specific tasks
Comparatively low investment in
machines is required
The diversity of the task offers a more
interesting and satisfying occupation for
the operator
Specialized supervision is possible
 Process Layout - Limitations
Since longer flow lines usually result, 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 results
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
 Types of Layouts
High Product
Layout

Group
Volume

Technology /
Medium
Cellular
Layout
Fixed
Location Process
Layout Layout
Low

Low Medium High

Variety
 Designing Process Layouts

Goal: minimize material handling

costs
Block Diagramming
minimize nonadjacent loads
use when quantitative data is
available
Relationship Diagramming
based on location preference between
areas
use when quantitative data is not
available
 Block Diagramming

Unit load STEPS

quantity in
create load
which summary chart
material is calculate
normally composite (two
moved way) movements
Nonadjacent develop trial layouts
load minimizing number
of nonadjacent
distance loads
 What is Block Diagramming?

Block diagramming is one way to

visualize the amount of
movement that occurs between
departments.
Each block represents one
department of a facility.
Blocks can be moved around in
order to minimize the distance
traveled between them.
 Example of Block
Diagramming
Step 1: Gather Information
(Department Size)
Department Area Needed (ft2)
1 1000
2 950
3 750
4 1200
5 800
6 700
Total 5400
Example of Block Diagramming (cont.)
Step 1: Gather Information (Initial
Layout)

2 4 3
60

6 5 1

90
Example of Block Diagramming (cont.)
Step 1: Gather Information (Trips between
departments shown in interdepartmental
flow matrix)
Department 1 2 3 4 5 6
1 -- 20 20 80
2 -- 10 75
3 -- 15 90
4 -- 70
5 --
6 --
Example of Block Diagramming (cont.)
Step 2: Develop a block plan (Show
initial traffic)
10

90

15
2 4 3

75 70 20

6 5 1

20 80
Example of Block Diagramming (cont.)
Step 2: Develop a block plan (Show
new traffic)

70 15
5 4 3
75 20 90

20
80
2 1 6

10
Example of Block Diagramming (cont.)
Step 2: Develop a block plan (Show
new layout)

5 4 3
60

2 1 6

90
 Block Diagramming: Example 2

Load Summary Chart

FROM/TO DEPARTMENT
1 2 3
Department 1 2 3 4 5

1 100 50
2 200 50
4 5 3 60 40 50
4 100 60
5 50
 Block Diagramming:
Example (cont.)
Nonadjacent Loads:
2 3 200
110+40=150
0
loads
2 4 150 110
loads
1 3 110 100 150
200
1 2 3
4
loads
1 2 100 150 200
50 5050 40 60
110
loads 60 50
4 3
5 5
4 5 60
loads Grid 2
1
40
3 5 50
loads
 Block Diagramming:
Example (cont.)

(a) Initial block diagram (b) Final block diagram

1 4
1 2 4 2

3 5 3 5
 Strengths Weaknesses
With correct Sometimes, the
information, layout data is hard to
efficiency can be
gather or quantify.
improved.
Some computer Sometimes it is
programs can quickly hard to give proper
determine optimal
weight to
solutions.
qualitative factors.
With many nodes,
it is harder to
 Relationship Diagramming

Schematic diagram
that uses weighted
lines to denote
location preference
Muthers grid
format for displaying
manager preferences for
department locations
 Relationship Anecessary
A Absolutely
Absolutely
necessary
Diagramming: Example
EE Especially
Especially
importantimportant
II Important
Important
Production OO Okay
Okay
O UU Unimportant
Unimportant
XX Undesirable
Undesirable
Offices A
U I
Stockroom O E
A X A
Shipping and U U
receiving
U O
Locker room O
O
Toolroom
 Relationship Diagrams: Example (cont.)
(a) Relationship diagram of original layout

Offices Locker Shipping

room and
receiving
Key: A
E
I
Stockroom Toolroom Production
O
U
X
 Relationship Diagrams: Example (cont.)
(b) Relationship diagram of revised layout

Stockroom

Offices Shipping
and
receiving

Key: A
Toolroom Production Locker
room E
I
O
U
X
 Types of Layouts
Product - seeks the best personnel and machine
use in repetitive or continuous production
Fixed-position - large bulky projects such as
ships and buildings
Group Technology / Cellular product families
Process - deals with low-volume, high-variety
production (job shop, intermittent production)
Office - positions workers, their equipment, and
spaces/offices to provide for movement of
information
Retail - allocates shelf space and responds to
customer behavior
Warehouse - addresses trade-offs between space
and material handling
 Computerized layout
Solutions
CRAFT
Computerized Relative Allocation of
Facilities Technique
CORELAP
Computerized Relationship Layout
Planning
PROMODEL and EXTEND
visual feedback
allow user to quickly test a variety of
scenarios
Three-D modeling and CAD
integrated layout analysis
available in VisFactory and similar
software
Types of Store Layouts
 Designing Product
Layouts
Objective
Balance the assembly line
Line balancing
tries to equalize the amount of work at
each workstation
Precedence requirements
physical restrictions on the order in which
operations are performed
Cycle time
maximum amount of time a product is
allowed to spend at each workstation
Cycle Time Example

production time available

Cd = desired units of output

(8 hours x 60 minutes / hour)

Cd = (120 units)
480
Cd = 120 = 4 minutes
 Flow Time vs Cycle Time

Cycle time = max time spent at any

station
Flow time = time to complete all
stations
1 2 3
4 minutes 4 minutes 4 minutes

Flow time = 4 + 4 + 4 = 12 minutes

Cycle time (Ca )= max (4, 4, 4) = 4 minutes
Efficiency of Line
Minimum number
Efficiency
i of workstations
i

i=1 ti t
i=1
i

E= nCa
N= Cd

where
ti = completion time for element i
j = number of work elements
n = actual number of workstations
Ca = actual cycle time
Cd = desired cycle time
 Line Balancing Procedure

1. Draw and label a precedence diagram

2. Calculate desired cycle time required for
the line
3. Calculate theoretical minimum number of
workstations
4. Group elements into workstations,
recognizing cycle time and precedence
constraints
5. Calculate efficiency of the line
6. Determine if the theoretical minimum
number of workstations or an acceptable
efficiency level has been reached. If not, go
back to step 4.
 Line Balancing: Example
WORK ELEMENT PRECEDENCE TIME (MIN)
A Press out sheet of fruit 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3

0.2
B

0.1 A D 0.3

C
0.4
 Line Balancing: Example (cont.)
WORK ELEMENT PRECEDENCE TIME (MIN)
A Press out sheet of fruit 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3

40 hours x 60 minutes / hour 2400

Cd = = = 0.4 minute
6,000 units 6000

0.1 + 0.2 + 0.3 + 0.4 1.0

N= = = 2.5 3 workstations
0.4 0.4
 Line Balancing: Example (cont.)
REMAINING REMAINING
WORKSTATION ELEMENT TIME ELEMENTS
1 A 0.3 B, C
B 0.1 C, D
2 C 0.0 D
3 D 0.1 none

0.2 Cd = 0.4
B N = 2.5

0.1 A D 0.3

C
0.4
Line Balancing: Example (cont.)

Work Work Work

station 1 station 2 station 3
Cd = 0.4
N = 2.5
A, B C D
0.3 0.4 0.3
minute minute minute

0.1 + 0.2 + 0.3 + 0.4 1.0

E= = = 0.833 = 83.3%
3(0.4) 1.2
 Computerized Line
Balancing
Use heuristics to assign
tasks to workstations
Longest operation time
Shortest operation time
Most number of following
tasks
Least number of following
tasks
Ranked positional weight
 Hybrids Layouts
Cellular layouts
group dissimilar machines into work centers
(called cells) that process families of parts
with similar shapes or processing
requirements
Flexible manufacturing system
automated machining and material handling
systems which can produce an enormous
variety of items
Mixed-model assembly line
processes more than one product model in
one line
 Cellular Layouts

1. Identify families of parts

with similar flow paths
2. Group machines into cells
based on part families
3. Arrange cells so material
movement is minimized
4. Locate large shared
machines at point of use
Parts Families

A family of A family of related

similar parts grocery items
Original Process Layout
Assembly

4 6 7 9

5 8

2 10 12

1 3 11

A B C Raw materials
 Part Routing Matrix
Machines
Parts 1 2 3 4 5 6 7 8 9 10 11 12
A x x x x x
B x x x x
C x x x
D x x x x x
E x x x
F x x x
G x x x x
H x x x

Figure 5.8
Revised Cellular Layout
Assembly

8 10 9 12

11
4 Cell 1 Cell 2 6 Cell 3
7

2 1 3 5

A B C
Raw materials
Reordered Routing Matrix
Machines
Parts 1 2 4 8 10 3 6 9 5 7 11 12
A x x x x x
D x x x x x
F x x x
C x x x
G x x x x
B x x x x
H x x x
E x x x
 Direction of part movement within cell
A Manufacturing
Cell with Worker HM
Paths
Source: J.T. Black, Cellular Manufacturing VM
Systems Reduce Setup Time, Make Small Lot
Production Economical. Industrial
Engineering (November 1983). Worker 3
VM

Paths of three
workers moving
within cell
Worker 2
G
Material
movement
L

Key: Final
inspection
S = Saw
L = Lathe
HM = Horizontal milling Finished
machine S Worker 1 part

VM = Vertical milling machine

In Out
G = Grinder
 Cellular Manufacturing (CM)
Product layouts (assembly lines, mass production one a few
products on the same line) is the most efficient of the basic
layout options
Many products are not made in volumes that require a
product layout
Cellular manufacturing (group technology) forms families
of products that have common production requirements
Locate machines, people, jigs, fixtures, drawings, measuring
equipment, material handling equipment together (focused
factory)
 Cellular Manufacturing

The cellular approach is to organize the entire

manufacturing process for particular or similar products
into one group of team members and machines known as
a "Cell".
These "cells" are arranged in a U-shaped layout to easily
facilitate a variety of operations.
Parts or assemblies move one at a time (or in small batch
sizes).
The parts are handed off from operation to operation
without opportunity to build up between operations.
 Cellular Manufacturing
Fast setup and quick changeovers are essential to Cellular
Manufacturing systems since production runs are shorter.

Setup reduction principles are used to achieve one piece

flow and mixed model synchronization.

All cells concentrate on eliminating waste.

 Benefits of CM
Common tooling required for many products (fewer setups)
Tooling can be justified since many products require it (more volume
when products are grouped)
Minimized material handling
Simple production schedule
Short cycle time, Low WIP
Cross-training employees operate several machines
Minimized material handling costs since no paperwork is required and
distance is small
Employees accept more responsibility of supervision (scheduling of parts
within cell, scheduling of vacation, purchasing of material, managing a
budget)
Simple flow pattern and reduced paperwork
Buffers are small if batch size is small
 Family Formation
Various levels macro and micro
Macro entire factories (focused factories) can specialize in
a particular type of part
Micro families can be based on similarities in part
geometry (group shafts, flat parts, gears, etc), process
requirements (castings, forgings, sheet metal parts, heat-
treated parts, printed circuit boards)
How are these groupings determined?
 Finding Part Families
Production Flow Analysis : Since the parts in a part family
have similar manufacturing processes, it is possible to
identify similar parts by studying the route sheets.
Parts with similar routes can be grouped into families.
 Group Analysis
To create part families and machine groups a part-machine
matrix is created.
This is a 0-1 matrix in which a one signifies that a machine is
required for a given part.
While creating this matrix the machine refers to a "type" of
machine.
Thus, if there are 5 identical CNC lathes we will create one
row in the matrix for these lathes.
Also, the number of times a part visits a machine is not
considered at this stage
 Group Analysis
Once a the part-machine matrix is created, it is customary to
remove approximately 10% of the most heavily used
machines.
Several copies of these machines are likely to be available
and thus it is always possible to split these machines
between different groups later.
The remaining matrix is then inspected for part families.
 Group Analysis
To identify the part-families the rows and columns are interchanged such
that a block-diagonal structure is obtained. There are several algorithms
that can be used to do this. A simple algorithm for this problem can be
described as follows:
Pick any row and draw a horizontal line through it.
For each 1 in the row that has been crossed once draw a vertical
line through the corresponding column.
Pick each new column identified in the previous step. For each 1 in
the column that has been crossed once draw a horizontal line
through the row.
Repeat this process until there are no singly-crossed 1s in the
matrix.
Remove the rows and columns that have been crossed to form a
part family-machine group.
Continue for the rest of the matrix
Group Analysis
Problem 2
A B C D E F
1 1 0 0 1 0 1
2 1 1 0 0 1 0
3 1 0 1 0 0 1
4 0 1 0 0 1 0
5 0 0 1 1 0 0
6 0 0 0 0 0 0
 A B C D E F
1 1 0 0 1 0 1
2 1 1 0 0 1 0
3 1 0 1 0 0 1
4 0 1 0 0 1 0
5 0 0 1 1 0 0
6 0 0 0 0 0 0
 A B C D E F
1 1 0 0 1 0 1
2 1 1 0 0 1 0
3 1 0 1 0 0 1
4 0 1 0 0 1 0
5 0 0 1 1 0 0
6 0 0 0 0 0 0
 A B C D E F
1 1 0 0 1 0 1
2 1 1 0 0 1 0
3 1 0 1 0 0 1
4 0 1 0 0 1 0
5 0 0 1 1 0 0
6 0 0 0 0 0 0
 A B C D E F
1 1 0 0 1 0 1
2 1 1 0 0 1 0
3 1 0 1 0 0 1
4 0 1 0 0 1 0
5 0 0 1 1 0 0
6 0 0 0 0 0 0
Thus all parts require all machines and only cell is formed
 Advantages and Disadvantages
of Cellular Layouts
Disadvantages
Advantages
Inadequate
Reduced material
part families
handling and transit time
Reduced
Poorly balanced
setup time
cells
Reduced work-in-
Expanded trainingprocess
and scheduling
inventory
of workers
Better use of human resources

Increased capital investment
Easier to control
Easier to automate
Flexible Manufacturing
Systems (FMS)
FMS consists of numerous
programmable machine tools
connected by an automated
material handling system and
controlled by a common computer
network
FMS combines flexibility with
efficiency
FMS layouts differ based on
variety of parts that the system can
process
size of parts processed
average processing time required for
part completion
Full-Blown FMS
 Mixed Model
Assembly Lines
Produce multiple models in
any order on one assembly
line
Issues in mixed model lines
Line balancing
U-shaped line
Flexible workforce
Model sequencing
 Balancing U-Shaped Lines
Precedence diagram:

A B C

Cycle time = 12 min

D E

(a) Balanced for a straight line (b) Balanced for a U-shaped line

A,B C,D E
A,B
9 min 12 min 3 min
24 24
Efficiency = = = .6666 = 66.7 % C,D
3(12) 36

E
24 24
Efficiency = = = 100 % 12 min 12 min
2(12) 24