1. McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. 8 Facility Layout

2. 6-2  Layout: the configuration of departments, work centers, and equipment, with particular emphasis on movement of work (customers or materials) through the system  Product layouts  Process layouts  Fixed-Position layout  Combination layouts Facilities Layout

3. 6-3  Requires substantial investments of money and effort  Involves long-term commitments  Has significant impact on cost and efficiency of short-term operations Importance of Layout Decisions

4. 6-4 Inefficient operations For Example: High Cost Bottlenecks Changes in the design of products or services The introduction of new products or services Accidents Safety hazards The Need for Layout Decisions

5. 6-5 Changes in environmental or other legal requirements Changes in volume of output or mix of products Changes in methods and equipment Morale problems The Need for Layout Design (Cont’d)

6. 6-6  Product layouts  Process layouts  Fixed-Position layout  Combination layouts Basic Layout Types

7. 6-7  Product layout  Layout that uses standardized processing operations to achieve smooth, rapid, high- volume flow  Process layout  Layout that can handle varied processing requirements  Fixed Position layout  Layout in which the product or project remains stationary, and workers, materials, and equipment are moved as needed Basic Layout Types

8. 6-8 Raw materials or customer Finished item Station 2 Station 2 Station 3 Station 3 Station 4 Station 4 Material and/or labor Station 1 Material and/or labor Material and/or labor Material and/or labor Used for Repetitive or Continuous Processing Figure 6.4 Product Layout

9. 6-9  High rate of output  Low unit cost  Labor specialization  Low material handling cost  High utilization of labor and equipment  Established routing and scheduling  Routing accounting and purchasing Advantages of Product Layout

10. 6-10  Creates dull, repetitive jobs  Poorly skilled workers may not maintain equipment or quality of output  Fairly inflexible to changes in volume  Highly susceptible to shutdowns  Needs preventive maintenance  Individual incentive plans are impractical Disadvantages of Product Layout

11. 6-11 1 234 5 6 7 8910 In Out Workers Figure 6.6 A U-Shaped Production Line

12. 6-12 Dept. A Dept. BDept. D Dept. C Dept. F Dept. E Used for Intermittent processing Job Shop or Batch Processes Process Layout (functional) Figure 6.7 Process Layout

13. 6-13 Work Station 1 Work Station 2 Work Station 3 Figure 6.7 (cont’d) Product Layout (sequential) Used for Repetitive Processing Repetitive or Continuous Processes Product Layout

14. 6-14  Can handle a variety of processing requirements  Not particularly vulnerable to equipment failures  Equipment used is less costly  Possible to use individual incentive plans Advantages of Process Layouts

15. 6-15  In-process inventory costs can be high  Challenging routing and scheduling  Equipment utilization rates are low  Material handling slow and inefficient  Complexities often reduce span of supervision  Special attention for each product or customer  Accounting and purchasing are more involved Disadvantages of Process Layouts

16. 6-16 Fixed Position Layouts  Fixed Position Layout: Layout in which the product or project remains stationary, and workers, materials, and equipment are moved as needed.  Nature of the product dictates this type of layout  Weight  Size  Bulk  Large construction projects

17. 6-17  Cellular Production  Layout in which machines are grouped into a cell that can process items that have similar processing requirements  Group Technology  The grouping into part families of items with similar design or manufacturing characteristics Cellular Layouts

18. 6-18 DimensionFunctionalCellular Number of moves between departments manyfew Travel distanceslongershorter Travel pathsvariablefixed Job waiting timesgreatershorter Throughput timehigherlower Amount of work in process higherlower Supervision difficultyhigherlower Scheduling complexityhigherlower Equipment utilizationlowerhigher Table 6.3 Functional vs. Cellular Layouts

19. 6-19  Warehouse and storage layouts  Retail layouts  Office layouts  Service layouts must be aesthetically pleasing as well as functional Service Layouts

20. 6-20 Line Balancing is the process of assigning tasks to workstations in such a way that the workstations have approximately equal time requirements. Design Product Layouts: Line Balancing

21. 6-21 Cycle time is the maximum time allowed at each workstation to complete its set of tasks on a unit. Cycle Time

22. 6-22 Determine Maximum Output

23. 6-23 Determine the Minimum Number of Workstations Required

24. 6-24 Precedence diagram: Tool used in line balancing to display elemental tasks and sequence requirements A Simple Precedence Diagram a b cd e 0.1 min. 0.7 min. 1.0 min. 0.5 min.0.2 min. Figure 6.11 Precedence Diagram

25. 6-25  Arrange tasks shown in Figure 6.10 into three workstations.  Use a cycle time of 1.0 minute  Assign tasks in order of the most number of followers Example 1: Assembly Line Balancing

26. 6-26 Workstation Time RemainingEligible Assign Task Revised Time Remaining Station Idle Time 11.0 0.9 0.2 a, c c none ac-ac- 0.9 0.2 21.0bb0.0 31.0 0.5 0.3 de-de- de-de- 0.5 0.3 0.5 Example 1 Solution

27. 6-27 Efficiency = 1 – Percent idle time Calculate Percent Idle Time

28. 6-28  Assign tasks in order of most following tasks.  Count the number of tasks that follow  Assign tasks in order of greatest positional weight.  Positional weight is the sum of each task’s time and the times of all following tasks. Some Heuristic (intuitive) Rules: Line Balancing Rules

29. 6-29 cd abe fgh 0.2 0.3 0.80.6 1.00.40.3 Example 2

30. 6-30 Station 1Station 2Station 3Station 4 ab e f d g h c Solution to Example 2

31. 6-31 1 min.2 min.1 min. 30/hr. Bottleneck Bottleneck Workstation

32. 6-32 Parallel Workstations 1 min. 2 min. 1 min. 60/hr. 30/hr. 60/hr. 2 min. 30/hr. Parallel Workstations

33. 6-33 Information Requirements: 1.List of departments 2.Projection of work flows 3.Distance between locations 4.Amount of money to be invested 5.List of special considerations 6.Location of key utilities Designing Process Layouts

34. 6-34 1 3 2 30 17010 0 ABC Figure 6.13 Example 3: Interdepartmental Work Flows for Assigned Departments

35. 6-35  PowerPoint Author’s note:  The following three slides are not in the 9e text, but I like to use them for alternate examples.

36. 6-36 Process Layout - work travels to dedicated process centers Milling Assembly & Test Grinding Drilling Plating Process Layout

37. 6-37 Gear cutting Mill Drill Lathes Grind Heat treat Assembly 111 333 222 444 222 111 444 111333 11112222 222 3333 111 444 111 333333333 44444 333333 22222 Functional Layout

38. 6-38 -1111 222222222 - 2222 Assembly 3333333333 - 3333 44444444444444 - 4444 Lathe Mill Drill Heat treat Heat treat Heat treat Gear cut Gear cut Grind Cellular Manufacturing Layout