1. Chaptre 2. Facility Layout
Introduction
Product layout
Process layout
Fixed position layout
Facility layout supplement

2. Introduction
Facility layout design is necessary when building a new facility or renovating an existing one in order to improve process flow and minimize waste space.
Facility layout largely depends on the shape and size of the building.

3. Facility layout is important
The overall layout of a facility will last for long time and only minor changes are possible after the building or renovation.
Layout has enormous effect on daily operations.
Layout dictate the distance a patient or staff member travels
Layout influences the interations and communications of the staff members.

4. Goals of Facility layout
Functionality:
Placing heavily interacted departments together
Placing apart departments that should not be close
Ensuring space and form requirements
Facilitating communication
Cost savings:
Reduction of travel times
Reduce overall space requirement
Enabling for reduced staffing by placing similar job functions together

5. Three basic types of Facility layout
Product Layout
Process Layout
Fixed position layout
Can be used to either a single department or an entire facility.
But also:
Retail store layout
Warehousing and storage layout (relation of unloading and loading areas)

6. Types of manufacturing systems
Job-Shop production
Process layout, functionally similar machines are grouped
Flow-shop production
Product layout, machines are arranged along the manufacturing processes of a product
Celluaire manufacturing systems
Hybrid layout, similar parts and corresponding machines are grouped
Project shop
Product is fixed, personnel and equipment brought to it
Continuous-flow process
Chemical plants and flood industry

7. Organisation of hospitals
Mainly a functional organisation in care units and technique facility centers to which are associated all human/materail resources
each patient travels from one unit to another according to her clinical pathway defining the cares and tests needed
But also with pools of shared material/human resources and human resources seconded to other units, ...

8. Layout of an emergency department
Surgery
E.R. triage room
Emergency room admissions
Patient A
Patient B
Laboratories
Radiology
E.R. beds
Pharmacy
Billing/exit
Patient A (broken leg) proceeds to ER triage, radiology, surgery, bed, pharmacy, billing. Patient B (pacemaker problem): ER triage, surgery, pharmacy, lab, bed, billing.

9. Chaptre 2. Facility Layout
Introduction
Product layout
Process layout
Fixed position layout

10. Product Layout
The product layout arranges equipment (departments) in the order of production process flow.
Generally used in mass production such as automobile assembly where the processes are standardized and there is little variation.
Product layout is generally less flexible and requires higher initial equipment costs.
But it minimizes the process cycle time and increases equipment utilisation.
Examples: hospital cafeteria, standardized biological tests.

11. Product Layout

12. Product Layout
Product layout, known as assembly line balancing problem, is generally determined by the product or service itself.
Most decisions concern
assignment of basic operations to different workstations
in order to balance the workloads
such that each station has approximately the same cycle time, i.e. the time for one item to pass through that workstation (Why)
Two types of problems:
Using a minimum number of workstations to achieve a given cycle time
Minimizing the cycle time given the nb of workstations

13. Product Layout An example of 3 stations and cycle time 70.
Waste time = ?, workstation cycle time = ?

14. Product layout
Since variability is inherent in health care, the product layout is rarely used in health care other than for supporting activities
Although the health care process is similar for a patient group with similar diagnosis, the amount of time that patients spend in each process varies greatly. Line balancing is impossible.

15. Chaptre 2. Facility Layout
Introduction
Product layout
Process layout
Fixed position layout
course materials on :

16. Process layout
The process layout, known as layout by functionality, groups different types of process (departments, equipments) together to provide the maximum flexibility.
Hospital groups together functions such as intensive care, surgery, emergency medecine, and radiology as separate departments
The flexibility allows accomodate the variability of patient flows and times while preserving high utilisation of resources
The downside of a process layout is the large travel time, and high material handling costs. A good layout will reduce this negative impact.

17. Process layout

18. Process layout

19. Closeness-based method
Identify the desireness and undesireness of closeness by closeness rating chart.
Codes for desired closeness:
A – absolute necessary
E – very important
I – important
O – ordinary important
U – unimportant
X – undesirable.

20. Closeness-based method
Closeness rating charting
area in m Department
1. Nurses’ station
40*80 A
2. Ambulance entrance A
40*40 O I E U
3. Patient Room Area
remaining E X I E U
40*80
4. Laundry X I U
80*80
5. Main entrance X
40*80
6. Dietary Department

21. Closeness-based method
Using a heuristic rule to design layout.
Step 1. Assign departments to available spaces according desired closeness relationships identified as absolutely necessary or undesirable, i.e. A and X, by starting with the most frequent department in either relationship.
A graph representation of A and X closeness can be built.
Step 2. Consider other departments with relationships E, I, O, U.

22. Closeness-based method
A and X closeness representation
Ambulance
entrance A
Nurses’
Station A
Patient
room area
Laundry X
Main entrance X X
Dietary
Department

23. Closeness-based method
A and X closeness representation
2 Ambulance
entrance A
1 Nurses’
Station A
3 Patient
room area
4 Laundry X
5 Main entrance X X
6 Dietary
Department

24. Closeness-based method
Final layout
4. Laundry
3. Patient Room area
200 m
Amb.
entrance
1 nurses’
station
5. main
entrance
6. Dietary
Dept.
400 m

25. Distance and cost-based method
This method tries to minimize the costs or repetitive distances traveled by patients and staff.
Data representing such traffic are represented in a from-to chart which represents the nb of trips or flows between departments.
Once the traffic information is identified, departments with most frequent traffics are assigned to adjacent locations.
Informations such as department space requirement, fixed locations, ... can be taken into account.
The problem is highly combinatorial when the nb of department is large and software tools such as CRAFT are necessary.

26. Distance measures

27. Distance and cost-based method
Formall, the objective is to
Minimize total cost TC = ij Dij Wij Cij
where
W =[Wij] is the From-To traffic matrix
D =[Dij] is the distance matrix (Manhattan distance or Euclidean distance, why)
C =[Cij] is the unit traffic cost

28. Distance and cost-based method
Example:
Consider a small hospital of 3 departments A, B, C. Three locations 1, 2, 3 of identical size are available.
Assume that a nurse can walk 100 feet in 30 seconds and earn $48 per hour.
Unit traffic cost Cij = 0.004$ / foot walk
100 feet feet
location 1
location 2
location 3

29. Distance and cost-based method
Distance matrix (in feet)
Location
From/To 1 2 3
Condensed traffic matrix
Department
From/To A B C A B
C -
Traffic matrix (in trips)
Department
From/To A B C A B C

30. Distance and cost-based method
Dept. B
Dept. A
Dept. C

31. Distance and cost-based method : example 2
The Walters Company’s management wants to arrange the 6 departments of its hospital in a way that will minimise interdepartmental material handling costs. They make an initial assumption (to simplify the problem) that each department is 20x20 feet and that the building is 60 feet long and 40 feet wide. The process layout procedure that they follow involves 6 steps.

32. Distance and cost-based method : example 2
Step 1. Construct a « from-to-matrix » showing the flow of patients or personnals from department to department. 50
100 20 30 10

33. Distance and cost-based method : example 2
Step 2. Determine the space requirements of each department.
room1
room2
room3
Department 1
Department 2
Department 3
Department 4
Department 5
Department 6
room4
room5
room6
Building dimensions and a possible department layout

34. Distance and cost-based method : example 2
Step 3. Develop an intial schematic diagram (qualitative RELation Diagram) showing the sequence of departments through which patients will have to move. Try to place departments of heavy flow next to one antoher.
100 3 1 50 2 30 20 10 20
100 50 5 4 6 50

35. Distance and cost-based method : example 2
Step 4. Determine the cost of this layout with traffic cost of 1€ between adjacent departments and 2€ between non adjacent departments.
Cost = 570 €.
100 3 1 50 2 30 20 10 20
100 50 5 4 6 50

36. Distance and cost-based method : example 2
Step 5. Try to improve this layout by trial and error to establish a reasonable good arrangement.
Switch departments 1-2 as there is a heavy traffic between dept Cost = 480 €.
room1
room2
room3
Department 2
Department 1
Department 3
Department 4
Department 5
Department 6
room4
room5
room6

37. Distance and cost-based method : example 2
Step 6. Prepare a detailed plan (Space Rel. Diagram) considering space or size requirements of each department; that is, arrange the departments to fit the shape of the building and obstables.

38. Quadratic Assignment Approach for identical dept.
Problem: Locate N identical departments on N locations in order to minimize total traffic cost.
QAP model (Quadratic Assignment Approach)
Decision variable : Xij = 1 if dept. i is located at location j
Minimize TC = ijkl cijkl Xik Xjl
Subject to
j Xij = i Xij =1
where cijkl = aijwijdkl
aij = unit moving cost, wij = inter-department flow,
dkl = inter-location distance

39. Quadratic Assignment Approach for identical dept.

40. Quadratic Assignment Approach for identical dept.

41. Systematic Layout Planning (SLP)

42. Systematic Layout Planning (SLP)

43. Systematic Layout Planning (SLP)

44. Systematic Layout Planning (SLP)

45. Systematic Layout Planning (SLP)

46. Systematic Layout Planning (SLP)

47. Systematic Layout Planning (SLP)

48. Systematic Layout Planning (SLP)

49. Systematic Layout Planning (SLP)

50. Systematic Layout Planning (SLP)

51. Chaptre 2. Facility Layout
Introduction
Product layout
Process layout
Fixed position layout

52. Fixed position layout
The fixed-position layout consists of the fixed service positions where personnel and materials come together to perform the service.
Generally used in industry when the product is either too large or too delicate to more such as airplane assembly.
In inpatient hospital rooms (especially in an intensive care unit), the service position is the patien bed.
The operating table in an operating room is another example.

53. Fixed position layout
Designing a fixed position layout entails positiioning several service positions withing a given area, each of which may require an adjacent but separate support area.
Conflicts about space constraints and timing have to be resolved (suspended x-ray machine and overhead lighting)

54. Fixed position layout

55. Chaptre 2. Facility Layout
Introduction
Product layout
Process layout
Fixed position layout
Facility layout supplement

56. Fixed position layout
Designing a fixed position layout entails positiioning several service positions withing a given area, each of which may require an adjacent but separate support area.
Conflicts about space constraints and timing have to be resolved (suspended x-ray machine and overhead lighting)