Facility Layout

Operations
Operations Management
Management

Instructor:
Instructor: Dr.
Dr. Rizwan
RizwanAhmed
Ahmed
Lecture outline
 Definition & Objectives
 Basic layouts
 Designing process layouts
 Designing service layouts
 Designing product layouts
Facility layout
Arrangement of areas, activities,
equipment and people within a
facility
 Minimizeto:  Facilitate
 material-handling costs
 entry, exit, movement,
and placement of
 Bottlenecks material, products, and
 manufacturing cycle people
time  a visual control of
 customer service time activities
 wasted or redundant  flexibility to adapt to
movement changing conditions
 Maximize
 Customer satisfaction  Incorporate and promote
 Efficiency &  safety and security
productivity measures
 Employee morale  product and service
 Communication quality
 Efficiently utilize  proper maintenance
 space activities
 Labor

Basic layouts
Three types of facility layouts
 Fixed-position layouts
 Process layouts
 Product layouts

7-4
Fixed-Position Layouts
 Typical of
projects
 Product is too
fragile, bulky, or
cannot be moved
 Equipment,
workers,
materials, other
resources
brought to the
site
 Highly skilled
Process Layout
 Process layouts
 Also known as functional layout
 group similar activities together

according to process or function

they perform
 In process layout, the work stations
and machinery are not arranged
according to a particular production
sequence. Instead, a number of similar
operations or similar machinery is put
together (for example, a drill
department, a paint department, etc.)
7-6
Manufacturing Process Layout
A steel factory job shop has a process layout.

Grinding Forging Lathes

Painting Welding Drills

Milling
Office machines Foundry
Process layout in services

Women’s
Accessories Shoes Housewares

Women’s Cosmetics and Children’s

dresses jewelry department

Women’s Entry and Men’s

sportswear display area department
Product Layouts
 Product layouts
 Also known as assembly lines
 Usually arranged for one product or
on type of product (or service)
 arrange activities in line according
to sequence of operations for a
particular product or service
 One particular operation is
performed at one workstation/step

In

Out 7-9
Comparison of Product
and Process Layouts
Product Process
 Arrangement  Sequential  Functional
arrangement of grouping of
activities activities
 Continuous,
 Type of
process mass  Intermittent, job
production, shop, batch
mainly production,
assembly
 Product  Varied, made to
 Standardized, order
 Demand made to stock  Fluctuating
 Volume  Stable  Low
 Equipment  High  General purpose
 Special purpose
 Comparison of Product
and Process Layouts
Product Process
 Workers skills  Limited skills  Varied skills
 Inventory  Low in-process,  High in-process,
high finished low finished
 Storage goods goods
space  Large  Small
 Material  Fixed path  Variable path
handling (conveyor) (forklift)
 Aisles  Narrow  Wide

 Layout  Line balancing  Machine location

decision  Equalize work at  Minimize material
 Goal each station handling cost
 Efficiency  Flexibility
 Advantage
Designing Process Layouts
 Goal: minimize material handling costs
 Block Diagramming
 Objective: 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
 Steps
Unit load
 create
quantity
load
in which
summarymaterial
chart is
 normally
calculatemoved
composite (two way)
movements load
 Nonadjacent
 develop

distancetrial layouts
farther thanminimizing
the next block
number of nonadjacent loads
 Block Diagramming: Example
Current Layout
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.)

2 3 200 Nonadjacent Loads:

loads 110+40=150
0
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
Relationship Diagramming
 Schematic
diagram that
uses weighted
lines to denote
location
preference
 Muther’s grid
 format for
displaying
manager
preferences for
department
locations
Relationship AA Absolutely
Absolutely
necessary
Diagramming necessary
EE Especially
Especially
important
important
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
receiving U U
U O
Locker room O
O
Toolroom
Relationship Diagrams:
Example (cont.)
(a) Relationship diagram of current 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

Locker Key: A
Toolroom Production
room E
I
O
U
X
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
Designing Service Layouts
 Objective is
 Systemize/maximize/manage flow of
customer (e.g. airports, retail, customer
services)
 Maximize space utilization
 Maximize profit/sales per square feet (e.g
retail)
 Minimize paperwork and
 Facilitate communication (banks, offices)
 Must be both attractive and functional
 Retail Layouts
 Types
 Free flow layouts
 encourage browsing, increase
impulse purchasing, are flexible
and visually appealing
 Grid & Spine layouts
 Both encourage customer
familiarity, are low cost, easy to
clean and secure, and good for
repeat customers
 Loop layouts
 increases customer sightlines
and exposure to products, while
encouraging customer to
circulate through the entire
Free Flow Layout -
 Fixtures and Merchandise are
grouped in Free-flowing
patterns on the sales floor
 This layout is usually seen in
accessories shops, Gift shops,
Souvenirs shops etc
 Works best in stores in which
random browsing of products
is to be facilitated
 Advantage-: increased impulse
buying
 Disadvantage-: possible
confusion and waste of floor
space
 Loop Layout
 The major customer aisle
begins at the entrance, loops
through the store and
returns customer to the
front of the store
 Used in departmental stores
such as-: Macey’s, HKB
Baby section, airport duty
free shops
Designing Product Layouts
 Objective
 Balance the assembly line
 An assembly line
 consists of a number of tasks
 Task Precedence
 some tasks may depend on other tasks i.e.
physical restrictions on the sequence in
which operations are performed
 Line balancing
 Assigns tasks to workstations
 tries to equalize the amount of work at each
workstation and achieve minimum amount of
idle time
 Line efficiency is dependent on line
Balancing the assembly line
 You need to know
 Various tasks, time for each task, and their
sequence
 Amount of time available for production in
a given period
 Units of production desired in a given
period
 You will
 Draw and label the precedence diagram
 Determine the cycle time from given time
and units of production
 Find theoretical minimum number of
workstations
 Assign tasks to different workstations
Cycle Time Example
 Cycle time of Assembly Line
 Average time between completion of successive
units
 Determines maximum amount of time a product is
allowed to spend at each workstation

production time available

Cd = desired units of output

(8 hours x 60 minutes / hour)

Cd = (120 units)
480
Cd = = 4 minutes
120
Efficiency of Line
Theoretical
Efficiency minimum number
of workstations
l

t t
l
i i

E= i=1
nC
Nt = i=1
C

where
Nt =theoretical min. number of workstations
ti = completion time for task i
n = actual number of workstations
C = desired cycle time

7-28
 Example of Line Balancing
 You’ve just been assigned the job a setting up
an electric fan assembly line with the tasks
given below
 Suppose available time for production is 420
min a day and we want to assemble 100 fans
per day.
 Balance
Task theDescription
Time (Mins) assembly and calculatePredecessors
A efficiency?
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
Line Balancing: Step 1- Structuring the
Precedence Diagram
Task Predecessors Task Predecessors
A None E D
B A F E
C None G B
D A, C H F, G
2 1 1
A B G 1.4
H

C D E F
3.25 1.2 .5 1
 Line Balancing: Step 2 - Determine
Cycle Time
Available time: 420 min per day
Required output: 100 fans per day

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

420 mins / day

C= = 4.2 mins / unit
100 units / day
Line Balancing: Step 3 - Determine Theoretical
Minimum Number of Workstations
Question: What is the theoretical
minimum number of workstations for
this problem?

Answer: Theoretical Min. Number of Workstations, N t

Sum of task times (T)

Nt =
Cycle time (C)

11.35 mins / unit

Nt = = 2.702, or 3
4.2 mins / unit
Line Balancing: Step 4 – Assign
tasks to work stations
 Rules to follow
 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
 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

 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)
 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)
 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
 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
 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

 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

 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

 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

 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
Line Balancing: Step 5 - 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)

 Minimizing the assembly line to 3

workstations, an efficiency of 90% is
achieved
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

7-45
 Problem: Balance the line
Performance Task Must Follow 480 available mins per
Time Task Listed day
Task (minutes) Below 40 units required per
day
A 10 —
Balance the assembly
B 11 A
line and calculate line
C 5 B efficiency
D 4 B
E 12 A
F 3 C, D 5

G 7 F 10 11
C
3 7
H 11 E
A B F G
I 3 G, H 4
3
Total time 66 D I
12 11
E H

Figure 9.13
© 2008 Prentice Hall, Inc. 8 – 46