FACILITIES LAYOUT

&

MATERIAL HANDLING

SYSTEMS

Prepared by Şevkinaz Gümüşoğlu

using different references about POM

FACıLıTY LAYOUT

DEFıNED

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

This process requires the following inputs:

Specification of objectives of the system in terms of output and flexibility

Estimation of product or service demand on the system

Processing requirements in terms of number of operations and amount of flow between departments and work centers

Space requirements for the elements in the layout

Space availability within the facility itself

Layout decisions are concerned with the arrangement

of production, support, customer service and other

facilities. Layout can be costly investments, but they

effect material (non production cost) handling, capital

equipment utilization, inventory storage levels, worker

productivity, and even group communications and

employee morale. A good layout will be enable

materials, people, and information to flow in a safe and

efficient manner.

For this reason two of the major criteria for selecting

and designing a layout are;

1. Materials-handling cost

2.worker effectiveness.

Material- handing cost has often been considered the most important criteria of a layout. Cost are minimized by using belts and conveyors to automate product flows belts and keeping the flow distances as short as possible. Sequential processing activities are usually located in adjacent areas. In service systems such as subways, customer are frequently the material that moves through the system. So the customer service time becomes a relevant variable.

Workers effectiveness is an increasingly important criterion in facilities today. Good layouts provide workers with a satisfying job and permit them to work effectively at the highest skill level for which they are being paid. This applies just as much to a office layout (where an engineers might spend unnecessary time delivering memos) as it does to a factory layout (where a machinist might have to walk long distances for tools). Good communications systems and well-placed supporting activity locations are critical to the success of any facility.

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 DESıGN

LAYOUT RELATIONSHıPS;

PRODUCY DESIGN PROCESS DESIGN

LAYOUT DESIGN

SHEDULED DESİGN

TYPES OF LAYOUT

Basic types of layouts are

Process (functional) layouts

Product (line) layouts

Fixed position layouts

Cellular Layout

There are many combinations of these. Flexible production systems are line layouts that use micro processor and robots to gain some of the advantages of functional layouts.

The type of layout is generally determined by the following:

Type of product: This concerns whether the product is a good or a service, the product design and quality standards and whether the product is produced for stock or for order.

Type of production process: This relates to the technology used, the type of materials, handled, and for the means of providing the services.

Volume of production: Volume affects the present facility design and capacity utilization, plus provisions for expansion or change.

Job shop

Batch

Assembly line

Continuous flow

LAYOUT STRUCTURES ARE

RELATED WITH PROCESS TYPES

Facility layout are influenced by the level of

automation and cost of manufacturing equipment.

Many numerically controlled (CNC) machines and

industrial robots perform simple tasks such as

drilling hales or welding joints. However, as the

number of task performed by automated machinery

increases, the machines can become quite large and

expensive. In these situations the equipment and

configuration significantly influence the layout and

product floor. The more advanced systems gaining

acceptance in U.S. firms today cellular

manufacturing which is building-block step toward

flexible manufacturing system.

*Manufacturing cells also enable a firm to operate

with less work-in-process inventory.

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

Process Layout – Position of equipment is dominant consideration

PROCESS LAYOUT

Process layouts group the people and equipment

performing similar functions, such as x-raying,

typing or electroplating. They lend themselves to

low volumes of customized jobs and use a variety

of general purpose equipment.

Work flow is typically intermittent and guided by

individual work orders. This figures illustrates a

process layout.

PROCESS LAYOUT (JOB SHOP)

F E D

A B C Product 1

Product 2

Product 3

Product 1

Product 2

Product 3

Different products on customers flow through the facility along different path.

Similar equipment processed or similar skills are grouped together by department (or work center).

Process layouts tend to rely heavily on the planning and professional skills of employees at all level.

Some of Advantages of functional layouts

Flexible systems for custom work.

Less costly general-purpose equipment

Enhances job satisfaction (more diversity and challenge)

Some of Disadvantages of process layouts

Costly materials handling

High-cost skilled labor

Higher supervision cost Per employee

Low equipment utilization

More complex production control (for instance, scheduling, inventory, control)

These layout problems fall into two basic categories

Those involving quantitative decision criteria

Those involving qualitative criteria.

QUANTıTATıVE CRıTERıA

Various types of process layout problem can be formulated with quantitative criteria. These include the minimization of material-handling costs in factories and warehouses and the minimization of employee or customer traveling time in service operations. A choice of criteria, of course, always requires a decision on the objectives of the operations for example;

Is it more important to minimize doctor or patient traveling time in a hospital, or should the sum of both times be minimized?

Many quantitative-criteria problems concerning the location of facilities can be expressed in the flowing form:

Tij: trips between department I and department j

Cij: cost Per unit distance Per trip traveled

Dij: distance from I to j

C: Total cost

N: number of department.

Example: A facility that will be used to produce a single

product has three departments (A,B,C) that must be housed

in the configuration shown in figure. The inter departmental

pork centers are given in Table. In addition two trial-and-

error optional layouts are shown. Assume that the cost to

transport this product is $1 Per load food.

QUALıTATıVE CRıTERıA

Layout problems involving qualitative criteria occur when relationships between in qualitative terms. In some cases, these qualitative criteria may be more readily available or more appropriate than quantitative criteria.

The qualitative location problem has been studied in depth by Muther (1962) who has proposed a method of formulation and solution called SLP (systematic Layout Planning).

According to Muther’s approach, the desirability of locating a given department next to any other department is rated by one of the following terms: Absolutely necessary, Especially important, important, Ordinary closeness okay, Unimportant, undesirable.

These qualitative ratings may be based on safety considerations, customer convenience, or approximate flows between departments.

For example, it might be desirable to locate the baby food department near the milk department in a supermarket for convenience of shopping. In these example it is shown for a typical supermarket. The solution is not necessarily an optimal solution but simply a good solution chosen for purposes of illustration.

Qualitative layout problems are frequently encountered in the service industries, where customers interact with the facilities.

Several computerized approaches are available for developing and analyzing process layouts. Computerized Relative Allocation of Facilities Technique CRAFT (Soft ware) packages program attempts to minimize material-handling costs by calculating cost a exchanging department. ALDEP and CORELAP programs attempt to maximize a nearness rating within the facility dimension constraints. None of the methods guarantees optimality.

For example;

SOLUTION FOR EXAMPLE:

THE OTHER EXAMPLE OF SYSTEMATıC

LAYOUT PLANNıNG & SOLUTION:

IMPORTANCE OF CLOSENESS

Value

A

E

I

O

U

X

Closeness Line

code

Numerical

weights

Absolutely necessary

Especially important

Important

Ordinary closeness OK

Unimportant

Undesirable

16

8

4

2

0

80

EXAMPLE OF SYSTEMATıC LAYOUT PLANNıNG:

RELATıNG REASONS AND IMPORTANCE

From

1. Credit department

2. Toy department

3. Wine department

4. Camera department

5. Candy department

6

I

--

U

4

A

--

U

--

U

1

I

1,6

A

--

U

1

X

1

X

To 2 3 4 5

Area

(sq. ft.)

100

400

300

100

100

Closeness rating

Reason for rating

Letter

Number

EXAMPLE OF SYSTEMATıC LAYOUT PLANNıNG:

INıTıAL RELATıONSHıP DıAGRAM

1

2

4

3

5

U U

E

A

I

The number of lines here

represent paths required

to be taken in

transactions between the

departments. The more

lines, the more the

interaction between

departments.

Note here again, Depts. (1) and (2)

are linked together, and Depts. (2)

and (5) are linked together by

multiple lines or required

transactions.

EXAMPLE OF SYSTEMATıC LAYOUT PLANNıNG:

INıTıAL AND FıNAL LAYOUTS

1

2 4

3

5

Initial Layout

Ignoring space and

building constraints

2

5 1 4

3

50 ft

20 ft

Final Layout

Adjusted by square

footage and building

size

Note in the

Final Layout

that Depts. (1)

and (5) are

not both

placed

directly next

to Dept. (2).

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Product Layout – Flow of product is

dominant consideration

Adam Smith: Division of Labor

Whitney:Interchangeable parts

Ranked Positional Weight,

COMSOAL

PRODUCT LAYOUT (LıNE LAYOUT)

Product layouts group the workers and equipment according to the sequence of operations performed on the product or customer. They lend themselves to the use of (assembly line) conveyors and automated equipment to produce large volumes of relatively few items (for instance, refrigerators and freezers).

Work flow is typically continuous and guided by standardized instructions.

Product layout are used in both discrete manufacturing and in process industry plants.

It is important to distinguish process layouts from process industries.

Advantages

High utilization of people and equipment

Low material-handling cost

Low-cost unskilled labor

Less work-in-process inventory

Disadvantages

Inflexible system (unless designed for flexibility)

High-cost specialized equipment

Interdependent operations

Dull, monotonous jobs (unless products are

customized or system is flexible)

expensive machine investment.

Layout analysis has focused primarily upon these two concerns:

Process layout attempt to minimize material-handling costs by arranging departmental sizes and locations according to the volume and flow rate of products.

Product layout attempt to maximize worker effectiveness by grouping sequential work activities in to work stations that field a high utilization of labor and equipment with a minimum of idle time.

Line balancing is the apportionment of sequential work activities in to work stations in order to gain a high utilization of labor and equipment and therefore minimize idle time in product layouts.

Compatible work activities are combined in to approximately equal time groupings that do not violate precedence relationships. The length of work time that a component is available at each work station is the cycle time, CT.

0.62 0.39 0.27 0.14/0.56 0.35 0.28

FıXED POSıTıON LAYOUT Question: What are our primary considerations

for a fixed position layout?

Answer: Arranging materials and equipment

concentrically around the production point in their

order of use.

FıXED-POSıTıON LAYOUTS

They are arrangements where labor, materials, and equipment are brought to the work side.

They apply to construction, farming, mining, and other activities that must be completed in a particular place. Project activities can take advantage of network techniques (CPM and RERT) for planning and control. Manufacturing Cells Manufacturing cells are smaller groups of machines that are arranged according to a similarity in the operations performed. A close grouping of equipment for performing a sequence of operations on multiple units of a component or family of similar components or products is called manufacturing a cell.

Assembly Line Cells

Group Technology&

Celular Layout

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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

BENEFıTS OF GROUP TECHNOLOGY

Changeover setup time reduced for tooling and equipment

Automation may be possible Operator may be specially trained with

improved expertise Quality of output improved In-process inventory reduced Productivity improved Lead time reduced Improved human relations

Departmental (Batch Process) Specialization

Saw Saw

Lathe Press Press

Grinder

Lathe Lathe

Saw

Press

Heat Treat

Grinder

WE CAN SAY IN STEAD OF;

BATCH/LOT THıNKıNG

Press

Lathe

Grinder

Grinder

A

2

B Saw

Heat Treat

Lathe Saw Lathe

Press Lathe

1

Group Technology Cells

WE MUST USE;

SıNGLE-PıECE FLOW THıNKıNG

© Wiley 2007

PROCESS FLOWS BEFORE THE USE OF

GT CELLS

© Wiley 2007

PROCESS FLOWS AFTER THE USE OF GT

CELLS

Use of cellular manufacturing-affords advantages beyond

reduction of the distances that parts must be moved

between machines. Since movement reduces and is there

fore not expensive parts do not have to be moved in large

batches to spread the cost of a move over a number of units.

Frequently parts are processed one by one through the steps

of production, making the throughput time short and the

work-in-process inventory low. Cells are typically connected

with material handling equipment so that these cost are

reduced. The use of cells in repetitive manufacturing plants

greatly enhances just-in-time production methods. In

companies that hove a large variety of parts, group

technology is often helpful in selecting appropriate families

of pants that can be run in cell. Figure-3 is represented it.

They can be expended to words a FMS by adding a

supervisory computer and machines.

LAYOUT & CAPACITY AND LOAD RELATIONSHIPS

“TR 6-5 Capacitiy and

load” eklenecek!

DEPENDENT DEMAND EXAMPLE

LOW LEVEL CODE ANALYSIS

ROUGH-CUT CAPACITY PLANNING &

DETAILED CAPACITY PLANNING

Warehouse and storage layouts

Retail layouts

Office layouts

Hospital layout

Fast Food Layout

Hotel and Motel Layout

Car Rental Layout

SPA & Healthcare Layout

SERVıCE FACILITIES LAYOUTS

8-54

Designing Physical Surroundings to Affect Employee and

Customer Behavior

Ambient Conditions: background characteristics such as

noise level, music, lighting, temperature, and scent.

Spatial Layout and Functionality: reception area,

circulation paths of employees and customers, and focal

points.

Signs, Symbols, and Artifacts: selection, orientation,

location, and size of objects.

IN THE SERVıCES SECTOR

OFFıCE LAYOUTS

Human interaction and communication are

the primary considerations in office layouts

People who need to interact frequently

should be close to each other

One key layout tradeoff is between

closeness and privacy

OFFıCE LAYOUTS

Open concept offices promote understanding

and trust.

A few closed rooms are needed for private

discussions, such as personnel matters.

Moveable walls provide flexibility to change

the layout when needed.

OFFıCE LAYOUT EXAMPLE

Hi-tech company – provides equipment and

materials for rapid product design and

manufacturing

Open office plan

Conference room

Areas for informal meetings

Product showroom for customers

Cyber café and fitness center for employees

THE OTHER EXAMPLES

• http://www.authorstream.com/Presentation/Sudiksha-

65030-Facility-Layout-Lecture-Notes-Innovations-

McDonalds-Supermarket-Retail-Education-ppt-

powerpoint/

THANKS!!!