Layout Strategies

&
Safety
 What is Facility Layout?
Location or arrangement of everything within & around
buildings
Pay attention to following to decide layout design
Customer satisfaction
Level of capital investment
Utilization of space, equipment, & people
Ease of equipment maintenance
Amount of flexibility needed
Efficient flow material and worker
Employee safety

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 Types of Layouts
Product - Product layout involves locating the machines
and equipment so that each product follows a pre-
arranged route through a series of processes. The
products flow along a line of processes, which is clear,
predictable and relatively easy to control.
Process - In process layout, similar manufacturing
processes (cutting, drilling, wiring, etc.) are located
together to improve utilisation. Different products may
require different processes so material flow patterns
can be complex.
Group Technology / Cellular (HYBRID) product families
Fixed-position - large bulky projects such as ships and
buildings

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 Product Layout

Station 1 Station 2 Station 3 Station 4

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 Process Layout

Lathe Lathe Drill Weld Weld

Warehouse

Warehouse
Lathe Lathe Drill Paint Paint

Mill Mill Grind Assembly

Mill Mill Grind Assembly

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 Product Layout - Advantages
Reduces materials handling.

Accommodates small amounts of work in process.

Reduces transit times.

Simplifies production planning and control systems.

Simplifies tasks, enabling unskilled workers to learn task

quickly.

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 Product Layout - Limitations
Disadvantages of product layout
Lack of process flexibility.
Lack of flexibility in timing: the product can not flow
through the line faster than the slowest task can be
accomplished unless that task is performed at
several stations.
Large investments: special-purpose equipment and
duplication is required to offset lack of flexibility in
timing.
Dependence of the whole on each part: a breakdown
of one machine or absence of enough operators to
staff all work stations may stop the entire line.
Worker fatigue: workers may become bored by the
endless repetition of simple tasks.

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 Product Requirements
Standardized product
High production volume
Stable production quantities

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 Product-Oriented Layout Types
Assembly Line
Assembles fabricated parts
Uses workstation
Repetitive process
Paced by tasks

Fabrication Line
Builds components
Uses series of machines
Repetitive process
Machine paced

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 Process-Oriented Layout
Department areas having similar processes located in close
proximity
Design places departments with large flows of material or
people together

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 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

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 Process Layout - Limitations
Since longer flow lines usually result, material
handling is more expensive
Production planning and control systems are more
involved
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
Total production time is usually longer
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Comparison Of Product And
Process Layouts
PRODUCT LAYOUT PROCESS LAYOUT
1. Description Sequential arrangement Functional grouping
of machines of machines

2. Type of Process Continuous, mass Intermittent, job shop

production, mainly batch production,
assembly mainly fabrication

3. Product Standardized Varied,

made to stock made to order

4. Demand Stable Fluctuating

5. Volume High Low
6. Equipment Special purpose General purpose
7. Workers Limited skills Varied skills

2000 by Prentice-Hall Inc

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Russell/Taylor Oper Mgt 3/e
Comparison Of Product And
Process Layouts
PRODUCT LAYOUT PROCESS LAYOUT
8. Inventory Low in-process, High in-process,
high finished goods low finished goods
9. Storage space Small Large
10. Material Fixed path Variable path
handling (conveyor) (forklift)
11. Aisles Narrow Wide

12. Layout decision Line balancing Machine location

13. Goal Equalize work at Minimize material
each station handling cost
14. Advantage Efficiency Flexibility

2000 by Prentice-Hall Inc

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Russell/Taylor Oper Mgt 3/e
 Design Product Layouts:
Line Balancing

Line balancing is the process of assigning

tasks to workstations in such a way that the
workstations have approximately
equal time requirements.

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 Cycle Time

Cycle time is the maximum time

allowed at each workstation to
complete its set of tasks on a unit.

Maximum cycle time is given by the summation of the task times.

Minimum cycle time is given by the longest of the task times.

6-16
 Determine Maximum Output

OT
Output rate =
CT

OT operating time per day

D = desired output rate

OT
CT = cycle time =
6-17
D
 Steps in Product Layout
Step 1: Develop the precedence diagram showing the sequence and
performance times for each task.
Step 2: Calculate cycle time to meet the output requirement. Take the demand
per day and divide it into the productive time available per day (in minutes or
seconds).
Cycle time = productive time
Demand per day or production rate per day
Step 3: Determine the theoretical minimum number of workstations. This is
the sum of all task times divided by the cycle time. Fractions are rounded to
the next higher whole number.

Minimum number of workstations = time for task i

Cycle time
Step 4: Perform the line balance by assign specific assembly tasks to each
workstation. An efficient balance is one that will complete the required
assembly, follow the specified sequence, and keep the idle time at each
workstation to a minimum.
 Line-Balancing Heuristics (Rules of Thumb)

Rule Meaning

1. Longest operating task Choose the available task with the

time longest task time

2. Greatest number of Choose the available task with the

following tasks largest number of following tasks

3. Ranked positional weight Choose the available task for which

the sum of following task times is
the longest

4. Shortest operating task Choose the available task with the

time shortest task time

5. Least number of following Choose the available task with the

tasks least number of following tasks
 Precedence Diagram
Figure 6.11

Precedence diagram: Tool used in line balancing to display

elemental tasks and sequence requirements
0.1 min. 1.0 min.
A Simple Precedence
a b Diagram

c d e
0.7 min. 0.5 min. 0.2 min.

6-20
 Determine the Minimum Number
of Workstations Required

( t)
N=
CT

t = sum of task time

What is the minimum number of
workstations for the previous precedence
diagram? (assume minimum cycle time)
6-21
 2.5 mins
N= 2 .5 3
1 min

t = 2.5 mins
 Example 1: Assembly
Line Balancing
Arrange tasks shown in Figure 6.11 into
three workstations.
Use a cycle time of 1.0 minute
Assign tasks in order of the most number of
followers

There is another rule called the order of

greatest positional weight

6-23
 Example 1 Solution

Revised
Time Assign Time Station
Workstation Remaining Eligible Task Remaining Idle Time
1 1.0 a, c a 0.9
0.9 c c 0.2
0.2 none 0.2
2 1.0 b b 0.0 0.0
3 1.0 d d 0.5
0.5 e e 0.3 0.3
0.3

Total idle time = 0.5

6-24
 Calculate Percent Idle Time

Idle time per cycle

% idle time = * 100%
(N)(CT)

Efficiency = 100% Percent idle time

Whats the % idle time and efficiency for the above

example?

6-25
 0.5
Percent idle time = *100% 16.7%
(3)(1.0)

Efficiency = 100% - 16.7% = 83.3%

 Line Balancing Rules
Some Heuristic (intuitive) Rules:

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 tasks time
and the times of all following tasks.

6-27
 Example
A manager wants to assign workstations in such
a manner that hourly output is 4 units.
Working time is 56 minutes per hour. What is
the cycle time?

Cycle time = operating time/output rate

= 14 mins.
 Example

Numbers above
the circles indicate
task times

What is the positional weight for each task?

A= 3+2+4+9+5 = 23 E = 4+9+5 = 18
B= 2+4+9+5 = 20 F = 5+6+4+9+5 = 29
C= 9+5 + 4 =18 G= 6 + 4 + 9 + 5 = 24
D= 7+4+9+5 = 25 H = 14
 Task - Task time
F = 5
D = 7
G = 6
A = 3
B = 2
C = 4
E = 4
H = 9
I = 5

Assign the tasks above to workstations in the order of greatest

positional weight.

Steps:
1) Arrange the task in the decreasing order of positional weights.
2) Find out the number of workstations

# of workstations = sum of task times/cycle time = 45/14 = 3.2 =4

 Task - Task time
F = 5
D = 7
G = 6
A = 3
B = 2
C = 4
E = 4
H = 9
I = 5

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Percent idle time = *100% 19.64%
(4)(14)
 Homework
A shop wants an hourly output of 33.5 units per
hour. The working time is 60 minutes per hour.
Assign the tasks using the rules:

a) In the order of greatest positional weight.

 Homework

Operating time 60 minutes per hour

CT 1.80 minutes per unit
Desired output 33 .33 units per hour
a. First, find the positional weights for each task.

Task Number of following Positional

tasks Weight
A 7 6
B 6 4.6
C 2 1.6
D 2 2.2
E 2 2.3
F 1 1.0
G 1 1.5
H 0 0.5
 Feasible
Work Time
Task Task Time tasks
Station Remaining
Remaining
I A 1.4 0.4
II B 0.5 1.3 C, D, E
E 0.8 0.5
III D 0.7 1.1 C
C 0.6 0.5 F
F 0.5 0
IV G 1.0 0.8 H
H 0.5 0.3
 Bottleneck Workstation
30/hr. 30/hr. 30/hr. 30/hr.
1 min. 1 min. 2 min. 1 min.

Bottleneck
Theoretically, the line should be able to
produce at 60 units per hour.

But the 3rd station has a task time of 2 mins,

therefore limiting the output to 30 units per
hour.

6-36
 Assembly Line Balancing Illustration

The problem: Pproduce 500 Model J Wagons per 8-

hour day
Setup time and work breaks total 45 minutes
Production time available = 480 45 = 435 minutes
Assembly steps and times for the Model J Wagon are
A 45
given
Task Time
below: Task Description
Position rear axle support and hand fasten 4 screws to nuts
Tasks That
Must Precede
B 11 Insert rear axle A
C 9 Tighten rear axle support screws to nuts A,B
D 50 Position front axle assembly and hand fasten with 4 screws to nuts
E 15 Tighten front axle assembly screws D
F 12 Position rear wheel #1 and fasten hub cap A,B,C
G 12 Position rear wheel #2 and fasten hub cap A,B,C
H 12 Position front wheel #1 and fasten hub cap D,E
I 12 Position front wheel #2 and fasten hub cap D,E
J 8 Position wagon handle shaft on front axle assembly and fasten bolt and nut A,B,C,D,E,F,G,H,I
K 9 Tighten bolt and nut J
195
 Assembly Line Balancing Illustration

Step 1: Draw the precedence diagram

12

11 9 F

45 B C
12
A G
8 9

J K
50 15 12

D E H

12

I
 Assembly Line Balancing Illustration

Step 2: Calculate the cycle time

Cycle Time = time available / output required

= 435 minutes / 500 units = 0.87 minutes = 52.2
seconds
Step 3: Calculate the minimum number of workstations

Minimum number of work stations = total task time / cycle time

= 195 seconds / 52.2 seconds = 3.74 = 4 stations
Step 4: Balance the line using the following heuristics (rules of thumb):
1. According to Greatest-Number-of-Following-Tasks rule
2. According to the Longest-Operating-Time rule
 Assembly Line Balancing Illustration

Step 4: Balancing the line using the Greatest-Number-of-Following-Tasks rule:

Feasible Remaining Tasks With

Workstation Task Task Time Idle Time Tasks Most Followers

Station 1 A 45 7.2 None

Station 2 D 50 2.2 None

Station 3 B/E/C/F 11/15/9/12 41.2/26.2/17.2/5.2 C,E/C,H,I/F,G,H,I/None C,E/C/F,G,H,I

Station 4 G/H/I/J 12/12/12/8 40.2/28.2/16.2/8.2 H,I/I/J/None H,I

Station 5 K 9 43.2 None

 Assembly Line Balancing Illustration

Step 4: Balancing the line using the Longest-Operating-Time rule:

Feasible Remaining Tasks With Longest

Workstation Task Task Time Idle Time Tasks Operating Time

Station 1 D 50 2.2 None

Station 2 A 45 7.2 None

Station 3 E/H/I/B 15/12/12/11 37.2/25.2/13.2/2.2 H,I,B/I,B/B/None E/H/I/B

Station 4 C/F/G/J/K 9/12/12/8/9 43.2/31.2/19.2/11.2/3.2 F,G/G/J/K C/F/G/J/K

Efficiency of the line = total task time / (number of stations * cycle time):
Efficiency of line balance using the greatest-number-of-following-tasks rule
= 195 / (5 x 52.2) = .747 = 74.7%

Efficiency of the line using the longest -operating-time rule

= 195 / (4 x 52.2) = .934 = 93.4%
Facility Layout
Designing Process Layouts
Main issue in the design of process layouts concerns the relative
positioning of the departments involved. Process layouts features:
1. Some departments benefit from adjacent locations.
2. Some departments must be kept separate.
3. External factors such as the location of entrances, loading docks,
elevators, windows, and areas of reinforced flooring have to be
considered.
4. Flow costs for material and personnel within the building are critical.

4 - 42
Facility Layout
Steps for Process Layout
Step 1: Construct a from-to-matrix showing the flow of parts or materials from
department to department.
Step 2: Determine the space requirements for each department.
Step 3: Develop an initial schematic diagram showing the sequence of
departments through which parts will have to move. Try to place
departments with a heavy flow of materials or parts next to one another.
Step 4: Determine the cost of this layout by using the following equation:
Minimize cost = XijCij
where: n = number of work centres or departments
i,j = individual departments
Xij = number of moves between department i and department j
Cij = cost of a move between department i and department j

Step 5: Try to improve this layout by trial and error or by use of a computer
program.
Step 6: Prepare a detailed plan considering space or size requirements of
each department.

4 - 43
Facility Layout
Process Layout Illustration - Minimizing Flow Costs for a Toy Company
Step 1 1 2 3 4 5 6 7 8

1 175 25 0 30 200 20 25 1 Shipping & receiving

2 0 100 75 90 80 90 2 Plastic molding & stamping
3 17 88 125 99 180 3 Metal forming
4 20 5 0 25 4 Sewing department
5 0 180 187 5 Small toy assembly
6 374 103 6 Large toy assembly
7 7 7 Painting
8 8 Mechanism assembly

Flows Between Departments Department Activity

(number of moves)

Step 2
40 40 40 40

1 40 3 40 5 40 7 40

40 40 40 40 80

2 40 4 40 6 40 8 40

160 4 - 44
Facility Layout
Process Layout Illustration - Minimizing Flow Costs for a Toy Company

Step 3
25 88
1 3 5
200
20
175

100 5
2 4 6

Cost Matrix - First Solution

Step 4 1 2 3 4 5 6 7 8 Assume flow cost = 1 for adjacent moves
Assume flow cost = 2 for moves over 1 dept
1 175 25 0 60 400 60 75
2 0 100 150 180 240 270 Assume flow cost = 3 for moves over 2 depts
3 17 88 125 198 360 (Assume diagonal moves are possible)
4 20 5 0 50
5 0 180 187 Sample Calculations:
6 374 103 1 to 2 = 175 x 1 = 175
7 7
8
1 to 6 = 200 x 2 = 400
1 to 8 = 25 x 3 = 75, etc.

Total cost = $3,449 4 - 45

Facility Layout
Process Layout Illustration - Minimizing Flow Costs for a Toy Company

Step 5 Revised Layout

Exchange 1 & 4
4 3 5 7
Why 1 & 4? You
want to bring 1 and
6 next to each other,
and this is one way
to do it!
2 1 6 8
Costs affected:
1&5, 1&6, 1&7,
1&8, 4&5, 4&6,
4&7, 4&8

1 2 3 4 5 6 7 8
Cost Matrix - Second Solution
1 175 50 0 30 200 40 50 Cost reductions:
2 0 100 150 180 240 270 1&5 = 30, 1&6 = 200
3 17 88 125 198 360
1&7 = 20, 1&8 = 25
4 40 10 0 75
5 0 180 187 Cost additions:
6 374 103 4&5 = 20, 4&6 = 5
7 7 4&7 = 0, 4&8 = 25
8
Total cost = $3,234

4 - 46
Facility Layout
Process Layout Illustration - Minimizing Flow Costs for a Toy Company

Step 6 Small Toy Mechanism Shipping and Large Toy

Assembly Assembly Receiving Assembly
A final,
5 8 1 6 feasible
solution
after several
Metal Plastic Sewing Painting iterations
Forming Mldg. / Assb.
3 2 4 7

4 - 47
Facility Layout
Process Layout Illustration - Systematic Layout Planning
Even though the approach of minimizing flow costs is widely used, it suffers
from the limitation of being able to focus on only one objective, and many
situations involve multiple criteria.
A more general approach, systematic layout planning (SLP), allows for
subjective input from analysts or managers to indicate the relative
importance of each combination of department pairs.
The following is an example of SLP for the floor of a department store:

To
From Area (sq. ft.)
2 3 4 5
I U A U
1. Credit dept 100
6 --- 1,6 ---
2. Toy dept. U I A
400 Letter Closeness Rating
--- 1 1,6
3. Wine dept. A E Number
300 Reason for Rating
2,3 1
X
4. Camera dept. 100
1

5. Candy dept. 100

4 - 48
Facility Layout

Code Reason

1 Type of customer

2 Ease of supervision 5 2 4 Initial layout based upon

relationship requirements
3 Common personnel (ignoring space and building
3 1
constraints)
4 Contact necessary

5 Share same space

6 Psychology

2 4
Final layout adjusted
by square footage 20 ft.
and building size
5 3 1

50 ft.

4 - 49
Facility Layout
Process Layout - Additional Illustration # 1

A small printing shop wishes to locate its seven departments in a one-floor building that is 40 units
wide and 50 units long. Department sizes are :
Department Length (units) Width (units)
Layout 10 10
Cutting 20 10
Shipping 10 10
Supply Storage 20 15
Printing 25 20
Binding 20 20
Art 20 20

The average number of loads flowing between departments is expected to be:

From Dept Layout Cutting Shipping Supply Storage Painting Binding Art
Layout --- --- --- --- --- --- ---
Cutting --- --- --- 100 --- 400 ---
Shipping --- --- --- 500 --- --- ---
Supply Storage --- 600 100 --- 400 100 ---
Printing --- --- --- --- --- 1200 100
Binding --- 100 1000 --- 200 --- ---
Art --- 100 --- --- 100 --- ---

What is your layout recommendation?

4 - 50
Facility Layout
Process Layout - Additional Illustration # 2
Eight work centres must be arranged in an L-shaped building. The location of centres A and E are
designated as shown in the accompanying diagram. Assuming transportation costs are $2 per load per metre,
develop a suitable layout that minimizes transportation costs using the information below.

Distances (metres)
From / To A B C D E F G H
A -- 40 40 60 120 80 100 110
B -- 60 40 60 140 120 130
C -- 45 85 40 70 90
D -- 40 50 40 45
E -- 90 50 40
A* B F -- 40 60
G -- 60
C D E* H --

F G H Loads per day

* cannot be moved From / To A B C D E F G H
A -- 10 5 90 365 135 125 0
B 0 -- 140 10 0 35 0 120
C 0 220 -- 110 10 0 0 200
D 0 110 240 -- 10 0 0 170
E 5 40 100 180 -- 10 40 10
F 0 80 40 70 0 -- 10 20
G 0 45 20 50 0 40 -- 20
H 0 0 0 20 0 0 0 --

4 - 51
Facility Layout
Process Layout - Additional Illustration # 3

Hercules Manufacturing, a producer of corrugated cardboard boxes, is planning a 3600 square foot
layout. The operations manager has obtained SLP ratings for locating departments next to each other.

From / To Storage Corrugator Folder/Gluer Taper/Bailer Inspection Shipping Area(sq.ft.)

Storage --- AN U U I U 1200
Corrugator --- --- I U U X 400
Folder/Gluer --- --- --- AN I U 400
Taper/Bailer --- --- --- --- U I 400
Inspection --- --- --- --- --- AN 400
Shipping --- --- --- --- --- --- 800

AN = Absolutely Necessary
I = Important
U = Unimportant
X = Undesirable

What should be the layout used by Hercules Manufacturing?

4 - 52
 Before Group Technology
Jumbled flows in a job shop without GT cells

Lathing Milling Drilling

L L M M D D

D D
L L M M

Grinding

L L M M
G G

L L Assembly
G G
A A

Receiving and A A G G
shipping

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 Group Technology / Cellular

L L M D G Assembly
area
Cell 1 A A

Receiving L M G G

Cell 2

L M D G
Shipping
Cell 3

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Hybrid Layouts: Cellular layouts

Original
Process
Layouts

Notice:
The distance that each part must travel before completion
the irregularity of the part routings
Amount of paperwork needed to direct the flow of each
individual part and to confirm that the right operation has
been performed
Hybrid Layouts: Cellular layouts
In its current form, there is no
apparent pattern to the routings.

PRODUCT FLOW ANALYSIS

(PFA) reorders part routing
matrices to identify families
of parts with similar
processing requirements.

If we reorder the matrix listing

which parts have four machines
Part Routing Matrix in common, three...
 Hybrid Layouts: Cellular layouts

Revised Layout with Three Cells

Part Routing Matrix Reordered to Highlight Cells
 Group Technology / Cellular - Advantages
Increased machine utilization

Compromise between product layout and process layout,

with associated advantages

Shorter travel distances and smoother flow lines than for

process layout

Reduced Material flow path

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 Work Cell Advantages

Decreased:
Inventory
Floor space
Direct labor costs

Increased:
Equipment utilization
Employee participation
Quality

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 Group Technology / Cellular - Limitations
General supervision is required
Higher skill levels required of employees than for product
layout
Depends on balanced material flow through the cell;
otherwise, buffers and work-in-process storage are required
Lower machine utilization than for process layout

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 Fixed Position Layout

Lathe Press Grind

Warehouse
Warehouse

Drill Paint Assembly

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 Fixed-Position Layout
Design is for stationary project
Workers and equipment come to site
Limited space at site
Changing material needs

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 Fixed-Position Layout - Advantages
Material movement is reduced
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

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 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

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 Types of Layouts
High Product
Layout

Group
Technology /
Medium
Cellular
Layout
Fixed
Location Process
Layout Layout
Low

Low Medium High

Variety
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 Safety Issues

Safety for worker

Safety for machine and
workplace

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 WHY do we need safety
precautions???
Accident must be avoided.
An accident is an unexpected action that results in
injury to people or damage to property.
Causes of accident:
Carelessness
Use of wrong tools
Unsafe work practices
Horseplay
Ignore safety rules
Inadequate maintanence

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 WHY do we need safety
precautions???
Sources of accident:
Machines with moving parts
Electrical equipments
Sharp equipments
Chemicals

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 Safety Issues for Prevention of
accidents
Safety features in machines; Limit switches, part
detector, machine in operation signal, robot teach
pendant normally open switch

Individual attitude towards safety: proper attire,

safety shoes, Knowledge about Standard
Operational Procedure, FIRST AID ect.

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 Safety Issues
Lockout/Tagout
Machine needs maintenance / Servicing must be
locked out .
To minimize injuries.
Machine cannot be used until tagout/lockout device
is removed.
Only authorized service person can use.
If the machine cannot be locked out then go for
tagout option.

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 Lockout procedure
Notification
Understanding about the machine.
Stop the machine with proper procedure if in
operation.
Deactivate energy isolating devices
Lock energy isolating devices with dedicated locks.
Stored energy should be dissipated (ie grounding of
Capacitors)
Final checking
Confirm locked out.

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