1

Technical Note 2

Facility Layout

OBJECTIVES

Facility Layout and Basic Formats Process Layout

Layout Planning
Assembly Line balancing

Service Layout

Facility Layout

Defined

Facility layout can be defined as the process by which the placement of departments, workgroups within departments, workstations, machines, and stockholding 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

Basic Production Layout Formats

Process Layout (also called job-shop or functional layout) Product Layout (also called flow-shop layout) Group Technology (Cellular) Layout

Fixed-Position Layout

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 The best locations for each department, where best means maximizing flow, which minimizing costs

Determine

Process Layout: CRAFT Approach

It is a heuristic program; it uses a simple rule of thumb in making evaluations:

"Compare two departments at a time and exchange them if it reduces the total cost of the layout."

It does not guarantee an optimal solution CRAFT assumes the existence of variable path material handling equipment such as forklift trucks

Process Layout: Systematic Layout

Planning

Numerical flow of items between departments

Can be impractical to obtain Does not account for the qualitative factors that may be crucial to the placement decision

Systematic Layout Planning

Accounts for the importance of having each department located next to every other department Is also guided by trial and error
Switching

departments then checking the results of the closeness score

Example of Systematic Layout Planning: Reasons for Closeness

Code 1 2 3 4 Reason
Type of customer Ease of supervision Common personnel Contact necessary

5
6

Share same price

Psychology

Example of Systematic Layout Planning: Importance of Closeness

Value Closeness Line code Numerical weights

A
E I O U X

Absolutely necessary
Especially important Important Ordinary closeness OK Unimportant Undesirable

16
8 4 2 0 80

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Example of Systematic Layout Planning: Relating Reasons and Importance

From 1. Credit department 2. Toy department 3. Wine department 4. Camera department 5. Candy department Closeness rating Letter 2 I 6 3 U -U -To 4 A 4 I 1 U --

Note here that the (1) Credit Dept. and (2) Toy Dept. are given a high rating of 6.

5 U 100 -A 400 1,6 X 300 1 Note here that X 100 the 1 Toy Dept. (2)

Area (sq. ft.)

Reason for rating Number

and the (5) 100 Candy Dept. are given a high rating of 6.

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Example of Systematic Layout Planning: Initial Relationship Diagram

1 I 2

E 4

U
5

A Note here again, Depts. (1) and (2) are linked together, and Depts. (2) and (5) are linked together by multiple lines or required transactions.

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.

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Example of Systematic Layout Planning: Initial and Final Layouts

2 3
20 ft

1
50 ft

4 Note in the Final Layout that Depts. (1) and (5) are not both placed directly next to Dept. (2).

Initial Layout
Ignoring space and building constraints

Final Layout
Adjusted by square footage and building size

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Assembly Lines Balancing Concepts

Question: Suppose you load work into the three work stations below such that each will take the corresponding number of minutes as shown. What is the cycle time of this line?

Station 1

Station 2

Station 3

Minutes 6 7 3 per Unit Answer: The cycle time of the line is always determined by the work station taking the longest time. In this problem, the cycle time of the line is 7 minutes. There is also going to be idle time at the other two work stations.

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Example of Line Balancing

Youve just been assigned the job a setting up an electric fan assembly line with the following tasks:
Time (Mins) 2 1 3.25 1.2 0.5 1 1 1.4 Description Assemble frame Mount switch Assemble motor housing Mount motor housing in frame Attach blade Assemble and attach safety grill Attach cord Test Predecessors None A None A, C D E B F, G

Task A B C D E F G H

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Example of Line Balancing: Structuring the Precedence Diagram

Task Predecessors A None B A C None Task Predecessors E D F E G B

A, C
A B G

E, G

H C D E

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Example of Line Balancing: Precedence Diagram

Question: Which process step defines the maximum rate of production? 2 A 1 B 1 G 1.4 H F 1

C 3.25

D 1.2

E .5

Answer: Task C is the cycle time of the line and therefore, the maximum rate of production.

Example of Line Balancing:

Cycle Time

Determine

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Question: Suppose we want to assemble 100 fans per day. What would our cycle time have to be?
Answer:
Required Cycle Time, C = Production time per period Required output per period

420 mins / day C= = 4.2 mins / unit 100 units / day

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Example of Line Balancing: 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) Cycle time (C)

Nt =

11.35 mins / unit Nt = = 2.702, or 3 4.2 mins / unit

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Example of Line Balancing: Rules To Follow for Loading Workstations

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

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2 A

1 B

1 G

1.4 H F 1

C 3.25

D 1.2

E .5

Task A C D B E F G H

Followers 6 4 3 2 2 1 1 0

Time (Mins) 2 3.25 1.2 1 0.5 1 1 1.4

Station 1

Station 2

Station 3

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2 A

1 B

1 G

1.4 H F 1

C 3.25

D 1.2

E .5

Task A C D B E F G H

Followers 6 4 3 2 2 1 1 0

Time (Mins) 2 3.25 1.2 1 0.5 1 1 1.4

Station 1 A (4.2-2=2.2)

Station 2

Station 3

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2 A

1 B

1 G

1.4 H F 1

C 3.25

D 1.2

E .5

Task A C D B E F G H

Followers 6 4 3 2 2 1 1 0

Time (Mins) 2 3.25 1.2 1 0.5 1 1 1.4

Station 1 A (4.2-2=2.2) B (2.2-1=1.2)

Station 2

Station 3

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2 A

1 B

1 G

1.4 H F 1

C 3.25

D 1.2

E .5

Task A C D B E F G H

Followers 6 4 3 2 2 1 1 0

Time (Mins) 2 3.25 1.2 1 0.5 1 1 1.4

Station 1 A (4.2-2=2.2) B (2.2-1=1.2) G (1.2-1= .2) Idle= .2

Station 2

Station 3

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2 A

1 B

1 G

1.4 H F 1

C 3.25

D 1.2

E .5

Task A C D B E F G H

Followers 6 4 3 2 2 1 1 0

Time (Mins) 2 3.25 1.2 1 0.5 1 1 1.4

Station 1 A (4.2-2=2.2) B (2.2-1=1.2) G (1.2-1= .2) Idle= .2

Station 2 C (4.2-3.25)=.95

Station 3

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2 A

1 B

1 G

1.4 H F 1

C 3.25

D 1.2

E .5

Task A C D B E F G H

Followers 6 4 3 2 2 1 1 0

Time (Mins) 2 3.25 1.2 1 0.5 1 1 1.4

Station 1 A (4.2-2=2.2) B (2.2-1=1.2) G (1.2-1= .2) Idle= .2

Station 2 C (4.2-3.25)=.95

Station 3

Idle = .95

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2 A

1 B

1 G

1.4 H F 1

C 3.25

D 1.2

E .5

Task A C D B E F G H

Followers 6 4 3 2 2 1 1 0

Time (Mins) 2 3.25 1.2 1 0.5 1 1 1.4

Station 1 A (4.2-2=2.2) B (2.2-1=1.2) G (1.2-1= .2) Idle= .2

Station 2 C (4.2-3.25)=.95

Station 3 D (4.2-1.2)=3

Idle = .95

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2 A

1 B

1 G

1.4 H F 1

C 3.25

D 1.2

E .5

Task A C D B E F G H

Followers 6 4 3 2 2 1 1 0

Time (Mins) 2 3.25 1.2 1 0.5 1 1 1.4

Station 1 A (4.2-2=2.2) B (2.2-1=1.2) G (1.2-1= .2) Idle= .2

Station 2 C (4.2-3.25)=.95

Station 3 D (4.2-1.2)=3 E (3-.5)=2.5

Idle = .95

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2 A

1 B

1 G

1.4 H F 1

C 3.25

D 1.2

E .5

Task A C D B E F G H

Followers 6 4 3 2 2 1 1 0

Time (Mins) 2 3.25 1.2 1 0.5 1 1 1.4

Station 1 A (4.2-2=2.2) B (2.2-1=1.2) G (1.2-1= .2) Idle= .2

Station 2 C (4.2-3.25)=.95

Station 3 D (4.2-1.2)=3 E (3-.5)=2.5 F (2.5-1)=1.5

Idle = .95

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2 A

1 B

1 G

1.4 H F 1

C 3.25

D 1.2

E .5

Task A C D B E F G H

Followers 6 4 3 2 2 1 1 0

Time (Mins) 2 3.25 1.2 1 0.5 1 1 1.4

Station 1 A (4.2-2=2.2) B (2.2-1=1.2) G (1.2-1= .2) Idle= .2

Station 2 C (4.2-3.25)=.95

Station 3 D (4.2-1.2)=3 E (3-.5)=2.5 F (2.5-1)=1.5 H (1.5-1.4)=.1 Idle = .1

Idle = .95

Which station is the bottleneck? What is the effective cycle time?

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Example of Line Balancing: 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)

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Group Technology: Benefits

1. Better human relations 2. Improved operator expertise

3. Less in-process inventory and material handling

4. Faster production setup

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Group Technology: Transition from Process Layout

1. Grouping parts into families that follow a common sequence of steps

2. Identifying dominant flow patterns of parts families as a basis for location or relocation of processes 3. Physically grouping machines and processes into cells

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Fixed Position 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.

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Retail Service Layout

Goal--maximize

net profit per square foot of floor space Servicescapes

Ambient Conditions Spatial Layout and Functionality Signs, Symbols, and Artifacts

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Question Bowl
Which of the following are distinguishing features of CRAFT? a. It is an optimization methodology b. Does not require any assumptions about the layout or inter-relationships of departments c. Can handle over 50 departments d. All of the above e. None of the above
Answer: e. None of the above (It is a heuristic program, does not guarantee an optimal solution, requires layout assumptions and can handle up to 40 departments.)

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Question Bowl
Which of the following is a process that involves developing a relationship chart showing the degree of importance of having each department located adjacent to every other department? a. Systematic layout planning b. Assembly-line balancing
c.
d. e.

Splitting tasks U-shaped line layouts None of the above

Answer: a. Systematic layout planning

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Question Bowl
If the production time per day is 1200 minutes and the required output per day is 500 units, which of

the following will be the required workstation

cycle time for this assembly line?
a. b. c. d. e.

2.4 minutes

0.42 minutes
1200 units 500 units None of the above

Answer: a. 2.4 minutes (1200/500=2.4 minutes)

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Question Bowl
You have just finished determining the cycle time for an assembly line to be 5 minutes. The sum of all the tasks required on this assembly is is 60 minutes. Which of the following is the theoretical minimum number of workstations required to satisfy the workstation cycle time? a. 1 workstation b. 5 workstations Answer: c. 12 c. 12 workstations workstations d. 60 workstations (60/5=12) e. None of the above

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Question Bowl
If the sum of the task times for an assembly line is 30 minutes, the actual number of workstations is 5, and the workstation cycle time is 10 minutes, what is the resulting efficiency of this assembly line? a. 0.00 b. 0.60 c. 1.00 d. 1.20 e. Can not be computed from the data above

Answer: b. 0.60 (30/(5x10)=0.60)

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Question Bowl
Which of the following are ways that we can accommodate a 20 second task in a 18

second cycle time?

a. b. c. d. e.

Share the task Use parallel workstations

Use a more skilled worker

All of the above None of the above

Answer: d. All of the above

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Question Bowl
Which of the following are ambient conditions that should be considered in layout design?
a.
b. c.

Noise level
Lighting Temperature

d.
e.

Scent
All of the above

Answer: e. All of the above

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End of Technical Note 6