Process Layout

L L M M D D

D D
L L M M

L L M M
G G

L L G G
A A

A A G G
 Redesigning a Process
Through Layout Revision
Define
scope
2
Identify Document
opportunity process
1 3

Implement Evaluate
changes performance
6 4
Redesign Process
(Revise layout)
5
Layout: the configuration of departments, work
centers, and equipment, with particular emphasis on
movement of work (customers or materials) through
the system
Importance of Layout Decisions
• Requires substantial investments of
money and effort
• Involves long-term commitments
• Has significant impact on cost and
efficiency of short-term operations
The Need for Layout Decisions

Inefficient operations
For Example: Changes in the design
High Cost of products or services
Bottlenecks

Accidents
The introduction of new
products or services

Safety hazards
 The Need for Layout Design
(Cont’d)
Changes in
environmental Changes in volume of
or other legal output or mix of
requirements products

Morale problems
Changes in methods
and equipment
 Layout Planning
Layout planning translate the broader decisions about
the competitive priorities, process strategy, quality
and capacity of its processes into actual physical
arrangements of people, equipment and space.
Before a manager can make decisions regarding physical arrangement, four
questions must be addressed:
1. What centers should the Layout include?
Ex: A customer information desk near the entrance of a bank or hotel can
better guide customers to the desired services

2. How much space and capacity does each center need?

3. How should each center’s space be configured?

Ex: Placement of desk and chair is determined by the size and shape of the
office, the activities performed there

4. Where should each center be located?

Ex: Employees who must frequently interact with one another face to face
should be placed in a central location rather than in separate, remote
locations to reduce time lost travelling back and forth
• The location of center has two
dimensions:

1. Relative Locations, or the placement of a

center relative to other centers

2. Absolute Location, or the particular space

that the center occupies within the facility
 Layout Types

Grinding Forging Lathes

Painting Welding Drills

Milling
Office machines Foundry

(a) Layout of a job shop

Figure 7.3
 Layout Types

Station 1 Station 2 Station 3 Station 4

(b) Layout of a production line

Figure 7.3
Creating Hybrid Layouts
One Worker, Multiple Machines Machine
2
Machine
Machine 3
1

Materials in

Finished
goods out

Machine
Figure 7.4 Machine 4
5
Group Technology
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

(a) Jumbled flows in a job shop without GT cells Figure 7.5

Group Technology

L L M D G Assembly
area
Cell 1 Cell 2 A A

Receiving L M G G

Cell 3

L M D
Shipping

(b) Line flows in a job shop with three GT cells Figure 7.5
 Facility Layout Design – Process Layouts

• The purpose of facility layout design is to

determine the most productive way to
design the layout of a building.
• Process Layout involves three basic
steps, whether the design is for a new
layout or for revising an existing one:
– (1) gather information
– (2) develop a block plan
– (3) design a detailed layout

To Accompany Krajewski & Ritzman Operations Management: Strategy and Analysis, Seventh Edition © 2004 Prentice Hall, Inc. All rights reserved.
Office of Budget
Management (1) gather information
Department Area Needed (ft2)
1. Administration 3,500
2. Social services 2,600
3. Institutions 2,400
4. Accounting 1,600
5. Education 1,500
6. Internal audit 3,400
Total 15,000
3 6 4

100'

1 2 5

Figure 7.6
150'
Office of Budget 3 6 4

100'

Management 1 2

150'
5

Trips between Departments

Department 1 2 3 4 5 6
1. Administration — 3 6 5 6 10
2. Social services — 8 1 1
3. Institutions — 3 9
4. Accounting — 2
5. Education — 1
6. Internal audit —
 Office of Budget 3 6 4

100'

Management 1 2

150'
5

 Departments 1 and 6 close together

 Departments 3 and 5 close together
 Departments 2 and 3 close together
(2) develop a block plan

100'

1 5

Figure 7.7 150'

 Office of Budget 3 6 4

100'

Management 1 2

150'
5

 Departments 1 and 6 close together

 Departments 3 and 5 close together
 Departments 2 and 3 close together

6 3

100'

1 5

Figure 7.7 150'

 Office of Budget 3 6 4

100'

Management 1 2

150'
5

 Departments 1 and 6 close together

 Departments 3 and 5 close together
 Departments 2 and 3 close together

6 2 3

100'

1 4 5

Figure 7.7 150'

 Office of Budget 3 6 4

100'

Management 1 2

150'
5

 Departments 1 and 6 close together

 Departments 3 and 5 close together
 Departments 2 and 3 close together

6 2 3

100'

1 4 5

Figure 7.7 150'