Plant Layout

A Systematic Layout Planning (SLP) Approach

THE NEED FOR GOOD FACILITIES PLANNING

1. Plant facilities influence operating costs and profits. 2. Planning allows facilities and its operations (OSHA, ISO 14001, etc.) to comply with laws and/or regulations. 3. Facilities are fixed investments involving high capitalcost expenditures. 4. Facilities are inflexible and long term commitments. 5. The planning, design and construction of facilities require long lead times. 6. Good planning helps to avoid disruptions in production and shipping or delivery.

THE NEED FOR GOOD FACILITIES PLANNING

7. The quality of facilities influences the attitudes of and the ability to attract suitable employees. 8. Industrial facilities must be planned to meet anticipated future requirements yet compete profitably today. 9. Facilities need to be planned for an appropriate degree of flexibility, expandability, versatility 10. Good plans help management to take advantage of business opportunities that arise. 11. Good planning is an aid to obtain approval and financing monies. 12. Good planning reduces the high materials handling $ resulting from ad hoc expansion of plant facilities.
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ECONOMIC IMPACT OF FACILITIES PLANNING

Economic Investment/Consequence ($)
Resources invested to provide the facilities Consequence on operations of facilities

Plan 20:1 Time

Design 2:1

Build & Install 1:10

DEFINING PERFORMANCE OBJECTIVES

1. 2. 3.

DEFINING PERFORMANCE OBJECTIVES

4. 5. 6.

TYPES OF MANUFACTURING LAYOUT CONFIGURATIONS

I. Product Line Layout Product A B C

CHARACTERISTICS
High volume production s Special purpose machines and material handling equipment
s

Throughput rates--high s Work-in-process--low s Setup/Run time ratio--low

s

System is very inflexible s Control is relatively simple

s
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TYPES OF MANUFACTURING LAYOUT CONFIGURATIONS II. Flow Line Workcell

T M D SG

T M D CG

T T M CG SG M D D T = turning D = drilling M = milling CG = center grinding SG = surface grinding

GOAL:

GAIN the advantages and efficiency of high volume production in a LOW/MEDIUM VOLUME (FLEXIBLE) ENVIRONMENT.

GT-FLOW LINE WORKCELL CHARACTERISTICS

Buffer 1 Workstation 1 Buffer 2 Workstation 1 Buffer m Workstation m

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GT-FLOW LINE WORKCELL CHARACTERISTICS

1. Processes GT-based families of parts with frequent job change-over and small to medium batch sizes 2. Piece by piece (continuous flow) processing/movement 3. No backtracking in sequence flow, but machine skipping does occur 4. Accommodates flexible-type automation: CNC machines, robots for part handling 5. Finite buffers (resulting in machine blocking and starvation
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TYPES OF MANUFACTURING LAYOUT CONFIGURATIONS III. Cellular Manufacturing (GT Workcell)

CHARACTERISTICS
1. Dissimilar processes/machines 2. Similar parts (families) run in small to medium batch sizes 3. Mini - job shops

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Process(Functional) Layout
Sawing Shaft S S S S S S Grinding G G G G G G Gear Cut GC GC GC GC Heat Treating HT HT H T Turning T T T T T T T T T Milling M M M Boring B B B B

Characteristics of Process Layouts

s s

Low Volume, High Variety Production with Random Routing (Spaghetti-Like Flow) General Purpose Machines-s s s s s s

Machine setups are frequent and long Work-In-Process -- High Throughput Rates tend to be Low Material Handling -- High Operator Utilization -- Low? Throughput Times (Lead Time) -- High

System is Very Flexible, produces many different types of parts: gears, shafts, pinions, housings, clamps, etc.
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THE P-Q CURVE

(High) Product A Product B Product C Q Etc.

(Q) Volume or Quantity

(Low) (Low)

(P) Variety

(High)

(High)

Product Line G.T. Flowline Workcell G.T. Manufacturing Workcell Functional (Job-Shop)
(Low)

Part Volume

(Low)

Part Variety

(High)

Part Volume/Variety Relationships with Manufacturing Systems Configurations

MATERIAL FLOW
Importance of Material Flow Properly Planned Material Flow Effective Arrangement of Facilities Efficient Operations Profitability/Viability

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Efficient Operations Involve:

1. 2. 3. 4. 5. 6. 7. Good utilization of floor space Reduced materials handling Appropriate equipment utilization Safety Less congestion Less wasted time/efforts Flexibility

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MATERIAL FLOW
KEY QUESTIONS 1. What is the most effective sequence of moving materials? Eliminate? Combine? Improve? Change Order? 2. What is the intensity and direction? Need to visualize the flow
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FLOW OF MATERIAL vs P-Q MIX

I LAYOUT TYPE I II III IV III IV Product Line Flow Line Workcell G.T. Workcell Functional

II

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TYPE I
Casting
4 Tons 0-4 Turn 0-1

Sheet Steel
10 Tons Blank

3.3 Tons 0-5 Drill 3 Tons Storage

Turnings 0.7 Tons

9 Tons 0-2 Form 9 Tons

Offal 1 Ton

Turnings 0.3 Tons Bolts

0-3

Trim 7 Tons 10.5 Tons Scrap 2 Tons

0-6

Assemble/ Inspect

Operation Process Chart showing intensity of material flow and the out-flow of chips and scrap. (Muther, SLP)

TYPE II
Operation Saw Center Turn Heat Treat Grind Mill Part or Product A 1 2 3 4 5 4 5 5 B 1 2 3 3 3 4 C 1 2 4 * 1 2 D

Multi-Product Process Chart

*Shows problem flow to be resolved by design engineering and manufacturing engineering

TYPE III
Machines Parts
5 4 1 6 8 3 9 2 14 12 5 7 13 11 10 8 7 12 13 1 10 2 11 14 3 15 4 9 6

Exceptions

Part-Machine Matrix of Production Flow Analysis

TYPE IV
Broach Inspect Wash

FROM
Turn Hob Slot Broach Heat Treat Drill Inspect Wash Mill Store 1 2 3 4 5 6 7 8 9 10 TOTALS

1
= 1 3

2
3 26 = 2 9 752 -

3
160 = 1

8
-

9
1 12 3 12 = 1

Store
10
10 =

Turn

Drill

Hob

Mill

Slot

TO

Heat Treat

TOTALS

6 1 5 1 232 2 631 684 7 5 262 576 20 1 8 1 12 7 414 5 576 = 5 22 = 3 -

910 = -

FROM-TO CHART
Number of Parts
x y

Number of Pieces

Seq. No. FLOW - OF - MATERIAL INTENSITY 500 1000 1500 2000 2500 3000 3500 4000 4500 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 2-3 1-7 4-15 4-9 4-12 1-14 7-15 3-7 10-13 11-15 3-12 8-15 3-4 1-3 8-13

Activity Pair (Route)

A E

I O

11-15 3-5 1-4 1-12 2-8 11-9

RANK THE FLOWS

A: E: I: O: U:

KEY

Absolutely Necessary Especially Important Important Ordinary Unimportant

NON-FLOW (CLOSENESS) RELATIONSHIPS

Flow based on routings is not the sole basis for layout arrangements.

Adapted from Muther

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NON-FLOW (CLOSENESS) RELATIONSHIPS

Other Factors s Supporting Services
Tool Room (not routed) s Rest Areas s Central Coolant Tanks s Shop Superintendents Office
s

Adapted from Muther

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NON-FLOW (CLOSENESS) RELATIONSHIPS

Other Factors s Separation of Areas
s

Welding away from assembly

Dirty Dangerous Separate Delicate High Pop

Outside Doors / Separate / N/C

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Adapted from Muther

NON-FLOW (CLOSENESS) RELATIONSHIPS

In some cases, flow is simply not important No Significant Flow s Service, Repair, Tool Room s Jewelry (one load per week)
Adapted from Muther

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Punch Press Auxiliary Punch Press Drilling Grinding General Fabrication Wet Tumble

1 I 1 D 2 I 2 U U U 2 U U U I 2 E 2 U I 2 I 2 U U O 3 O 4 U U U U U U I 2 U E 2 U I 2 O 2 U O 3 U O 2 O 2 U E 5 I 4 U I 2 O 2 A 2 I 3 X 6 3 U 4 U 5 U 6 U 7 A 2 O 2 O 2 O 3 U 8 E 2 U O 3 O 4 9 I 10 2 O 11 U 3 I O 4 O 4 4

RELATIONSHIP CHART

12 13 14 15

Special Production Raw Material Storage In-Process Storage Assembly Shop Toilet Shop Office and Tool Room

E 2 U U

This block shows relation between 1 and 3 1 2 3

Importance of Relationship (top) Adapted from Muther Reasons in Code (bottom)

RELATIONSHIP CHART Codes

Code A E
Closeness Rating

CLOSENESS Absolutely Necessary Especially Important Important Ordinary Closeness OK Unimportant Undesirable

Value 4 3 2 1 0 -1

I O U X

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RELATIONSHIP CHART Value 1 2 3

Reasons behind the Closeness Value

REASON Equip. used by same persons Movement of material Movement of personnel Supervision and/or support Require same utilities Noise and dirt

4 5 6 7 8 9

Adapted from Muther

RELATIONSHIP DIAGRAMS
Conventions for diagramming activity relationships
Vowel Letter No. Value A E I O U X XX 4 3 2 1 0 -1 -2, -3, -4, ? No. of Lines Closeness Rating Absolutely Necessary Especially Important Important Ordinary Unimportant Not Desirable Extremely Undesirable Color Code Red** Orange Yellow** Green** Blue** Uncolored** Brown** Black

PROCEDURE/EXERCISE
Dept. No. 1 2 3 4 5 6 7 Sq. Feet 5,000 10,000 2,500 2,500 7,500 5,000 2,500 Dept. Desc. Parts Storage Ship/Receiving Welding Testing Machining Assembly Paint E U O U X I U A O U A I X X I I U U I E U

Figure 1: Relationship Chart

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PROCEDURE/EXERCISE
FROM TO
1 1 2 3 4 5 6 7 120 50 120 50 170 40 80 50 20 20 120 20 2 3 4 5 6 170 7

Figure 2: From-To Chart (in Loads per Weeks)

36

Determine Total Flow

FROM

TO
1 1 2 3 4 5 6 7 2 50 170 90 80 50 140 3 4 5 6 170 120 20 120 20 7

37

Rank the Flows

200 180 160

Total Flow

140 120 100 80 60 40 20 0 0 1 2 3 4 5 6 7 8 9 10 11

2-5

2-3

1-6

4-6

2-7

4-7

3-5

1-2

3-6

3-7

5-7

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Combine Flow & Non-Flow Relationships

Activity Pairs 1-2 1-3 1-4 1-5 1-6 1-7 2-3 2-4 2-5 2-6 2-7 3-4 3-5 3-6 3-7 4-5 4-6 4-7 5-6 5-7 6-7 Non Flow: Flow 1 to 1 Ratio 3 0 0 2 3 0 1 0 2 2 0 -2 0 -2 -2 0 4 2 1 0 4 1 0 0 0 4 0 4 0 1 0 3 0 2 1 0 0 3 3 0 0 0 Combined Total Points 4 0 0 2 7 0 5 0 4 2 3 -2 2 -1 -2 0 7 5 1 0 4 39

4
10 9 8

Rank the Combined Points

Total Points

7 6 5 4 3 2 1 0 0 1 2 3 4 5 6 7 8 9 10 11 12

1-6

4-6

2-3

4-7

1-2

2-5

6-7

2-7

1-5

2-6

3-5

5-6

Activity Pairs
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3-6 3-4 3-7

Develop Combined Relationship Chart (Flow and Non-Flow)

1 2 3 4 5 6 7

5,000 10,000 2,500 2,500 7,500 5,000 2,500

Parts Storage Ship/Receiving Welding Testing Machining Assembly Paint I I E O XX O X A E XX I O I A

41

Develop Relationship Diagram

i ii

Place A Relationship Values on Grid Add the E Relationship Values and Adjust Diagram to Minimize Distance X Flow Value Place A Relationship Values on Grid

iii

42

6. Relationship Diagram
+ + + +
A E I O U X XX

+ + +4 +7 +

+ + +6 +2 +5

+ + +1 +3 +

+ + + + +

7. Measures of Effectiveness
Min Z =
L i j L ij D ij ij
= Load between departments i & j, often measured by the value of the Vowel Letter. A = 4, E = 3, I = 2, O = 1, U = 0, X = -1

= Distance between departments i & j (move only at Right angles)

ij

*Many Variations of this Concept

8. 9.

Space Relationship Diagrams Layouts

7. Diagram Score:
Department Pair 1-2 1-3 1-4 1-5 1-6 1-7 2-3 2-4 2-5 2-6 2-7 3-4 3-5 3-6 3-7 4-5 4-6 4-7 5-6 5-7 6-7 Lij 2 0 0 1 4 0 3 0 2 1 2 -1 1 -1 -1 0 4 3 0 0 0 Dij 2 0 2 3 1 3 1 2 1 1 1 3 2 2 2 3 1 1 2 2 2 Zij 4 0 0 3 4 0 3 0 2 1 2 -3 2 -2 -2 0 4 3 0 0 0

21 45

Types of Layouts
(Q) Number of pieces/part# Product CM Job-Shop (process) Number of Part Numbers (P)

46

PRODUCT LAYOUT
Product Layout: Continuous Flow Production System Definition: Layout is dictated by the product. (P) Suited to manufacturing processes with single output Equipment arrangement operation sequence High production (volume) items and stable demand, similar products:

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PRODUCT LAYOUT
s

Materials move by units in a product line, not by lots.

UNIT

*? 1. 2. 3. demand

Operations performed at various workstations *The Output is determined by the slowest operation

TASK is to BALANCE the workstations in terms of the work done (time) and satisfy the required output.
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PRODUCT LAYOUT
Two Types of Problems: Problems:

Required Information: (R) Sequence of operations or job elements Time required for each operation or independent element Output required

Fabrication Lines Assembly Lines

(T)

(Q)

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EXAMPLE
Design a fabrication line to manufacturing a product with the following 7 operations. Initially assume:

No scrap losses 100% eff. & 480 min/day 1000 units required per day

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EXAMPLE
Specifically determine A) The number of machines required at each workstation, and B) The % of idle time for the following operations:
Opn # 1 2 3 4 5 6 7 Operation Saw Center Turn (RGH) Heat Treat Fin Turn Grind Mill
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OUTPUT REQD: 1000 UNITS/DAY

O pn 1 2 3 4 5 6 7 T otals S td T im e A B C D = A *B *C (O utput) S td T im e C ont. O utput M achines T heoretical A ctual P rod. R eqd P rod. T im e T im e 1.20 0.80 1.00 2.40 0.40 3.00 1.20 10.0 m in m in m in m in m in m in m in m in 400 pcs 600 pcs 480 pcs 200 pcs 1200 pcs 160 pcs 400 pcs per m achine 3 2 3 5 1 7 3 1440 m in 960 m in 1440 m in 2400 m in 480 m in 3360 m in 1440 m in 11,520 m in 1200 m in 800 m in 1000 m in 2400 m in 400 m in 3000 m in 1200 m in 10,000 m in

Idle =

11520-10000 11520

13.2%

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OUTPUT REQD: 1200 UNITS/DAY

Opn 1 2 3 4 5 6 7 Number of Stations 3 2 3 6 (+1) 1 8 (+1) 3 Theo. Time 1440 960 1440 2880 480 3840 1440 12,480 = = > = = > = Act. Time 1440 960 1200 2880 480 3600 1440 12,000

Idle =

12480-12000 12480

3.8%

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OUTPUT REQD: 800 UNITS/DAY

Opn 1 2 3 4 5 6 7 Number of Stations 2 (-1) 2 2 (-1) 4 (-1) 1 5 (-2) 2 (-1) Theo. Time 960 960 960 1920 480 2400 960 8640 = = = = > = = Act. Time 960 640 800 1920 320 2400 960 8000

Idle =

640 8640

7.4%

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SUMMARY
Output Rate 800 900 1000 1100 1200 1300 1400 1500 Total Number Of Machines 18 22 24 26 % Idle 7.4 14.7 13.2 3.8

CONCLUSIONS:

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INVENTORIES
Now how does one handle the idle time which occurs? *i.e., complete balance not possible. Ans. Work in-process inventories are used to decouple operations. Slack for machine breakdowns

Stat 1

Inven Stat 2

Inven Stat 3

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SYSTEM UTILIZATION LEVELS

Production Level (pcs/hr) Stat No. Hourly Capacity per Machine 40 55 60 80

2) 1 2 3 4 5 55 40 85 105 60 Avg. Util. Addl Mach. New Util. 73% 2) 100% 47% 38% 67% 65% 2 54% 69% 65% 52% 92% 75% 1 64% 100% 2) 75% 71% 57% 55%

2) 73% 2) 1005 94% 76% 2) 100% 70% 5 61% 67% 81% 2 72%

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How to Handle Scrap

Station 1 ? Station 2 Station 3 150 pcs/hr Operation 1 2 3 Std. Time (min/part) 0.3 0.5 1.1 Scrap% 5 3 4 Efficiency% 0.9 1.05 1.00

s s

What inputs are required at each station? How many machines are required at each station?

58

TERMS
Inputn = Outputn (1.00-Scrapn)

Efficiency =

Std. Time Actual Time

X 100%

59

Station #3

Input 150 (1-.04)

150

Input =

= 156.25 = 157

Std Time = 1.1 min/pc.

54.5 pcs/std. hr. x 1.00 Eff. 54.5 2.91 54 pc/hr./machine

157/54

3 machines

60

Station #2

157

Input =

Std Time = .5 min/pc.

120 pcs/std. hr. x 1.05 Eff. 126 pcs/hr./machine

162/126 = 1.28

2
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Station #1

Input =

Std Time = .3 min/pc.

200 pcs/std. hr. x .90 Eff. 180 pcs/hr./machine

171/180 = .95

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Operation

1 2 3 Total

Actual production rate (part/hr) per Mc 180 126 54

Production time (min) per Mc

Mc

Theoretical time (min)

Idle time (min)

57 77.14 174.44 308.58

1 2 3

60 120 180 360

3 42.86 5.56 51.42

Idle = (360 - 308.58)/360 = 0.143 Utilization = 1 - 0.143 = 0.857

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Final Layout
1 171 162 2 157 150 3

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Classprocesses: Problem A circuit line consists of four

A: chip production, B: assembly, C: test, and D: package. Three chips go into every assembly. The production and scrap rates are as follows: P r o c e s P re o d u c t i o n R a t ( P c s / h r )
A B C D 2 0 0 6 0 5 5 7 0 S c r a p ( % ) 1 5 1 0 5 0

What is the output rate of this line?

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