Layout and Material Handling System Optimization

Layout& material
handling/preparation system
ACKNOWLEDGMENTS
Above all, I praise the Almighty Father and Lord Jesus Christ who gave me His
enabling grace to successfully complete this project work within the given
time.
Thanks to my hosting company, MIE for placing & supporting me to do this

project work. I would like to appreciate all persons who devoted their
precious time & resources for giving me their full support & help.
With sincerity, I extend my warm and deep appreciation and gratitude to my

advisor, Ir. Bereket Areya (Industrial production & manufacturing system
Engineer) for his unreserved guidance and support to come up with this
project work. I am also grateful to Mr. Yonas, Mr. Amare, Wub-Igzabier & Elina
who helped/supported me to do my final senior project in right way.
My gratitude goes to Industrial Engineering Department for giving

responsibility and to interpret my theoretical knowledge since five years ago.
ESTIFANOS WORKU Page 1

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ABSTRACT
Production involves conversion of row materials or inputs to advantageous products or outputs

having safe and comfortable working area. This senior project is done in MIE by designing the
layout and material handling system to manufacture tanker for sugar manufacturing industry. It
starts from collection of data using different techniques, to design the layout and material
handling system, specifically on syrup bottle manufacturing.
The collected data is analyzed; and excel, AutoCAD/CATIA & flow chart is used for illustration
of the layout & material handling/preparation system. And using error & trial method the
efficient material utilization is addressed & proposed. There are indicated deference results by
the two charts due to deference in evaluation &control techniques. It clearly indicate the total
production cycle time is decreased from 1500minuts(25hr) to 1188minute(19.8hr); and the total
distance moved is decreased from 933m to 52m because of evaluated/improved necessary non-
value-adding activities and/or reduced/eliminated unnecessary non-value-adding activities.
First the non-value-adding & the critical activities that are crucial (value adding) activities are
identified using flow chart techniques, & illustrating how these activities are linked/arranged
together, their layout are prepared for arranged critical activities. The second flow process chart
shows the critical activities that are value adding for higher productivity of MIE so that MIE can
continually evaluate/improve necessary non-value-adding activities and reduce/eliminate
unnecessary non-value-adding activities, having proper layout & material handling/ preparation
system for the critical/value-adding activities.
Having proper layout for raw material store & workshops, and efficient material preparation
system (specifically for syrup bottle /code 905) is developed & proposed for MIEs new product
development strategy which maximize material utilization, reduce production time and welding,
provide workers convenience/easy and safety working environment, as a result having balanced
work flow among work stations the maximum productivity of the production line will be
ensured.

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TABLE OF CONTENT
CONTENTS
PAGE
UNIT 1........................................................................................... 1
1. INTRODUCTION........................................................................1
1.1. Background of the company and the study.....................................................1
1.2. Problem Statement....................................................................................................2
1.3. Objectives......................................................................................................................2
1.3.1. General objective.................................................................................... 2
1.3.2. Specific objective..................................................................................... 3
1.4. Significance of the study.........................................................................................3
1.5. Limitation of the study.............................................................................................3
1.6. Scope of the study.....................................................................................................3
1.7. Expected outcome.....................................................................................................3
1.8. Methodology of the study.......................................................................................4
1.8.1. Study area and period.............................................................................4
1.8.2. Study design............................................................................................ 4
1.8.3. Data Collection Techniques......................................................................4
UNIT 2........................................................................................... 5
2. LITERATURE REVIEW ON PRODUCTION LAYOUT AND MATERIAL

HANDLING SYSTEM.......................................................................5
2.1. Definition of production:..........................................................................................5
2.2. Plant Layout:................................................................................................................6
2.2.1. Definition Plant layout:............................................................................6
2.2.2. Problem of Plant layout:...........................................................................6
2.2.3. Objectives of PL:...................................................................................... 7

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2.2.4. Principles of Plant Layout:.......................................................................8

2.2.5. Factors Influencing Plant Layout:.............................................................8
2.2.6. Techniques used in Plant Layout:...........................................................13
2.2.7. Types of Plant Layout:............................................................................17
2.2.8. Symptoms of Bad Layout:......................................................................20
2.2.9. Plant Layout Procedure:.........................................................................20
2.3. Material Handling System.....................................................................................21
2.3.1. Definition of Materials Handling (MH):...................................................21
UNIT 3......................................................................................... 24
3. RESULT AND DISCUSSION.......................................................24

3.1 Data collection, analysis &processing..............................................................24
3.2 Layout preparation...................................................................................................24
3.3 Material Handling & preparation....................................................................................38
UNIT 4......................................................................................... 45
4. CONCLUSION AND RECOMMENDATION...................................45

4.1 CONCLUSION..............................................................................................................45
4.2 RECOMMENDATION...................................................................................................46
REFERENCES............................................................................... 47
APPENDIX.................................................................................... 48

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UNIT 1
1. INTRODUCTION
1.1. Background of the company and the study
Mesfin industrial engineering (MIE) is leading metal construction and electromechanical

engineering company located at 780kms-North from the capital city Addis Ababa, at Mekelle in
Tigray region. It was found in 1992E.C and established as one of the effort owned company with
an initial capital of 7 million Ethiopian birr which named by a fighter technician who graduated
from a poly technique college and become a manager of the workshop. The company is engaged
in the production of metal equipment and components for energy, mining, construction,
transport, agricultural and other related sectors.
Production Capacity: MIE is the biggest single trailer manufacturer. It designs and manufactures
vehicle bodies, trailer as well as high and low bed semi-trailers. MIE has a capacity of
manufacturing over 1500 trailers and semi-trailers per annum. It has a full capacity of
manufacturing and erecting hydro electric components such as penstocks, steel liners, gates and
reservoirs. It has also a unique rolling machine in East Africa that produces very large fuel
storage talks. The Mega Rolling Plant has a total annual design capacity of producing storage
tank of one million liters. The material preparation plant of MIE is equipped with modern
cutting, shearing, bending and rolling machines. The machines include the following among
others:
- CNC Oxy-acetylene cutting machine

- Two NC hydraulic bending process of 400 ton capacity
- Two hydraulic Shearing machine
- One manually operated hydraulic shearing machine
- One manually operated hydraulic bending press
- Two rolling machines
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- One automatic band saw and all the pre-welding and pre-assembly activities are
carried out in this plant.
The company has made huge investment towards introduction of new technologies and
upgrading skills by training personnel both locally and abroad. MIE, backed up with skilled
manpower and modern machineries, is pioneer company in Ethiopia and East Africa in the
production of prefabricated petroleum storage tanks in its own plant.
Production improvement helps in facilitating the manufacturing process and increases

productivity. While improving the production area there will be effective utilization of labor,
equipment and space.
MIE produces dry cargo and fuel semi-trailer trucks. It is the first local company to be occupied
in the manufacturing of penstock elements using and steel liners for hydropower stations of
trailers. Most workshop of the company has unclear layout and needy material handling system.
This is due to the layout type the shop use.
Currently, MIE is to start up production of new product for sugar manufacturing process. This
study will design layout& material handling/preparation system that makes work easier, quicker
and rapid, rewarding (satisfying), safer and protected, enjoyable and also exciting for employees
during manufacturing process of these products.
1.2. Problem Statement

With new product development strategy, the main problem of MIE is its difficulty to clearly
identify & design layout and material handling/preparation procedure in order to avoid causes
of poor utilization of material and backtracks.
1.3. Objectives
1.3.1. General objective

The objective of this study is to design the layout and material handling/Preparation system for
effective/efficient sugar tanker manufacturing process.

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1.3.2. Specific objective

1. To utilize the space/resources most effectively/efficiently, controlling the material
handling/preparation &internal movement /transportation from station to station.
2. To design the layout and material handling/preparation system for mfg of tankers of :
o Maximum shell & cone diameter =3 meter, but the actual layout can accommodate
shell & cone with diameters up to 4 meter.
o Maximum tanker height = 9 meter that is
Maximum leg height =2 meter
Maximum cone height =1 meter(considered 5with stand length)
Maximum shell height = 6 meter
3. To provide workers convenience/easy and safety working environment
4. To avoid unnecessary investment of capital
1.4. Significance of the study

This study helps MIE to have high production by designing the layout of the workshops and
proper utilization of material handling/preparation system. In addition, the study will have much
importance on workers by making the working area simple and uncomplicated, safe and
protected, and enjoyable while making good working environment.
1.5. Limitation of the study

The reason to limit the scope of this project is the problem that the company has and the time
limit given to do this project.
1.6. Scope of the study

The scope of this study design focuses only on one workshop layout designing, and material
handling/preparation procedure; but the procedure of designing the layout and material
handling/preparation for other workshops follows similar procedure.
1.7. Expected outcome

Proper layout and material handling system will be proposed for effective/efficient sugar tanker
manufacturing process so that the space/resources are utilized effectively/efficiently, controlling
the material handling/preparation &internal movement /transportation from station to station.
(Balanced work flow among work stations).

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1.8. Methodology of the study
1.8.1. Study area and period

This study tries to summarize/cover the overall concept of layout and material handling/
preparation techniques that ensure higher productivity of tanker manufacturing process.
1.8.2. Study design

This is used to plan and makes the study for particular use; emphasizing on features such as its
appearance, convenience, and efficient functioning, based on customer focus. The data is to be
collected regarding the various processes, sequence of operations, and material flow frequency of
travel, space requirement, activities and their relationships. Finally, Process charts (Operation
process charts, flow process charts) technique is used to analyze the data & design the layout.
To reach at the desired solution, the following methods are designed:
The study must be dealt with in good time.

Measuring parameters must be maintained.
System data must be well known & studied.
Series of Steps must be carried out to perform the tasks.
Safety guards &care Instructions should be included.
1.8.3. Data Collection Techniques

Primary data collection technique
- unstructured interviewing for higher level and lower level workers in the work shops
- direct observation of the work area
Secondary data collection technique
- determining the existing layout
- referring documentation and
- layout structure of the company

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UNIT 2
2. LITERATURE REVIEW ON PRODUCTION LAYOUT AND MATERIAL

HANDLING SYSTEM
PRODUCTION
Main parts of review: LAYOUT
MATERIAL HANDLING/PREPARATION
2.1. Definition of production:

Production is the process of conversion of raw materials or inputs to form advantageous products
or outputs having safe and comfortable working area.
Product customization can greatly affect production flow. While consumers push for greater
customization, manufacturers realize the expense associated with customization. A clear
illustration of this selection of options occurs in the automobile industry. At the early inception of
the mass marketing of the automobile to the general public, Henry Ford stated that the consumer
could have it in any color they like, as long as it was black. This approach allowed for the
production of a relatively affordable and the first mass-produced automobile. Facilitating the
working area and safety of this area, they can enhance productivity of their company.
The most efficient product flows start at one end with accumulation of raw materials and
subassemblies and progress sequentially to the other end with the final stocking or shipment of
the product. The process tends to be forward moving with little or no backtracking. Backtracking
can be a sign of inefficiencies in the process, such as quality problems, that result in rework.
Moreover, confusion with respect to order sequencing and priorities may prevail at the work
center as products have varying degrees of completion. A legitimate reason for backtracking
would be the sharing of similar machinery during subsequent steps in the process as a result of
excess capacity.
We all know the phrase 'time is money' and to a great or lesser extent we have expertise in the
'money' part of this saying. We speculated on how we can earn more, save more, manage it

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better, and get a better return on the money we invest and so on. Given that time is money, all we
really need to be is experts in time, to produce the productive product in our organizations.
Some simple work measurement (no stop watch / study board required) and some analysis and
you will come up with improvements in the ratios of input resources (essentially time and
money) and output (goods or services) in your work place. One of the ways to have productive
production system is by considering its layout and material handling system.
2.2. Plant Layout:
2.2.1. Definition Plant layout:

Plant layout can be defined as the physical location or configuration of departments,
workstations, and equipment in the conversion process. It is a special arrangement of physical
resources used to create the product. Plant layout is a plan of an optimum arrangement of
facilities including personnel, operating equipment, storage space, material handling equipments
and all other supporting services along with the design of best structure to contain all these
facilities (James Moore).
It is the smart selection of the location of the plants and machines in such a way that facilitate
un-interruption and quick movement of input materials through pre-determined cycle of
operations which is with maximum material management and handling & with minimum overall
cost of the entire process. Plant layout is placing the right equipment, coupled with the right
method, in the right place to permit the processing of product in the most effective manner
through the shortest possible distance and in the shortest possible time. Plant layout change
arises due to:
2.2.2. Problem of Plant layout:

1. Change in the production design/ introduction of the new product.
2. Change in the volume of demand for the companys product.
3. Increasing frequency of accidents because of existing layout.
4. Plant and machinery become out dated and is to be replaced by new one.
5. Poor working environment affecting worker efficiency and productivity
6. Change in the location or markets.
7. Minimizing the cost through effective facilities location.

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2.2.3. Objectives of PL:

A major objective of plant layout is to design a physical arrangement that meets the required
output quality and quantity most economically. Plant layout is the best relationship between
output, space and manufacturing cost. The Specific objectives of plant layout are:
1. Streamline the flow of materials through the plant.

2. Facilitate the manufacturing process.
3. Maintain high turnover of in process inventory
4. Minimize materials handling.
5. Effective utilization of men, equipment and space.
6. Make effective utilization of cubic space
7. Flexibility of manufacturing operations and arrangements.
8. Provide for employee convince, safety and comfort.
Structuring the evaluation process forces the identification of key factors. For instance, what is
wanted? How will it be achieved and how will it be recognized? For design options to qualify for
evaluation they must meet fundamental criteria. One way to establish validation criteria is to
prepare a list to which management can react. Submitting a preliminary list for consideration
saves management time. A process of criteria validation confirms project assumptions and avoids
wasted effort caused by unclear project definition. All options to qualify must:
Meet forecast capacity needs

Be consistent with company image
Support operations strategy
Allow for new product introductions
Provide for rapid material velocity. (Kjell B.Zandin, 5th ed.2004.)
Placement of one or more facility, each in optimum locations assigning the customers in best
possible manner, not only improve flow of material and service offered by the facility to
customers, but also uses the facility at an optimum manner, thereby reducing a need for
multiple duplicating or redundant facilities.

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2.2.4. Principles of Plant Layout:

1. Principle of integration: a good layout is one that integrates men, materials, machines and
supporting service and others in order to get the optimum utilization of resources and
maximum effectiveness.
2. Principle of minimum distance: This principle is concerned with the minimum travel (or
movement) of man and materials. The facilities should be arranged such that, the total
distance traveled by the men and materials should be minimum and as far as possible
straight line movement should be preferred.
3. Principle of cubic space utilization: The good a layout is one that utilizes both horizontal
and vertical space. It is not only enough if only the floor space is utilized optimally but the
third dimension, i.e. the height is also to be utilized effectively.
4. Principle of flow: A good layout is one that makes the materials to move in forward
direction towards the completion stage, i.e. there should not be any backtracking.
5. Principle of maximum flexibility: The good layout is one that can be altered without much
cost and time, i.e. future requirements should be taken into account while designing the
present the present layout.
6. Principle of safety and security and satisfaction: A good layout is one that gives due
consideration to workers safety and satisfaction and safeguards the plant and machinery
against fire, theft, etc.
7. Principal of minimum handling: A good layout is one that reduces the material handling to
the minimum.
2.2.5. Factors Influencing Plant Layout:

For proper lay out, it is necessary that all the factors which are part and parcel of production
activates and have bearing on the layout of plant, whether apparently important or not should be
considered very carefully in the initial stage of planning. It may create problems at a later stage
and may cost in a big way due to high production costs or long movement of material or product.
Rectification of this is very difficult and costly.
1. Type of production/industry
a. Synthetic process
b. Analytical process
c. Conditioning process
d. Extractive process
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2. Influence of Processes
One of the most important factors, which are considered, is the process through which the
material passes in the concern. Much care should be given to the materials handling problem,
position of storeroom and tool room.
3. Flexibility of layout
Flexibility in layout can be secured in following ways:
i. Keep enough unobstructed floor areas.
ii. Separate electric motors be allowed on individual machines
iii. Mobile machinery to be used, where possible.
iv. Equipment to be placed on rubber footing instead of being fixed permanently.
v. Portable conveyor units may be employed.
vi. Make use of portable Jigs and fixtures.
4. Production system/volume of production job shop, batch production, mass production.

5. Scale of production.
6. Availability of total area.
7. Arrangement of material handling system.
8. Type of building single story or multi-storey. In this case layout engineer can specify the
bay width, column spacing, floor loads, window areas, and location of stairs, elevators and
other building features as per requirement and economic production of goods, besides
efficient utilization of space.
9. Future expansion plan.
Expansion plans should be given due consideration at the initial stage of planning the layout,
otherwise the plant or layout grows in haphazard way.
10. Type of production facilities dedicated or general purpose.

11. Machine requirements
Main factor for determining machine requirements forma particular operation are:
1) Total number of production cycle over some unit time interval, P

2) The time required to perform the operation, T
3) The length of the unit time interval, H, and
4) The use or utilization of hr machine C.
The number of machines required for an operation, is then N=TP/HC

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12. Nature of product i.e. heavy or light, large or small, liquid or solid. Product must be
considered Product design, product specification & quantity and variety of products.
13. Work station design
In the design of workstation layout generally following space requirements are taken into
consideration:
i. The rectangular space occupied by the length with of the machine or group of machines.
This should include the space needed for covers, wheels, shafts, levers, doors, pulleys,
handles etc.
ii. Floor space for the power source or say electric motor when placed on the floor or
within the working area.
iii. Floor space required by the workers to perform work.
iv. Clearance space for feeding the work on and off the machine.
v. Space for racks, conveyor or stations, bins etc, which either contain the work to be
processed or receive the work after it has been processed on the machine.
vi. Space for tool racks, work benches and auxiliary equipment etc. required by the
individual machine, if any
14. Storage space requirement

The space requirement depends on various factors, such as:
i. The quantity of raw materials required to be used per hour.

ii. Volume and weight of partially processed part a waiting moving from one machine
to the next machine.
iii. Volume and weight of parts on the move from one the parliament to the next dept.
iv. Volume and weight of scrap.
v. The ceiling height of the plant building.
vi. The door load bearing capacity.
vii. Total production per assembly.
viii. The raised ground required for storage.
ix. Methods to be adopted for storage purpose.
15. Characteristics of materials

Because of its physical and chemical characters tics materials is to be used for products,
influence a plant layout. Each product component or materials certain characteristics that may

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affect a layout are: Shape, size, weight and condition also affect the choice of the type of layout,
choice of the material handling equipment and the storage facilities.
16. Employee facilities

A proper thought is given to the comfort and convenience of the employees so that they for
satisfied and safe while they are in the factory. Industrial acts also demand service like medical
facilities, canteen, locker rooms and lavatories as essential services, Noise, heat, light, ventilation
and vibrations etc.
17. Adaptability and versatility

Lay out should be able to meet the emergencies and variations without any difficulty. Versatility
of any layout is measured by its ability to handle a variety of products.
18. Types of machines and equipment:

Machines and equipment may be either general purpose or special purpose. Their requirements
are different in terms of speed, space and material handling process.
i. Manually operated Machinery

ii. Semi-automatic Machinery
iii. Fully automatic Machinery
iv. Standard Machinery
v. Universal Machinery
vi. Multi -operation Machinery
vii. Single- purpose Machinery
19. Effect of location /site on layout

The region selected for location of a plant determines as to which parts or sub-assemblies will be
purchased from suppliers and which will be manufactured in the plant itself. Some regions have
numerous suppliers and subcontractors, where plant can rely on them.
20. Material flow (movement) Process

Material flow should be in a straight line without back tracking or cross flow.
Material should move without delay, and there should not be unnecessary
handling to avoid undue physical efforts and chance of damages. A good
layout also provides for the easy and safe movement of production workers,

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indirect workers and supervisors. Some factors that may influence selection
of possible sites for a machine are the following:
1. required floor space and floor space available

2. cost of installation
3. availability of auxiliary equipment
4. travel time and distance between existing and new machines or offices
5. workflow between existing and new machines or offices
6. weight or physical size of the units that are processed
7. In-process inventory
In manufacturing, layout consists of arrangement of plant sites with lines, buildings, major
facilities, work areas, aisles, and other pertinent features such as department boundaries. Because
of its relative stability, facility layout probably is one of the most crucial elements affecting
efficiency.
2.2.6. Techniques used in Plant Layout:

The quality and quantity of the data on various factors is required to develop a good layout. The
data is to be collected regarding the various processes, sequence of operations, and material flow
frequency of travel, space requirement, activities and their relationships. The following tools are
techniques are used to analyze the data.
1. Process charts (Operation process charts, flow process

charts)
2. Travel Chart (From-to-chart)
3. Diagrams (flow diagrams and string diagrams)
4. REL (Relationship chart)
5. Templates
6. Assignment or Scaled models
1. Flow and Operation Process Charts
A flow process chart is usually developed for each component and
subassembly in the manufacturing of a final product. Flow process chart is a
descriptive method showing the flow of material through various process
activities. The major five activities are designated are:
1. Operation: performed when material is intentionally changed in its

physical or chemical form to obtain a desired result.

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2. Transportation: When an object is moved for a specific reason,

transportation occurs.
3. Inspection: occurs when quality or quantity is verified separately from the
operation activities.
4. Delay: occurs when an object cannot be operated on, moved, inspected,
or stored.
5. Storage: An object is stored when it is protected and held further action is
warranted.
Flow Process charts is prepared:

- To understand the overall nature of the process being studied
- To help analyze materials flow in order to eliminate costly errors
- To help determine adequate space to avoid safety problems
- To avoid unsuitable flow patterns that result in additional handling
- To determine adequate storage space to support the production rate
- To locate inadequate aisles for safely handling of the product
- To examine the possibility of combining operations by grouping
machinery or manual operations, avoiding extra handling, storage
and delays
- To avoid cross-traffic and backtracking of the material in the process
Remark
s/n Symbol Description
1 Operation
2 Store
3 Inspection
1. Travel 4 Transportation Chart

(From- 5 Delay to-chart)
i.e. the trip
frequency chart
The travel pattern between the departments can be determined from this chart, providing
valuable data for the locating blocks. Figure 1 shows a trip frequency chart corresponding
to the previous layout. The steps used to construct this chart are:

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i. Construct a matrix showing all departments on both the left and the top
of the matrix.
ii. Estimate the number of moves required by the material handlers to
support production in an average day or shift between the two
departments; e.g. 8 trips from department 103 to 104.
The higher the number, the closer the departments (blocks) should be located to reduce
traveling distance, time, and downtime, and also the material traffic avoids going through
unrelated areas. It can also save aisle space by providing wider aisles only for necessary
blocks.
From\To 101 102 103 104 105 106

101 - 15 4 3 4 2
102 9 - 12 3 4 7
103 0 7 - 8 1 0
104 0 2 1 - 12 2
105 0 0 1 9 - 10
106 1 0 0 2 8 -
Fig. travel chart (Trip frequency chart) constructed with inputs from departments represented
by functional blocks.

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Importance of relationship
1
1. Conference room
I 2
1
I
2. President
O 1 U 3 ValueCloseness rating
5 AAbsolutely Necessary
U O Reason in codeEEspecially important
3. Sales department U O
2
U
I 5
U U
IImportant
4. Personnel 4 OOrdinary closeness
O O U U
5
O
5
O I U UUnimportant
5. Plant manager
A
5
O
5 E 4
O XNot desirable
4
4 5 O 5
A I
6. Plant engineering office 3
I 4 O O 4
4 5 44 CodeReason for closeness
O O
7. Production supervisor U 5 5
E 1Frequency of use
O5 6
8. Controller's office 2Degree of personal contact
I 3Use of common equipment
4
9. Purchasing department 4Share same space
5Use common records
6Information flow
Fig. Relationship chart establishes relative closeness of functions to help in preparing block layou
2. Relationship chart
A relationship chart is extremely effective in cases when the product or
traffic pattern cannot be easily established. The figure shows a relationship
chart made by the following steps:
1. List all departments of activity centers (blocks shown on left).
2. Using the rating code, assign value in the top half of the blocks
intersecting two departments.
3. Assign an appropriate code from the reason in the bottom half of the
block.
Usually, each department can help assign frequency and closeness values.
Inconsistencies arise when two departments rate their relationship with
each other differently. One way to resolve this is to have one person
knowledgeable about both functions provide the rating for each pair of

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departments. The relationship chart aids in understanding the interrelatedness of the

functions of all departments.
Layout decisions have a tendency to be:
- intermittent
- Expensive to implement
- Studied and evaluated extensively
- Long-term commitments
Classification of layout depends on the following criterias
Value: -worth and significance
Volume: -amount capacity and dimension of the product
Variety: -diversity or different type of the product
The objective of layout is to develop an economical layout which will meet the requirements of:
- product design and volume
- Process equipment and capacity
- quality of work life
- building and site constraints
A good layout requires:
an understanding of capacity & space requirements
selection of appropriate material handling equipment
decisions regarding environment and aesthetics
identification and understanding of the requirements for information flow
identification of the cost of moving between the various work areas
There are many types of layouts but before classifying the layout there are things to be
considered like:
the diverse activities
raw materials arrive at a shipping dock
processing throughout machines
finished products position through the shipping territory
space for:
- employee rest
- finishing goods
- Dressing room
A layout is considered to be tough if it performs well under all production scenarios. This
layout may not be optimal under any specific scenario, but it is also not too far off from the
optimal under all possible scenarios. Consider uncertainties explicitly in determining plant
layout. They formulate a stochastic dynamic layout problem under the assumption that the
following are known a priority:
(i) Material flows between departments for each of several pre-specified planning periods
(ii) The probability of transitioning from one flow matrix to another. The model is solved via
dynamic 6 programming for small sized problems and using heuristics for larger ones.

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Although this method considers additional factors such as additional buffer space and
layout changeover costs, it is computationally intractable in the multiple period cases.
2.2.7. Types of Plant Layout:

There are several alternative types that are suitable for different product variety and production
volume. Determining the type of layout is the most important decision because it has an impact
in many aspects of the production system.
A. Process layout
Process layout is a type of layout in which all the plants associated with a particular type of
process are grouped together, is typical in job shop and batch production. Job shop production is
characterized by manufacturing of one or few quantity of products. The distinguishing feature of
this is low volume and high variety of products. This type of layout and associated flow pattern
results in the most number of moves, the highest setup times, and the longest moves for each
manufactured product. It is:
Used when the operations system must handle a wide variety of products in relatively
small volumes (i.e. flexibility is necessary)
Designed to facilitate processing items or providing services that present a variety of
processing requirements.
The layouts include departments or other functional groupings in which similar kinds of
activities are performed.
A manufacturing example of a process layout is the machine shop, which has separate
departments for milling, grinding, drilling, and so on.
Used for products that has long product lead time.
B. Product layout:
Product layout is also called assembly line or flow shop layout.
- Product layouts are used to achieve a smooth and rapid flow of large volumes of products
or customers through a system.
- A job is divided into a series of standardized tasks, permitting specialization of both labor
and equipment.
- Product layouts achieve a high degree of labor and equipment utilization.
Nature of product layout
Special-purpose equipment are used

Changeover is expensive and lengthy
Material flow is continuous
Material handling equipment is fixed
Little direct supervision is required
Layout& material
Planning, scheduling and controlling functions are relatively straight-forward

Production time for a unit is relatively short
In-process inventory is relatively low
C. Cellular layout
Cellular layout is a type of layout in which machines are grouped into what is referred to as a
cell. Groupings are determined by the operations needed to perform work for a set of similar
items, or part families that require similar processing. These relate to the grouping of equipment
and include faster processing time, less material handling, less work-in-process inventory, and
reduced setup time. Cellular layout is used when the operations system must handle a moderate
variety of products in moderate volumes. The large volumes handled by these systems usually
make it economical to invest huge amount of money in equipment and job design.
D. Fixed position layout

In fixed-position layouts, the item being worked on remains stationary, and workers,
materials and equipment are moved as needed. It is used in large construction projects
(buildings, power plants, and dams), shipbuilding, and production of large aircraft and space
mission rockets.
Fixed-position layouts are widely used for farming, firefighting, road building, home building,
remodeling and repair, and drilling for oil.
E. Combination (Mixed) layout
It is a combination of two or more layout types. Take an example of layout of supermarket

which is fundamentally of a process nature, and however we find most use fixed-path material-
handling devices such as roller-type conveyors both in the stockroom and at checkouts, and belt-
type conveyors at the cash registers. Other example is hospital layout which also uses the basic
process arrangement, although frequently patient care involves more of a fixed-position
approach, in which nurses, doctors, medicines, and special equipment are brought to the patient.
Table: Comparison between process and product Layout

Layout& material
S.N Chrematistic
Product Layout Process Layout
o s
1 Nature A Sequence of facilities as per All similar facilities are grouped
processing re requirement of products together
2 Application High volume, few products High volume and high Varity
3 Product Standardized, stable rate of out put Diversified or Varity of products
using common operation
4 Work flow Straight line, same sequence of Variable flow for each product
operations for all product type
5 Material Flow predictable and systematic can Cannot be automated as flow
Handling be automated easily depends up on the product type
6 Inventory High turnover of raw materials and Low turnover of both raw material
WIP inventory and WIP
7 Break downs Brake down in any one machine stops Can tolerate breakdowns
production line
8 Production Simple Complex
center
9 Flexibility Low High
10 Space Efficient Low
utilization
11 Product cost High fixed cost, Low variable cost Low fixed cost, High variable cost
2.2.8. Symptoms of Bad Layout:

1. Long material flow lines and backtracking (re handling).
2. Poor utilization of space.
3. Congestion for movement of materials and men.
4. Large amount of work in process
5. Long production cycles.
6. Excessive handling of materials.
7. More frequent accidents.
8. Difficult to supervise and control.

Layout& material
9. Spoilage of products during handling.

10. Production line bottlenecks.
2.2.9. Plant Layout Procedure:

1. Collect the detailed information about the product, process, etc and record the data
systematically
2. Analysis the data using various techniques of analysis.
3. Select the general flow pattern for the materials.
4. Design the individual workstations.
5. Assemble the individual layout into total layout in accordance with general flow pattern
and the building facilities.
6. Coordinate the plan with plan for handling materials.
7. Complete the plant layout: Convent the plant layout into floor plans that is to be used by
the plant engineer for installation of equipment.
2.3. Material Handling System
2.3.1. Definition of Materials Handling (MH):

Materials handling should be considered an integral part of the total manufacturing operation. It
is a function that enables the interactions of man, material, and machine. There are instances
where small plants have been haphazardly expanded several times to meet growing production
needs in which providing the best system is difficult due to restrictions on capital, time, and
resources. If the MH is not considered as part of the cost and profit equation in the planning
stages, the future of the enterprise may be gravely affected. If the facility is not initially planned
with these handling requirements, they become difficult to add at a later date.
The study of MH is a systematic approach to using knowledge and resources, which include
labor, materials, capital, and innovative techniques. The MH function was once a separate entity
in the manufacturing organization and was considered to be an "improve as you progress"
concept. It is now taking its rightful place in concurrent engineering as an essential part of
facility design.

Layout& material
Material Handling refers to the moving of materials from the store room to the machine and
from one machine to the next during the process of manufacture. It is also defined as the art
and science of moving, packing and storing of products in any form. Material handling devices
increases the output, improves quality, speeds up the deliveries and decreases the cost of
production. Hence, material handling is a prime consideration in the designing new plant and
several existing plants.
Materials handling can be also defined as the function dealing with the preparation, placing and
positioning of materials to facilitate their movement or storage. Material handling is the art and
science involving the movement, handling and storage of materials during different stages of
manufacturing. (S.ANIL KUMAR /N.SURESH, 2006)
Material handling represents an area where major waste, loss of resources, and loss of
productivity can occur and where management can effect major improvements in both
productivity and profitability by reducing or eliminating accident-causing hazards. (Industrial
engineering handbook)
The requirement in the field of material handling is understandings by the user, save whether a
firm or distributor understands the material handling decision available and the basic principles
of material handling. Main elements of material handling are: Space, motion, quantity and time.
The handling activities accomplished in manufacturing industry are:

Unloading, Loading and shipping
Receiving and temporary storage location
Storing
Issuing
Work place handling
In process handling and storage
Inter departmental
Intra plant
Packaging and Ware housing of finished goods

Layout& material
Whether the material is moved manually or with the assistance of mechanized equipment,
material handling can result in injuries, property damage, or loss of product. The mishandling of
materials is considered the single largest cause of accidents and injuries in the workplace.
Materials handling is estimated to account (at least in part) for 20 to 45 percent of all
occupational accidents .The best method for increasing the safety in materials handling is to
reduce or eliminate it altogether.
In other words, the less materials must be handled, the safer and more efficient the operation. In
the initial design or redesign of facilities, the objective is to eliminate unnecessary manual or
mechanical handling of materials. Ideally, this is done when the facility layout and equipment are
designed. For example, designs should place receiving areas for raw materials as close as
possible to the machinery that will use those materials. When the handling of materials cannot be
eliminated altogether, an alternative is to use mechanical equipment in place of manual handling.
Moving by Hand:
Sometimes, manual handling and lifting of materials is necessary, and ergonomic principles must
be employed to ensure that the manual handling is performed as safely as possible. The
consideration of ergonomics in the design of manual material-handling tasks can result in
reduced physical stress and lower injury costs. The weight of the load and the bending, twisting,
and turning of the body are often associated with injury during manual material handling.
Injuries include:
1) Musculoskeletal strains and sprains from lifting or moving loads that are too heavy or too
large,
2) Fractures and bruises caused by dropped or moving material or getting caught in pinch
points, and
3) Cuts and damages caused by displacement of improperly stored material or incorrect cutting
of ties or other securing devices.
The following general guidelines minimize the musculoskeletal hazards associated with manual
material handling:
- Keep the load close to the body.
- Use the most comfortable posture.
- Do not twist while lifting or lowering the load.
- Lift slowly and evenly (dont jerk the load).
- Securely grip the load.
Layout& material
- Use a lifting aid or get help.

Moving by Machines:
There are different types of machines of material handling. Take forklift as an example. When a
powered industrial forklift is used to move material, the load must be squarely centered on the
forks as close to the mast as possible. The lift truck must never be overloaded. Stacked loads
must be correctly piled and cross-tiered whenever possible.
Here in our country there is less utilization of technology since we are developing and the people
that use the technology are not experienced that causes mishandling of materials while
transferring from one workstation to the other. Developed countries are well experienced with
the technology as well as the utilization of material handling equipment
UNIT 3
3. RESULT AND DISCUSSION
3.1 Data collection, analysis &processing

From unstructured interviewing for higher level and lower level workers in the workshops
and direct observation of the work area, the following data are collected:
the size of the work shop (60m x24m)
the space available for material store
the critical &none critical activities that are crucial (value adding) &cost (none value
adding) to MIE.
The machines & operations required (shown in the flow process charts)
the existing layout structure of the company
the data at the appendix
The data are collected regarding the various processes, sequence of operations, and material
flow, frequency of travel, space requirement, activities and their relationships. Finally, Process
charts (Operation process charts, flow process charts) technique is used to analyze the data &
design the layout. This analysis clearly shows the result/deference of the two flow charts that are
shown at the end or summary of the charts.
Layout& material
3.2 Layout preparation

Currently MIE is using job shop layout to produce its product having the following operations
excluding independent activities. In this type of layout setups and work-in-process inventory
levels tend to be high, work center utilization vary greatly, and sometimes actual run times can
be a small percentage of total lead time. Throughout the years the company is improving its
production by different means. In 2001 there was an improvement of this process in the external
movement of the material handling/preparation system, equipment utilization, although it is not
applied on the company that tries to identify the effectiveness and efficiency of the company
using material handling/preparation system.
Currently MIE is searching for new Layout of tanker manufacturing for sugar production. To
achieve its company mission/goal and to improve its productivity continuously it should follows
steps that provide a strategy for eliminating non-value-adding costs/ activities. These will
include:
1. Identify Activities.
2. Identify Non-Value-Adding Activities.
3. Understand Activity Linkages, Root Causes, and Triggers.
4. Establish Performance Measures.
5. Report Non-Value-Adding Costs.
The following flow process chart (the first chart/click on sheet1) shows both the critical &none
critical activities that are crucial (value adding) &cost (none value adding) to MIE. The emphasis
is on the activities themselves, by which the overall work is accomplished in the organization.
This is the identification and description of the activities conducted in the enterprise. Through
these activities analysis it can identifies the root causes of activities, the events that trigger
activities, and the linkages among activities.
An important goal of this activity-based management is to identify and eliminate non-value-

adding activities and costs that are either:
i. Unnecessary and dispensable or

ii. Necessary, but inefficient and improvable.

Layout& material
Therefore, MIE should Reduce/eliminate Unnecessary non-value-adding activities and

continually evaluate/improve Necessary non-value-adding activities; by determining whether an
activity adds value or not by asking the following questions:
Is the activity necessary?

Is the activity efficiently performed?
Is an activity sometimes value-adding and sometimes non-value-adding?
In identifying non-value-adding activities, it is critical to understand the ways in which activities

are linked together/arranged using flow chart techniques and to prepare the layout of arranged
critical activities.
The following flow process chart (the second chart, click on sheet2) shows the critical activities
that are crucial (value adding) for higher productivity of MIE. These shows how continually
evaluate/improve Necessary non-value-adding activities and Reduce/eliminate Unnecessary non-
value-adding activities. Then the layout for the critical activities will be designed. There are
indicated deference shows by the two charts due to deference in evaluation &control techniques:
Chart 1 Chart 2
- Total production cycle time 1500minute 1188minute

- Total Distance(m) moved 933m 52m
Flow chart for cylindrical tanker productions (click hyper link)

Layout& material

Layout& material

Layout& material

Layout& material

Layout& material

Layout& material

Layout& material

Layout& material

Layout& material

Layout& material

Layout& material
All dimensions in
Figure: workshop 2 layout
Good layout process involves the minimization of transportation cost, distance, or time. An
efficient layout can reduce unnecessary material handling, help to keep costs low, and maintain
product flow through the facility. While optimizing this process there are things to be considered
like:
- Cost: moving, installation, maintenance and commission
- Benefit: expressing the reward for the company by designing the layout and
material handling/preparation considering: Time, Distance & Cost of material
handling, Labor etc.
To minimize the distance and the time used to bring materials from store to material preparation
shop, consider the following:
- Relationship of the shop with other shops
- Distance of inclination of the floor
- Availability of space for the materials to be placed
- Objective of the new door to be opened
- Electrical system of the machines
Layout& material
- The x-brace that appears in the workshop

- Machine implementation
3.3 Material Handling & preparation

There is different material handling systems in MIE. Some of them are; forklift, overhead and
movable crane, trolley and truck. These material handling equipments are not used properly
which causes the materials to have shorter life time (frequently inspection) and tense working
environment. The mishandling of materials is also considered the single largest cause of
accidents and injuries in the workplace. Materials handling is estimated to account from 20 to 45
percent of all occupational accidents. The cost utilization of material handling system increase by
Time delay/ waiting for the overhead crane, Misusing of material handling equipments and
Excessive movement of material handling equipment due to the layout problem. The above
layout figure (raw material store layout) preparation is the first step in proper material handling/
preparation systems. Most of material handling operations are performed repeatedly that will
result in wastage of time and total productivity. Therefore, shortened distance and time by using
effective layout and material handling/ preparation system is one of the engineering applications
for MIE. The applications are illustrated through the following example.

Layout& material
Procedure of material handling/ preparation
First the surface area(Asc) of the object is (syrup bottle) is calculated

by changing the circular object into rectangular area(Lxh)
Then by trial and error method the area of the raw material that best
much (with lower waste left) the area of the object is determined from
the available raw material
Then the optimal material preparation from the selected material is

prepared.
Asc =L*h + Ab1 + Ab2 dh+ r 2+ r 2 , given: d=2r &h
Asc =3.14*2.2*2.5+3.14(2.2/2)2+3.14(2.2/2)2

Layout& material
Asc = 24.89m2 for single syrup bottle.
Asc = 24.89 * 3=74.67m2 for the three syrup bottles.
Therefore from the available raw materials (L x W) the 6 x 2.5 raw material is
the best match.
i.e. A rectangular material = L * W =6*2.5=15m2 (using 5 pieces; A rectangular material =

15*5=75m2
6.9

Layout& material

Layout& material
from
this:

Layout& material

Layout& material

Layout& material

Layout& material
UNIT 4
4. CONCLUSION AND RECOMMENDATION
4.1 CONCLUSION
In the result section, the study displays the availability situation of the selected material
according to the scope of the check. The designed layout will minimize transportation cost,
distance to be moved, or time. It is efficient layout to reduce unnecessary material handling, keep
costs low, and maintain smooth product flow through the facility. While optimizing this process
there are things considered:
- Cost: moving, installation, maintenance and commission

- Benefit: expressing the reward for the company by designing the layout and
material handling/preparation considering: Time, Distance & Cost of material
handling, Labor etc.
To minimize the distance and the time used to bring materials from store to material preparation
shop relationship of the shop with other shops, distance of inclination of the floor, Availability of
space for the materials to be placed, Objective of the new door of store to be opened etc. are
considered.
Both the non-value-adding & the critical activities that are crucial (value
adding) activities are identified using flow chart techniques, & illustrating
how these activities are linked/arranged together the layout of arranged
critical activities are prepared. The second flow process chart shows the
critical activities that are crucial (value adding) for higher productivity of MIE
so that MIE can continually evaluate/improve necessary non-value-adding
activities and reduce/eliminate unnecessary non-value-adding activities,
having proper layout &material handling/ preparation system for the
critical/value-adding activities.

Layout& material
4.2 RECOMMENDATION
MIE is strongly recommended to use the techniques that are addressed by
this study before starting the manufacturing process of the new product
developed. The proper/ efficient designed layout and material
handling/preparation exactly shows how it can overcome the cost of non-
value adding activities.
The flow process charts shows all stages of non-value adding activities in
order to manage them throughout its product production life cycle.
MIE should have the control & management system starting with proper
layout & material handling, then during material preparation and fabrication
system. Additionally, it is too crucial to MIE to refer the unit 2 & 3 of this
study.

REFERENCES
1. Kjell B.Zandin, May lords Industrial Engineering Handbook." 5th ed.
McGraw-Hill, 2004.
2. Dialup Resole, Logistics of Facility Location and Allocation. Louisiana
University, 2001.
3. Dr. Ram Naresh Ray (PH.D), A Modern Approach to Operations
Management, New Age International (P) Limited publisher.
4. Ed. Richard C.Dorf, The Engineering Handbook, Boca Raton: CRC press
LLC,2002
5. S.Anil Kumar/ N.Suresh, Production and Operation Management, New Age
International (P) Limited publisher.
6. The hand outs of plant lay out & material handling
APPENDIX
Table1: Raw Material BOQ for three Sugar Process House Projects
S/ QTY/1 QTY/2 QTY/3

Description Size in mm Material Type UOM
n Plant Plant Plant
Sheet metal
1 Sheet Metal 3000x1500x2 MS (ASTM A-36) Pcs 6.00 12.00 18.00

Steel plate
4 Steel plate 6000x1500x6 MS (ASTM A-36) Pcs 7.00 14.00 21.00

1

9
3
40
14 Steel plate 6000x2000x10 MS (ASTM A-36) Pcs 52 1042.00 1563.00
1.00
20
16
8
3

1

1

12
2
1

11
31 Steel plate 6000x1500x20 MS (ASTM A-36) Pcs 9.00 FALSE 357.00
1

34 Steel plate 6000x1500x22 MS (ASTM A-36) Pcs 5 114.00 171.00
7.00

5

6500X1500X3
40 Steel plate 0 MS (ASTM A-36) Pcs 1.00 2.00 3.00
4500X2200X4
42 Steel plate 0 MS (ASTM A-36) Pcs 2 4.00 6.00
Angle Iron
15x15x3,
43 Angle Iron L=6000 MS (ASTM A-36) Pcs 2 4 6.00
40x40x6, 3
50x50x6, 34
50x50x8, 1
60x60x5,
60x60x8,
60x60x10,
65x65x7,
65x65x8, 13
70x70X10,
75x75X6, 1
54 Angle Iron 75x75X7, MS (ASTM A-36) Pcs 245 490 73
L=6000 5.00
75x75X8, 1,44
75x75X10, 15
80x40X8, 7
57 Angle Iron L=6000 MS (ASTM A-36) Pcs 26.00 52 8.00
100x100X12, 2
100x70X10, 1
130x130X12, 4
C-channel
75x40x5,
61 C-Channel L=6000 MS (ASTM A-36) Pcs 3 6 9.00
100x50x6,
120x55x7,
125X65X6,
140X60X7, 12
150X75X6, 3
150X75X9, 1
160X65X7.5,
175X75X6, 1
200X75X8.5, 10
I-Beam
300x150x10, 4
71 I-Beam L=6000 MS (ASTM A-36) Pcs 16 32 8.00
Round Rod
72 Round Rod 12, L=6000 MS (ASTM A-36) Pcs 1 2 3.00

2
1
1

1
Steel pipe
Steel Pipe,
Schedule 40 as
per ANSI
80 Standard DN 15, L=6000 MS (ASTM A-36) Pcs 1 2 3.00
Steel Pipe,
Schedule 40 as
per ANSI
Steel Pipe,
Schedule 40 as
per ANSI
Steel Pipe,
Schedule 40 as
per ANSI 2
Steel Pipe,
Schedule 40 as
per ANSI
85 Steel Pipe, DN 100, MS (ASTM A-36) Pcs 970 1940 2,91
Schedule 40 L=6000 0.00
electric
resistance
welded as per
ANSI
standards
Steel Pipe,
Schedule 40 as
per ANSI DN 250,
86 Standard L=6000 MS (ASTM A-36) Pcs 2 4 6.00
OD 100X10,
87 Steel Pipe L=6000 MS (ASTM A-36) Pcs 1 2 3.00
OD 220X4,
OD 220X8,
Steel Elbow
Steel Elbow,
Schedule 40
electric
resistance
welded long MS (ASTM A-36)
radius 90 butt
welded elbow,
as per ANSI 15,600
90 standards DN 100 Pcs 5,200 10400 .00
Table2: Equipment to be produced for sugar manufacturing

s/no Diamete heigh Lengt widt thicknes
. name of equipme nt r t h h s shop assembly location
bagacillow screen with
21 hopper 0 3000 1990 3 On shop assembly
22 mud bin 0 1700 3000 3000 3 On shop assembly
23 milk of lime fibro screen 0 4000 1000 4 On shop assembly
44 c sugar re melter 0 1700 3700 4 On shop assembly
46 pan supply storage tank 0 3000 4000 2500 4 On shop assembly
54 refine masscuite pug mill 0 1650 8000 4 On shop assembly
59 mega mixer 0 1700 3700 4 On shop assembly
65 sugar hopper 0 13500 1188 4 On site assembly
66 sugar elevator 0 12000 620 4 On site assembly
67 fluidized bed dryer 0 12000 1200 4 On site assembly
69 sugar bin 0 12174 3174 4 On site assembly
cold water over head
70 tank 0 2452 6000 6000 4 On site assembly
71 hot water over head tank 0 2240 6000 6000 2 On site assembly
33 aeration bottel for syrup 800 3000 0 2 On shop assembly
36 aeration bottel for liquor 800 3000 0 2 On shop assembly
decolorizer prepartion
39 tank 900 1200 2000 1000 2 On shop assembly
15 vacum filtirate reciver 1000 2500 2 On shop assembly
16 vacum filtirate reciver 1000 4000 2 On shop assembly
40 phosphoric acid tank 1000 1200 2 On shop assembly
pug mill for three
55 centrifugal 1000 1100 18000 2 On site assembly
screened juice receiving
57 tank 1000 1100 18000 2 On site assembly
38 heat exchange for liquor 1300 0 4500 2 On shop assembly
31 juice heater for syrup 1318 4000 0 2 On shop assembly
bagacillow bcyclone
20 separator 1400 9700 2 On site assembly
19 entrainment separator 1500 1500 2 On shop assembly
a&bheavy,c light dilution
45 tanks 1500 3500 2 On shop assembly
13 mud feed mixer 1600 2067 2 On shop assembly
weighed final molasses
63 receiving tank 1600 2500 2 On shop assembly
68 sweet water tank 1600 2500 2 On shop assembly
8 floculent prepartion tank 1700 1500 2 On shop assembly
9 floculent storage tank 1700 1500 2 On shop assembly
rotary screen for clear
10 juice 1800 3600 2 On shop assembly
58 molasses receiving tank 1800 1600 2 On shop assembly
18 filterate collection tank 2000 2500 2 On shop assembly
condensate cigar tank for
25 juice heater 2000 0 10000 2 On site assembly
scum de sweeting
37 clarifier 2000 1500 0 2 On shop assembly
talo float prepartion &
41 holding tank 2000 3000 2 On shop assembly
lime succarate prepartion
42 tank 2000 3000 2 On shop assembly
43 deep bed filter 2000 3000 2 On shop assembly
52 calorifiar for c masscuite 2000 2000 2 On shop assembly
fina;l molasses weighing
61 scale 2000 1250 2 On shop assembly
64 run of receiving tank 2000 2500 2 On shop assembly
32 reaction tank for syrup 2100 2500 0 3 On shop assembly
35 reaction tank for liquor 2100 2500 0 3 On shop assembly
hot water tank for vacum
17 filter 2150 4150 3 On shop assembly
28 syrup bottle 2200 2500 0 3 On shop assembly
juice liming retention
condensate receiving
2 FLASH TANK 3000 2000 0 10 3 On shop assembly
6 flash tank 3000 2000 0 3 On shop assembly
14 rotary vacum filter 3000 6090 0 3 On site assembly
27 direct contact heater 3000 7700 0 3 On site assembly
30 coustic soda storage tank 3000 3500 0 3 On shop assembly
72 coustuc soda storage tank 3000 3500 0 3 On shop assembly
12 mud recerculation tank 3200 2500 0 3 On shop assembly
24 milk of lime storage tank 3400 2200 0 3 On shop assembly
26 1st effect evaporator 3450 20085 19318 3 On site assembly
centtrifugal hot water
60 tank 3500 5000 0 3 On site assembly
LIMED JUICE
1 RECEIVING TANK 4000 6000 0 10 3 On site assembly
5 limed juice reciving tank 4000 6000 0 3 On site assembly
11 clear juice receiving tank 4000 3000 0 4 On site assembly
SCREENED JUICE
3 RECEIVING TANK 4300 5000 0 4 On site assembly
47 bach pan tank 4300 0 4 On site assembly
50 vertical cristalizer 4500 13000 0 4 On site assembly
29 talo clarifier 5000 1700 0 4 On site assembly
34 talo clarifier for liquor 5000 1700 0 4 On site assembly
56 pan wash tank 5000 2550 0 4 On site assembly
7 sri clarifier 9500 3000 0 4 On site assembly
62 final molasses storagetan 34000 13500 0 4 On site assembly
48 continous vacum pan 4625 12870 4450 4 On site assembly
49 continous vacum pan 6900 14570 5660 4 On site assembly
51 masscuite re heater 3700 1400 4 On shop assembly
600 On shop assembly

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Thanks to my hosting company, MIE for placing & supporting me to do this

With sincerity, I extend my warm and deep appreciation and gratitude to my

My gratitude goes to Industrial Engineering Department for giving

ESTIFANOS WORKU Page 1

Production involves conversion of row materials or inputs to advantageous products or outputs

ESTIFANOS WORKU Page 2

2. LITERATURE REVIEW ON PRODUCTION LAYOUT AND MATERIAL

ESTIFANOS WORKU Page 3

2.2.4. Principles of Plant Layout:.......................................................................8

3. RESULT AND DISCUSSION.......................................................24

4. CONCLUSION AND RECOMMENDATION...................................45

ESTIFANOS WORKU Page 4

1.1. Background of the company and the study

Mesfin industrial engineering (MIE) is leading metal construction and electromechanical

- CNC Oxy-acetylene cutting machine

Production improvement helps in facilitating the manufacturing process and increases

1.2. Problem Statement

1.3.1. General objective

ESTIFANOS WORKU Page 6

1.3.2. Specific objective

1.4. Significance of the study

1.5. Limitation of the study

1.6. Scope of the study

1.7. Expected outcome

ESTIFANOS WORKU Page 7

1.8. Methodology of the study

1.8.1. Study area and period

1.8.2. Study design

To reach at the desired solution, the following methods are designed:

The study must be dealt with in good time.

1.8.3. Data Collection Techniques

ESTIFANOS WORKU Page 8

2. LITERATURE REVIEW ON PRODUCTION LAYOUT AND MATERIAL

2.1. Definition of production:

ESTIFANOS WORKU Page 9

2.2. Plant Layout:

2.2.1. Definition Plant layout:

2.2.2. Problem of Plant layout:

ESTIFANOS WORKU Page 10

2.2.3. Objectives of PL:

1. Streamline the flow of materials through the plant.

Meet forecast capacity needs

ESTIFANOS WORKU Page 11

2.2.4. Principles of Plant Layout:

2.2.5. Factors Influencing Plant Layout:

4. Production system/volume of production job shop, batch production, mass production.

10. Type of production facilities dedicated or general purpose.

1) Total number of production cycle over some unit time interval, P

The number of machines required for an operation, is then N=TP/HC

14. Storage space requirement

i. The quantity of raw materials required to be used per hour.

15. Characteristics of materials

ESTIFANOS WORKU Page 14

16. Employee facilities

17. Adaptability and versatility

18. Types of machines and equipment:

i. Manually operated Machinery

19. Effect of location /site on layout

20. Material flow (movement) Process

ESTIFANOS WORKU Page 15

1. required floor space and floor space available

2.2.6. Techniques used in Plant Layout: