FACILITY LAYOUT IN OPERATIONS MANAGEMENT

BY: RAHUL TEJYAN 11/PMB/O33

Facility layout

Layout decisions entail determining the placement of departments, work groups within the departments, workstations, machines, and stock-holding points within a production facility. The objective is to arrange these elements in a way that ensures a smooth work flow (in a factory) or a particular traffic pattern in a service or the layout decision .

Objective of Layout Design

1.

2. 3. 4.

5.

6.

7.

Facilitate attainment of product or service quality Use workers and space efficiently Avoid bottlenecks Minimize unnecessary material handling costs Eliminate unnecessary movement of workers or materials Minimize production time or customer service time Design for safety

The Need for Layout Decisions

Inefficient operations
For Example:

High Cost Bottlenecks

Changes in the design of products or services

Accidents
The introduction of new products or services

Safety hazards

BASIC PRODUCTION LAYOUT FORMATS

A process layout. A product layout. A group technology (cellular) layout. A In a fixed-position layout. Retail service layout. Office layout.

A process layout

A process layout (also called a job-shop or functional layout) is a format in which similar equipment or functions are grouped together, such as all lathes in one area and all stamping machines in another. A part being worked on then travels, according to the established sequence of operations, from area to area, where the proper machines are located for each operation. The most common approach to developing a process layout is to arrange departments consisting of like processes in a way that optimizes their relative placement. For example, the departments in a lowvolume toy factory might consist of the shipping and receiving department, the plastic molding and stamping department, the metal forming department, the sewing department, and the painting department

Interdepartmental flow

Building dimentions & departments.

Interdepartmental Flow Graph with Number of Annual Movements.

Cost matrix first solution

Revised Interdepartmental Flow Chart (Only interdepartmental flow with effect on cost is depicted.)

Cost matrix second solution

A feasible solution.

A Product layout

A product layout (also called a flow-shop layout) is one in which equipment or work processes are arranged according to the progressive steps by which the product is made. The path for each part is, in effect, a straight line. Production lines for shoes, chemical plants, and car washes are all product layouts. In product layout, equipment or departments are dedicated to a particular product line, duplicate equipment is employed to avoid backtracking, and a straight-line flow of material movement is achievable. Adopting a product layout makes sense when the batch size of a given product or part is large relative to the number of different products or parts produced.

ASSEMBLY L INES

Assembly lines are a special case of product layout. In a general sense, the term assembly line refers to progressive assembly linked by some material handling device. ASSEMBLY-LINE BALANCING Though primarily a scheduling issue, assembly-line balancing often has implications for layout. This would occur when, for balance purposes, workstation size or the number used would have to be physically modified.

Assembly lines

Designing Product Layouts

Step 1: Identify tasks & immediate predecessors Step 2: Determine the desired output rate Step 3: Calculate the cycle time Step 4: Compute the theoretical minimum number of workstations Step 5: Assign tasks to workstations (balance the line) Step 6: Compute efficiency, idle time & balance delay

Step 1: Identify Tasks & Immediate Predecessors

Example 10.4 Vicki's Pizzeria and the Precedence Diagram Immediate Task Time Work Element Task Description Predecessor (seconds
A B C D E F G H I Roll dough Place on cardboard backing Sprinkle cheese Spread Sauce Add pepperoni Add sausage Add mushrooms Shrinkwrap pizza Pack in box None A B C D D D E,F,G H Total task time 50 5 25 15 12 10 15 18 15 165

Layout Calculations

Step 2: Determine output rate

Vicki needs to produce 60 pizzas per hour

Step 3: Determine cycle time The amount of time each workstation is allowed to complete its tasks

Cycle time (sec./unit )

available time sec./day 60 min/hr x 60 sec/min 60 sec./unit desiredoutput units/hr 60 units/hr

Limited by the bottleneck task (the longest task in a process):

available time 3600 sec./hr. 72 units/hr,or pizzas per hour bottlenecktask time 50 sec./unit

Maximum output

Layout Calculations (continued)

Step 4: Compute the theoretical minimum number of stations

TM = number of stations needed to achieve 100% efficiency (every second is used)

TM

task times
cycle time

165 seconds 2.75, or 3 stations 60 sec/statio n

Always round up (no partial workstations) Serves as a lower bound for our analysis

Layout Calculations (continued)

Step 5: Assign tasks to workstations

Start at the first station & choose the longest eligible task following precedence relationships
Continue adding the longest eligible task that fits without going over the desired cycle time When no additional tasks can be added within the desired cycle time, begin assigning tasks to the next workstation until finished
1 Eligible task A B C D E, F, G E, F F H I Task Selected A B C D G E F H I Task time 50 5 25 15 15 12 10 18 15 Idle time 10 5 35 20 5 48 38 20 5

Workstation

Last Layout Calculation

Step 6: Compute efficiency and balance delay

Efficiency (%) is the ratio of total productive time divided by total time
Efficiency

t (% )
NC

165 sec. 100 91.7% 3 stations x 60 sec.

Balance delay (%) is the amount by which the line falls short of 100%
Balance delay 100% 91.7% 8.3%

A Group technology(cellular)

A group technology (cellular) layout groups dissimilar machines into work centers (or cells) to work on products that have similar shapes and processing requirements. A group technology (GT) layout is similar to a process layout in that cells are designed to perform a specific set of processes, and it is similar to a product layout in that the cells are dedicated to a limited range of products. (Group technology also refers to the parts classification and coding system used to specify machine types that go into a cell.)

Fixed position layout

In a fixed-position layout, the product (by virtue of its bulk or weight) remains at one location. Manufacturing equipment is moved to the product rather than vice versa. Construction sites and movie lots are examples of this format.

Cont

Fixed-position layout is characterized by a relatively low number of production units in comparison with process and product layout formats. In developing a fixed position layout, visualize the product as the hub of a wheel with materials and equipment arranged concentrically around the production point in their order of use and movement difficulty.

Retail service layout

The objective of a retail service layout (as is found in stores, banks, and restaurants) is to maximize net profit per square foot of store space. A company that has been very successful in leveraging every inch of its layout space to achieve this objective is Taco Bell Restaurants. Taco Bell store layouts used in 1986 and from 1991 to the present. The nature of the layout changes reflects actions required to support the companys value strategy of speed and low prices.

Taco Bell Restaurant Floor Plans

Alternative store layouts.

Office layout

The trend in office layout is toward more open offices, with personal work spaces separated only by low divider walls. Companies have removed fixed walls to foster greater communication and teamwork. (See, for example, the Breakthrough Box titled In New Drug Labs, Porches and Huddle Zones. Signs, symbols, and artifacts, as discussed in the section on service layout, are possibly even more important in office layout than in retailing.

Thank you