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FACILITY LAYOUT
Learning Objectives
There are many different ways of arranging the operations resources. These
arrangements can be derived from four basic layout types. They are:
process layout
product layout
cellular layout
fixed position layout
Process Layout
Process layout is also referred to as functional layout. In this layout work centers or
departments are arranged in groups based on what they do. All the resources that
perform similar tasks are located together, so that materials or customers can travel
through the resources in any order. Because the process layout is flexible, it can be
used to provide highly customized products.
70 Operations Management: Concepts and Applications
However, the flexibility comes at the expense of efficiency and quick response
time and brings with them a complex managerial environment. Job shops,
distribution warehouses, hospitals, and office buildings often use a process layout.
Figures 6.1 and 6.2 show process layout for a hospital and machine shop
respectively.
X Ray Room
Ward 01
Laboratory
Ward 02
L L L
M M D D P
M M D D P
G G G
A A A
G G G
Product Layout
Cellular Layout
Cellular layout is also called group technology layout. This type of layout groups
dissimilar machines into work cells to work on products that have similar processing
requirements. Cellular layout reduces the part movements since the products are
processed in a single cell. It also reduces the scheduling complexities. Cellular layout
is designed to obtain much of the efficiency of a product layout without sacrificing
flexibility. Using many cells, a facility with such a layout can produce a variety of
items. Cellular layouts can be much more flexible than product layouts and much
more efficient than process layouts. Variety of items within a certain range can be
efficiently produced using a cellular layout. For example, apparel plants use cellular
layouts, where the plant is divided into number of cells and they are dedicated for
different garment categories. Department stores are another example for cellular
layout, where items are arranged group wise (e.g. clothing in one area and food items
in another area). Cellular layout is more appropriate in mid-volume and mid-variety
production environment. Figure 6.4 shows a cellular layout with four cells, which are
designed for four part families.
72 Operations Management: Concepts and Applications
M2 M2
L1 D1 L2 D2
Material Receiving
Cell 1 Cell 2
Assembly Area
G M1 G
M1
M1 D2 L1 G
Cell 3 Cell 4
M2 D1 M1 L2
L3 D3
Fixed-Position Layout
The explanations on four basic layout types show that the flow of materials and
customers will very much depend on the layout chosen. The importance of flow
depends on volume and variety characteristics of the operation. As volume increases
the flow is a significant factor for the efficiency of operation. When volume is very
low and variety is relatively high, flow is not a major issue. On the other hand, in
high variety product environment, flow cannot be stream lined due to diverse
processing needs of the product. The flow is mainly decided by the type of layout
and hence the choice of layout is influenced by volume-variety characteristics of the
Facility Layout 73
operations (see Figure 6.5). On the other hand, volume-variety characteristics of the
operations influence the process selection. Therefore, layout and process selection are
integral decisions to be taken in designing the operations system. Figure 6.6 shows
the relation between the layout and process types. The relationship between process
type and basic layout type is not totally deterministic. One process type does not
necessarily imply one particular basic layout. Each process type could adopt different
basic layout types as shown in the Figure 6.6.
V
A
R Process layout
I
E
T
Y
Cell layout
Project processes
Fixed position layout
Jobbing processes
Process layout
Batch processes
Cellular Layout
Mass Process
Product Layout
Continuous Process
Each layout type has its own advantages and disadvantages. Table 6.1 shows of
the significant advantages and disadvantages of the basic layout types.
Product Low unit costs for high volume Low product and mix
Opportunities for specialization flexibility
of equipment and automation Not robust for disruptions
Smooth flow of materials or
customers
Fixed Position Very high mix and product Very high unit costs
flexibility Difficulty in scheduling
Less disturbance to product or space and activities
customers Much movement of
equipment and staff
Once basic layout type has been decided the next step is to design the detailed layout.
The output from the detailed design stage of layout is:
the exact location of all facilities which include plant, department, work centres,
equipment and warehouse;
the space allocated to each work centre;
Facility Layout 75
The detailed design of the process layout decides the definite location of the work
centres. Layout decision is much complex since there are many options to arrange
work centres. The importance of the closeness between departments is the major
decisive factor in designing the process layout. Importance of the closeness between
two departments is mainly decided by the flow between the departments. In addition
to the flow, there are other non-flow factors which influence the closeness.
There is some essential information required for the detailed design of process
layout:
the area required by each department and constraints on the shape of the area
the degree and direction of flow between departments
the desirability of departments being close together due to non flow factors
the desirability of departments being close to some fixed point in the layout
To
A B C D E F
From
A 16 - 30 10 15
B 14 20 - 18 -
C - 10 - 65 -
D 30 - - 30 20
E 10 10 15 10 35
F 12 15 - 20 -
To
A B C D E F
From
A 2 2 2 2 2
B 3 3 3 3 3
C 2 2 2 2 2
D 5 5 4 5 4
E 3 3 3 3 3
F 2 2 2 2 2
Above two matrices can be converted to daily transport cost between departments
per unit distance as shown in Figure 6.8a.
To
A B C D E F
From
A 32 - 60 20 30
B 42 60 - 54 -
C - 20 - 130 -
D 150 - - 150 80
E 30 30 45 30 105
F 24 30 - 40 -
Figure 6.8a: Daily Transport Cost between Departments per Unit Distance
Facility Layout 77
Figure 6.8a can be further reduced by summing about the diagonal of the matrix
and represented as given in Figure 6.8b.
To
A B C D E F
From
A 74 - 210 50 54
B 80 - 84 30
C - 175 -
D 180 120
E 105
F
Figure 6.8b: Daily Transport Cost between Departments per Unit Distance
A B C D E F
A I U A O O
B I U I O
C U A U
D A E
E E
F
A
I
B U
I
A
C U O
U I O
D A O
U
A
E E
E
F
Departments are placed so that departments higher closeness ratings are close
each other. Designer can do this trial and error by interchanging the departments.
There are number of software tools available for deciding the best layout.
Algorithm is used in CORELAP (COmputerized RElationship LAyout
Planning) software is presented here to decide the final layout.
Procedure of CORELAP
1. Calculate the Total Closeness Rating (TCR) of each department.
2. Select the department with the highest TCR as the first one. Place it at the centre
of the available space.
Tie-breaking rule: Department having the largest area
3. Scan the relationship chart. Select the department having A closeness rating with
the first one. If none is available, then select E, I and so on. If two or more, select
the one having the highest TCR. If still tied, use tie rule.
4. For the third one, select the department having A with the first one. If none,
select the department having A rating with the second one. If none is available,
select the department having E with the first one and so on.
5. Repeat until all the departments are selected.
C E D F
B A
A B C D E F
A I U A O A
B I U I O
C U A U
D A X
E E
F
New relationship chart can be used to develop the layout similar to the previous
steps.
80 Operations Management: Concepts and Applications
The basic difference between product layout and process layout is the pattern of work
flow. Product layouts are designed to be especially efficient in the creation of a
standardized product. In product layouts, including assembly lines, all work stations
are arranged in a suitable sequence; tasks are performed repetitively, with little
variation in processing time; and virtually no inventory is kept between workstations.
Thus, stations cannot operate independently, and the speed of the slowest workstation
determines the speed of the entire production system. The difference between the
speed of the slowest workstation and the speed of other stations represents wasted
time.
Consider the production line in Figure 6.12. In this line repetitive products are
coming out of the system for every 6 minutes. Work station 2 (WS2) is the bottleneck
station and it decides the cycle time and hence the production rate of the line. Other
work stations (WS1 and WS2) are not idle 3 minutes and 2 minutes for each product.
This is an unbalanced line and not efficient. To get the maximum productivity, the
work content should be equally divided among work stations. This is known as line-
balancing. Line-balancing is particularly important in designing the assembly lines.
5. Assign tasks, one at a time, to the first workstation until the sum of the task times
is equal to the workstation cycle time, or no other tasks are feasible because of
time or sequence restriction. Repeat the process for Workstation 2, 3 and so on.
6. Evaluate the efficiency of the line.
Total work content (T)
Efficiency
Actual number of workstations (N a ) Cycle time(C)
7. If efficiency is unsatisfactory, rebalance using a different decision.
Table 6.3: Information on Products Task, Task Time, and Precedence Relationship
Solution
C D E F
Total work content (T) 1.8 1.2 3.25 1.2 0.6 0.9 1 1.4 min/unit
Nt
Cycle time (C) 4.2 min/unit
11.35 min/unit
= 2.702 = 3 (rounded up)
4.2 min/unit
Step 4: Select the assignment rule. In general the strategy is to use a rule assigning
tasks that either have many followers or are of long duration. In this case, we use
assignment rules in following order.
a. Assign task in order of the largest number of following task.
b. Assign tasks in order of longest task time when there is a tie between largest
number of following task.
Cellular layout is a compromise between the efficiency of product layout and the
flexibility of process layout. Products are grouped based on the similarities of
processing requirements. A dedicated cell is formed for each product group and work
centres or machines required for the product group are assigned to the cell.
Production flow analysis is the most popular approach in formation of cells
which examines both product and process requirements simultaneously. The
following example shows a manufacturing operation which groups machines based
on products it produces.
Products
1 2 3 4 5 6 7 8
A X X
B X X X
C X X X
Machines
D X X
E X X X
F X X X
G X X
H X X X
Rows and columns of the matrix are rearranged so that products groups which are
processed on the same machines can be identified (Figure 6.15).
Products
3 6 8 5 2 4 1 7
H X X X
A X X
E X X X
Machines
C X X X
D X X
B X X X
F X X X
G X X
It should be noted that product 8 needs to be processed in both cell 1 and cell 2. This
situation can be avoided if machine C is duplicated for cells 1 and 2.
Facility Layout 85
CHAPTER HIGHLIGHTS
There are four basic layout types: process layout, product layout, cellular layout,
and fixed position layout.
Volume-variety relationship of products is a major decisive factor of layout type.
Both flow factors and non-flow factors are considered in designing the process
layout.
Line balancing is important to maximize the efficiency of product layout.
Machines cells are formed based on processing requirements of products.
DISCUSSION QUESTIONS
PROBLEMS
1. To plan a new office layout, pairs of departments were rated according to how
important it was to have the pair close to one another. On a scale of 1 (low
importance) to 10 (high importance) ratings are given in the table below. The
overall space is three units wide and four units long; all departments are one unit
by two units. What is your recommended layout?
3. Given below are tasks involved and their time requirements to produce a
consumer electronic product in a production line.
a) If the required production rate is 40 units per hour, what would be the cycle
time per unit?
Facility Layout 87
To Department
From Art
Layout Cutting Shipping Receiving Printing Binding
Department work
Layout - 800 - - - - -
Cutting - - - 200 - 500 -
Shipping - - - 600 - - -
Receiving - 500 100 - 500 100 -
Printing - - - - - 1,500 200
Binding - 100 1,200 - 300 - -
Art work - 100 - - 100 - -