PLANT LAYOUT

Definition
PLAN of most effective arrangement (optimal interfacing) of the physical facilities and
personnel for the manufacturing of product(s)
Or, that make up an operations management system.
OR
Placing the right equipment in the right place, coupled with the right method(s) to
permit the processing of a product unit in the most effective ways through the shortest
possible distance and time.

Layout concerns with economic activity center: consumes space, need person or team(s),
involves machine, workbench/workstation, department, aisle, cafeteria, time card rack, store,
etc.

Plant location
Manufacturing
Facilities planning Plant facilities system

Plant design Plant layout

Material handling
Is layout means facility design?
Facilities design deals more than planning of (internal) arrangement of the production
equipment including:
1. External transportation facilities
2. Receiving operations (unloading, inspection, stores)
3. Production activities
4. Material handling
5. Service and auxiliary operations
6. Quality control and inspection areas
7. Packaging, storage and shipping operations
8. Offices.

Strategic importance
• Determines long-run efficiency of operations
• Establishes competitive priorities in regard to capacity, flexibility, processes, cost,
quality work life, customer contact, and image.
• Differentiation – faster, lower cost, accurate action
• Higher utilization of space, equipment and manpower
• Improved flow of information, material, and employees
• Improved employee morale and safer working conditions
• Improved customer and client interaction
• Flexibility and dynamism
Strategic issues
Think, how should layout reflect competitive priorities???
▪ By facilitating the flow of materials and information;
▪ By increasing the efficient utilization of workforce and equipment;
▪ By increasing customer convenience and sales at a retail store;
▪ By reducing hazards to workforce;
▪ By improving employee morale; and
▪ By improving communication.

Objectives of Plant Layout

1. Facilitate the manufacturing process (reduce cycle time, eliminate bottleneck).
2. Minimize material handling (and cost) (minimize in process inventories).
3. Maintain flexibility of arrangement and of operation.
4. Maintain high turnover of work-in-process.
5. Hold down investment in equipment.
6. Make economical use of building cube (efficient utilization).
7. Promote effective utilization of personnel (eliminate wasted/redundant movement).
8. Provide for employee convenient, pleasant and safe workplace, and comfort in
doing work

Dimensions of location of a work center

Two dimensions:
a. Relative location – placement of a center relative to other centers. Crucial for travel
time, material handling cost, and effective communications.
b. Absolute location – particular space that the center occupies within the facility.

Receiving Storage Stamping

Shipping Assembly Machining

Figure: Original layout

Receiving Shipping Assembly

Storage Stamping Machining

Figure: Revised Layout (different relative layout, but identical absolute layout)
 Input Data and Activities

Flow of materials Activity relationship

String diagram

Space requirement Space availability

Space relationship
diagram

Modifying constraints Practical limitations

Develop alternative layouts

Evaluate and make decision

Figure: Systematic Layout Planning Procedure (SLPP)

Assembly
The aggregation of all processes by which various parts and subassemblies are built together
to form a geometrically designed complete product either by an individual, batch or
continuous process.

Assembly tasks result from the requirement to build together certain individual parts into
final assemblies of higher complexity in a given quantity or within a given time period.
Assembly represents a cross-section of the problem within the whole production
engineering, with different assembly activities and processes being performed in various
branches of industries
Basic term associated with industrial assembly
▪ Modular component. This is standardized, often interchangeable component of a
system or product that is designed for an easy assembly.

▪ Assembler. The worker who assembles the individual’s parts or components till the
final product.

▪ Assembly line. The arrangement of workers, machines and equipment in which the
product being assembled passes consecutively from one workstation to the next
workstation until completed.

Classifications of Assembly Line

Basic types of assembly line in production can be classify as follows:

▪ Manual assembly
It consists of multiple workstations arranged sequentially at which human worker
performs assembly operations. Each worker performs a task at his or her workstation.
Components are added to the base plate at the first workstation so that the entire work
content has been completed when the product ended at the last workstation. The
process accomplished on manual assembly lines includes mechanical fastening
operations, adhesive joining, spot welding and hand soldering.

▪ Automated assembly
It consists of automated workstations connected by part-transfer system whose
actuation is coordinated with the stations. Modern automated lines are integrated
systems operating under computer control. No human workers are on the line
except to perform auxiliary function such as tool changing, loading and
unloading and maintenance services. There are two categories of automated
assembly lines.
Automated assembly could be Flexible/programmable assembly where assembly
robots allow multiple operations at each workstation; provides flexible transfer of
parts and tools between machines and cells. It could be flexible in terms of production
volume with adaptability to product design changes and to different product style.

• Mobile assembly: assembly that would be done in the future at the customers’ point.

Types of Layout
The choice of layout type depends largely on the firm’s positioning strategy. There are four
basic types of layout planning.

▪ Process layout
▪ Product layout
▪ Hybrid layout
▪ Fixed position layout

Process layout
• Product moves to departmental areas.
• Grouping of machines and services are done according to common functions for the
performance of distinct operations such as welding, painting, typing, or shipping
• Suitable for job and batch production (low volume and high variety production)

Advantages of process layout

• Results better utilization of machines – thus fewer machines are required.
• High degree of flexibility exits relative to equipment or manpower allocation for
specific tasks.
• Resources are used relatively for general purposes and thus low investment in
machines are required.
 • Diversity of tasks offer a more interesting and satisfying occupation for the operator.
• Specialized supervision is possible.

Disadvantages
• Usually results longer flow lines, material handling is difficult and expensive.
• MPC systems are complex.
• Total production time is usually longer. Processing rates tend to be slower.
• Comparatively large amount of in-process inventory results.
• Space and capital are tied up by work-in-process.
• Diversity of jobs in specialized departments need high grades of skills.

Product Layout or assembly line

• Product moves along an assembly line.
• It is a line where chain of facilities and auxiliary services are put in series through
which a product is progressively produced.
• Used for high volume and mass (repetitive) or continuous production
• Dedicate resources for individual products or tasks.
• An assembly line is limited to assembly processes, but a production line can be used to
perform other processes as well (say machining).

Work station Work station Work station Work station Work station
1 2 3 4 5

B
D

A D

C B

A B

Advantages of product type layout

• Layout corresponds to the sequence of operations, so smooth and logical flows results.
• Work goes directly from one process to the next, so small in-process inventory results.
• Total production time per unit is short. Less unproductive time lost to changeover and
material handling.
 • Machines are located in order to minimize distances between consecutive operations,
material handling is reduced.
• Little skill is usually required by operators at the production line; hence training is
simple, short, and inexpensive.
• Simple MPC systems are possible.
• Less space is occupied by work-in-transit and for temporary storage.

Disadvantage
• A breakdown of one machine may lead to a complete stoppage of the line that
follows a machine.
• A change in product design may require major alterations in the layout.
• The pace of production is determined by the slowest machine.
• Supervision is general instead of specialized
• Identical machines are placed in line and a few may not be fully utilized, so,
relatively high investment is required.

Hybrid Layout
A combination of product and process layouts; some portion product ...
Used for both fabrication (components are made from raw materials) and assembly
operations.
Often applied in flexible manufacturing system (FMS) – group of computer controlled
workstations where materials are automatically handled by machines. Other types are
group technology (GT) or cellular manufacturing systems, and one-worker-multiple-
machine (OWMM) lines.

Advantages:
• Reduces disadvantages of product and process layouts and provides more
advantages
• Provide repeatability flexibility
• Work well even the product volume is low.

Fixed position layout – facilities are centred on a static product.

- People and machines are brought to a product that is fixed in one point.
- Human resources are highly skilled or specialized and require extensive care and
consideration in scheduling their skills.
- Operations often enjoy high worker morale and flexibility of scheduling and design
changes.
- When movement of materials and machines may be cumbersome and costly

Ex. Assembling aircraft, shipbuilding, assembling locomotives, building dams, fire fighting,
highway constructions.
 A A D

D
Product
B B
C
B

LINE BALANCING

One of the biggest problems in designing and operating a manual assembly line is line
balancing. This is the problem of assigning tasks to individual worker/workstation so
that all worker/station have an equal amount of work.

Recall that the entirety of work to be accomplished on the line is given by the work content.
This total work content can be divided into minimum rational work elements which is that
each work element concerned adds a component or joining them or performing some other
small portion of the total work.

Different work elements require different times, and when they are grouped into logical tasks
and assigned to workers, the task times will not be equal. The cycle time of the assembly
line is determined by the station with the longest task time.

Objectives of Line Balancing

1. To minimize idle times by balancing the work tasks (elements) in a perfect manner
that there is no idle time at any workstation.
2. To minimize the number of workstations along the assembly line (cost reduction,
maximizing productivity).
3. Balancing is required due to change in production rate, or process or product.

Line Balancing Terminology

Workstation --where a single person (normally) or a group of people are functioning
as a team an assigned a specific no. of tasks to perform to complete individual
workstation production objectives.

Imbalance work load assignment-- work tasks at one workstation exceeds the
amount of work tasks at another workstation which results workers idle time (no idle
time is the benchmark or goal). This is caused by production bottleneck or line
congestion.

Cycle time and production rate (speed)-- Cycle time is the time between completion
of two discrete units of production, which determines the rate of production, or vice
 versa.

Steps in line balancing:

These are the basic steps in line balancing procedure.

1. Identify all of the work tasks and the amount of time that it needed to complete the
desired product.
2. Identify the orders (precedence) in which each task must be completed. Draw the
precedence diagram.
3. Determine the cycle time or production (desired output) rate of the line (greatest time
consuming or the quantity that must be produced per unit time).
4.
1
Cycle time,
c=
r
Where,
c = cycle time in hours per unit
r = desired output rate in units per hour

5. Select, from those tasks available, the one that requires the most amount of time
(minimum time that must require to produce one unit of product).

6. Add the task to those assigned to a workstation. Theoretical minimum workstation, TM

TM =
 t
,
c
Where
t = total time required to produce/assemble one unit
c = cycle time.

7. Calculate idle time statistics (idle time, efficiency, and balance delay) for comparison
purposes.

Idle time = nc −  t
Where,
n = number of workstation
c = cycle time for the line.
t = total standard time required to assemble each unit
Efficiency is the ratio of productive time to total time, in percentage
100 t
Efficiency (%) =
nc
Balance delay is the amount by which efficiency falls short of 100 %
Balance delay = 100 - efficiency
Ex,

Work Cells: Cellular Layout

• Temporary product-oriented arrangement of m/c and personnel
• Produces a ‘family’ of products having similar characteristics
• Application of group technology to production (special type of process-focused
layout)
• Team work and people are cross-trained: operate any equipment & take responsibility

Nominal (virtual) cell

• Not in reality but in planning by identifying and dedicating certain equipment for
some family of products
• No-relayout

Advantages
• Reduced WIP inventory – balanced flow from m/c to m/c
• Less floor space required – because of low WIP
• Reduced raw material & finished goods inventory – as more rapid movement of
materials
• Reduced direct labor cost – better communication, material flow and schedule
• Improve sense of (employee) participation – accept more responsibility and assure
quality…
• Efficient use capacity – m/c or equipment as better schedule and faster material flow.
• Reduced investment in machinery & equipment – lesser no. of m/c

Limitations
• Need good knowledge about product family
• High level of training & flexibility on the part of employees
• Imaginative employees to establish work cells initially

Cell formation methods

Basis of family of outputs – variety of way
1. By the size or weight of the output
2. By parts have special quality requirements
3. By parts being welded in an inert gas environment, for example
4. By parts belonging to a particular group

Four approaches (to identify families and cells)

a. Classification and coding compares outputs with each family
 b. Form cells by grouping the m/cs using ether cluster analysis or mathematical
group theory
c. Based on outputs routing similarities
d. Many methods: m/c requirements, m/c based on outputs…..

Production Flow Analysis (PFA) to determine output family

It is based on equipment requirements for producing a group of products. Outputs that have
the same complete set of equipment needs are grouped into a single family. So, cluster a set
of necessary equipment together in a cell.
Same equipment may be shared if not available for individual cell.
Case-by-case solution.

Prepare machine-component matrix - Guidelines

a. incompatible m/cs should be in separate cells
b. each component should be produced in only one cell
c. each m/c type should be in only one cell
d. any investment in duplicating m/c should be minimized
e. the cells should be limited to a reasonable size

• If duplicate m/cs, put that component in both cells

• Put a common m/c in a nearby cell and send “that’ component to the next cell
after it is finished in former cell (violates decision!)
• Remove that component from families and put it in a “remainder” cell.

How to Form Cells?

• A variety of ways to constitute product family to be produced in the same cell: by size
or weight of the output, by special quality requirements, by equipment requirements,
etc.
Four general approaches to identify families and cells are –
a. Classification and coding compares of outputs with each other used in GT
b. By grouping the machines – cluster analysis or mathematical graph theory – into
separate sets
c. Based on routing similarities
d. Variety of approaches – similarity between outputs based on m/c requirements,
family-machine descriptive matrix, etc.

Production Flow Analysis (PFA)

• Most common, simple approach for cell formation.
• Based on equipment requirements: outputs require same complete set of equipment in
one family
• Then cluster that equipment in a cell
• Some cases share equipment or buy additional equipment: case-by-case basis

Step 1: Form an initial machine-component matrix

• List the components across the top of the matrix and machines along the down side
• Then put "1" (one) in the matrix if a machine is required for a component
• Repeat this for all components/machines and keep other spaces "blank"
 Table: Initial Matrix

Component

Machine 1 2 3 4 5 6 7

1 1 1
2 1 1 1
3 1 1 1
4 1
5 1 1
6 1 1

Step 2: Form a Reorder matrix

Guidelines:
• Incompatible machines should be in separate cells.
• Each component should be produced in only one cell
• Each machine type should be in only one cell.
• Any investment in duplicating machine should be minimized
• The cells should be limited to a reasonable size.
How to form reorder matrix?
a. move rows with 1s (ones) toward the left to the top of the matrix
b. move columns with 1s toward the top to the left of the matrix
c. it is an iterative procedure – positive cells will tend to cluster around the diagonal to
form families and cells.

Table: Reordered Matrix

Component

Machine 7 4 1 3 6 2 5

6 1 1
2 1 1 1
3 1 1 1
5 1 1
1 1 1
4 1

Component 1’s need for machine 3 is problematic. Solutions:

• Duplicate m/c 3 and put it in both cells 1 & 2, or
• Put m/c 3 in cell 1 and send component 1 to cell 2 after it is finished in cell 1, or
• remove component 1 from the families and put it in a remainder cell (used for
miscellaneous items)