Principles of Plant Layout 1. Principle of integration: A good layout is one that integrates men, materials, machines and supporting services 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 travelled 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 layout is one that utilize 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.

Principles of Plant Layout 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(back down). 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 layout. 6. Principle of safety, 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. Principle of minimum handling: A good layout is one that reduces the material handling to the minimum.

What is layout planning? Layout planning involves decisions about the physical arrangement of economic activity centers within a facility. Before a manager can make decisions regarding physical arrangement, four questions must be addressed. 1.What centers should the layout include? 2.How much space and capacity does each center need? 3.How should each center’s space be configured? 4.Where should each center be located?

CLASSIFICATION OF LAYOUT Layouts can be classified into the following five categories: 1. Process layout 2. Product layout 3. Combination layout (Hybrid Layout) 4. Fixed position layout 5. Group layout

process layout A process layout consists of a functional grouping of equipment or activities that do similar work. According to Krajewski, Process layout a layout that groups workstations or departments according to function. Examples: legal offices, shoe manufacturing, jet engine turbine blades, and hospitals use a process layout.

Process layout: Process layout is recommended for batch production. All machines performing similar type of operations are grouped at one location in the process layout e.g., all lathes, milling machines, etc. are grouped in the shop will be clustered in like groups. Milling= crushing Welding=joining Grinding=polish or sharpen by rubbing Lathe= a machine for turning and shaping articles of wood, metal etc. Inspection= review Assembly= meet together Shipping and receiving= Painting

Process Layout Examples Libraries place reference materials, serials, and microfilms into separate areas; hospitals group services by function also, such as maternity, oncology, surgery, and X-ray; and insurance companies have office layouts in which claims, underwriting, and filing are individual departments.

Process Layout for a Machine Shop

Process Layout Advantages of process layouts include a lower investment in equipment, and the diversity of jobs inherent in a process layout can lead to increased worker satisfaction. Disadvantages include high movement and transportation costs, more complicated planning and control systems, longer total processing time, higher in-process inventory or waiting time, and higher worker-skill requirements.

product layout A product layout is an arrangement based on the sequence of operations that are performed during the manufacturing of a goods or delivery of a service. Examples: winemaking industry, credit card processing, Subway sandwich shops, paper manufacturers, insurance policy processing, and automobile assembly lines.

Exhibit 8.5 Product Layout for a Pizza Kitchen

bottlenecks=Blocks

Combination Layout Broadcaster

Process layout Product layout 1. Investment Comparatively low investment needed Needs high investment in machine/equipment 2. Duration of Production Production time cannot be economized due to frequent movement of men and material. Needs less manufacturing times as the economy in time can be planned in the beginning 3. Immobilization due to Breakdown Breakdown of any machine does not immobilize the whole system Break down of any unit/component immobilizes the whole system 4. Adjustability to changes Flexible as different section can adjust ht operation according to operation Inflexible as each machine can perform pre-designed operation only 5. Floor space Require more space. Requires less space. 6. Men/Equipment Utilization Comparatively better utilization Not to full capacity 7. material handling Involves greater handling of material requiring more time, money and efforts. Lesser amount of material handling and comparatively lesser time, money and efforts 8. Demand and supply relationship Co-ordination between demand and supply is likely to be difficulty as these made to order. Proper co-ordination between demand and as these are made to stock 9. Control and Inspection Comparatively lesser efforts on control are needed. Specialized and expertise control is required thus increasing supervision costs

Fixed-Position Layout A fixed-position layout places the product in one spot, and workers, materials, and equipment come to it.

Group Layout (or Cellular Layout) Cellular manufacturing is the physical division of the manufacturing facilities into production cells. Each cell is designed to produce a part family. A part family is a set of parts that require similar machinery, tooling, machine operations, and/or jigs and fixtures. The parts within the family normally go from raw material to finished parts within a single cell.

Design of product layout How can a better product layout for a facility be determined?

The steps in balancing an assembly line are: 1. Specify the sequential relationships among tasks using a precedence diagram. 2. Determine the required workstation cycle time C, using the formula C = Production time per day Required output per day (in units) 3. Determine the theoretical minimum number of workstations (Nt) required to satisfy the workstation cycle time constraint using the formula Nt = Sum of task times (T) Cycle time (C)

Whre D(wrong)=f, after that c