1. Facilities Planning - Unit 07 Layout Design: Systematic Layout Planning

2. Hierarchy of Facility Planning
Structural Design
Facility Location
Facility Design
Handling System Design
Layout Design
Source for Figure: Tompkins and White, Facilities Planning, 2nd edition, Wiley
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3. Facility Design Sequential Approach vs. Integrated Approach
Material Handling System Design
Product Design
Process Design
Facility Layout
Production Planning
Sequential Approach
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4. Facility Design Sequential Approach vs. Integrated Approach
Impressive results in cost, quality, productivity, sales, customer satisfaction, delivery time, inventory levels, space + handling requirements, building size, etc.
Concurrent Engineering
Terms of product, process, scheduling and facility design planners work with marketing, purchasing, etc. Personnel address the design process in an integrated way.
Product Design
Process Design
Schedule Design
Layout Design +
Material Handling System Design
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5. Requirements of a Good Layout
an understanding of capacity and 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
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6. Engineering Design Process
Typically, design problems do not have well-defined, unique, optimum solutions. We are interested in obtaining a satisfactory solution.
General Procedure for Solving Engineering Design Problems
1. Formulate the problem.
2. Analyze the problem.
3. Search for alternative solutions.
4. Evaluate the design alternatives.
5. Select the preferred design.
6. Implement the design.
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7. Application of the Engineering Design Process to Facility Planning
1. Define (or redefine) the objective of the facility:
Specify quantitatively the products to be produced or service to be provided.
Specify the primary and support activities to be performed in accomplishing the objective:
Requirements for primary activities include operations, equipment, personnel, and material flows.
3. Determine the interrelationships among all activities:
Both qualitative and quantitative relationships should be defined.
4. Determine the space requirements for all activities:
These are determined considering the equipment, materials, and personnel requirements.
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8. Application of the Engineering Design Process to Facility Planning
5. Generate alternative facility plans:
Including alternative facility locations and alternative designs for the facility.
6. Evaluate alternative facility plans:
Determine the important factors (see list of factors). For each candidate plan, evaluate if and how those factors will affect the facility and its operations.
7. Select a facility plan:
Cost may not be the only major consideration.
Use the information in step 6 to determine a plan (pair-wise comparison is a good ranking procedure).
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9. Application of the Engineering Design Process to Facility Planning
8. Implement the facility plan:
Considerable amount of planning must precede the construction of a facility or the layout of an area.
9. Maintain and adapt the facility plan:
The facility plan must be modified as new requirements are placed, e.g., new energy saving measures, changes in product design may require different flow pattern or handling equipment, etc.
10. Redefine the objective of the facility:
Similar to step 1.
Changes in product design and/or quantities may require changes into the layout plan.
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10. Layout Planning Important Factors
In developing well-thought facilities design alternatives it is important to look into issues such as:
a) Layout characteristics
- total distance traveled
- manufacturing floor visibility
- overall aesthetics of the layout
- ease of adding future business
b) Material handling requirements
- use for the current material handling equipment
- investment requirements on new equipment
- space and people requirements
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11. Layout Planning Important Factors
c) Unit load implied
- impact on WIP levels
- space requirements
- impact on material handling equipment
d) Storage strategies
- space and people requirements
- human factors risks
e) Overall building impact
- estimated cost of the alternatives
- opportunities for new business
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12. Facility Layout Procedures
Naddler’s Ideal System Approach (1961)
Immer’s Basic Steps (1950)
Apple’s Plant Layout Procedure (1977)
Reed’s Plant Layout Procedure (1961)
Muther’s Systematic Layout Planning (1961)
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13. Naddler’s Ideal System Approach
The ideal system approach is based on the following hierarchical approach toward design:
1. Aim for the “theoretical ideal system.”
2. Conceptualize the “ultimate ideal
system.”
3. Design the “technologically workable
ideal system.”
4. Install the “recommended system.”
Theoretical ideal system
Ultimate ideal system
Technologically workable system
Recommended system
Present system
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14. Immer’s Basic Steps
Immer described the analysis of a layout problem as follows: “This analysis should be composed of three simple steps, which can be applied to any type of layout problem. These steps are:
1. Put the problem on the paper.
2. Show lines of flow.
3. Convert flow lines to machine lines.”
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15. Apple’s Plant Layout Procedure
Apple recommended that the following detailed sequence
of steps be used in designing a plant layout
1. Procure the basic data.
11. Determine storage requirements
2. Analyze the basic data.
12. Plan service and auxiliary activities.
3. Design the productive process.
13. Determine space requirements
4. Plan the material flow pattern.
14. Allocate activities to total space
5. Consider the general material handling plan
15. Consider building type
6. Calculate equipment requirements.
16. Consider master layouts
7. Plan individual work stations.
17. Evaluate, adjust and check the layout
8. Select specific material handling equipment
18. Obtain approval
9. Coordinate groups of related operations.
19. Install the layout
10. Design activity relationships.
20. Follow up on implementation of the layout
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16. Reed’s Plant Layout Procedure
In “planning for and preparing the layout,” Reed recommended that the following steps be taken in his “systematic plan of attach”:
1. Analyze the product to be produced.
2. Determine the process required to manufacture the product.
3. Prepare layout planning charts.
4. Determine work stations.
5. Analyze storage area requirements.
6. Establish minimum aisle widths.
7. Establish office requirements.
8. Consider personnel facilities and services.
9. Survey plant services.
10. Provide for future expansion.
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17. Muther’s Systematic Layout Planning Procedure

18. Systematic Layout Planning Procedure Information Gathering
PQRST items
Product: what is to be produced
Quantity: volume to be produced
Routing: how it is to be produced
Support services: with what will we produce
Timing/Transport: when to produce and how to move parts in & out
Quantity & Variety often dictate the layout type (product/process, etc.)
can be used to determine
which products justify their own lines,
which families justify their own cells.
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19. Systematic Layout Planning Procedure Information Gathering
Photographs about the product
“Exploded” drawings
Engineering drawings of individual parts
Parts list
Bill of materials (structure of product)
Assembly chart
Route sheet
Operations process chart
Etc.
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20. Systematic Layout Planning Procedure Information Gathering

21. Systematic Layout Planning Procedure Information Gathering
Schedule design decisions tell us how much to produce and when to produce.
Market Forecast
Number of Machines
Production Demand
Production Rate
Product Mix +
Continuous or
Intermittent Production
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22. Systematic Layout Planning Procedure Flow Analysis and Activity Analysis
Flow analysis concentrates on some quantitative measure of movement between departments or activities
Activity analysis is primarily concerned with the non-quantitative factors that influence the location of departments or activities
Charts and diagrams useful in flow analysis:
- Flow process chart
- Multi-product process charts
- Flow diagram
- From-to-charts
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23. Systematic Layout Planning Procedure Flow Analysis and Activity AnalysisB C D E D E F B C A A B C D E F
Basic Flow Patterns D E A B C A B C D E
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24. Systematic Layout Planning Procedure Flow and Activity Analysis
Layout Types
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25. Systematic Layout Planning Procedure Flow and Activity Analysis
Layout Types
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26. Systematic Layout Planning Procedure Flow and Activity Analysis
Receiving and
Shipping
Assembly
Painting Department
Lathe Department
Milling
Department
Drilling Department
Grinding P
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27. Systematic Layout Planning Procedure Flow and Activity Analysis - A1

28. Systematic Layout Planning Procedure Flow and Activity Analysis A-2

29. Systematic Layout Planning Procedure Flow and Activity Analysis
Desirability (or lack) of locating two work-centers together
information that is difficult to quantify
(example 1) shipping & receiving - share common facilities (e.g., loading docks)
(example 2) engineering & purchasing - efficient communication, quality,
(example 3) environmental factors - delicate testing vs. vibration
Summarized in a relationship or REL chart
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30. Systematic Layout Planning Procedure Flow and Activity Analysis
Rating Definition
A Absolutely Necessary
E Especially Important
I Important
O Ordinary Closeness OK
U Unimportant
X Undesirable
1. Directors conference room
2. President
3. Sales department
4. Personnel
5. Plant manager
6. Plant engineering office
7. Production supervisor
8. Controller office
9. Purchasing department I 1 O 5 U 6 A 4
O 5 3 E 2
Code Reason
Frequency of use high
Frequency of use medium
Frequency of use low
Information flow high
Information flow medium
Information flow low
Activity Relationship Chart
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31. Systematic Layout Planning Procedure Activity Relationship Chart
Code 1 2 3 4 5 6
Reason
Type of customer
Ease of supervision
Common personnel
Contact necessary
Share same price
Psychology
Activity Relationship Chart
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32. Systematic Layout Planning Procedure Activity Relationship Chart
From To
Area
(sq. ft.) 2 3 4 5
1. Credit department 6 I -- U 4 A
100
2. Toy department U I A
400
Note here that the (1) Credit Dept. and (2) Toy Dept. are given a rating of 6. -- 1 6
3. Wine department U
Note here that the (2) Toy Dept. and the (5) Candy Dept. are given a rating of 6. X
300 -- 1
4. Camera department X
100 1
5. Candy department
100
Closeness rating
Letter
Reason for rating
Number
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33. Systematic Layout Planning Procedure Relationship Diagram
Value A E I O U X
Closeness
Line
code
Numerical
weights
Absolutely necessary
Especially important
Important
Ordinary closeness OK
Unimportant
Undesirable 16 8 4 2
-80
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34. Systematic Layout Planning Procedure Relationship Diagram (or Activity Relationship Diagram)1 2 4 3 5 U E A I
The number of lines here represent paths required to be taken in transactions between the departments. The more lines, the more the interaction between departments.
Note here again, Depts. (1) and (2) are linked together, and Depts. (2) and (5) are linked together by multiple lines or required transactions.
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35. Systematic Layout Planning Procedure Activity Relationship Chart
Code Reason
Flow of material
Ease of supervision
Common personnel
Contact Necessary
Conveniences
Rating Definition
A Absolutely Necessary
E Especially Important
I Important
O Ordinary Closeness OK
U Unimportant
X Undesirable
1. Offices
2. Foreman
3. Conference Room
Parcel Post
5. Parts Shipment
6. Repair and Service Parts
7. Service Areas
Receiving
9. Testing
10. General Storage O 4 I 5 U E 3
E 3 A 1 2
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36. Systematic Layout Planning Procedure Relationship Diagram10 5 8 7 9 6 4 2 3 1
The Relationship Diagram positions activities spatially. Proximities are typically used to reflect the relationship between pairs of activities
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37. Muther’s Systematic Layout Planning Procedure
Based on the input data and an understanding of the roles and relationship between activities, a material flow analysis (from-to-chart) and an activity relationship analysis (activity relationship chart) are performed.
From the analysis performed, a relationship diagram is developed.
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38. Systematic Layout Planning Procedure
Space Determination
Production-center method
Converting method – the present space requirements are converted to those required for the proposed layout
Roughed-out layout method – using templates or models on the layout to obtain an estimate of configuration and space requirements
Ratio trend projection method – for general space requirements e.g. square feet per direct labor hour, square feet per unit produced, etc.
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39. Systematic Layout Planning Procedure
Space Determination
Raw material storage
In-process inventory storage
Finished-goods storage
Aisles, cross isles, and main aisles
Receiving and shipping
Material handling equipment storage
Tool rooms and tool cribs
Maintenance
Packaging
Quality control and inspection
Supervision
Health and medical facilities
Food service
Lavatories, washrooms, etc.
Offices
Employee and visitor parking
Receiving and shipping parking
Other storage
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40. Muther’s Systematic Layout Planning Procedure

41. Systematic Layout Planning Procedure Relationship Diagram10 5 8 7 9 6 4 2 3 1
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42. Systematic Layout Planning Procedure Space Relationship Diagram2
(125) 3 1
(1000) 4
(350) 6
(75) 9
(500) 10
(1750) 5 8
(200) 7
(575)
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43. Systematic Layout Planning Procedure
Relationship diagram:
all departments are of equal size.
Space Relationship diagram:
templates proportional in size to departmental space requirement
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44. Systematic Layout Planning Procedure
Activity Relations and Relationship Diagram – Another example
Relationship diagram
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45. Systematic Layout Planning Procedure
Space relationship diagram
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46. Systematic Layout Planning Procedure
Alternative block layout
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47. Systematic Layout Planning Procedure
Modifying considerations and limitations
Site-specific and Operation-specific conditions
possible adjustment to the layout
Example:
Location of external transportation system (e.g., rail, road, river access) → may restrict the location of shipping and receiving
limitations on access to utilities (HVAC, lighting, etc) in certain areas
aisles should be straight and close to the point where move requests are generated without obstructing manufacturing activities
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48. Muther’s Systematic Layout Planning Procedure

49. Systematic Layout Planning Procedure
Evaluation
Factor-analysis method (evaluating the layout alternatives)
List all of the factors to be considered important
Weight the relative importance of each of these factors to each other
Rate the alternative plans against one factor at a time
Calculate the weighted rating values and sum up those values to obtain the total value for each of the alternatives
Select the alternative with the highest total value
Factors
Cost, flexibility, maintainability, expandability (modularity), safety, operation ease
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50. Evaluation - Location Rating Factor
Systematic Layout Planning Procedure
Evaluation - Location Rating Factor
Identify important factors
Weight factors (usually or )
Subjectively score each factor
Sum weighted scores
Also see Unit 06B
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51. Activity Relationship Charting
Systematic Layout Planning Procedure Example A – Page 1
A Absolutely necessary
E Especially important
I Important
O Okay
U Unimportant
X Undesirable
Production
Offices
Stockroom
Shipping and receiving
Locker room
Tool Room A O U E X I
Activity Relationship Charting
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52. Shipping and receiving
Systematic Layout Planning Procedure Example A – Page 2
Relationship diagram of original layout
Key: A E I O U X
Offices
Stockroom
Locker room
Tool Room
Shipping and receiving
Production
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53. Shipping and receiving
Systematic Layout Planning Procedure Example A – Page 3
Relationship diagram of revised layout
Offices
Stockroom
Locker room
Tool Room
Shipping and receiving
Production
Key: A E I O U X
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54. Systematic Layout Planning Procedure Example B – Page 1
Branch Bank Example
Area Space needs (ft2)
Branch manager
Head teller
Teller counter/break room 600
New accounts clerk 100
Loan officers
Customer waiting room/lounge 150
Lobby
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55. Systematic Layout Planning Procedure Example B – Page 2
1. Branch Manager
2. Head Teller
3. Teller Counter/
Break Room
4. New Accounts
Clerk
5. Loan Officer
6. Customer Lounge/
1100 I
100 U
1000
2400 E
1600
800
400 O
300
200 50 70
Note: Lobby to be central to all
Steps 1 & 2:
Work flows and REL chart
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56. Systematic Layout Planning Procedure Example B – Page 32 4 1 6 5
Key A E I O U
Step 3:
Arrange
Work Areas 7
To all
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57. Systematic Layout Planning Procedure Example B – Page 45
600 ft 2
150 ft
200 ft
Step 4:
Space Arrangement 3 1 6
100 ft 4 7
500 ft
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58. Systematic Layout Planning Procedure Example B – Page 53 2 4 1 6 5
600 ft
100 ft
150 ft
156 ft
228 ft
216 ft
Lobby
450 ft
Entry
50’
40’
Step 5:
Floor Plan 7
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12-8

59. Principles of a Good Layout - Manufacturing
Straight-line Flow Pattern when possible
Backtracking kept to a Minimum
Predictable Production Time
Little In-process materials storage
Open Floor plans so everyone can see what is going on
Bottlenecks under control
Workstations close together
Minimum of material handling
Easy adjustment to changing conditions
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60. Layout Example - Manufacturing
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61. Principles of a Good Layout - Service
Easily understood service flow pattern
Adequate waiting facilities
Easy communication with customers
Customers in view of servers throughout the process
Clear entry and exit points with adequate checkout facilities
Customers see only what you want them to see
Balance between waiting and service areas
Minimum walking and material movement
Lack of clutter
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62. Principles of a Good Layout - Service
Office Layout Considerations:
Layouts need to account for physical environment and psychological needs of the organization
One key layout trade-off is between proximity and privacy
Open concept offices promote understanding & trust
Flexible layouts incorporating “office landscaping” help to solve the privacy issue in open office environments
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