1. 1)Basic steps 2) different types of layout 3) factors
affecting plant layout 4) objectives of plant layout 5) problems
related to plant layout 6) symptoms of a good plant layout 7)
advantages of a good layout 8) alternative layout
2. The factors affecting plant layout can be grouped into 7
categories: Materials The layout of the productive equipment will
depend on the characteristics of the product to be managed at the
facility, as well as the different parts and materials to work on.
Main factors to be considered: size, shape, volume, weight, and the
physical-chemical characteristics, since they influence the
manufacturing methods and storage and material handling processes.
The sequence and order of the operations will affect plant layout
as well, taking into account the variety and quantity to
produce.
3. Machinery Having information about the processes, machinery,
tools and necessary equipment, as well as their use and
requirements is essential to design a correct layout. The methods
and time studies to improve the processes are closely linked to the
plant layout. Regarding machinery, we have to consider the type,
total available for each type, as well as type and quantity of
tools and equipment. Its essential as well to know about space
required, shape, height, weight, quantity and type of workers
required, risks for the personnel, requirements of auxiliary
services, etc.
4. Labor Labor has to be organized in the production process
(direct labor, supervision and auxiliary services). Environment
considerations: employees safety, light conditions, ventilation,
temperature, noise, etc. Process considerations: personnel
qualifications, flexibility, number of workers required at a given
time as well as the type of work to be performed by them.
5. Material Handling Material handling does not add value to
the product; its just waste. Objective: Minimize material handling
as well as combining with other operations when possible,
eliminating unnecessary and costly movements.
6. Auxiliary Services Support the main production activities at
the plant: Related to labor: Accessibility paths, fire protection
installations, supervision, safety, etc. Related to material:
quality control. Related to machinery: maintenance and electrical
and water lines. The auxiliary services represent around 30% of the
space at a facility. The space dedicated to auxiliary services is
usually considered as waste. Its important to have efficient
services to insure that their indirect costs have been
minimized.
7. The building If it has been already selected, its
characteristics will be a constraint at the moment of designing the
layout, which is different if the building has to be built.
8. Future Changes One of the main objectives of plant layout is
flexibility. Its important to forecast the future changes to avoid
having an inefficient plant layout in a short term. Flexibility can
be reached keeping the original layout as free as possible
regarding fixed characteristics, allowing the adjustment to
emergencies and variations of the normal process activities.
Possible future extensions of the facility must be taken into
account, as well as the feasibility of production during
re-layout.
9. To arrange departments ,consisting of like processes in such
a way that optimizes their relative placement. To minimize the
interdepartmental material handling cost.
10. Example of a Toy factory.. Departments like printing ,
painting , sewing, major assembly , minor assembly, shipping
11. 160 ft 80 ft
12. Good solution on the basics of MATERIAL HANDLING but not on
the basics of feasibility and practicality Sewing department next
to painting department may cause hazard Major assembly and minor
assembly unit at opposite ends will increase the time of
transportation
13. ( Computerized Relative Allocation Of Facilities Technique
) A computerized technique to handle large layouts ..
14. Simple rule :- Compare two departments and exchange them if
they reduces the total handeling cos Does not guarantee an optimal
solution Can handle upto 40 departments and rarely exceeds 10
iterations.
15. Involves developing a relationship cha showing the
importance of each departmental location adjoining to the other
department.. An activity relationship diagram is draw Provide
feasible layout
16. Advantages of Process Layout Flexibility: equipment and
personnel can be used where they are needed. Smaller investment in
equipment: duplication is not necessary unless volume is large.
Expertise: supervisors for each department become highly.
knowledgeable about their functions Diversity of tasks: changing
work assignments make work more satisfying for people who prefer
variety
17. DisAdvantages of Process Layout Lack of process efficiency:
backtracking and long movements may occur in the handling of
materials. Lack of efficiency in timing: workers must wait between
tasks. Complication of production planning and control. Cost:
workers must have broad skills and must be paid higher wages than
assembly line workers. Lowered productivity: because each job is
different it requires different setups and operator training.
18. Equipments or departments are dedicated to a particular
product line. Duplicate equipment is employed to avoid
backtracking. Straight line flow of material is achievable.
19. A special case of product layout Refers to progressive
assemblies linked by some material handling devi
20. Group machines in a line to make a certain product -
Assembly lineA C B F G A D E Pallet from Group Layout PRODUCT
LAYOUT
21. Advantages of Product Layout Best for products made in
large quantities Low cost per unit Fast Low material handling costs
Low storage & inventory Simplified training of new workers
Fewer personnel
22. Disadvantages of Product Layout Large initial investment
Vulnerable to stoppage Inflexible new designs not introduced Parts
must fit exact no rework along line Not suitable for incentive pay
Absenteeism hard to handle All stations must take same time
23. Allocates different machines in cells. To work on product
having similar shapes n processing requirements Widelly used in
metal fabricating, chip manufacturing , assembly work .
24. Grouping parts into families that follows a common sequence
of steps (PART FAMILIES) Identifying dominant flow pattern of part
families on the basics of location and Relocation of processes..
Physically grouping parts n machinery into cells. Often there will
be such parts or such specialized machinery that cannot be placed
into a particular cell.. Such are placed into REMAINDER CELLS
..
25. Developing of group technology
26. A plant producing 10,000 part numbers may be able to group
the parts into 50 or 60 families. Each family would possess similar
design and manufacturing characteristics. Hence, the processing of
each member of a given family would be similar, and this results in
manufacturing efficiencies in the form of: Reduced set-up, Lower
in-process inventories, Better scheduling, Improved tool control,
Standard process plan.
27. Dell computers server plant The one-person build cell that
populate the heart of the plant Enhance flexibility A critical
element of Dell computers direct build-to-order model Assisted by
web based online work instructions An experienced worker in a
standard cell can assemble any of the 10 basic server platforms..
In a cell it can have a high end machinery followed by a low end
machinery This kind of flexibility allows a much shorter cycle time
for all the platforms
28. Advantages Implied reduction of necessary control Reduced
material handling Reduced set-up time Reduced tooling Reduced
in-process inventory Increase operator expertise Improved human
relations.
29. Disadvantages Reduced shop flexibility Possible reduced
machine utilization Possible extended job flow times Possible
increased job tardiness. Implementation Issues Reorganization -
machine layout need reorganization every so often. Work cell
supervision - supervisors must be expert in several field (milling,
turning, grinding, etc.) represented in the cell. Shop floor
control / production planning - cell concept leads to unbalanced
workload on machines.
30. Fixed Position Layout Manufacturing and non-manufacturing
operations of bulky or fragile products, e.g. ships and planes.
Move machines and/or workers to the site; products normally remains
in one location for its entire manufacturing period.
31. Advantages of Fixed Layout Reduces movement of work items;
minimizes damage or cost of moving. More continuity of the assigned
work force (since the item does not go from one department to
another). This reduces the problems of re- planning and instructing
people each time a new type of activity is to begin.
32. Disadvantages of Fixed Layout Since the same workers are
involved in more operations, skilled and versatile workers are
required. The necessary combination of skills may be difficult to
find and high pay levels may be necessary. Movement of people and
equipment to and from the work site may be expensive. Equipment
utilization may be low because the equipment may be left at a
location where it will be needed again in a few days rather than
moved to another location where it would be productive.
33. Applicable in banks , stores , restaurants.. Main objective
:- maximize the net profit per square foor of store space The best
orientation of such a layout is done by TACO BELL RESTAURANTS
34. Change in layout
35. Companies success stratergy The changed layout of the
resaurt in 1991 supports the companies value stratergy of speed and
low price modification includes elimination of many on site food
preperation steps which the speed and n reduces the working space
needed Pre heating is done by suppliers or at other place..major
task at restaurant is to heat n assemble only Structural change :-
single line running parallel to the counter to double line running
parallel to it
36. Concept of maximum product exposure makes stores to look
like warehouses sometimes Service space refers to the physical
surroundings in which the service takes place and how these
surroundings affects customers and employees Three elements of
consideration are :- ambient conditions,spacial layout,and
functionality
37. Angular layout Rectangular layout
38. Towards open offices Personal work spaces separated by low
divider walls Enhances communication and team work Offices are laid
to convey the desired image of the company
39. Scandinavian Airlines Systems administrative office complex
outside Stockholm is a two-storey collection of glass-wallled pods
Feeling of an open communication system and flat hierarchy A view
of companys management philosophy
40. Product Layouts Fixed Position Layouts Mixed Layouts
Process Layouts Quantity Number of Different Products P - q
Analysis
41. The front page article in The Wall Street Journal
(Dec.27,2010) details two brand new strategiesthe 1st a product
decision and the 2nd yet another layout change. Innovation at
MC-Donalds
42. Innovation at McDonald's Indoor seating(1950s)
Drive-through window(1970s) Adding breakfast to the menu(1980s)
Adding play areas(1990s) Three out of the 4 are layout
decisions!!
43. Fifth major Innovation New kitchen layout Sandwiches
assembled in order Elimination of some steps, shortening of others.
No food prepared ahead except patty New bun toasting machine and
new bun formulation Repositioning condiment containers
44. Result Savings of $100,000,000 per year in food costs
Innovation at McDonald's