Chapter 5

Facilities
To Accompany Russell and Taylor, Operations Management, 4th Edition,  2003 Prentice-Hall, Inc. All rights reserved.
Objectives of Facility Layout
 Minimize material handling costs
 Utilize space efficiently
 Utilize labor efficiently
 Eliminate bottlenecks
 Facilitate communication and interaction
between workers, between workers and
their supervisors, or between workers and
customers
 Reduce manufacturing cycle time or
customer service time
Objectives of Facility Layout
 Eliminate waste or redundant movement
 Facilitate the entry, exit, and placement of
material, products, or people
 Incorporate safety and security measures
 Promote product and service quality
 Encourage proper maintenance activities
 Provide a visual control of operations or
activities
 Provide flexibility to adapt to changing
conditions
 Increase capacity
 Basic Types of Layouts
 Process Layout
 Machines grouped by process they perform
 Product Layout
 Linear arrangement of workstations to
produce a specific product
 Fixed Position Layout
 Used in projects where the product cannot
be moved
Process Layout in Services
 Process Layout in Services

Women’s
Shoes Housewares
lingerie

Women’s Cosmetics Children’s

dresses and jewelry department

Women’s Entry and Men’s

sportswear display area department

Figure 5.1
 Manufacturing Process Layout
Milling
Lathe Department Department Drilling Department
M M D D D D
L L

M M D D D D
L L

G G G P
L L

G G G P
L L
Grinding Painting Department
Department
L L
Receiving and A A A
Shipping Assembly

Figure 5.2
 Manufacturing Process Layout
Milling
Lathe Department Department Drilling Department
M M D D D D
L L

M M D D D D
L L

G G G P
L L

G G G P
L L
Grinding Painting Department
Department
L L
Receiving and A A A
Shipping Assembly

Figure 5.2
 Manufacturing Process Layout
Milling
Lathe Department Department Drilling Department
M M D D D D
L L

M M D D D D
L L

G G G P
L L

G G G P
L L
Grinding Painting Department
Department
L L
Receiving and A A A
Shipping Assembly

Figure 5.2
A Product Layout
 A Product Layout
In

Out

Figure 5.3
 Comparison Of Product
And Process Layouts
PRODUCT LAYOUT PROCESS LAYOUT
1. Description Sequential arrangement Functional grouping
of machines of machines
2. Type of Process Continuous, mass Intermittent, job shop
production, mainly batch production,
assembly mainly fabrication
3. Product Standardized Varied,
made to stock made to order
4. Demand Stable Fluctuating
5. Volume High Low
6. Equipment Special purpose General purpose
7. Workers Limited skills Varied skills

Table 5.1
 Comparison Of Product
And Process Layouts
PRODUCT LAYOUT PROCESS LAYOUT
8. Inventory Low in-process, High in-process,
high finished goods low finished goods
9. Storage space Small Large
10. Material Fixed path Variable path
handling (conveyor) (forklift)
11. Aisles Narrow Wide
12. Scheduling Part of balancing Dynamic
13. Layout decision Line balancing Machine location
14. Goal Equalize work at Minimize material
each station handling cost
15. Advantage Efficiency Flexibility

Table 5.1
Fixed-Position Layouts
 Typical of projects
 Equipment, workers, materials, other
resources brought to the site
 Highly skilled labor
 Often low fixed
 Typically high variable costs
Designing Process Layouts
 Minimize material handling
costs
 Block Diagramming
 Minimize nonadjacent loads
 Use when quantitative data
is available
 Relationship Diagramming
 Based on location preference between areas
 Use when quantitative data is not available
 Block Diagramming
 Create load summary chart
 Calculate composite (two way)
movements
 Develop trial layouts minimizing
number of nonadjacent loads
Process Layout
Example 5.1
Process Layout
Load Summary Chart

FROM/TO DEPARTMENT

Department 1 2 3 4 5

1 — 100 50
2 — 200 50
3 60 — 40 50
4 100 — 60
5 50 —
Example 5.1
Process Layout
Load Summary Chart

FROM/TO DEPARTMENT

Department 1 2 3 4 5

1 — 100 50
2 — 200 50
3 60 — 40 50
4 100 — 60
Composite 5Movements Composite
50 Movements
—
23 200 loads 35 50 loads
24 150 loads 25 50 loads
13 110 loads 34 40 loads
12 100 loads 14 0 loads
45 60 loads 15 0 loads
Example 5.1
Process Layout
Load Summary Chart

FROM/TO DEPARTMENT
1 2 3
Department 1 2 3 4 5

1 — 100 50
2 — 4200 50 5
3 60 — 40 50
4 100 — 60
Composite 5Movements Composite
50 Movements
—
23 200 loads 35 50 loads
24 150 loads 25 50 loads
13 110 loads 34 40 loads
12 100 loads 14 0 loads
45 60 loads 15 0 loads
Example 5.1
Process Layout
110
Load Summary Chart

FROM/TO 100
DEPARTMENT 200
1 2 3
Department 1 2 3150 4 5
50
50
1 — 100 50 60
2 — 4200 50 5
3 60 — 40 50
40
4 100
Grid 1 — 60
Composite Movements
5 Composite
50 Movements
—
23 200 loads 35 50 loads
24 150 loads 25 50 loads
13 110 loads 34 40 loads
12 100 loads 14 0 loads
45 60 loads 15 0 loads
Example 5.1
Process Layout
Load Summary Chart

FROM/TO 100
DEPARTMENT 150
1 2 4
Department 1 2 3 4
200 505 40 60
110
1 — 100 50 50
2 — 200 50 3 5
3 60 — 40 50
4 100
Grid 2 — 60
Composite 5Movements Composite
50 Movements
—
23 200 loads 35 50 loads
24 150 loads 25 50 loads
13 110 loads 34 40 loads
12 100 loads 14 0 loads
45 60 loads 15 0 loads
Block Diagrams
 Block Diagrams
(a) Initial block diagram

1 2 4

3 5

Figure 5.4
 Block Diagrams
(a) Initial block diagram (b) Final block diagram

1 4
1 2 4 2

3 5 3 5

Figure 5.4
 Relationship Diagramming

 Used when quantitative

data is not available
 Muther’s grid displays
preferences
 Denote location
preferences with
weighted lines
Relationship Diagramming
Example
Relationship Diagramming
Example
Production

Offices

Stockroom
Shipping and
receiving

Locker room

Toolroom
Relationship Diagramming
Example A Absolutely
necessary
E Especially
important
Production I Important
O O Okay
Offices A U Unimportant
U I X Undesirable
Stockroom O E
Shipping and
A X A
receiving U U
U O
Locker room O
O
Toolroom
Relationship Diagramming
Example A Absolutely
necessary
E Especially
important
Production I Important
O O Okay
Offices A U Unimportant
U I X Undesirable
Stockroom O E
Shipping and
A X A
receiving U U
U O
Locker room O
O
Toolroom
Figure 5.5
Relationship Diagrams
 Relationship Diagrams
(a) Relationship diagram of original layout

Offices Locker Shipping

room and
receiving

Key: A
E
I
Stockroom Toolroom Production
O
U
X
Figure 5.6
 Relationship Diagrams
(b) Relationship diagram of revised layout

Stockroom

Offices Shipping
and
receiving

Locker Key: A
Toolroom Production
room E
I
O
U
X
Figure 5.6
Computerized Layout
Solutions
CRAFT - block
diagramming
CORELAP -
relationship
diagramming
Simulation
 Service Layouts
 Usually process layouts due to
customers needs
 Minimize flow of customers or
paperwork
 Retailing tries to maximize customer
exposure to products
 Computer programs consider shelf
space, demand, profitability
 Layouts must be aesthetically pleasing
Designing Product Layouts
 Product layouts or assembly lines
 Develop precedence diagram of
tasks
 Jobs divided into work elements
 Assign work elements to
workstations
 Try to balance the amount work of
each workstation
 Line Balancing
 Precedence diagram
 Network showing order
of tasks and restrictions
on their performance
 Cycle time
 Maximum time product
spends at any one
workstation
 Line Balancing
 PrecedenceCycle
diagram
time example
 Network showing order
production time available
of tasks and restrictions
Cd = desired
on their performanceunits of output

 Cycle time (8 hours x 60 minutes / hour)

Cd = (120 units)
 Maximum time product
spends at any 480
one
Cd = 120 = 4 minutes
workstation
Flow Time vs Cycle Time
 Cycle time = max time spent at any
station
 Flow time = time to complete all
stations
Flow Time vs Cycle Time
 Cycle time = max time spent at any
station
 Flow time = time to complete all
stations
1 2 3
4 minutes 4 minutes 4 minutes

Flow time = 4 + 4 + 4 = 12 minutes

Cycle time = max (4, 4, 4) = 4 minutes
 Efficiency of Line
Minimum number
Efficiency
of workstations
i i

t
i=1
i t
i=1
i

E = nC N= Cd
a

where
ti = completion time for element i
j = number of work elements
n = actual number of workstations
Ca = actual cycle time
Cd = desired cycle time
 Line Balancing Process
1. Draw and label a precedence diagram.
2. Calculate the desired cycle time required for the
line.
3. Calculate the theoretical
minimum number of workstations.
4. Group elements into workstations,
recognizing cycle time and
precedence constraints.
5. Calculate the efficiency of the line.
6. Stop if theoretical minimum number of
workstations on an acceptable efficiency level
reached. If not, go back to step 4.
Line Balancing
 Line Balancing
WORK ELEMENT PRECEDENCE TIME (MIN)
A Press out sheet of fruit — 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3

Example 5.2
 Line Balancing
WORK ELEMENT PRECEDENCE TIME (MIN)
A Press out sheet of fruit — 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3

0.2
B

0.1 A D 0.3

C
Example 5.2 0.4
 Line Balancing
WORK ELEMENT PRECEDENCE TIME (MIN)
A Press out sheet of fruit — 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3

0.2
40 hours x 60 minutes B / hour 2400
Cd = = = 0.4 minute
6,000 units 6000
0.1 A D 0.3
0.1 + 0.2 + 0.3 + 0.4 1.0
N= = = 2.5 workstations
0.4 0.4
C
Example 5.2 0.4
 Line Balancing
WORK ELEMENT PRECEDENCE TIME (MIN)
A Press out sheet of fruit — 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3

0.2
40 hours x 60 minutes B / hour 2400
Cd = = = 0.4 minute
6,000 units 6000
0.1 A D 0.3
0.1 + 0.2 + 0.3 + 0.4 1.0
N= = = 2.5 workstations
0.4 0.4
C 3 workstations
Example 5.2 0.4
 Line Balancing
WORK ELEMENT PRECEDENCE TIME (MIN)
A Press out sheet of fruit — 0.1
B Cut into strips A 0.2
C Outline fun shapes A 0.4
D Roll up and package B, C 0.3

Cd = 0.4
0.2
B N = 2.5

0.1 A D 0.3

C
Example 5.2 0.4
 Line Balancing
REMAINING REMAINING
WORKSTATION ELEMENT TIME ELEMENTS

Cd = 0.4
0.2
B N = 2.5

0.1 A D 0.3

C
Example 5.2 0.4
 Line Balancing
REMAINING REMAINING
WORKSTATION ELEMENT TIME ELEMENTS
1 A 0.3 B, C

Cd = 0.4
0.2
B N = 2.5

0.1 A D 0.3

C
Example 5.2 0.4
 Line Balancing
REMAINING REMAINING
WORKSTATION ELEMENT TIME ELEMENTS
1 A 0.3 B, C
B 0.1 C, D

Cd = 0.4
0.2
B N = 2.5

0.1 A D 0.3

C
Example 5.2 0.4
 Line Balancing
REMAINING REMAINING
WORKSTATION ELEMENT TIME ELEMENTS
1 A 0.3 B, C
B 0.1 C, D
2 C 0.0 D

Cd = 0.4
0.2
B N = 2.5

0.1 A D 0.3

C
Example 5.2 0.4
 Line Balancing
REMAINING REMAINING
WORKSTATION ELEMENT TIME ELEMENTS
1 A 0.3 B, C
B 0.1 C, D
2 C 0.0 D
3 D 0.1 none

Cd = 0.4
0.2
B N = 2.5

0.1 A D 0.3

C
Example 5.2 0.4
 Line Balancing
REMAINING REMAINING
WORKSTATION Work
ELEMENT Work
TIME Work
ELEMENTS
station 1 station 2 station 3
1 A 0.3 B, C
B A, B C
0.1 D C, D
2 C 0.0 D
0.3 0.4 0.3
3 D minute 0.1
minute
none
minute

Cd = 0.4
0.2
B N = 2.5

0.1 A D 0.3

C
Example 5.2 0.4
 Line Balancing
REMAINING REMAINING
WORKSTATION Work
ELEMENT Work
TIME Work
ELEMENTS
station 1 station 2 station 3
1 A 0.3 B, C
B A, B C
0.1 D C, D
2 C 0.0 D
0.3 0.4 0.3
3 D minute 0.1
minute
none
minute

Cd = 0.4
0.2
B N = 2.5

0.1 + 0.2 + 0.3 + 0.4 1.0

E= 0.1 A = D0.833
= 0.3 = 83.3%
3(0.4) 1.2

C
Example 5.2 0.4
 Computerized Line
Balancing
 Use heuristics to assign tasks to
workstations
 Ranked positional weight
 Longest operation time
 Shortest operation time
 Most number of following tasks
 Least number of following tasks
 Hybrid Layouts
 Cellular layouts
 Group machines into machining cells
 Flexible manufacturing systems
 Automated machining & material
handling systems
 Mixed-model assembly lines
 Produce variety of models on one line
 Cellular Layouts
1. Identify families of parts with
similar flow paths
2. Group machines into cells
based on part families
3. Arrange cells so material
movement is minimized
4. Locate large shared machines
at point of use
Parts Families
 Parts Families

A family of A family of related

similar parts grocery items
Figure 5.7
Original Process Layout
 Original Process Layout
Assembly

4 6 7 9

5 8

2 10 12

1 3 11

A B C Raw materials

Figure 5.8
 Part Routing Matrix
Machines
Parts 1 2 3 4 5 6 7 8 9 10 11 12
A x x x x x
B x x x x
C x x x
D x x x x x
E x x x
F x x x
G x x x x
H x x x

Figure 5.8
Revised Cellular Layout
 Revised Cellular Layout
Assembly

8 10 9 12

11
4 Cell 1 Cell 2 6 Cell 3
7

2 1 3 5

A B C
Raw materials

Figure 5.9
 Reordered Routing Matrix
Machines
Parts 1 2 4 8 10 3 6 9 5 7 11 12
A x x x x x
D x x x x x
F x x x
C x x x
G x x x x
B x x x x
H x x x
E x x x

Figure 5.9
 Advantages Of
Cellular Layouts
 Reduced material handling and transit time
 Reduced setup time
 Reduced work-in-
process inventory
 Better use of human
resources
 Easier to control
 Easier to automate
 Disadvantages Of
Cellular Layouts
 Inadequate part families
 Poorly balanced cells
 Expanded training
and scheduling
of workers
 Increased capital
investment
Manufacturing
Cell
Manufacturing HM

Cell VM

Direction of part movement within cell

Figure 5.10 Worker 3
VM

Paths of three
workers moving
within cell
Worker 2
Material
G
movement
L
Key: Final
inspection
S = Saw
L = Lathe
HM = Horizontal milling machine Finished
S part
VM = Vertical milling machine Worker 1
G = Grinder Out
In
 Automated
Manufacturing
Cell
 Automated
Manufacturing
Cell

Figure 5.11
 Flexible Manufacturing
Systems
 Automated machining operations
 Automated material handling
 Automated tool changers
 Computer controlled system
 Designed around size of parts processed
& average processing time for parts
 Can process wide variety of items quickly
FMS Layouts
 FMS Layouts

Figure 5.12
 FMS Layouts

Figure 5.12
 Mixed Model
Assembly Lines
 Produce multiple models in any
order on one assembly line
 Issues in mixed model lines
 Line balancing
 U-shaped line
 Flexible workforce
 Model sequencing
Balancing U-Shaped Lines
 Balancing U-Shaped Lines
Precedence diagram:

A B C

Cycle time = 12 min

D E

Figure 5.13
 Balancing U-Shaped Lines
Precedence diagram:

A B C

Cycle time = 12 min

D E

(a) Balanced for a straight line

A,B C,D E
9 min 12 min 3 min
24 24
Efficiency = = = .6666 = 66.7 %
3(12) 36

Figure 5.13
 Balancing U-Shaped Lines
Precedence diagram:

A B C

Cycle time = 12 min

D E

(a) Balanced for a straight line (b) Balanced for a U-shaped line

A,B C,D E
A,B
9 min 12 min 3 min
24 24
Efficiency = = = .6666 = 66.7 % C,D
3(12) 36

24 24
Efficiency = = = 100 % 12 min 12 min
Figure 5.13 2(12) 24