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Facility Layout and Basic Formats
Process Layout
Layout Planning
Assembly Line balancing
Service Layout
OBJECTIVES
Chapter 7A Facility Layout
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Facility Layout
Facility layout can be defined as the process by which the
placement of departments, workgroups within departmworkstations, machines, and stock-holding points withfacility are determined
This process requires the following inputs:
Specification of objectives of the system in terms of oand flexibility
Estimation of product or service demand on the system
Processing requirements in terms of number of operatand amount of flow between departments and work ce
Space requirements for the elements in the layout
Space availability within the facility itself
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Basic Production Layout Formats
Process Layout (also calledjob-shopor
func t ional layou t)
Product Layout (also called f low-shop la
Group Technology (Cellular) Layout
Fixed-Position Layout
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Process Layout: I nterdepartmental F low
Given
The flow (number of moves) to and from all depa
The cost of moving from one department to anot
The existing or planned physical layout of the pla
Determine
The best locations for each department, wheremaximizing flow, which minimizing costs
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Process Layout: CRAFT Approach
It is a heuristic program; it uses a simple rule o
in making evaluations: "Compare two departments at a time and ex
them if it reduces the total cost of the layou
It does not guarantee an optimal solution
CRAFT assumes the existence of variable pathhandling equipment such as forklift trucks
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Process Layout: Systematic Layout Planning
Numerical flow of items between departments
Can be impractical to obtain
Does not account for the qualitative factors that may
the placement decision
Systematic Layout Planning
Accounts for the importance of having each departmnext to every other department
Is also guided by trial and error
Switching departments then checking the results
closeness score
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Example of Systematic Layout Planning:
Importance of Closeness
Value
A
E
I
OU
X
ClosenessLine
code
Num
weAbsolutely necessary
Especially important
Important
Ordinary closeness OKUnimportant
Undesirable
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Example of Systematic Layout Planning:
Relating Reasons and Importance
From
1. Credit department
2. Toy department
3. Wine department
4. Camera department
5. Candy department
6
I
--
U
4
A
--
U
--
U
1
I
1,6
A
--
U
1
X
1
X
To
2 3 4 5
A
(s
Closeness rating
Reason for rating
Letter
Number
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Example of Systematic Layout Planning:
Initial Relationship Diagram
1
2
4
3
5
X X
E
A
I
The number of li
represent paths r
be taken in trans
between the depa
The more lines, tinteraction betwe
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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Example of Systematic Layout Planning:
Initial and Final Layouts
1
2 4
3
5
Initial Layout
Ignoring space and
building constraints
2
5 1 43
50 ft
20 ft
Final Layout
Adjusted by square
footage and building
size
Not
Lay
Dep
are
plac
nex
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Example of Line Balancing
Youve just been assigned the job a setting up an electric fan
line with the following tasks:
Task Time (Mins) Description
A 2 Assemble frame
B 1 Mount switch
C 3.25 Assemble motor housing
D 1.2 Mount motor housing in frame
E 0.5 Attach bladeF 1 Assemble and attach safety grill
G 1 Attach cord
H 1.4 Test
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Example of Line Balancing:
Structuring the Precedence Diagram
Task Predecessors Task PredecessorsA None
B AC None
D A, C
E D
F E
G B
H F, G
A B
C D E F
G
H
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Example of Line Balancing: Precedence Diagram
A
C
B
D E F
GH
2
3.25
1
1.2 .5
11.4
1
Question: Which process step defines the maximum rate of
production?
Answer: Task C is the cycle time of the line and therefo
the maximum rate of production.
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Example of Line Balancing:Determine Cycle Time
Question: Suppose we want to assemble 100 fans pe
What would our cycle time have to be?
periodperoutputRequired
periodpertimeProduction=CTime,CycleRequired
mins/unit4.2=units/day100
mins/day420=C
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Example of Line Balancing: Determine Theoret
Minimum Number of Workstations
Question: What is the theoretical minimum number of
workstations for this problem?
(C)timeCycle
(T)stask timeofSum=N
N
t
tns,WorkstatioofNumberMin.lTheoretica
3or2.702,=mins/unit4.2
mins/unit11.35=N t
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Example of Line Balancing:
Rules To Follow for Loading Workstations
Ass ign tasks to stat ion 1, then 2, etc. in sequenc e. Keep a
wo rkstat ion ensur ing that precedence is m ainta ined and tless than or equal to the cycle t ime. Use the fol low ing rul
tasks for ass ignm ent .
Primary:Assign tasks in order of the largest number of fo
Secondary (t ie-breakin g):Assign tasks in order of the longoperating time
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A
C
B
D E F
GH
2
3.25
1
1.2 .5
11.4
1
C (4.2-3.25)=.95
Idle = .95
D (4.2-1
E (3-.5)=
F (2.5-1)
H (1.5-1
Idle = .1
Task Followers
A 6
C 4
D 3
B 2
E 2
F 1G 1
H 0
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)
Idle= .2
Station 1 Station 2 Stat
Which station is the bottleneck? What is the effective cycle time?
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Example of Line Balancing:
Determine the Efficiency of the Assembly Line
tCyclex(Na)onsworkstatiofnumberActual(T)stask timeofSum=Efficiency
901.=
s/unit)(3)(4.2min
mins/unit11.35=Efficiency
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Retail Service Layout
Goal--maximize net profit per square foot of floor
Servicescapes
Ambient Conditions
Spatial Layout and Functionality
Signs, Symbols, and Artifacts
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Baldwin Filter TourApril 14 & 15, during regular class time.
Bring the RPA sheet. You must take the tour before you can writ
Enter here Park here
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Baldwin Filter LocationPhone: (8
(