Module-2

Plant Layout: Need, Objectives, Types &

Design Process
 Plant Layout

Plant layout is an arrangement of machines and facilities.

Plant layout involves the development of physical relationship

among building, equipment and production operations, which
will enable the manufacturing process to be carried on efficiently.
 Need for Plant Layout
• Plant layout refers to the physical arrangement of production facilities. It is
needed for the configuration of departments, work centers and equipment in
the conversion process. It is required to prepare a floor plan of the physical
facilities, which are essentially used for production.

• Plant layout is needed for the optimum arrangement of facilities including

personnel, operating equipment, storage space, material handling equipment
and all other supporting services along with the design of best structure to
contain all these facilities (in any stage of production - consumption).
 Objectives of Plant Layout
The primary goal of the plant layout is to maximize the profit by
arrangement of all the plant facilities to the best advantage of total
manufacturing of the product.
The objectives of plant layout are:
1. Streamline the flow of materials through the plant.
2. Facilitate the manufacturing process.
3. Maintain high turnover of in-process inventory.
4. Minimize materials handling and cost.
5. Effective utilization of men, equipment and space.
6. Make effective utilization of cubic space.
 Objectives of Plant Layout
6. Make effective utilization of cubic space.

7. Flexibility of manufacturing operations and arrangements.

8. Provide for employee convenience, safety and comfort.

9. Minimize investment in equipment.

10. Minimize overall production time.

11. Maintain flexibility of arrangement and operation.

12. Facilitate the organizational structure.

 Types of Layout
Layouts can be classified into the following five categories:
1. Process layout

2. Product layout

3. Combination layout

4. Fixed position layout

5. Group layout

6. Service layout
 Process Layout

• Process layout (functional layout) is recommended for batch

production. All machines performing similar type of operations are
grouped at one location in the process layout .

• Thus, in process layout the arrangement of facilities are grouped

together according to their functions.

• The flow paths of material through the facilities from one functional
area to another vary from product to product.
 Design of Process Layout
• For process layouts, the relative arrangement of departments and
machines is the critical factor because of the large amount of
transportation and handling involved.

Procedure for Designing Process Layouts

• Process layout design determines the best relative locations of functional

work centers. Work centers that interact frequently, with movement of
material or people, should be located close together, whereas those that
have little interaction can be spatially separated.
 Design of Process Layout
Designing an efficient functional layout is described below.
1. List and describe each functional work centre.
2. Obtain a drawing and description of the facility being designed.
3. Identify and estimate the amount of material and personnel flow among work
centres
4. Use structured analytical methods to obtain a good general layout.
5. Evaluate and modify the layout, incorporating details such as machine
orientation, storage area location, and equipment access.

• The amounts and/or costs of flows among work centres are usually presented
using a flow matrix, a flow-cost matrix, or a proximity chart.
1. Flow Matrix
2. Flow-cost Matrix
3. Proximity Chart
Design of Process Layout
 Advantages & Limitations of Process Layout
1. In process layout machines are better utilized and fewer machines are required.
2. Flexibility of equipment and personnel.
3. Lower investment - lower cost of general purpose machines.
4. Higher utilization of production facilities.
5. A high degree of flexibility with regards to work distribution to machineries and
workers.
6. Job challenging
7. Supervisors will become highly knowledgeable
Limitations
1. Backtracking and long movements may occur in the handling of materials thus,
reducing material handling efficiency.
2. Material handling cannot be mechanized which adds to cost.
3. Process time is prolonged which reduce the inventory turnover and increases
the in- process inventory.
 Product Layout
• Machines and auxiliary services are located according to the processing
sequence of the product. If the volume of production of one or more
products is large, the facilities can be arranged to achieve efficient flow of
materials and lower cost per unit.
• Special purpose machines are used which perform the required function
quickly and reliably.
• The product layout is selected when the volume of production of a product
is high such that a separate production line to manufacture it can be
justified.
• In a strict product layout, machines are not shared by different products.
Therefore, the production volume must be sufficient to achieve satisfactory
utilization of the equipment.
Product Layout
 Design of Product Layout
• Equipment or departments are dedicated to a particular
product line, duplicate / additional equipment is employed
to avoid backtracking, and a straight-line flow of material
movement is achievable.
• Assembly lines are a special case of product layout.
• In a general sense, the term assembly line refers to
progressive assembly linked by some material-handling
device.
 Design of Product Layout
• The usual assumption is that some form of pacing is present
and the allowable processing time is equivalent for all
workstations.
• A few of these are material handling devices (belt or roller
conveyor, overhead crane); line configuration (U-shape,
straight, branching); pacing (mechanical, human); product
mix (one product or multiple products); workstation
characteristics (workers may sit, stand, walk with the line, or
ride the line); and length of the line (few or many workers).
Design Process of Product Layout
 Design Process of Product Layout

A more-challenging problem is the determination of the

optimum configuration of operators and buffers in a
production flow process. A major design consideration in
production lines is the assignment of operation so that all
stages are more or less equally loaded.
 Design Process of Product Layout
• LINE BALANCING
• Assembly-line balancing often has implications for layout. This
would occur when, for balance purposes, workstation size or the
number used would have to be physically modified.
• The most common assembly-line is a moving conveyor that passes
a series of workstations in a uniform time interval called the
workstation cycle time.
• BEHAVIOURAL FACTORS
• The most controversial aspect of product layout is behavioral
response. Studies have shown that paced production and high
specialization lower job satisfaction.
 Design Process of Product Layout
CYCLE TIMES
A line’s cycle time depends on the desired output rate (or
sometimes on the maximum number of workstations allowed). In
turn, the maximum line efficiency varies considerably with the
cycle time selected.

Advantages
1. The flow of product will be smooth and logical in flow lines.
2. In-process inventory is less.
3. Throughput time is less.
4. Minimum material handling cost.
 Design Process of Product Layout
5. Simplified production, planning and control systems are possible.
6. Less space is occupied by work transit and for temporary storage.
7. Reduced material handling cost.
9. Manufacturing cycle is short due to uninterrupted flow of materials.
11. Unskilled workers can learn and manage the production.
Limitations
1. A breakdown of one machine in a product line may cause stoppages of
machines in the downstream of the line.
2. A change in product design may require major alterations in the layout.
3. The line output is decided by the bottleneck machine.
4. Comparatively high investment in equipment is required.
5. Lack of flexibility. A change in product may require the facility modification.
 Combination Layout

A combination of process and product layouts combines the

advantages of both types of layouts. A combination layout is possible
where an item is being made in different types and sizes. Here
machinery is arranged in a process layout but the process grouping is
then arranged in a sequence to manufacture various types and sizes
of products. It is to be noted that the sequence of operations
remains same with the variety of products and sizes.
Combination Layout
 Fixed Position Layout
This is also called the project type of layout. In this type of layout,
the material, or major components remain in a fixed location and
tools, machinery, men and other materials are brought to this
location. This type of layout is suitable when one or a few pieces
of identical heavy products are to be manufactured and when the
assembly consists of large number of heavy parts, the cost of
transportation of these parts is very high.
Fixed Position Layout
 Fixed Position Layout
Advantages
• The major advantages of this type of layout are:
• 1. Helps in job enlargement and upgrades the skills of the
operators.
• 2. The workers identify themselves with a product in which
they take interest and pride in doing the job.
• 3. Greater flexibility with this type of layout.
• 4. Layout capital investment is lower.
 Group Layout
• Group Layout or Group Technology (GT) Layout is an option for
achieving line-flow layouts with low-volume processes; this
technique creates part familily cells not limited to just one
worker and has a unique way of selecting work to be done by the
cell.

• The GT method groups parts or products with similar

characteristics into families and sets aside groups of machines for
their production.
 Group Layout…

Lathe Drill Grind Assembly

W
S a
t Mill Assembly Weld Paint r
o e
r h
a o
g Press Lathe Drill Press Assembly u
e s
e
Grind Drill Assembly Drill Grind
 Group Layout…
• Advantages
1. Increased machine utilization.
2. Team attitude and job enlargement tend to occur.
3. Compromise between product layout and process layout, with associated
advantages.
4. Supports the use of general purpose equipment.
5. Shorter travel distances and smoother flow lines than for process layout.
• Limitations
1. General supervision required.
2. Higher skill levels required of employees than for product layout.
3. Compromise between product layout and process layout, with associated limitations.
4. Depends on balanced material flow through the cell; otherwise, buffers and work-in-
process storage are required.
5. Lower machine utilization than for process layout.
 Service Layout
The major factors considered for service providers, is an
impact of location on sales and customer satisfaction.
Customers usually look about how close a service facility
is, particularly if the process requires considerable
customer contact. Hence, service facility layouts should
provide for easy entrance to these facilities from the
freeways. Well-organized packing areas, easily accessible
facilities, well designed walkways and parking areas are
some of the requirements of service facility layout.
 Service Layout
Service facility layout will be designed based on degree of customer
contact and the service needed by a customer. These service layouts
follow conventional layouts as required. For example, for car service
station, product layout is adopted, where the activities for servicing
a car follows a sequence of operation irrespective of the type of car.
Hospital service is the best example for adaptation of process layout.
Here, the service required for a customer will follow an independent
path.
Service Layout
end
Layout Design Process
 Layout Design Process

Reasons for layout design or redesign

•new products (type, nature etc.)
•changes in demand
•changes in product design
•new machines
•Bottlenecks
•Line balancing
•too large buffers
•too long transfer times
 Layout Design

Product

Layout
Logistics Process
 Goals of Layout Design

•Minimal material handling time

•Minimal material handling costs
•Minimal investments
•Minimal throughput time
•Flexibility
•Efficient use of space
 Layout Design

Major Restrictions:
•legislation on people / employees
working conditions
•present building (columns / waterworks)
Few Methods:
•Immer: The right equipment at the right
place to permit effective processing
•Apple: Short distances and short times
 Layout Design – Important Points

•Plan for the preferred situation in the future

•Layout must support objectives of the facility

•If no accurate data  layout must be flexible

 Layout Design – Procedures

Layout design procedures / methods are:

1. Nadler’s Ideal Systems Approach

2. Immer’s Plant Layout Procedure
3. Apple’s Plant Layout Procedure
4. Reed’s Plant Layout Procedure
 Systematic Layout Planning (SLP)

Most popular method used for plant layout

design is Systematic Layout Planning or SLP

Developed by R. Muther (1961)

•Three major stages are there:

• Analysis
• Search
• Selection
2/3/2022 IENG 471 Facilities Planning 8
 Systematic Layout Plan by Muther

2/3/2022 IENG 471 Facilities Planning 9

 Systematic Layout Planning

0 Data gathering
1 Flow 2 Activities
Analysis
3 Relationship
4 Space diagram 5 Space
requirements available
6 Space relationship
diagram
Search 7 Reasons to 8 Restrictions
modify
9 Layout alternatives

Selection 10 Evaluation
 Plant Layout Design Cycle

The major stages of Plant Layout Design Cycle are

1. Design process
2. Implementation
3. Follow-up and
4. Reactivation

Each stage has sub-sections and is shown in the

figure.
Plant Layout Design Cycle
end
 Layout Planning
Data Collection & Analysis

1
Systematic Layout Planning (SLP)

2
Systematic Layout Planning (SLP)

3
Systematic Layout Planning (SLP)

4
 Activity and Flow Analysis
• Factors that Affect the Flow Pattern
• Flow Analysis Information
• Flow Patterns
a. Flow within Workstations b. Flow within Departments
c. Flow between Departments
• Flow Planning
• Measuring Flow
• Types of Layouts & Flows
a. Process b. Product
c. Group Technology d. Fixed Location
e. Hybrid
• Flow Dominance Measure
• Techniques for Machine Cell Formation
a. Row and Column Masking Algorithm
b. Single Linkage Clustering c. Average Linkage clustering
 Factors that Affect the Flow Pattern

• Number of parts in each product

• Number of operations on each part
• Sequence of operations in each part
• Number of subassemblies
• Number of units to be produced
• Product versus process type layout
• Desired flexibility
• Locations of service areas
• The building
 Flow Analysis Information

• Assembly Chart

• Operations Process Chart

• Flow Process Chart

• Multi-Product Process Chart

• Flow Diagram

• From-To Chart
Assembly Chart
It is an analog model of the assembly
process. Circles with a single link denote
basic components, circles with several
links denote assembly
operations/subassemblies, and squares
represent inspection operations. The
easiest method to constructing an
assembly chart is to begin with the
original product and to trace the product
disassembly back to its basic components.
Operations Process Chart
By superimposing the route sheets and
the assembly chart, a chart results that
gives an overview of the flow within
the facility. This chart is operations
process chart.
Flow Process Chart
This chart uses circles for
operations, arrows for transports,
squares for inspections, triangles
for storage, and the letter D for
delays. Vertical lines connect these
symbols in the sequence they are
performed.
Multi-Product Process Chart

This chart is a flow process chart

containing several products.
Flow Diagram
It depicts the probable
movement of materials in the
floor plant. The movement is
represented by a line in the plant
drawing.
From-To-Chart
This chart is a matrix that
contains numbers representing a
measure (units, unit loads, etc.)
of the material flow between
machines, departments,
buildings, etc.
Flow Patterns
 Flow Patterns: Flow within Workstations

Motion studies and ergonomics considerations are important in

establishing the flow within workstations. Flow within
workstations should be:

• Simultaneous: coordinated use of hands, arms and feet.

• Symmetrical: coordination of movements about the center of the
body.
• Natural: movements are continuous, curved, and make use of
momentum.
• Rhythmical and Habitual: flow allows a methodological and
automatic sequence of activities. It should reduce mental, eye and
muscle fatigue, and strain.
 Flow Patterns: Flow within Departments

• The flow pattern within departments depends on the type of

department.
• In a product and/or product family department, the flow follows the
product flow.
1 2
1 machine/operator machines/operator
machine/operator

END-TO-
END
BACK-TO-BACK FRONT-TO-
More than 2 FRONT
machines 1
/operator machine/operator

CIRCULAR
ODD-ANGLE
Flow Pat.: Flow within Departments (cont.)

• In a process department, little flow should occur between workstations

within departments. Flow occurs between workstations and isles.
Uncommon
Aisle Aisle One way

Aisle Aisle One way

Aisle

PARALLEL PERPENDICULAR DIAGONAL

Dependent on interactions among workstations

available space
size of materials
 Flow Pat.: Flow between Departments
• Flow between departments is a criterion often used to evaluate flow
within a facility.
• Flow typically is a combination of the basic horizontal flow patterns
shown below. An important consideration in combining the flow
patterns is the location of the entrance (receiving department) and exit
(shipping department).
Similar to
Simplest. L flow straight. It is not
Straight Separate as long.
receiving/shipping
crews
Very popular.
U flow Combine receiving Circular Terminate flow.
/shipping. Simple to
flow Near point of
administer origin

Serpentine When line is too

long S flow
Flow within a facility considering the
locations of entrance and exit

At the same location

On adjacent sides
Flow within a facility considering the
locations of entrance and exit (cont.)

On the same side

but at opposite ends

On opposite sides
 Vertical Flow Pattern

Flow between buildings Ground level ingress (entry) Ground level ingress (entry)
exists and the connection and egress (exit) are and egress (exit) occur on
between buildings is required the same side of the building
elevated

Travel between floors occurs Some bucket and belt Backtracking occurs due to
on the same side of the conveyors and escalators the return to the top floor
building result in inclined flow
 Flow Patterns

Press

Assembly

Warehous
Turning

Milling

Press

Plate
Stor

Stores Turning
e

Milling

e
Warehouse Assembly Plate

Straight-line U-shaped flow

flow

Stores Press Plate Stores Milling Warehouse

Assembly

Turning Press Plate

Turning Milling Warehouse Assembly
S-shaped flow W-shaped flow
 Flow Patterns (cont.)

Press

Assembly

Warehous
Turning

Milling

Press

Plate
Stor

Stores Turning
e

Milling

e
Warehouse Assembly Plate

Straight-line U-shaped flow

flow

Stores Press Plate Stores Milling Warehouse

Assembly

Turning Press Plate

Turning Milling Warehouse Assembly
S-shaped flow W-shaped flow
 Flow Planning

• Planning effective flow involves combining the above patterns with adequate isles
to obtain progressive movements from origin to destination.
• An effective flow can be achieved by maximizing directed flow paths, reducing
flow, and minimizing the costs of flow.
• A directed flow path is an uninterrupted flow path progressing directly from
origin to destination: the figure below illustrates the congestion and undesirable
intersections that may occur when flow paths are interrupted.

Uninterrupted flow paths

Interrupted flow paths

 Flow Planning

• The reduction of flow can be achieved by work simplification including:

1. Eliminating flow by planning for the delivery of materials, information, or people
directly to the point of ultimate use and eliminate intermediate steps.
2. Minimizing multiple flows by planning for the flow between two consecutive points
of use to take place in as few movements as possible.
3. Combining flows and operations whenever possible by planning for the movement of
materials, information, or people to be combined with a processing step.

• Minimizing the cost of flow can be achieved as follows:

1. Reduction of manual handling by minimizing walking, manual travel distances, and
motions.
2. Elimination of manual handling by mechanizing or automating flow.
 Equipment Requirement
The equipment requirement can be estimated in different ways
depends upon the type of layout (product, process, GT etc.)
The equipment requirement in general can be obtained by
analyzing the assembly chart and operations process chart (shown
in the subsequent slides).
By analyzing the assembly chart the number of parts and sub parts
to be required for the production can be found out.
By analyzing the assembly and operations process chart (already
seen), the process requirement can be estimated and accordingly
the equipment requirement is found out depends upon the layout.
 Assembly Chart
It is an analog model of the assembly
process. Circles with a single link
denote basic components, circles with
several links denote assembly
operations/subassemblies, and squares
represent inspection operations. The
easiest method to constructing an
assembly chart is to begin with the
original product and to trace the
product disassembly back to its basic
components.
Operations Process Chart
By superimposing the route sheets
and the assembly chart, a chart
results that gives an overview of the
flow within the facility. This chart is
operations process chart.
 Equipment Requirement

• Production rate  number of machines

required
• Employee requirements

rate machines employees

machine operators assembly

 Activity Analysis

• Qualitative or subjective factors are used

for activity analysis
• Closeness rating (A, E, I, O, U or X) are
used for showing the relationships between
activities.
• Relationship chart and diagrams can be
prepared based on the closeness rating.
 Activity Analysis – Closeness Rating

• A Absolutely Necessary
• E Especially Important
• I Important
• O Ordinary Closeness OK
• U Unimportant
• X Undesirable

31
 Activity Analysis

• Construction of relationships diagrams

using diagramming methods.
• Spatial picture of the relationships between
departments.
• Constructing a relation diagram often
requires compromises. What is closeness?
10 or 50 meters? Depends on the scenario
changes?
 Activity Analysis

Proximity: Geographic proximity reflects the

relationships.
Sometimes other solutions can be introduced:
– e.g. X-rating because of noise  acoustical
Panels instead of distance separation.
– e.g. A rating because of communication
requirement 
Computer / cable network instead of proximity
 Graph Theory Based Activity Analysis

• close  adjacent
• department-node
• adjacent-edge
• requirement: graph is planar
(no intersections)
• region-face
• adjacent faces: share a common edge
 Graph Theory Based Activity Analysis

• Primal graph  dual graph

• Place a node in each face
• Two faces which share an edge – join the
dual nodes by an edge
• Faces dual graph correspond to the
departments in primal graph 
block layout (plan)
 Graph Theory Based Activity Analysis

• Primal graph planar  dual graph planar

• Limitations to the use of graph theory:
it may be an aid to the layout designer
end

37
 REL Diagram and
Employee Requirement

1
 Measuring Flow / Activity
1. Flow among departments is one of the most important factors in the arrangement of departments
within a facility.
2. Flows may be specified in a quantitative manner or a qualitative manner. Quantitative measures
may include pieces per hour, moves per day, pounds per week. Qualitative measures may range
from an absolute necessity that two departments show be close to each other to a preference that
two departments not being close to each other.
3. In facilities having large volumes of materials, information, a number of people moving between
departments, a quantitative measure of flow will typically be the basis for the arrangement of
departments. On the contrary, in facilities having very little actual movement of materials,
information, and people flowing between departments, but having significant communication
and organizational interrelation, a qualitative measure of flow will typically serve as the basis
for the arrangement of departments.
4. Most often, a facility will have a need for both quantitative and qualitative measures of flow and
both measures should be used.
5. Quantitative flow measure: From-to Chart
Qualitative flow measure: Relationship (REL) Chart
 Quantitative Flow Measurement
(From-to-Chart)
A From-to-Chart is constructed as follows:
1. List all departments down the row and across the column following the
overall flow pattern.
2. Establish a measure of flow for the facility that accurately indicates
equivalent flow volumes. If the items moved are equivalent with respect
to ease of movement, the number of trips may be recorded in the from-to
chart. If the items moved vary in size, weight, value, risk of damage,
shape, and so on, then equivalent items may be established so that the
quantities recorded in the from-to chart represent the proper
relationships among the volumes of movement.
3. Based on the flow paths for the items to be moved and the established
measure of flow, record the flow volumes in the from-to chart.
 From-to-Chart an Example

Warehous

Warehous
Assembly

Assembly
Turning

Turning
Stores
Milling

Stores

Milling
Press

Press
Plate

Plate
e

e
Stores – 12 6 9 1 4 – Stores – 6 12 9 1 4 –
Milling – – – – 7 2 – Turning – – 3 – 4 – –
Turning – 3 – – 4 – – Milling – – – – 7 2 –
Press – – – – 3 1 1 Press – – – – 3 1 1
Plate – 3 1 – – 4 3 Plate – 1 3 – – 4 3
Assembly 1 – – – – – 7 Assembly 1 – – – – – 7
Warehous – – – – – – – Warehous – – – – – – –
e e
Original Flow Revised Flow
Pattern Pattern
Systematic Layout Planning (SLP)

5
 Qualitative Flow Measurement
(REL Chart)

• A Relationship (REL) Chart is constructed as follows:

1. List all departments on the relationship chart.
2. Conduct interviews of surveys with persons from each department listed on the
relationship chart and with the management responsible for all departments.
3. Define the criteria for assigning closeness relationships and itemize and record the
criteria as the reasons for relationship values on the relationship chart.
4. Establish the relationship value and the reason for the value for all pairs of
departments.
5. Allow everyone having input to the development of the relationship chart to have
an opportunity to evaluate and discuss changes in the chart.
 Relationship Chart (REL Chart)
Code Reason
1 Frequency of use high
1. Directors conference room
I 2 Frequency of use medium
1 3 Frequency of use low
2. President I
O 1 U 4 Information flow high
5
3. Sales department U 3 O 5 Information flow medium
U 6 O 2 U
6 6 Information flow low
4. Personnel I 5 U 3 U
O 4 O 6 U 3 U
5
5. Plant manager O 5 O 6 I 3 U
A 5 O 5 E 4 O 6
4
6. Plant engineering office A 5 O 4 I 5
I 4 O 5 O 4 Rating Definition
4
7. Production supervisor O 5 O 4
U 5 E 5 A Absolutely Necessary
6
8. Controller office O 4 E Especially Important
I 5
I Important
4
9. Purchasing department O Ordinary Closeness OK
U Unimportant
X Undesirable
 Converting Closeness to Affinity for
REL Diagram

IENG 471 Facilities Planning

2/3/2022 8
Systematic Layout Planning (SLP)

9
Systematic Layout Planning (SLP)

10
 Employee Requirement

The employee requirement can be estimated as in the

case of equipment in different ways depends upon the
type of layout (product, process, GT etc.)
The employee requirement in general can be obtained
by analyzing the assembly chart and operations
process chart (shown in the subsequent slides).
By analyzing the assembly chart the number of parts
and sub parts to be required for the production can be
found out.
 Assembly Chart
It is an analog model of the assembly
process. Circles with a single link
denote basic components, circles with
several links denote assembly
operations/subassemblies, and squares
represent inspection operations. The
easiest method to constructing an
assembly chart is to begin with the
original product and to trace the
product disassembly back to its basic
components.
Operations Process Chart
By superimposing the route sheets
and the assembly chart, a chart
results that gives an overview of the
flow within the facility. This chart is
operations process chart.
 Employee Requirement

By analyzing the assembly and operations process chart, the

process requirement can be estimated and accordingly the
employee requirement is found out depends upon the layout.
The employee requirement is also having influence in the
space requirement decisions with respect to the plant,
machinery and MH systems.
 Employee Requirement

• Production rate  number of machines

required
• Employee requirements

rate machines employees

machine operators assembly

end

16
Space Requirements, Block Plan,
Selection & Evaluation

1
2
 Space Determination

Methods:
1. Production center
2. Converting
4. Standards
5. Projection
 Space Determination

# machines per operator

Space requirements
# assembly operators

1. Production center
• Manufacturing areas as production centers
• Machine and connected space requirements
2. Converting
• For storage areas (can convert present data)
• Present space requirement  future space requirements
• May be a non-linear function of production quantity
 Space Determination

4. Space standards
– Standards by different bodies and agencies.
5. Ratio trend and projection
– Direct labour hour, unit produced (May not accurate)
– Include space for:
packaging, storage, maintenance, offices, aisles,
inspection, receiving and shipping, canteen, tool rooms,
lavatories, offices, parking
 Space Determination
A Deterministic Approach

• n’ = # machines per operator (non-integer)

• a = concurrent activity time
• t = machine activity time
• b= operator
• Tc = cycle time
• m = # machines per operator
• TC(m) = cost per unit produced as a function of m
• C1 = cost per operator-hour
• C2 = cost per machine-hour
• Compare TC(n) and TC(n+1) for n < n’ < n+1
Development of Layout Block Plan

7
Systematic Layout Planning (SLP)
Selection based on Specifications

8
Systematic Layout Planning (SLP)

9
end

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