1

Technical Note 6
Facility Layout
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OBJECTIVES

Facility Layout and Basic Formats

Process Layout

Layout Planning

Assembly Line balancing

Service Layout

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Facility Layout
Defined
Facility layout can be defined as the process by which the
placement of departments, workgroups within
departments, workstations, machines, and stockholding points within a facility are determined
This process requires the following inputs:
Specification of objectives of the system in terms of output
and flexibility
Estimation of product or service demand on the system
Processing requirements in terms of number of operations
and amount of flow between departments and work
centers
Space requirements for the elements in the layout
Space availability within the facility itself

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Types of Manufacturing Layouts

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Process Layout: Interdepartmental Flow

Example: hospital with ICU, maternity

wards, X-ray (FUNCTIONAL layout)
Given

The flow (number of moves) to and from all

departments
The cost of moving from one department to
another = # of loads x distance(centroid) x
cost/unit distance
The existing or planned physical layout of
the plant

Determine

The best locations for each department,

where best means minimizing material
handling costs between departments

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Process Layout: CRAFT

Approach
Computerized Relative Allocation of
Facilities Technique
It is a heuristic program; it uses a
simple rule of thumb in making
evaluations:

"Compare two departments at a time

and exchange them if it reduces the
total cost of the layout."

It does not guarantee an optimal

solution

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Process Layout: Systematic Layout

Planning (SLP)

When numerical flow of items between

departments

Can be impractical to obtain

Does not account for the qualitative factors that
may be crucial to the placement decision

Then, Systematic Layout Planning

Accounts for the importance of having each

department located next to every other
department
Is also guided by trial and error
Switching

departments then checking the results of

the closeness score

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Example of Systematic Layout

Planning: Reasons for
Closeness
Code

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Reason

Type of customer

Ease of supervision

Common personnel

Contact necessary

Share same price

Psychology

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Example of Systematic Layout

Planning:
Importance of Closeness
Line
code

Numerical
weights

Value

Closeness

Absolutely necessary

16

Especially important

Important

Ordinary closeness OK

Unimportant

Undesirable

-80

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10

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
Closeness rating

Letter

Reason for rating Number

McGraw-Hill/Irwin

2
I
6

To

3
U
-U
--

Note
Notehere
here
that
thatthe
the(1)
(1)
Credit
CreditDept.
Dept.
and
and(2)
(2)Toy
Toy
Dept.
Dept.are
are
given
givenaahigh
high
rating
ratingof
of6.6.

4
A
4
I
1
U
--

Area
(sq. ft.)

5
U
100
-A
400
1,6
X
300
1
Note
X here
Note
herethat
that
100
the
(2)
Toy
Dept.
1
the (2) Toy Dept.

and
andthe
the(5)
(5) 100
Candy
CandyDept.
Dept.are
are
given
givenaahigh
high
rating
ratingof
of6.6.

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11

Example of Systematic Layout Planning:

Initial Relationship Diagram

1
I
2

3
4

U
5

A
Note
Notehere
hereagain,
again,Depts.
Depts.(1)
(1)and
and
(2)
(2)are
arelinked
linkedtogether,
together,and
and
Depts.
Depts.(2)
(2)and
and(5)
(5)are
arelinked
linked
together
togetherby
bymultiple
multiplelines
linesor
or
required
requiredtransactions.
transactions.
McGraw-Hill/Irwin

The
Thenumber
numberof
oflines
lines
here
hererepresent
representpaths
paths
required
requiredto
tobe
betaken
takenin
in
transactions
transactionsbetween
between
the
thedepartments.
departments. The
The
more
morelines,
lines,the
themore
more
the
theinteraction
interactionbetween
between
departments.
departments.

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12

Example of Systematic Layout Planning:

Initial and Final Layouts
5

2
3

4
50 ft

Initial Layout

Final Layout

Ignoring space and

building constraints

Adjusted by square
footage and building
size

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20 ft

Note
Notein
inthe
the
Final
FinalLayout
Layout
that
thatDepts.
Depts.
(1)
(1)and
and(5)
(5)
are
arenot
notboth
both
placed
placed
directly
directlynext
next
to
toDept.
Dept.(2).
(2).

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Product Layout
Example: car wash, shoes, chemical
Duplicate equipment to avoid backtracking
(straight-line flow through assembly line)
Assembly Line Type Differences

Material handling devices

Line configuration
Pacing (machine or human)
Product mix
Workstation characteristic
Length of line

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13

Product Layout: Key Terms

Product Interval Time

The time between products being
completed at a single station. Also cycle
time or takt time.

Product Duration (Throughput) Time.

The overall time required to entirely
complete an individual product.

Assembly Line Balancing

Assignment of tasks to workstations
within a given cycle time and with
minimum idle worker time.

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14

15

Assembly Line Balancing Steps

1.

Specify the sequential relationships among

tasks using a precedence diagram.

2.

Determine the required takt (T) time.

3.

Determine the theoretical minimum

number of workstations (Nt) required to
satisfy the takt time constraint.

4.

Select a primary rule by which tasks are to

be assigned to workstations and a
secondary rule to break ties.

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16

Assembly Line Balancing Steps

(contd)
5.

Assign tasks, one at a time, to the first

workstation until the sum of the task times
is equal to the takt time. Continue
assigning tasks to other workstations until
all tasks are assigned.

6.

Evaluate the efficiency of the resulting

assembly line.

7.

If efficiency is unsatisfactory, rebalance

the line using a different decision rule in
step 4.

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17

Assembly Lines Balancing Concepts

Question:
Question:Suppose
Supposeyou
youload
loadwork
workinto
intothe
thethree
threework
work
stations
stationsbelow
below such
suchthat
thateach
eachwill
willtake
takethe
thecorresponding
corresponding
number
numberof
ofminutes
minutesas
asshown.
shown. What
Whatis
isthe
thecycle
cycletime
timeof
of
this
thisline?
line?

Station 1

Station 2

Station 3

Minutes
6
7
3
per Unit
Answer:
Answer: The
Thecycle
cycletime
time of
of the
theline
lineis
is always
always
determined
determinedby
bythe
thework
workstation
stationtaking
takingthe
thelongest
longest
time.
time. In
Inthis
thisproblem,
problem, the
thecycle
cycletime
time of
ofthe
the line
lineis
is 77
minutes.
minutes. There
Thereis
isalso
alsogoing
goingto
tobe
beidle
idletime
timeat
atthe
the
other
othertwo
twowork
workstations.
stations.
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18

Example of Line Balancing

Youve just been assigned the job a setting up an

electric fan assembly line with the following tasks:

Task
A
B
C
D
E
F
G
H

Time (Mins)
2
1
3.25
1.2
0.5
1
1
1.4

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Description
Assemble frame
Mount switch
Assemble motor housing
Mount motor housing in frame
Attach blade
Assemble and attach safety grill
Attach cord
Test

Predecessors
None
A
None
A, C
D
E
B
F, G

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19

Example of Line Balancing:

Structuring the Precedence Diagram
Task Predecessors

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Task Predecessors

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20

Example of Line Balancing:

Precedence Diagram
Question:
Question:Which
Which process
processstep
step defines
definesthe
themaximum
maximum
rate
rateof
ofproduction?
production?

2
A

1
B

1
G

3.25

1.2

.5

1.4
H

Answer:
Answer: Task
TaskCCis
isthe
thecycle
cycletime
time of
of the
theline
lineand
and
therefore,
therefore, the
themaximum
maximumrate
rateof
ofproduction.
production.
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Example of Line Balancing :

Determine Cycle Time

Question:
Question: Suppose
Suppose we
we want
want to
to
assemble
assemble 100
100 fans
fans per
per day.
day. What
What
would
would our
our cycle
cycle time
time have
have to
to be?
be?
Answer:
Answer:
Production
time
per
period
Production
time
per
period
Required
RequiredCycle
CycleTime,
Time, CC== Required output per period
Required output per period

420
mins
//day
420
mins
day = 4.2 mins / unit
CC==
= 4.2 mins / unit
100
units
/
day
100 units / day
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22

23

Example of Line Balancing: Determine

Theoretical Minimum Number of
Workstations
Question:
Question: What
What is
is the
thetheoretical
theoreticalminimum
minimum
number
numberof
of workstations
workstationsfor
forthis
thisproblem?
problem?
Answer:
Answer:

Theoretical
TheoreticalMin.
Min. Number
Numberof
ofWorkstations,
Workstations, NNt t
Sum
of
task
times
(T)
Sum
of
task
times
(T)
NNt ==
t
Cycle
Cycletime
time(C)
(C)

11.35
mins
//unit
11.35
mins
unit = 2.702, or 3
N
=
Nt t = 4.2 mins / unit = 2.702, or 3
4.2 mins / unit
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24

Example of Line Balancing: Rules To

Follow for Loading Workstations

Assign tasks to station 1, then 2, etc. in sequence. Keep

assigning to a workstation ensuring that precedence is
maintained and total work is less than or equal to the
cycle time. Use the following rules to select tasks for
assignment.

Primary: Assign tasks in order of the largest number of

following tasks

Secondary (tie-breaking): Assign tasks in order of the

longest operating time

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25

2
A

1
B

1
G

3.25

1.2

.5

Station 1

McGraw-Hill/Irwin

1.4
H

Task
A
C
D
B
E
F
G
H

Station 2

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3

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26

2
A

1
B

1
G

3.25

1.2

.5

Station 1

1.4
H

Task
A
C
D
B
E
F
G
H

Station 2

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3

A (4.2-2=2.2)

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27

2
A

1
B

1
G

3.25

1.2

.5

Station 1

1.4
H

Task
A
C
D
B
E
F
G
H

Station 2

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3

A (4.2-2=2.2)
B (2.2-1=1.2)

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28

2
A

1
B

1
G

3.25

1.2

.5

Station 1

1.4
H

Task
A
C
D
B
E
F
G
H

Station 2

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3

A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)
Idle= .2
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29

2
A

1
B

1
G

3.25

1.2

.5

Station 1
A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

1.4
H

Task
A
C
D
B
E
F
G
H

Station 2

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3

C (4.2-3.25)=.95

Idle= .2
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30

2
A

1
B

1
G

3.25

1.2

.5

Station 1

Task
A
C
D
B
E
F
G
H

1.4
H

Station 2

A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

C (4.2-3.25)=.95

Idle= .2

Idle = .95

McGraw-Hill/Irwin

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3

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31

2
A

1
B

1
G

3.25

1.2

.5

Station 1

Task
A
C
D
B
E
F
G
H

1.4
H

Station 2

A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

C (4.2-3.25)=.95

Idle= .2

Idle = .95

McGraw-Hill/Irwin

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3
D (4.2-1.2)=3

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32

2
A

1
B

1
G

3.25

1.2

.5

Station 1

Task
A
C
D
B
E
F
G
H

1.4
H

Station 2

A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

C (4.2-3.25)=.95

Idle= .2

Idle = .95

McGraw-Hill/Irwin

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3
D (4.2-1.2)=3
E (3-.5)=2.5

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33

2
A

1
B

1
G

3.25

1.2

.5

Station 1

Task
A
C
D
B
E
F
G
H

1.4
H

Station 2

A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

C (4.2-3.25)=.95

Idle= .2

Idle = .95

McGraw-Hill/Irwin

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3
D (4.2-1.2)=3
E (3-.5)=2.5
F (2.5-1)=1.5

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34

2
A

1
B

1
G

3.25

1.2

.5

Station 1

Task
A
C
D
B
E
F
G
H

1.4
H

Station 2

A (4.2-2=2.2)
B (2.2-1=1.2)
G (1.2-1= .2)

C (4.2-3.25)=.95

Idle= .2

Idle = .95

Followers
6
4
3
2
2
1
1
0

Time (Mins)
2
3.25
1.2
1
0.5
1
1
1.4

Station 3
D (4.2-1.2)=3
E (3-.5)=2.5
F (2.5-1)=1.5
H (1.5-1.4)=.1
Idle = .1

Which station is the bottleneck? What is the effective cycle time?

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35

Example of Line Balancing: Determine

the Efficiency of the Assembly Line
Sum
of
task
times
(T)
Sum
of
task
times
(T)
Efficiency
=
Efficiency = Actual number of workstations (Na) x Cycle time (C)
Actual number of workstations (Na) x Cycle time (C)

11.35
11.35 mins
mins // unit
unit
Efficiency
=.901
Efficiency ==
=.901
(3)(4.2mins
(3)(4.2mins// unit)
unit)
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36

If the cycle time is 40 secs& one task

takes 50 secs, what do we do?

Split the task

Share the task
Use parallel workstation
Use more skilled worker
Work overtime to meet the required demand
Redesign

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37

Flexible
Line
Layouts

Source: Robert W. Hall, Attaining Manufacturing Excellence

(Homewood, IL: Dow Jones-Irwin, 1987), p. 125.

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Exhibit 8.13
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Group Technology (Cellular)

Layout

Similar process & limited products

Benefits

Better human relations in small work teams.

Improved operator expertise from the limited
number of parts and quick production cycle.
Less work-in-process inventory and material
handling due to reduced number of
production stages.
Faster production setup from faster tooling
changes.

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38

39

Group Technology (GT) Layout

Developing a GT Layout
Grouping parts into families that follow a
common sequence of steps.
Identifying dominant flow patterns of
parts-families for location of processes.
Physically grouping machines and
processes into cells.

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40

Facilities Layout for Services

Goals of Service Facility Layouts

Minimize travel time for workers and
customers
Maximize revenues from customers

Types of Service Layouts

Process layoutemergency rooms
Product layoutcafeteria line
Fixed-position layoutautomobile repair
shop

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41

Facilities Layout for Services

Servicescape
The aspects of the physical surroundings in a
service operation that can affect a customers
perception of the service received.
Ambient conditions
Noise, lighting, and temperature
Spatial layout and functionality
Minimizing employee travel time and
maximizing revenue opportunities from
customers
Signs, symbols, and artifacts

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Objects that create positive images of the firm

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42

End of Technical Note 6

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