Chapter 4 Plant Layout

Operations
Management
Topic 4 – Plant Layout
11/27/19 NY- MEM 575: Courtesy of Mc Graw Hill 1

and Pearson-Prentice Hall
Learning Objectives
When you complete this chapter you should be
able to:
1. Recognize the objectives of strategic layout
decisions
2. Discuss factors that influence layout decisions
3. Identify types of layout and apply for
appropriate usage.
4. Explain how to balance production flow in a
repetitive or product-oriented facility
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Pearson-Prentice Hall
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Layout
• Facility or Plant Layout: the configuration of
departments, work centers, and equipment, with
particular emphasis on movement of work manpower or
materials through the system. Basics type of layouts:
o Fixed-position layout
o Process-oriented layout
o Work-cell layout
o Product-oriented layout
• Service layouts must be aesthetically pleasing as well
as functional
o Warehouse and storage layouts
o Retail layouts
o Office layouts

Strategic Importance of Layout
Decisions
The objective of layout strategy

is to develop an effective and
efficient layout that will meet the
firm’s competitive requirements

Layout Design Considerations
1. Higher utilization of space, equipment,

and people
2. Improved flow of information, materials,
or people
3. Improved employee morale and safer
working conditions
4. Improved customer/client interaction
5. Flexibility
Factors Influencing Layout Decision #1
1) Type of product / Nature of product

 Concerns whether the product is a good or a service, the aspect
of product design and quality standard and whether it is for stock
or made to order products.
 product layout is suitable for uniform products whereas process
layout is more appropriate for custom-made products.
2) Characteristics of the materials and material handling
equipment.
 The characteristics of materials such as size, shape, fragility,
bulkiness and weight, influences the types of material handling
equipment to be used, such as cranes, conveyors and automatic
carts to deliver and store material.

3. Nature of manufacturing process

 The size, number and sequences of machines required in the
technology of the production process needs to be considered.
 Type of machinery: General purpose machines are often
arranged as per process layout while special purpose machines
are arranged according to product layout.
 Repairs and maintenance: machines should be so arranged that
adequate space is available between them for movement of
equipment and people required for repairing the machines.

4. Volume of production
 Plant layout is generally determined by taking into consideration
the quantum of production to be produced.
5. Types of production/operation methods
 In assembly line industries, product layout is better. In job order
or intermittent manufacturing on the other hand, process layout is
desirable.
6. Factory building:
 The nature and size of the building determines the floor space
available for layout. While designing the special requirements,
e.g. air conditioning, dust control, humidity control etc. must be
kept in mind.

7. Human needs:
 Adequate arrangement should be made for washroom, lockers,
drinking water, toilets and other employee facilities, proper
provision should be made for disposal of effluents, if any.
8. Plant environment:
 Heat, light, noise, ventilation and other aspects should be duly
considered, e.g. paint shops and plating section should be
located in another hall so that dangerous fumes can be removed
through proper ventilation etc. Adequate safety arrangement
should also be made.

Types of Layout
1. Office layout
2. Retail layout
3. Warehouse layout
4. Fixed-position layout
5. Process-oriented layout
6. Work-cell layout
7. Product-oriented layout

Types of Layout
1. Office layout: Positions workers, their
equipment, and spaces/offices to
provide for movement of information
2. Retail layout: Allocates shelf space
and responds to customer behavior
3. Warehouse layout: Addresses trade-
offs between space and material
handling
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Types of Layout
4. Fixed-position layout: Addresses the

layout requirements of large, bulky
projects such as ships and buildings
5. Process-oriented layout: Deals with
low-volume, high-variety production
(also called job shop or intermittent
production)
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Types of Layout
6. Work cell layout: Arranges machinery

and equipment to focus on production
of a single product or group of related
products
7. Product-oriented layout: Seeks the
best personnel and machine
utilizations in repetitive or continuous
production

Layout Strategies
TABLE 9.1 Layout Strategies
OBJECTIVES EXAMPLES
Office Locate workers requiring Allstate Insurance
frequent contact close to one Microsoft Corp.
another
Retail Expose customer to high- Kroger’s Supermarket

margin items Walgreen’s
Bloomingdale’s
Warehouse Balance low-cost storage with Federal-Mogul’s warehouse

(storage) low-cost material handling The Gap’s distribution center
Project (fixed Move material to the limited Ingall Ship Building Corp.
position) storage areas around the site Trump Plaza
Pittsburgh Airport

Layout Strategies
TABLE 9.1 Layout Strategies
OBJECTIVES EXAMPLES
Job Shop Manage varied material flow for Arnold Palmer Hospital
(process each product Hard Rock Cafe
oriented) Olive Garden
Work Cell Identify a product family, build Hallmark Cards

(product teams, cross train team Wheeled Coach Ambulances
families) members
Repetitive/ Equalize the task time at each Sony’s TV assembly line

Continuous workstation Toyota Scion
(product
oriented)

Good Layouts Consider
► Material handling equipment
► Capacity and space requirements
► Environment and aesthetics
► Flows of information
► Cost of moving between various work
areas

Office Layout
► Grouping of workers, their equipment,
and spaces to provide comfort, safety,
and movement of information
► Movement of information is main
distinction
► Typically in state of flux due to
frequent technological changes

Relationship Chart
Figure 9.1
Office Layout
► Three physical and social aspects
► Proximity
► Privacy
► Permission
► Two major trends
► Information technology
► Dynamic needs for space and services

Supermarket Retail Layout
▶ Objective is to maximize profitability

per square foot of floor space
▶ Sales and profitability vary directly
with customer exposure

Five Helpful Ideas for Supermarket
Layout
1. Locate high-draw items around the periphery of
the store
2. Use prominent locations for high-impulse and
high-margin items
3. Distribute power items to both sides of an aisle
and disperse them to increase viewing of other
items
4. Use end-aisle locations
5. Convey mission of store through careful
positioning of lead-off department
Store Layout
Figure 9.2
Retail Slotting
▶ Manufacturers pay fees to retailers to
get the retailers to display (slot) their
product
▶ Contributing factors
▶ Limited shelf space
▶ An increasing number of new products
▶ Better information about sales through
POS data collection
▶ Closer control of inventory
Servicescapes
1. Ambient conditions - background
characteristics such as lighting, sound,
smell, and temperature
2. Spatial layout and functionality - which
involve customer
circulation path planning,
aisle characteristics, and
product grouping
3. Signs, symbols, and
artifacts - characteristics
of building design that
carry social significance
Warehousing and Storage Layouts
▶ Objective is to optimize trade-offs

between handling costs and costs
associated with warehouse space
▶ Maximize the total “cube” of the
warehouse – utilize its full volume
while maintaining low material
handling costs

Warehousing and Storage
Layouts
Material Handling Costs
► All costs associated with the transaction
► Incoming transport
► Storage
► Finding and moving material
► Outgoing transport
► Equipment, people, material, supervision,
insurance, depreciation
► Minimize damage and spoilage
Warehousing and Storage Layouts
▶ Warehouse density tends to vary inversely

with the number of different items stored
▶ Automated Storage and Retrieval Systems
(ASRSs) can significantly improve
warehouse
productivity by
an estimated 500%
▶ Dock location is a
key design element
Cross-Docking
▶ Materials are moved directly from receiving to
shipping and are not placed in storage in the
warehouse
▶ Requires tight
scheduling and
accurate shipments,
bar code or RFID
identification used for
advanced shipment
notification as
materials are unloaded
Random Stocking
► Typically requires automatic identification
systems (AISs) and effective information
systems
► Allows more efficient use of space
► Key tasks
1. Maintain list of open locations
2. Maintain accurate records
3. Sequence items to minimize travel, pick time
4. Combine picking orders
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Customizing
▶ Value-added activities performed at the
warehouse
▶ Enable low cost and rapid response
strategies
▶ Assembly of components
▶ Loading software
▶ Repairs
▶ Customized labeling and packaging

Fixed-Position Layout
▶ Product remains in one place
▶ Workers and equipment come to site
▶ Complicating factors
▶ Limited space at site
▶ Different materials
required at different
stages of the project
▶ Volume of materials
needed is dynamic
Alternative Strategy
▶ As much of the project as possible is
completed off-site in a product-oriented
facility
▶ This can
significantly
improve
efficiency but
is only possible
when multiple
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Process-Oriented Layout
▶ Like machines and equipment are
grouped together
▶ Flexible and capable of handling a
wide variety of products or services
▶ Scheduling can be difficult and setup,
material handling, and labor costs can
be high

Surgery ER triage room Emergency room admissions
Patient A - broken leg
Patient B - erratic heart

pacemaker
Laboratories
Radiology ER Beds Pharmacy Billing/exit
Figure 9.3
▶ Arrange work centers so as to minimize
the costs of material handling
▶ Basic cost elements are
▶ Number of loads (or people) moving
between centers
▶ Distance loads (or people) move between
centers

n n
Minimize cost = å å X ijCij
i=1 j=1
where n = total number of work centers or

departments
i, j = individual departments
Xij = number of loads moved from
department i to department j
Cij = cost to move a load between
department i and department j

Process Layout Example
Arrange six departments in a factory to
minimize the material handling costs. Each
department is 20 x 20 feet and the building
is 60 feet long and 40 feet wide.
1. Construct a “from-to matrix”
2. Determine the space requirements
3. Develop an initial schematic diagram
4. Determine the cost of this layout
5. Try to improve the layout
6. Prepare a detailed plan
Figure 9.4
Number of loads per week

Department Assembly Painting Machine Receiving Shipping Testing
(1) (2) Shop (3) (4) (5) (6)
Assembly (1) 50 100 0 0 20
Painting (2) 30 50 10 0
Machine Shop (3)

20 0 100
50 0
Receiving (4)
0
Shipping (5)
Testing (6)

Figure 9.5
Area A Area B Area C
Assembly Painting Machine Shop

Department Department Department
(1) (2) (3)
40’
Receiving Shipping Testing

Department
Area D Department
Area E Department
Area F
(4) (5) (6)
60’
Figure 9.6
Interdepartmental Flow Graph
100
Assembly 50 Painting 30 Machine

(1) (2) Shop (3)
20 20
10
50 100

(4) (5) (6)
50

n n
Cost = åå XijCij
i=1 j=1
Cost = $50 + $200 + $40

(1 and 2) (1 and 3) (1 and 6)
+ $30 + $50 + $10
(2 and 3) (2 and 4) (2 and 5)
+ $40 + $100 + $50
(3 and 4) (3 and 6) (4 and 5)
= $570
Revised Interdepartmental Flow Graph
Figure 9.7
30
Painting 50 Assembly 100 Machine

(2) (1) Shop (3)
10
20 20 100
50

(4) (5) (6)
50

n n
Cost = åå XijCij
i=1 j=1
Cost = $50 + $100 + $20

(1 and 2) (1 and 3) (1 and 6)
+ $60 + $50 + $10
(2 and 3) (2 and 4) (2 and 5)
+ $40 + $100 + $50
(3 and 4) (3 and 6) (4 and 5)
= $480
Figure 9.8
Area A Area B Area C
Painting Assembly Machine Shop

Department Department Department
(2) (1) (3)
40’

Department
Area D Department
Area E Department
Area F
(4) (5) (6)
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Computer Software
▶ Graphical approach only works for small
problems
▶ Computer programs are available to solve
bigger problems
► CRAFT ► Factory Flow
► ALDEP ► Proplanner
► CORELAP

Computer Software
▶ Proplanner analysis
▶ Distance traveled reduced by 38%
After
Before

Computer Software
▶ Three dimensional visualization software
allows managers to view possible layouts
and assess process, material
handling, efficiency, and safety issues

Value Stream Mapping/ Material Information Flow Chart
Value Stream Mapping/ Material
Information Flow Chart
Value Stream Mapping / Material Information Flow Chart
Time Study
Staffing and Balancing Work Cells
• The time study involves some calculation of finding time availability, takt
time and necessary manpower.
• Time availability is the time available to work specifically on the process of
producing the product .
• Takt time is the time availability that a process has based on customer
demand. Takt time is the foundation of pull system.
• Necessary manpower is the manpower required for a required process. It
is total cycle time for a product line based on total takt time. The equations
are as followed for 100% target:
Takt Time (in second) = Time Availability (in second) / Customer

Demand.
Necessary Manpower= Total Cycle Time for All process/Total
Takt Time for All Process.
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BEFORE IMPROVEMENT AFTER IMPROVEMENT

Staffing and Balancing Work Cells
Time Study Table for Company A - Forming Process of Packing Tray
1) Determine the total working time each shift
2) Determine the
total working time
each month
3) Get order qty
4)
5) Take cycle time

of the whole 6)
processes
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Yamazumi Chart for Current Time Study for Company A for Packing Tray and Assembly Process
Yamazumi Charts
A Yamazumi chart is a stacked bar chart that shows the balance of cycle time workloads between a number of operators typically in an assembly
line or work cell. The Yamazumi chart can be either for a single product or multi product assembly line. Toyota uses Yamazumi work balance charts
to visually present the work content of a series of tasks and facilitate work balancing and the isolation and elimination of non value added work
content.
Yamazumi is a Japanese word that

literally means to stack up.
Process tasks are individually
represented in a stacked bar chart.These
can be categorized as either:
Value Added
Not Value Added
Waste
AFTER IMPROVEMENT
BEFORE IMPROVEMENT
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BEFORE IMPROVEMENT
AFTER IMPROVEMENT
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Work Balance Charts
▶ Used for evaluating operation times in
work cells
▶ Can help identify bottleneck
operations
▶ Flexible, cross-trained employees can
help address labor bottlenecks
▶ Machine bottlenecks may require
other approaches
Activity Chart
Figure 10.6
Operation Chart
Figure 10.7
BEFORE IMPROVEMENT
AFTER IMPROVEMENT
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McDonald’s Assembly Line
Figure 9.11
Assembly-Line Balancing
▶ Objective is to minimize the imbalance
between machines or personnel while
meeting required output
▶ Starts with the precedence relationships
1. Determine cycle time
2. Calculate theoretical
minimum number of
workstations
3. Balance the line by
assigning specific
tasks to workstations
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Wing Component Example
TABLE 9.2 Precedence Data for Wing Component
ASSEMBLY TIME TASK MUST FOLLOW
TASK (MINUTES) TASK LISTED BELOW
A 10 –
This means that
B 11 A tasks B and E
cannot be done
C 5 B until task A has
D 4 B been completed
E 11 A
F 3 C, D
G 7 F
H 11 E
I 3 G, H
Total time 65

Precedence Data for Wing
TABLE 9.2 Component 480 available mins
TASK MUST per day
ASSEMBLY TIME FOLLOW TASK 40 units required
TASK (MINUTES) LISTED BELOW
A 10 –
Production time available
B 11 A
per day
C 5 Cycle
B time =
Units required per day
D 4 B Figure 9.12
= 480 / 40
E 11 A 5
F 3 C, D = 12 minutes per unit
C
G 7 F 10 11
n 3 7
H 11 E A åB Time for task

F i G
Minimum number = i=1 4
3
I 3 G, H
of workstations Cycle
D time
Total time 65 11 11 I
= 65E / 12 H
=5.42, or 6 stations
Layout Heuristics That May Be Used to Assign Tasks
TABLE 9.3 to Workstations in Assembly-Line Balancing
1. Longest task time From the available tasks, choose the
task with the largest (longest) task time
2. Most following tasks From the available tasks, choose the
task with the largest number of following
tasks
3. Ranked positional From the available tasks, choose the
weight task for which the sum of following task
times is the longest
4. Shortest task time From the available tasks, choose the
task with the shortest task time
5. Least number of From the available tasks, choose the
following tasks task with the least number of subsequent
tasks

480 available mins
Figure 9.13 per day
40 units required
Cycle time = 12 mins
Minimum = 5.42 or 6
Station 5 workstations
2
C
10 11 3 7
A B F G
4 3
D Station 3 I
Station 4
11 11
Station
Station 6 6
Station
1 E H
Station Station
3 5
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Precedence Data for Wing 480 available mins
TABLE 9.2 Component
per day
TASK MUST
ASSEMBLY TIME FOLLOW TASK 40 units required
TASK (MINUTES) LISTED BELOW Cycle time = 12 mins
A 10 –
B 11 A
Minimum = 5.42 or 6
workstations
C 5 B
D 4 B Figure 9.12
E 11 A 5
F 3 C, D
∑ Task times C
Efficiency
G = 7 F 10 11 3 7
H
(Actual
11
number of
E
workstations)
A B
x (Largest cycle
F
time)
G
4
I = 65 minutes
3 / ((6 stations)
G, H x (12 minutes)) 3
Total=time 65
D I
90.3% 11 11
E H

Staffing Work Cells Example 2
600 Mirrors per day required
Mirror production scheduled for
60 8 hours per day
From a work balance
chart total operation 50
time = 140 seconds
Standard time required

40
30
20
10
0
Figure 9.10
Assemble Paint Test Label Pack for
shipment
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Staffing Work Cells Example 2
600 Mirrors per day required
Mirror production scheduled for 8 hours per day
From a work balance
chart total operation
time = 140 seconds
Takt time = (8 hrs x 60 mins) / 600 units

= .8 min = 48 seconds
Total operation time required
Workers required = Takt time
= 140 / 48 = 2.92
Work Cells
▶ Reorganizes people and machines
into groups to focus on single
products or product groups
▶ Group technology identifies products
that have similar characteristics for
particular cells
▶ Volume must justify cells
▶ Cells can be reconfigured as designs
or volume changes
Advantages of Work Cells
1. Reduced work-in-process inventory
2. Less floor space required
3. Reduced raw material and finished goods
inventories
4. Reduced direct labor cost
5. Heightened sense of employee participation
6. Increased equipment and machinery
utilization
7. Reduced investment in machinery and
equipment
Requirements of Work Cells
▶ Identification of families of products
▶ A high level of training, flexibility and
empowerment of employees
▶ Being self-contained, with its own
equipment and resources
▶ Test (poka-yoke) at each station in
the cell

Improving Layouts Using
Figure 9.9 (a)
Work Cells
Material
Current layout - workers in

small closed areas.
Improved layout - cross-trained

workers can assist each other. May
be able to add a third worker as
additional output is needed.

Improving Layouts Using
Figure 9.9 (b)
Work Cells
Current layout - straight lines

make it hard to balance tasks Improved layout - in U shape,
because work may not be workers have better access.
divided evenly Four cross-trained workers
were reduced.
U-shaped line may reduce employee movement

and space requirements while enhancing
communication, reducing the number of workers,
and facilitating inspection

Focused Work Center and Focused
Factory
• Focused Work Center
– Identify a large family of similar products
that have a large and stable demand
– Moves production from a general-purpose,
process-oriented facility to a large work cell
• Focused Factory
– A focused work cell in a separate facility
– May be focused by product line, layout,
quality, new product introduction, flexibility,
or other requirements
Repetitive and Product-
Oriented Layout
Organized around products or families of
similar high-volume, low-variety products
1. Volume is adequate for high equipment utilization
2. Product demand is stable enough to justify high
investment in specialized equipment
3. Product is standardized or approaching a phase of
life cycle that justifies investment
4. Supplies of raw materials and components are
adequate and of uniform quality

Product-Oriented Layouts
► Fabrication line
► Builds components on a series of machines
► Machine-paced
► Require mechanical or engineering changes to
balance
► Assembly line Both types of lines
► Puts fabricated parts together at a series
must of
be balanced
workstations so that the time to
► Paced by work tasks perform the work at
each station is the
► Balanced by moving tasks same

Product-Oriented Layouts
Advantages
1. Low variable cost per unit
2. Low material handling costs
3. Reduced work-in-process inventories
4. Easier training and supervision
5. Rapid throughput
Disadvantages
1. High volume is required
2. Work stoppage at any point ties up the whole
operation
3. Lack of flexibility in product or production rates
Hall
2) Advantages and disadvantages
Fixed Process Cell Product

- Very high mix - High mix and - Good compromise Lo- w unit costs for high
position
and product layout
product flexibility betweenlayout
cost and layout
volume
layout
flexibility flexibility
- Product/customer - Relatively robust - Fast throughput. - Gives Opportunities
not moved or if in the case of for specialization of
disturbed. disruptions equipment
- Group work can
Advantages - High variety of - Easy supervision
result in good
- Gives Opportunities
tasks for staff of equipment of for specialization of
plant motivation equipment
Low utilization of Can be costly to

resources. rearrange existing Can have low mix and
- Very high unit cost. layout flexibility
Can have very high Not very robust to
Can need more plant
Disadvantages WIP
and equipment disruption
- Scheduling space
and activities can be
difficult. Complex flow. Work can be very
repetitive.
Productivity
Units produced
Productivity = Input used
 Measure of process improvement

 Represents output relative to input
 Only through productivity increases
can our standard of living improve
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Productivity Calculations
Labor Productivity
Units produced
Productivity = Labor-hours used
1,000
= = 4 units/labor-hour
250
One resource input  single-factor productivity

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Multi-Factor Productivity
Output
Productivity =
Labor + Material + Energy
+ Capital + Miscellaneous
 Also known as total factor productivity
 Output and inputs are often expressed
in dollars
Multiple resource inputs  multi-factor productivity
11/27/19 86
Example: Collins Title Company
Old System (8 titles per/day)
• 4 Staff working 8 hrs per day (Labour Hrs = 4 X 8 = 32)
• Payroll cost = $640 per day
• Overhead Cost = $ 400
New System (Purchased Computerized Title Search 14 titles

per/day)
• 4 Staff working 8 hrs per day (Labour Hrs = 4 X 8 = 32)
• Payroll cost = $640 per day
• Overhead Cost = $ 800
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Example: Single-Factor Productivity
Old System
8 titles/day
productivity = 32 labour-hr = .25 titles per labour-hr
New System
14 titles/day
productivity = 32 labour-hr = .43 titles per labour-hr
• Labour producticity increase from .25 to .43

• % increased = .43 - .25
X 100% = 72 %
.25
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Example: Multi-Factor Productivity
11/27/19 89
Let’s Recap
Can you:
1. List the objectives of strategic layout decisions

2. Discuss factors that influence layout decisions
3. Identify types of layout and apply for
appropriate usage.
4. Explain how to balance production flow in a
repetitive or product-oriented facility


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Operations

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The objective of layout strategy

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1. Higher utilization of space, equipment,

1) Type of product / Nature of product

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3. Nature of manufacturing process

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4. Fixed-position layout: Addresses the

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6. Work cell layout: Arranges machinery

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Retail Expose customer to high- Kroger’s Supermarket

Warehouse Balance low-cost storage with Federal-Mogul’s warehouse

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Work Cell Identify a product family, build Hallmark Cards

Repetitive/ Equalize the task time at each Sony’s TV assembly line

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▶ Objective is to maximize profitability

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▶ Objective is to optimize trade-offs

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▶ Warehouse density tends to vary inversely

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Patient B - erratic heart

Radiology ER Beds Pharmacy Billing/exit

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where n = total number of work centers or

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Number of loads per week

Assembly (1) 50 100 0 0 20

Machine Shop (3)

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Assembly Painting Machine Shop

Receiving Shipping Testing

Assembly 50 Painting 30 Machine

Receiving Shipping Testing

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Cost = $50 + $200 + $40

Painting 50 Assembly 100 Machine

Receiving Shipping Testing

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Cost = $50 + $100 + $20

Painting Assembly Machine Shop

Receiving Shipping Testing

11/27/19 NY- MEM 575: Courtesy of Mc 46

11/27/19 NY- MEM 575: Courtesy of Mc 47

11/27/19 NY- MEM 575: Courtesy of Mc 48

Takt Time (in second) = Time Availability (in second) / Customer

11/27/19 NY- MEM 575: Courtesy of Mc 55

3) Get order qty

5) Take cycle time

Yamazumi is a Japanese word that