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Topic 4 – Plant Layout
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.
Project (fixed Move material to the limited Ingall Ship Building Corp.
position) storage areas around the site Trump Plaza
Pittsburgh Airport
Job Shop Manage varied material flow for Arnold Palmer Hospital
(process each product Hard Rock Cafe
oriented) Olive Garden
Figure 9.1
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Pearson-Prentice Hall
Office Layout
► Three physical and social aspects
► Proximity
► Privacy
► Permission
► Two major trends
► Information technology
► Dynamic needs for space and services
Figure 9.2
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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
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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
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Pearson-Prentice Hall
Warehousing and Storage Layouts
Laboratories
Figure 9.3
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Hill and Pearson-Prentice Hall
Process-Oriented Layout
▶ 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
Painting (2) 30 50 10 0
Receiving (4) 50 0
Shipping (5) 0
Testing (6)
40’
10
20 20 100
50
40’
After
Before
Material
2) Determine the
total working time
each month
4)
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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 60
chart total operation
50
time = 140 seconds
30
20
10
Figure 9.10
0 Assemble Paint Test Label Pack for
shipment
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Pearson-Prentice Hall
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
Figure 9.11
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Pearson-Prentice Hall
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
E 11 A
F 3 C, D
G 7 F
H 11 E
I 3 G, H
Total time 65
H 11 E
Minimum number
A åB Time for task
F i G
4
I 3 of workstations
G, H = i=1 3
CycleD time I
Total time 65 11 11
= 65E / 12 H
=5.42, or 6 stations
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Wing Component Example
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
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Wing Component Example
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 –
Minimum
B 11 A
workstations = 5.42 or 6
C 5 B
D 4 B Figure 9.12
E 11 A 5
F 3 C, D
∑ Task
10
times
11
C
3 7
Efficiency
G = 7 F
H
(Actual
11
number of
E
workstations)
A B x (Largest cycle
F time)
G
4
3
I = 65 minutes
3 / ((6 stations)
G, H x (12 minutes))
D I
Total time 65 11 11
= 90.3%
E H
Units produced
Productivity =
Input used
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Productivity Calculations
Labor Productivity
Units produced
Productivity =
Labor-hours used
1,000
= = 4 units/labor-hour
250
Output
Productivity =
Labor + Material + Energy
+ Capital + Miscellaneous
Also known as total factor productivity
Output and inputs are often expressed
in dollars
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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
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Example: Single-Factor Productivity
Old System
productivity 8 titles/day
= = .25 titles per labour-hr
32 labour-hr
New System
productivity 14 titles/day
= = .43 titles per labour-hr
32 labour-hr
• Labour producticity increase from .25 to .43
• % increased =
.43 - .25 X 100% = 72 %
.25
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Example: Multi-Factor Productivity
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