Operations

Management

Topic 4 –
Layout Strategies
布局策略

© 2008 Prentice Hall, Inc. 8–1

 Learning Objectives
When you complete this chapter you
should be able to:

1. Discuss important issues in office layout

2. Define the objectives of retail layout
3. Discuss modern warehouse management
and terms such as ASRS, cross-docking,
and random stocking
4. Identify when fixed-position layouts are
appropriate
© 2008 Prentice Hall, Inc. 8–2
 Learning Objectives
When you complete this chapter, you
should be able to:

5. Explain how to achieve a good process-

oriented facility layout
6. Define work cell and the requirements of
a work cell
7. Define product-oriented layout
8. Explain how to balance production flow
in a repetitive or product-oriented facility

© 2008 Prentice Hall, Inc. 8–3

 Innovations at McDonald’s
 Indoor seating (1950s)
 Drive-through window (1970s)
 Adding breakfast to the menu
(1980s)
 Adding play areas (late 1980s)
 Redesign of the kitchens (1990s)
 Self-service kiosk (2004)
 Now three separate dining sections
© 2008 Prentice Hall, Inc. 8–4
 Innovations at McDonald’s
 Indoor seating (1950s)
 Drive-through window (1970s)
Six out of the
 Adding breakfast to the menu
seven are
(1980s)
layout
 Adding play areas (late 1980s)
decisions!
 Redesign of the kitchens (1990s)
 Self-service kiosk (2004)
 Now three separate dining sections
© 2008 Prentice Hall, Inc. 8–5
 McDonald’s New Layout
 Seventh major innovation
 Redesigning all 30,000 outlets around
the world
 Three separate dining areas
 Linger zone with comfortable chairs and
Wi-Fi connections
 Grab and go zone with tall counters
 Flexible zone for kids and families
 Facility layout is a source of
competitive advantage
© 2008 Prentice Hall, Inc. 8–6
 Strategic Importance of
Layout Decisions

The objective of layout strategy

is to develop a cost-effective
layout that will meet a firm’s
competitive needs
制定符合成本效益的布局，以满足公
司的竞争需求

© 2008 Prentice Hall, Inc. 8–7

 Layout Design
Considerations
 Higher utilization of space, equipment,
and people
 Improved flow of information, materials,
or people
 Improved employee morale 士气 and
safer working conditions
 Improved customer/client interaction
 Flexibility

© 2008 Prentice Hall, Inc. 8–8

 Good Layouts Consider

1. Material handling equipment 物料

搬运设备
2. Capacity and space requirements
3. Environment and aesthetics 美学
4. Flows of information
5. Cost of moving between various
work areas

© 2008 Prentice Hall, Inc. 8–9

 Layout Strategies
Warehouse
Office Retail (storage)
Examples
Allstate Insurance Kroger’s Federal-Mogul’s
Supermarket warehouse
Microsoft Corp.
Walgreen’s The Gap’s
distribution center
Bloomingdale’s
Problems/Issues
Locate workers Expose customer Balance low-cost
requiring frequent to high-margin storage with low-
contact close to items cost material
one another handling

Table 9.1
© 2008 Prentice Hall, Inc. 8 – 10
 Layout Strategies
Project Job Shop
(fixed position) (process oriented)
Examples
Ingall Ship Building Arnold Palmer Hospital
Corp.
Hard Rock Café
Trump Plaza
Olive Garden
Pittsburgh Airport

Problems/Issues
Move material to the Manage varied material
limited storage areas flow for each product
around the site

Table 9.1
© 2008 Prentice Hall, Inc. 8 – 11
 Layout Strategies
Work Cells Repetitive/ Continuous
(product families) (product oriented)
Examples
Hallmark Cards Sony’s TV assembly
line
Wheeled Coach
Toyota Scion
Standard Aero
Problems/Issues
Identify a product Equalize the task time
family, build teams, at each workstation
cross train team
members

Table 9.1
© 2008 Prentice Hall, Inc. 8 – 12
 Types of Layout
1. Product layout
2. Process layout Manufacturing
Layout
3. Work-cell layout 工作单元布局
4. Fixed-position layout
5. Office layout
6. Retail layout
7. Warehouse layout

© 2008 Prentice Hall, Inc. 8 – 13

 (1) Product Layout
Organized around products or families of similar
high-volume, low-variety products 围绕产品或类似的
大批量，低品种产品系列进行组织
1. Volume is adequate for high equipment
utilization 体积足以满足高设备利用率
2. Product demand is stable enough to justify high
investment in specialized equipment 证明对专用
设备进行大量投资是合理的
3. Product is standardized or approaching a phase
of life cycle that justifies investment 产品已标准
化或正处于可以证明投资合理的生命周期阶段
4. Supplies of raw materials and components are
adequate and of uniform quality 足够且质量均匀
© 2008 Prentice Hall, Inc. 8 – 14
 Product Layouts
 Fabrication line 制造线
 Builds components on a series of machines 在
一系列机器上构建组件
 Machine-paced 机器节奏
 Require mechanical or engineering changes to
balance 需要进行机械或工程更改以保持平衡
 Assembly line 流水线
 Puts fabricated parts together at a series of
workstations 在一系列工作站上将装配好的零件放
在一起
 Paced by work tasks 按工作任务节奏
 Balanced by moving tasks 通过移动任务实现平
Both types
衡 of lines must be balanced so that the
time to perform the work at each station is the same
© 2008 Prentice Hall, Inc. 8 – 15
 Product Layouts
Advantages
1. Low variable cost per unit
2. Low material handling costs
3. Reduced work-in-process inventories 在制品库存
4. Easier training and supervision
5. Rapid throughput 快速生产
Disadvantages
1. High volume is required
2. Work stoppage at any point ties up the
whole operation 任何时候停工都将整个操作
捆绑在一起
3. Lack of flexibility in product or production
© 2008 Prentice Hall, Inc. rates 产品或生产率缺乏灵活性 8 – 16
 Assembly-Line Balancing
 Objective is to minimize the imbalance
between machines or personnel while
meeting required output
 Starts with the precedence
relationships 优先关系
1. Determine cycle time
2. Calculate theoretical
minimum number of
workstations
3. Balance the line by
assigning specific
tasks to workstations
© 2008 Prentice Hall, Inc. 8 – 17
 (2) Process Layout
 Machines and equipment that perform
similar process are grouped together
 Deals with low-volume, high-variety
production (also called job shop or
intermittent production)
 Flexible and capable 有能力的 of
handling a wide variety of products or
services
 Scheduling can be difficult and setup,
material handling, and labor costs can
be high 计划可能很困难，设置，物料搬
© 2008 Prentice Hall, Inc. 8 – 18
 Process Layout

Patient A - broken leg

ER
triage Emergency room admissions
room 急
诊室 Patient B - erratic heart
Surgery pacemaker 心脏
手术 起搏器不稳

Laboratories 化验室

Radiology ER Beds Pharmacy Billing/exit

放射学 急诊床

Figure 9.3
© 2008 Prentice Hall, Inc. 8 – 19
 Layout at Arnold Palmer Hospital

Pie-shaped
Central break rooms
and medical
supply rooms

Local linen Central nurses

supply station

Local
© 2008 Prentice Hall, Inc.
nursing pod 8 – 20
 Process Layout

 Arrange work centers so as to

minimize the costs of material
handling 安排工作中心，以最大程
度地减少材料处理成本
 Basic cost elements are
 Number of loads (or people) moving
between centers
 Distance loads (or people) move
between centers
© 2008 Prentice Hall, Inc. 8 – 21
 Process Layout
n n

Minimize cost = ∑ ∑ Xij Cij

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 从部门 i 转移到部门
j 的负载数
© 2008 Prentice Hall, Inc. Cij = cost to move a load 8 – 22
 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.
The material handling cost is RM1
between adjacent departments 相邻部门
之间的物料搬运成本为 RM1
1. Construct a “from-to matrix”
2. Determine the space requirements
3. Develop an initial schematic diagram
制定初步的原理图
4. Determine the cost of this layout
© 2008 Prentice Hall, Inc.
5. Try to improve the layout 8 – 23
 Process Layout Example
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

Receiving (4) 50 0

Shipping (5) 0

Testing (6)

Figure 9.4

© 2008 Prentice Hall, Inc. 8 – 24

 Process Layout
Example 1
Area 1 Area 2 Area 3

Assembly Painting Machine Shop

Department Department Department
(1) (2) (3)

40’

Receiving Shipping Testing

Department Department Department
(4) (5) (6)

Figure 9.5 Area 4 Area 5 Area 6

60’
© 2008 Prentice Hall, Inc. 8 – 25
 Process Layout
Example 1
Interdepartmental Flow Graph 部门间流程图
100

50 30
1 2 3
20 20
10
50 100

4 5 6
50
Figure 9.6
© 2008 Prentice Hall, Inc. 8 – 26
 Process Layout
Example 1

Number of loads per week

Department Assembly Painting Machine Receiving Shipping Testing
(1) (2) Shop (3) (4) (5) (6)

Assembly (1) 50 (1) 100 (2) 0 0 20 (2)

Painting (2) 30 (1) 50 (1) 10 (1) 0

Machine Shop (3) 20 (2) 0 100 (1)

Receiving (4) 50 (1) 0

Shipping (5) 0

Testing (6)

Figure 9.4

© 2008 Prentice Hall, Inc. 8 – 27

 Process Layout
Example 1

n n

Cost = ∑ ∑ Xij Cij

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

© 2008 Prentice Hall, Inc. 8 – 28

 Process Layout
Example 2
Area 1 Area 2 Area 3

Painting Assembly Machine Shop

Department Department Department
(2) (1) (3)

40’

Receiving Shipping Testing

Department Department Department
(4) (5) (6)

Figure 9.8 Area 4 Area 5 Area 6

60’
© 2008 Prentice Hall, Inc. 8 – 29
 Process Layout
Example 2

Revised Interdepartmental Flow Graph

修订的部门间流程图 30

50 100
2 1 3

10
50 20 20 100

50
4 5 6

Figure 9.7
© 2008 Prentice Hall, Inc. 8 – 30
 Process Layout
Example 2

Number of loads per week

Department Assembly Painting Machine Receiving Shipping Testing
(1) (2) Shop (3) (4) (5) (6)

Assembly (1) 50 (1) 100 (1) 0 0 20 (1)

Painting (2) 30 (2) 50 (1) 10 (1)

Machine Shop (3) 20 (2) 0 100 (1)

Receiving (4) 50 (1) 0

Shipping (5) 0

Testing (6)

Figure 9.4

© 2008 Prentice Hall, Inc. 8 – 31

 Process Layout
Example 2
n n

Cost = ∑ ∑ Xij Cij

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

© 2008 Prentice Hall, Inc. 8 – 32

 (3) Work Cells 工作单元
 Reorganizes people and machines
into groups to focus on single part
family 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
© 2008 Prentice Hall, Inc. 8 – 33
 Advantages of Work Cells
1. Reduced work-in-process inventory
2. Less floor space required
3. Reduced raw material and finished
goods inventory
4. Reduced direct labor
5. Heightened sense of employee
participation 员工参与感增强
6. Increased use of equipment and
machinery
7. Reduced investment in machinery
and equipment
© 2008 Prentice Hall, Inc. 8 – 34
 Improving Layouts Using
Work Cells

Current layout - workers in

small closed areas.
Cannot increase output
without a third worker and
third set of equipment.
当前的布局 - 小型封闭区域
的工人。 没有第三名工人和
第三套设备，就无法增加产
量。
Figure 9.10 (a)
Improved layout - cross-trained
workers can assist each other.
May be able to add a third worker
as additional output is needed.
改进的布局 - 经过交叉培训的工人可
以互相帮助。 可能需要增加其他输出
时，可以添加第三个工作程序。

© 2008 Prentice Hall, Inc. 8 – 35

 Improving Layouts Using
Work Cells

Current layout - straight

lines make it hard to balance Improved layout - in U
tasks because work may not shape, workers have better
be divided evenly access. Four cross-trained
workers were reduced. 减
少了四名经过交叉培训的工人
。
U-shaped line may reduce employee movement
and space requirements while enhancing
communication, reducing the number of
Figure 9.10 (b) workers, and facilitating inspection

© 2008 Prentice Hall, Inc. 8 – 36

 Requirements of Work Cells

1. Identification of families of products

2. A high level of training, flexibility
and empowerment of employees 员
工的高水平培训，灵活性和赋权
3. Being self-contained, with its own
equipment and resources 自给自足
，拥有自己的设备和资源
4. Test (poka-yoke) at each station in
the cell
© 2008 Prentice Hall, Inc. 8 – 37
 (4) Fixed-Position Layout
 Product remains in one place
 Workers and equipment come to site 工人和设备来
到现场
 Large, heavy, bulky projects such as ships and
buildings 大型笨重的项目，例如船舶和建筑物
 Complicating factors 复杂因素
 Limited space at site
 Different materials
required at different
stages of the project
 Volume of materials
needed is dynamic
所需材料量是动态的
© 2008 Prentice Hall, Inc. 8 – 38
 Alternative Strategy 替代策略
 As much of the project as possible
is completed off-site in a product-
oriented facility 尽可能多的项目是在
面向产品的工厂中完成的
 This can
significantly
improve efficiency
but is only
possible when
multiple similar
units need to be created 当需要创建
© 2008 Prentice Hall, Inc. 8 – 39
 (5) Office Layout
 Grouping of workers, their equipment,
and spaces to provide comfort,
safety, and movement of information
 Movement of
information is main
distinction 区别
 Typically in state of
flux due to frequent
technological
changes
© 2008 Prentice Hall, Inc. 8 – 40
 Relationship Chart

Figure 9.1

© 2008 Prentice Hall, Inc. 8 – 41

 (6) Supermarket Retail Layout

 Objective is to maximize
profitability per square foot of
floor space
 Allocates shelf space and
responds to customer behavior
 Sales and profitability vary
directly with customer exposure
销售和利润率直接与客户的敞口有关
© 2008 Prentice Hall, Inc. 8 – 42
 Five Helpful Ideas for
Supermarket Layout
1. Locate high-draw items around the periphery
of the store 在商店周边找到高价商品
2. Use prominent locations for high-impulse and
high-margin items 在高冲量和高利润的物品上
使用显眼的位置
3. Distribute power items to both sides of an
aisle and disperse them to increase viewing
of other items 将电源设备分配到过道的两侧并分
散它们，以增加对其他设备的查看
4. Use end-aisle locations
5. Convey mission of store through careful
© 2008 Prentice Hall, Inc. 8 – 43
 Store Layout

Figure 9.2

© 2008 Prentice Hall, Inc. 8 – 44

 Retail Slotting 零售投放
 Manufacturers pay fees to retailers
to get the retailers to display (slot)
their product
 Contributing factors 影响因素
 Limited shelf space
 An increasing number of new
products
 Better information about sales
through POS data collection
 Closer control of inventory 更加严格的
© 2008 Prentice Hall, Inc. 库存控制 8 – 45
 Retail Store Shelf Space
Planogram 零售商店货架空间
图
 Computerized tool 5 facings
for shelf-space

Shampoo

Shampoo

Shampoo

Shampoo

Shampoo
management 货架
空间管理的计算机化
工具
 Generated from
store’s scanner

Conditioner
Shampoo

Shampoo

Shampoo

Shampoo
data on sales 根据 Conditioner

商店的扫描仪销售数 Conditioner

据生成
 Often supplied by
manufacturer 通常 2 ft.
由制造商提供
© 2008 Prentice Hall, Inc. 8 – 46
 Servicescapes 服务景
 Ambient conditions 环境条件 - background
characteristics such as lighting, sound, smell, and
temperature
 Spatial layout and functionality 空间布局和功能 - which
involve customer
circulation path planning,
aisle characteristics, and
product grouping 涉及客户流通路径规划，过道特征和产品分
组
 Signs, symbols, and
artifacts - characteristics
of building design that
carry social significance
 标志，符号和人工制品 - 具有社会意义的建筑设计特征

© 2008 Prentice Hall, Inc. 8 – 47

 (7) Warehousing and
Storage Layouts
 Objective is to optimize trade-offs
between handling costs and costs
associated with warehouse space
目标是优化处理成本和与仓库空间相
关的成本之间的权衡
 Maximize the total “cube” of the
warehouse – utilize its full volume
while maintaining low material
handling costs
© 2008 Prentice Hall, Inc. 8 – 48
 Warehousing and Storage
Layouts
Material Handling Costs
 All costs associated with the transaction 与
交易相关的所有费用
 Incoming transport
 Storage
 Finding and moving material
 Outgoing transport
 Equipment, people, material, supervision,
insurance, depreciation 物料，监督，保险，折
旧
© 2008 Prentice Hall, Inc. 8 – 49
 Warehousing and Storage
Layouts
 Warehouse density tends to vary
inversely with the number of different
items stored 相同形式的物品更能充分的利
用空间 如果有很多不一样的产品 那么空间
就不能完全利用 比如大小，形状等等
 Automated Storage and
Retrieval Systems (ASRSs)
can significantly improve
warehouse productivity by
an estimated 500%
 Dock location is a key
© 2008 Prentice Hall, Inc. 8 – 50
 Cross-Docking
 Materials are moved directly from
receiving to shipping and are not
placed in storage
in the warehouse 物料直接从收货移至运
输，而不放在仓库的存储中
 Requires tight
scheduling and
accurate shipments,
bar code or RFID
identification used for
advanced shipment
notification as materials
are unloaded 用于提前装运通知
© 2008 Prentice Hall, Inc. 8 – 51
 Random Stocking
 Typically requires automatic identification
systems (AISs) and effective information
systems 通常需要自动识别系统（ AIS ）和
有效的信息系统
 Random assignment of stocking locations
allows more efficient use of space
 Key tasks
1. Maintain list of open locations 维护开放地点
Maintain accurate records 保持准确的记录
2. Sequence items 顺序项目 to minimize travel,
pick time
3. Combine picking orders
© 2008 Prentice Hall, Inc. 8 – 52
 Warehouse Layout
Traditional Layout
Storage racks
Customization

Conveyor

Staging
Office
Shipping and receiving docks
© 2008 Prentice Hall, Inc. 8 – 53
 Warehouse Layout
Cross-Docking Layout

Shipping and receiving docks

Office
Shipping and receiving docks

© 2008 Prentice Hall, Inc. 8 – 54