Facility Planning and Design

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Facility Planning and Design

Mini Lecture



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Learning Objectives

Define facility layout & its objectives

Describe the six types of layout

Do load-distance analysis of processlayouts

Define work cell

State the retail store flow guidelines Balance assembly lines



3

Thinking Challenge

At many public events, longlines occur outside women’srestrooms; none, outside men’s.

Recently, many states in the UShave passed ‘potty-parity’ bills.

Many say: for every 2 toiletsand/or urinals for men, there

must be 3 toilets for women.How can we evaluate the

‘layout’ requirements?

© 1995 Corel Corp.

45 sec.80 sec.



4

Possible Solutions

What is meant by ‘parity’? Desirable?

Business goal is customer satisfaction

– Use whatever method is necessary Alternatives

– Status quo (equal number of ‘potties’)

– Different number of ‘potties’ (equal wait) – Moveable walls or partitions

– Common washroom

– Unisex restrooms



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Introduction

to Layout Designs



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What is Facility Layout?

Location or arrangement of everythingwithin & around buildings

Objectives are to maximize

– Customer satisfaction

– Utilization of space, equipment, & people

– Efficient flow of information, material, & people

– Employee morale & safety





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Constraints onLayout Objectives

Product design & volume

Process equipment & capacity

Quality of work life Building & site



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Layout Types

Fixed-position layout

Process-oriented layout

Office layout Retail/service layout

Warehouse layout

Product-oriented layout



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Fixed-Position Layout



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Design is for stationary project

Workers & equipment come to site

Complicating factors – Limited space at site

– Changing material needs



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Design is for stationary project

Workers & equipment come to site

Complicating factors – Limited space at site

– Changing material needs

Examples – Ship building

– Highway construction

© 1995 Corel Corp.

© 1995

Corel Corp.

© 1995

Corel Corp.



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Process-Oriented Layout



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Design places departments with large flowsof material or people together

Dept. areas have similar processes – e.g., All x-ray machines in same area

Used with process-focused processes



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Design places departments with large flowsof material or people together

Dept. areas have similar processes• e.g., All x-ray machines in same area

Used with process-focused processes

Examples – Hospitals

– Machine shops© 1995 Corel Corp.



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Process-Oriented LayoutFloor Plan





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Office

Tool Room

Table Saws



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Office

Tool Room

Drill Presses

Table Saws



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Construct ‘from-to-matrix’

Determine space needs for each dept.

Develop initial schematic diagram

Determine layout cost, S S X ij • C ij

By trial-and-error, improve initial layout Prepare detailed plan

– Includes factors besides cost

Process-Oriented LayoutSteps



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From-to-Matrix



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From-to-Matrix



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From-to-Matrix

5

1 2 3 4 5 6

Department

Dept.

1

2

3

4

6



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From-to-Matrix

5

1 2 3 4 5 6

Department

Dept.

1

2

3

4

6

Number of Trips

50 100 0 0 20

30 50 10 0

20 0 100

50 00



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Process-Oriented LayoutExample



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Process-Oriented LayoutExample

You work in facilities engineering. You want tofind the cost of this layout. The cost of moving 1load between adjacent dept. is $1. The cost

between nonadjacent dept. is $2.

Room 1 Room 2 Room 3

Dept. 1 Dept. 2 Dept. 3



60 ft.

40 ft.



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Number of Mat’l Moves(From-to-Matrix)

5

1 2 3 4 5 6

Department

Dept.

1

2

3

4

6

50 100 0 0 20

30 50 10 0

20 0 100

50 00



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Schematic Diagram

& Cost Solution



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Schematic Diagram& Cost Solution

Dept. Dept. Cost

Total Cost $0

1 2 3

64 5



30

100


Dept. Dept. Cost 1 3 $200

Total Cost $200

1 2 3

64 5



31

100

50


Dept. Dept. Cost 1 3 $2001 2 $ 50

Total Cost $250

1 2 3

64 5



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20

100

50


Dept. Dept. Cost 1 3 $2001 2 $ 50

1 6 $ 40

Total Cost $290

1 2 3

64 5



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20

100

50

50


Dept. Dept. Cost 1 3 $2001 2 $ 50

1 6 $ 404 2 $ 50

Total Cost $340

1 2 3

64 5



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Dept. Dept. Cost 1 3 $2001 2 $ 50

1 6 $ 404 2 $ 504 3 $ 40

Total Cost $380

20

100

50

50

20

1 2 3

64 5



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Dept. Dept. Cost 1 3 $2001 2 $ 50

1 6 $ 404 2 $ 504 3 $ 404 5 $ 50

Total Cost $430

20

100

50

50

50

20

1 2 3

64 5



36

20

100

50

50

50

10

20


Dept. Dept. Cost 1 3 $2001 2 $ 50

1 6 $ 404 2 $ 504 3 $ 404 5 $ 502 5 $ 10

Total Cost $440

1 2 3

64 5



37

20

100

50 30

50

50

10

20


Dept. Dept. Cost 1 3 $2001 2 $ 50

1 6 $ 404 2 $ 504 3 $ 404 5 $ 502 5 $ 102 3 $ 30

Total Cost $470

1 2 3

64 5



38

20

100

50 30

50

50

10

20


Dept. Dept. Cost 1 3 $2001 2 $ 50

1 6 $ 404 2 $ 504 3 $ 404 5 $ 502 5 $ 102 3 $ 303 6 $100

Total Cost $570

1 2 3

64 5

100

P O i t d L t



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Process-Oriented LayoutThinking Challenge

You work in facilities engineering. You’ve foundthat the cost of this layout is $570. Develop alower cost layout.





60 ft.

40 ft.

P O i t d L t



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Process-Oriented LayoutSolution*

Probably, you have developed many differentlayouts. There are 6! or 720 possibilities.Putting departments 1 & 3 adjacent to each

other gives a total cost of $480.





60 ft.

40 ft.

C ll l L



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Cellular Layout(Work Cells)

Special case of process-oriented layout

Consists of different machines broughttogether to make a product

Temporary arrangement only

Example: Assembly line set up to produce3000 identical parts in a

job shop



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Work Cell Floor Plan

Office

Tool Room Work Cell

Saws Drills



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Work Cell Advantages



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Inventory

Floor space

Direct labor costs



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Inventory

Floor space

Direct labor costsEquipmentutilization

Employeeparticipation

Quality



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Office Layout



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Office Layout

Design positions people, equipment, & offices for maximum information flow

Arranged by process or product – Example: Payroll dept. is by process

Relationship chart used

Examples – Insurance company

– Software company

© 1995Corel Corp.

Offi L t



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Office LayoutFloor Plan

Accounting

Mgr.Brand X

Finance

Fin. Acct.



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Relationship Chart



50

1

2

3

4

Relationship Chart

12

3

4



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1 President

2 Costing

3 Engineering

4 President’s Secretary

Relationship Chart

12

3

4



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1 PresidentO

2 Costing

3 Engineering


Relationship Chart

12

3

Ordinarycloseness:President (1)

& costing (2)

4



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Absolutelynecessary:Costing (2)

& Eng. (3)

1 PresidentO

2 CostingA

3 Engineering


Relationship Chart

12

3

4



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Ordinarycloseness:Eng. (3) &

secretary (4)

1 PresidentO

2 CostingA

3 Engineering

O4 President’s Secretary

Relationship Chart

12

3

4



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Unimportant:President (1)& costing (3)

1 PresidentO

2 Costing UA

3 Engineering


Relationship Chart

12

3

4



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Important:Costing (1) &secretary (4)

1 PresidentO

2 Costing UA

3 Engineering I


Relationship Chart

12

3

4



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Absolutelynecessary:President (1) &

secretary (4)

1 PresidentO

2 Costing UA A

3 Engineering I


Relationship Chart

12

3

4



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Retail/Service Layout






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Retail/Service LayoutGrid Design

Office Carts Check-out

Grocery Store

MeatBread

M i l k




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Retail/Service LayoutFree-Flow Design

Feature

DisplayTable

Trans.Counter

Apparel Store



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Retail Store

Flow Guidelines

Retail Store



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Retail StoreFlow Guidelines

High-draw items aroundperiphery

© 1995 Corel Corp.

© 1995 Corel Corp.

Retail Store



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High-impulse & high margin

items in prominent locations

Cereal

© 1995

Corel Corp.© 1995

Corel Corp.

Retail Store



66





‘Power items’ on both sides of aisle

© 1995

Corel Corp.

© 1984-1994 T/Maker Co.

Retail Store



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Use end of aisles for highexposure

© 1984-1994 T/Maker Co.

© 1995

Corel

Corp.

Retail Store



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Use end of aisles for highexposure

Eliminate cross-over aisles

Retail Store



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Retail StoreShelf Space Planogram

Computerized toolfor shelf-spacemanagement

Generated fromstore’s scanner dataon sales

Often supplied bymanufacturer

2 ft.

5 facings

V O - 5

V O - 5

V O - 5

S U A V E

S U A V E

V

O - 5

P E R T

P E R T

P E R T

P E R T

P E R T

V

O - 5



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Warehouse Layout



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Warehouse Layout

Design balances space (cube)utilization & handling cost

Similar to process layout

– Items moved between dock & various storage areas

Optimum layout depends on

Variety of itemsstored

No. items picked

© 1995 Corel Corp.



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Warehouse Layout Floor Plan



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Zones

Conveyor



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Zones

Conveyor

Order Picker



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Zones

Conveyor

Truck

Order Picker



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Zones

Conveyor

Order Picker

Truck



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Cross-Docking

Transferring goods

k



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Cross-Docking

Transferring goods

from incoming trucks at receiving

docks

In-coming

© 1984-1994 T/Maker Co.

k



80

Cross-Docking

Transferring goods

from incoming trucks at receiving

docksto outgoing trucks atshipping docks

Avoids placinggoods into storage

In-coming

Outgoing

© 1984-1994 T/Maker Co.

© 1995 Corel Corp.



81

Product-Oriented Layout

P d t O i t d L t



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Facility organized around product

Design minimizes line imbalance

– Delay between work stations Types: fabrication line, assembly line

P d t O i t d L t



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Facility organized around product

Design minimizes line imbalance

– Delay between work stations Types: fabrication line, assembly line

Examples

– Auto assembly line – Brewery

– Paper mfg.© 1984-1994 T/Maker Co.

P d t O i t d L t T



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Product-Oriented Layout Types

P d t O i t d L t T



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Builds components

Uses series of machines

Repetitive process

Machine paced

Balanced by physicalredesign

Fabrication Line

P d t O i t d L t T



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Assembles fabricated

parts Uses workstation

Repetitive process

Paced by tasks

Balanced by movingtasks

Builds components

Uses series ofmachines

Repetitive process

Machine paced Balanced by physical

redesign


Fabrication Line Assembly Line



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Floor Plan




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yFloor Plan

Office

BeltConveyor




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yFloor Plan

Office

BeltConveyor




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1 3

2

4

5

yFloor Plan

Office

BeltConveyor

Operations




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1 3

2

4

5

yFloor Plan

Work

Office

BeltConveyor

WorkStation

Note: 5 tasks or operations; 3 work

stations

Work Station

Station




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yRequirements

Standardized product

High production volume

Stable production quantities

Uniform quality of raw materials & components




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Lower variable costper unit

Lower material

handling costs Lower work-in-

process inventories

Easier training & supervision

y Advantages

© 1984-1994 T/Maker Co.




yDisadvantages

Higher capitalinvestment

– Special equipment

Any work stoppagestops whole process

Lack of flexibility

– Volume – Product

© 1984-1994 T/Maker Co.

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