Beruflich Dokumente
Kultur Dokumente
Introduction. Objectives of Plant Layout. Factors affecting Plant Layout. Types of Plant Layout. Plant Layout for a Service business. Plant Layout for a Warehouse.
Introduction Objectives Factors Affecting Layout Selection and Design Types of Plant Layout
Introduction
Plant layout planning includes decisions regarding the physical allocation of the economic activity centers in a facility.
An economic activity center is any entity occupying space. The objective of plant layout planning is a more effective work flow at the facility, allowing workers and equipment being more productive.
Facility layout techniques apply to the case where several physical means have to be located in a certain area, either industrial processes or services. The objective of the chapter is not only Plant layout but re-layout also (most common situation for a company). To carry out an appropriate plant layout, its important to take into account the business strategic and tactical objectives
Introduction
To make a decision about layout planning, 4 different questions must have an answer:
Which centers do we have to consider? How much space and capacity is required for each center?
If there is not enough space, productivity may be reduced. Too much space is expensive and may also reduce productivity. Space quantity, shape and the elements of the work center are related to each other. The allocation of the different centers may affect productivity.
Introduction
The plant layout process starts at an aggregate level, taking into account the different departments. As soon as we get into the details, the different issues arise, and the original configuration may be changed through a feedback process. Most (if not all of them) layouts are designed properly for the initial conditions of the business, although as long as the company grows and has to be adapted to internal and external changes, a re-layout is necessary.
Introduction
Changes in production volumes. Changes in processes and technology. Changes in the product.
The frequency of the re-layout will depend on the requirements of the process.
Introduction
Congestion and bad utilization of space. Excessive stock in process at the facility. Long distances in the work flow process. Simultaneous bottle necks and workstations with idle time. Qualified workers carrying out too many simple operations. Labor anxiety and discomfort. Accidents at the facility. Difficulty in controlling operations and personnel.
Lay Out
Introduction Objectives Factors Affecting Layout Selection and Design Types of Plant Layout
A facility layout is an arrangement of everything needed for production of goods or delivery of services. A facility is an entity that facilitates the performance of any job. It may be a machine tool, a work centre, a manufacturing cell, a machine shop, a department, a warehouse, etc. (Heragu, 1997).
The
layout design generally depends on the products variety and the production volumes. Four types of organization are referred to, namely fixed product layout, process layout, product layout and cellular layout (Dilworth, 1996).
Quantity
The main objective consists of organizing equipment and working areas in the most efficient way, and at the same time satisfactory and safe for the personnel doing the work. Sense of Unity
Flexibility
In designing the plant layout taking into account the changes over short and medium terms in the production process and manufacturing volumes.
These main objectives are reached through the attainment of the following facts: Congestion reduction. Elimination of unnecessary occupied areas. Reduction of administrative and indirect work. Improvement on control and supervision. Better adjustment to changing conditions. Better utilization of the workforce, equipment and services. Reduction of material handling activities and stock in process. Reduction on parts and quality risks. Reduction on health risks and increase on workers safety. Moral and workers satisfaction increase. Reduction on delays and manufacturing time, as well as increase in production capacity. All these factors will not be reached simultaneosly, so the best solution will be a balance among them.
The final solution for a Plant Layout has to take into account a balance among the characteristics and considerations of all factors affecting plant layout, in order to get the maximum advantages. The factors affecting plant layout can be grouped into 8 categories:
Materials Machinery Labor Material Handling Waiting Time Auxiliary Services The building Future Changes
Materials
The layout of the productive equipment will depend on the characteristics of the product to be managed at the facility, as well as the different parts and materials to work on. Main factors to be considered: size, shape, volume, weight, and the physical-chemical characteristics, since they influence the manufacturing methods and storage and material handling processes. The sequence and order of the operations will affect plant layout as well, taking into account the variety and quantity to produce.
Machinery
Having information about the processes, machinery, tools and necessary equipment, as well as their use and requirements is essential to design a correct layout. The methods and time studies to improve the processes are closely linked to the plant layout. Regarding machinery, we have to consider the type, total available for each type, as well as type and quantity of tools and equipment. Its essential as well to know about space required, shape, height, weight, quantity and type of workers required, risks for the personnel, requirements of auxiliary services, etc.
Labor
Labor has to be organized in the production process (direct labor, supervision and auxiliary services). Environment considerations: employees safety, light conditions, ventilation, temperature, noise, etc. Process considerations: personnel qualifications, flexibility, number of workers required at a given time as well as the type of work to be performed by them. Material handling does not add value to the product; its just waste. Objective: Minimize material handling as well as combining with other operations when possible, eliminating unnecessary and costly movements.
Material Handling
Labor
Labor has to be organized in the production process (direct labor, supervision and auxiliary services). Environment considerations: employees safety, light conditions, ventilation, temperature, noise, etc. Process considerations: personnel qualifications, flexibility, number of workers required at a given time as well as the type of work to be performed by them. Material handling does not add value to the product; its just waste. Objective: Minimize material handling as well as combining with other operations when possible, eliminating unnecessary and costly movements.
Material Handling
Objective: Continuous Material Flow through the facility, avoiding the cost of waiting time and demurrages that happen when the flow stops. On the other hand, the material waiting to flow through the facility not always represents a cost to avoid. As stock sometimes provides safety to protect production, improving customer service, allowing more economic batches, etc.
Its necessary then to consider space for the required stock at the facility when designing the layout.
Auxiliary Services
Related to labor: Accessibility paths, fire protection installations, supervision, safety, etc. Related to material: quality control. Related to machinery: maintenance and electrical and water lines.
The auxiliary services represent around 30% of the space at a facility. The space dedicated to auxiliary services is usually considered as waste.
Its important to have efficient services to insure that their indirect costs have been minimized.
The building
If it has been already selected, its characteristics will be a constraint at the moment of designing the layout, which is different if the building has to be built. One of the main objectives of plant layout is flexibility. Its important to forecast the future changes to avoid having an inefficient plant layout in a short term. Flexibility can be reached keeping the original layout as free as possible regarding fixed characteristics, allowing the adjustment to emergencies and variations of the normal process activities. Possible future extensions of the facility must be taken into account, as well as the feasibility of production during re-layout.
Future changes
The production process normally determines the type of plant layout to be applied to the facility:
Product stays and resources move to it. Machinery and Materials are placed following the product path. Machinery is placed according to what they do and materials go to them. Hybrid Layout that tries to take advantage of different layouts types.
Cell Layout
Espuela de Ferrocarril
Camiones
Camiones
This type of plant layout is useful when the production process is organized in a continuous or repetitive way.
Continuous flow: The correct operations flow is reached through the layout design and the equipment and machinery specifications. Repetitive flow (assembly line): The correct operations flow will be based in a line balancing exercise, in order to avoid problems generated by bottle necks.
The plant layout will be based in allocating a machine as close as possible to the next one in line, in the correct sequence to manufacture the product.
Advantages:
Reduced material handling activities. Work In Process almost eliminated. Minimum manufacturing time. Simplification of the production planning and control systems. Tasks simplification. No flexibility in the production process. Low flexibility in the manufacturing times. High capital investment. Every workstation is critical to the process.- The lack of personnel or shut down of a machine stops the whole process. Monotonous work.
Disadvantages:
d) Flujo en L
b) Flujo en U
d) Flujo circular en O
c) Flujo en serpentn
e) Flujo en S
Process layout
Espuela de Ferrocarril
Camiones
Recepcin
Fresadoras
Planeacin Esmeriladoras
Embarque
Camiones
Tornos
Ensamble
This type of plant layout is useful when the production process is organized in batches. Personnel and equipment to perform the same function are allocated in the same area. The different items have to move from one area to another one, according to the sequence of operations previously established. The variety of products to produce will lead to a diversity of flows through the facility. The variations in the production volumes from one period to the next one (short periods of time) may lead to modifications in the manufactured quantities as well as the types of products to be produced.
P-Q Analysis
Definition
Product Flow
Space Availability
Practical Limitations
Adjustment
Space Availability
Evaluation Selection
Project A
Project B
Project C
Evaluate alternative arrangements Detail selected layout, install SLP Method Muther (1973)
Implementation
INSTALACION
Cellular Layout
Process (Functional) Layout
A cluster or cell
T T M M T T M M T T D D CG SG D D CG SG D SG D CG CG SG D T T M T M D
M D
T
M
Work cells
Definition:
Group of equipment and workers that perform a sequence of operations over multiple units of an item or family of items.
Product oriented layout: Efficiency Process oriented layout: Flexibility Grouping outputs with the same characteristics to families, and assigning groups of machines and workers for the production of each family.
Group Technology
Lay Out
Introduction Objectives Factors Affecting Layout Selection and Design Types of Plant Layout
Most of the concepts and techniques explained here can be applied to any plant layout, including services.
Examples: Line Balancing for Restaurant self-services; Process oriented layout for Hospitals.
Sometimes, the customer is required at the facility for the company to be able to perform the service. Frequently, the layout is focused on the customer satisfaction than on the operation itself. Some of the objectives include comfortability during the performance of the service, as well as making attractive those areas in direct contact with the customer.
The workload forecast and the activities planning is not as accurate as it is in a manufacturing environment. Queues:
Seasonal and heterogeneous demand: execution time can be variable. Services are intangible: adjustment between demand and production can not be done through inventory management. Queues are formed by people: higher implications for the layout.
The material that flows among departments and workstations is basically information. This can be done through:
Individual conversations face to face. Individual conversations through telephone or computer. Mail and other physical documents. Electronic mail. Meetings and discussion groups. Interphones.
Objective: Maximize the net benefit per m2 of shelves. If sales are directly related to the exposition of products to the customer, the objective will consist of exposing as many products as possible to the customers in the available space.
This has to take into account to leave enough space for the movement among shelves, not making the layout uncomfortable for the customer. Allocation of daily consumption products at the periphery.Allocation of impulsive purchase and high profit margin products in prominent places. Eliminate aisles that allow the customers to go from one row to other without going through them completely.
Aspects:
Allocation of attraction products on both sides of a row, and dispersion of them to increase the exposition of adjacent products. Use the end of a row as a place for exposition. Creation of the business image through a careful selection of the first section where the customers are getting into the facility.
This aspect remains within the commercial function. It is called merchandising.
Cafetera
Cafetera
Aspects to be considered: cubic space utilization, storing equipment and methods, material protection, allocation of different parts, etc. The different customer orders take into account a high number of references. There are frequent orders of low number of units for the same product.
In this cases, the material handling costs for each roundtrip move would be excessively high. Solutions for this problem: Aggregation of units for several orders, or establishment of optimal routes for each order. Zones Zones
Control station
Shipping doors
Tractor trailer
Lay Out
Introduction Objectives Factors Affecting Layout Selection and Design Types of Plant Layout
P-Q Analysis
Definition
Product Flow
Space Availability
Practical Limitations
Adjustment
Space Availability
Evaluation Selection
Project A
Project B
Project C
Evaluate alternative arrangements Detail selected layout, install SLP Method Muther (1973)
Implementation
INSTALACION
Its essential to design a flexible plant layout, taking into account as well the need of flexibility for the material handling equipment to be used. Main disadvantage of this layout:
Low operations and material handling efficiency when comparing to a plant layout oriented to the product. On the other hand, technology development is facilitating getting over this disadvantage (i.e.- CNC Equipment). Decision to be made: Relative location of the different working areas (same type of equipment). Criteria: reduction of distance and material handling costs: Increase of operations efficiency.
Analysis
Analysis
If it exists a clear material flow that carries out more volume than anyone else, the layout could be similar to a Product oriented plant layout. The main factor for the analysis is the material handling and transportation costs among the different working areas. Sometimes, quantitative information relative to material handling flows is not available, or its not the main factor to be considered, being the qualitative factors the most important ones in this case.
Analysis
Process:
Information gathering. Plan development. Quantitative criteria: transportation costs. Qualitative criteria: closeness priorities.
Information gathering
We have to know the space requirements by working area. Demand forecast production plan working hours number of workers and equipment. Consider demand and production fluctuations.
Analysis
Information gathering
Working area space. Static area (Se): Physical space for equipment and workstations. Gravitation area (Sg): Allocation of tools and materials. Area where operators develop their work. Evolution area (Sv): Space to allow operators and material movements.
St=Se+Sg+Sv
Sg=Se*n n=number of accessible sides Sv=(Se+Sg)*k k=industry coefficient (0,05-3)
Analysis
Information gathering
Available space. Total available area at the plant. Divide the area at a first approach to estimate each section. When performing the detailed layout, its required to have more accurate shapes adjusted to the reality. When the objective is the reduction of material handling costs, we can solve the problem in quantitative terms: Its required to know the material flow among departments or areas, distances among them and means of transportation.
Analysis
Information gathering
When the objective is the reduction of material handling costs, we can solve the problem in quantitative terms: Traffic intensity matrix: Number of material handling moves among departments (information provided by historical data, route sheets and production plans). Distance matrix: Distances among areas at the plant and places where the different working areas could be allocated. Cost matrix: Cost of material transportation.- It depends on the type of equipment to be used.
Analysis
Information gathering
Sometimes, quantitative information is not available, or the importance of distance among areas depends on qualitative factors (i.e.- a hospital X-ray room may be close to the trauma medicine room).
Plan development
Once the size of the different areas have been determined, the next step is to organize the different areas within the existent facility, or to determine the desired shape for the facility construction. There are multiple possible solutions, so the selected one will be the a good one that complies with the max. number of constraints.
P-Q Analysis
Quantity
Mixed Layouts
Process Layouts
QC
WAREHOUSE
UNCASER
WASHER
PASTEURIZER
FILLER/ CROWNER
MANUAL SIGHTING
EBI
COMPLEMENTARY ACTIVITIES
BI-DIRCTIONAL TABLE
FGI
MANUAL SIGHTING
LABELLER
COMPLEMENARY ACTIVITIES
LABELLER
PACKER
PACKER
WAREHOUSE
DISTRIBUTOR
CUSTOMERS
Analysis
With the information gathered in the previous 3 matrixes, the objective is to minimize the transportation costs. Total Transportation Cost:
TTC=
Objective: Finding the combination of dij that minimizes TTC. This formula is complicated for common cases, due to the number of different possibilities (i.e.- for 10 sections, the alternatives would be 3,628,000).
Analysis
Use of heuristics: Algorithm of basic transposition Initial arbitrary layout: base permutation. Transportation cost calculation for this layout. Generation of all possible permutations among activities, interchanging the ones in the initial arbitrary layout 2 to 2: Number of permutations =(n*(n-1))/2
Transportation cost calculation for each of the generated permutations: If we get one with a lower cost than the base, this last one becomes the base permutation and the process starts again until there is no one with a lower cost.
Analysis
In practice, we have to take into account certain constraints and circumstances that have to be considered, apart from the quantitative criteria of the transportation costs. Once this information is taken into account, the next step will be to perform the spatial design of the different departments.
Analysis
Technique: Systematic Layout Planning (SLP) Closeness priorities have a letter code:
Analysis
Analysis
S4
S5
S6
Initial Diagram
Analysis
S1
S3
S2
S5
S6
S4
First iteration
Analysis
S3
S4
S1
S2
S6
S5
Detailed layout
Equipment and machinery layout within each area or department, getting a detailed layout of installations and all elements. There could appear some issues like scales, elevators, columns, floor resistance, roof height, etc. not considered in previous stages, that could make necessary the review of the solution.
Cellular Layout
Work cells
Definition:
Group of equipment and workers that perform a sequence of operations over multiple units of an item or family of items.
Grouping outputs with the same characteristics to families, and assigning groups of machines and workers for the production of each family.
Work cells
Sometimes, these outputs will be final products or services; some other times, they will need to integrate to a final product.
In this case, the work cells would need to be located close to the main production line, to facilitate the assembly of the component at the moment and place required.
At the same time as identifying family of products and grouping of equipment, its essential to perform an internal layout of the cell (by product, by process or a combination of bothgenerally by product).
Work cells
Virtual Work Cells: identifying and dedicating certain equipment to the production of certain families of outputs, but without grouping them physically within the cell:
The only issue is the identification of equipment and families of products, without performing an internal layout of the cell.
Residual Work Cells: only used when there is a specific item that has not been associated to any family, or a specialized equipment can not be included within a work cell due to its general use. Advantages: lower production cost and better supply and customer service time.
Work cells
Steps to follow:
Select product families. Determine work cells. Detail the work cells internal organization or layout.
Regarding product grouping to be produced at the same work cell, we need to determine which is the condition that allows such grouping. Once product families are determined, creating a work cell for each family might be the best solution, although is not always like that (sometimes its even impossible).
Work cells
Classification and codification of all items to be manufactured, and comparison among them to define families. After that, its required to identify the cells and equipment to manufactured those families. Creation of work cells by grouping of equipment. In this case, we still need to define the families. Definition of families by similar manufacturing routes. Still pending the cells identification. Simultaneous identification of families and cells, based on the similarity of products and their needs of equipment and vice versa.
Work cells
A component that does not use all machines within its work cell can be accepted, as well as a machine that does not process all components in its group. However, its essential to avoid that a component or machine interacts with other machine or component outside of its cell.
If its not possible avoid this situation, the solution will be duplicating the piece of equipment, or process the item in more than one cell.Sometimes a residual cell might be needed to absorb a component like this or to include a general type of equipment that we can not duplicate.
Work cells
Incompatible equipment must be located in separate cells. Each component should be produced only in 1 cell. Each type of equipment should be located only in 1 cell. Investment in duplicating equipment should be minimized. The work cell should be limited to a reasonable size.