Design Facility Layout

7/28/2019 Design Facility Layout

1/64

Production Plant Layout (1)Production Plant Layout (1)

Facility Layout Problem: designFacility Layout Problem: design

problemproblem

locations of activitieslocations of activities

dimensionsdimensions

configurationsconfigurations

No overall algorithm existsNo overall algorithm exists


2/64

Design problem

Greenfield Location of one

new machine


Reasons:Reasons: new productsnew products

changes in demandchanges in demand

changes in product designchanges in product design new machinesnew machines

bottlenecksbottlenecks

too large bufferstoo large buffers

too long transfer timestoo long transfer times



3/64

DesignDesign

Layout

Product

Logistics Process


4/64


Goals (examples):Goals (examples):

minimal material handling costsminimal material handling costs

minimal investmentsminimal investments

minimal throughput timeminimal throughput time

flexibilityflexibility

efficient use of spaceefficient use of space


5/64


Restrictions:Restrictions:

legislation on employees workinglegislation on employees working

conditionsconditions present building (columns/waterworks)present building (columns/waterworks)

Methods:Methods:

Immer: The right equipment at the rightImmer: The right equipment at the rightplace to permit effective processingplace to permit effective processing

Apple: Short distances and short timesApple: Short distances and short times


6/64

Goals Production Plant LayoutGoals Production Plant Layout

Plan for the preferred situation in thePlan for the preferred situation in the futurefuture

Layout must support objectives of the facilityLayout must support objectives of the facility

No accurate dataNo accurate data layout must be flexiblelayout must be flexible


7/64Selection

Search

Analysis

Systematic Layout PlanningSystematic Layout Planning

Muther (1961)Muther (1961)

0 Data gathering

10 Evaluation

4 Space

requirements

5 Space

available

6 Space relationship

diagram

1 Flow 2 Activities

3 Relationshipdiagram

7 Reasons to

modify8 Restrictions

9 Layout alternatives


8/64

0 - Data gathering (1)0 - Data gathering (1)

Source: product designSource: product design

BOMBOM

drawingsdrawings

gozinto (assembly) chart, see fig 2.10gozinto (assembly) chart, see fig 2.10

redesign, standardizationredesign, standardization simplificationssimplifications

machines

product design

sequence of assembly operations

layout (assembly) line


9/64


Source: Process designSource: Process design make/buymake/buy

equipment usedequipment used process timesprocess times

operations process chartoperations process chart (fig 2.12)(fig 2.12)

assembly chartassembly chart

operationsoperations

precedence diagramprecedence diagram

(fig 2.13)(fig 2.13)


10/64


Source: Production schedule designSource: Production schedule design

logistics: where to produce, how muchlogistics: where to produce, how much

product mixproduct mix marketing: demand forecastmarketing: demand forecast

production rateproduction rate

types and number of machinestypes and number of machines continuous/intermittentcontinuous/intermittent

layoutlayout scheduleschedule


11/64

1/2 - Flow and Activity Analysis1/2 - Flow and Activity Analysis

Flow analysis:Flow analysis:

Types of flow patternsTypes of flow patterns

Types of layoutTypes of layout

flow analysis approachesflow analysis approaches

Activity relationship analysisActivity relationship analysis


12/64

1/2 - Flow analysis and activity1/2 - Flow analysis and activity

analysisanalysisFlow analysisFlow analysis

quantitative measure of movementsquantitative measure of movements

between departments:between departments:

material handling costsmaterial handling costs

Activity analysisActivity analysis

qualitative factorsqualitative factors


13/64

Flow analysisFlow analysis

Flow of materials, equipment andFlow of materials, equipment and

personnelpersonnel

Raw material Finished product

layout facilitates this flowlayout facilitates this flow


14/64

Types of flow patternsTypes of flow patterns

P = receivingP = receiving

S = shippingS = shipping

R S

R S

R

S

long line

Horizontal transportHorizontal transport


15/64

LayoutLayout

volumes of productionvolumes of production

variety of productsvariety of products

volumes: what is the right measure ofvolumes: what is the right measure of

volume from a layout perspective?volume from a layout perspective?

varietyvariety high/low commonalityhigh/low commonality

layout typelayout type


16/64

Types of layoutTypes of layout

Fixed product layoutFixed product layout

Product layoutProduct layout

Group layoutGroup layout

Process layoutProcess layout


17/64

Fixed product layoutFixed product layout

ProcessesProcesses product (e.g. shipbuilding)product (e.g. shipbuilding)


18/64

Product layout (flow shop)Product layout (flow shop)

Production line according to theProduction line according to the

processing sequence of the productprocessing sequence of the product

High volume productionHigh volume production

Short distancesShort distances


19/64

Process layout (Job shop)Process layout (Job shop)

All machines performing a particularAll machines performing a particular

process are grouped together in aprocess are grouped together in a

processing departmentprocessing department Low production volumesLow production volumes

Rapid changes in the product mixRapid changes in the product mix

High interdepartmental flowHigh interdepartmental flow


20/64

Group layoutGroup layout

Compromise between product layoutCompromise between product layout

and process layoutand process layout

Product layouts for product familiesProduct layouts for product families cells (cellular layout)cells (cellular layout)

Group technologyGroup technology


21/64

Production volume and product varietyProduction volume and product varietydetermines type of layoutdetermines type of layout

group layout process layout

product variety

production

volume

product

layout


22/64

Layout determinesLayout determines

material handlingmaterial handling

utilization of space, equipment andutilization of space, equipment and

personnel (table 2.2)personnel (table 2.2)

Flow analysis techniquesFlow analysis techniques

Flow process chartsFlow process charts product layoutproduct layout

From-to-chartFrom-to-chart process layoutsprocess layouts


23/64

Activity relationship analysisActivity relationship analysis

Relationship chart (figure 2.24)Relationship chart (figure 2.24)

Qualitative factors (Qualitative factors (subjective!subjective!))

Closeness rating (A, E, I, O, U or X)Closeness rating (A, E, I, O, U or X)


24/64

3 - Relationship diagrams3 - Relationship diagrams

Construction of relationships diagrams:Construction of relationships diagrams:

diagrammingdiagramming

Methods, amongst others: CORELAPMethods, amongst others: CORELAP


25/64

Relationship diagram (1)Relationship diagram (1)

Spatial picture of the relationshipsSpatial picture of the relationships

between departmentsbetween departments

Constructing a relation diagram oftenConstructing a relation diagram oftenrequires compromises.requires compromises.

What is closeness? 10 or 50 meters?What is closeness? 10 or 50 meters?

See figure 2.25See figure 2.25


26/64

Relationship diagram (2)Relationship diagram (2)

PremisePremise:: geographicgeographic proximityproximity reflects thereflects the

relationshipsrelationships

Sometimes other solutions:Sometimes other solutions: e.g. X-rating because of noisee.g. X-rating because of noise acousticalacoustical

panels instead of distance separationpanels instead of distance separation

e.g. A rating because of communicatione.g. A rating because of communication

requirementrequirement computer network instead of proximitycomputer network instead of proximity


27/64

Graph theory based approachGraph theory based approach

closeclose adjacentadjacent

department-nodedepartment-node

adjacent-edgeadjacent-edge

requirement: graph is planarrequirement: graph is planar

(no intersections)(no intersections)

region-faceregion-face

adjacent faces: share a common edgeadjacent faces: share a common edge

graphgraph


28/64

Primal graphPrimal graph dual graphdual graph

Place a node in each facePlace a node in each face

Two faces which share an edge joinTwo faces which share an edge join

the dual nodes by an edgethe dual nodes by an edge

Faces dual graph correspond to theFaces dual graph correspond to the

departments in primal graphdepartments in primal graph

block layout (plan) e.g. figure 2.39block layout (plan) e.g. figure 2.39


29/64

Graph theoryGraph theory

Primal graph planarPrimal graph planar dual graphdual graph

planarplanar

Limitations to the use of graph theory:Limitations to the use of graph theory:it may be an aid to the layout designerit may be an aid to the layout designer


30/64

CORELAPCORELAP

Construction algorithmConstruction algorithm

Adjacency!Adjacency!

Total closeness rating = sum ofTotal closeness rating = sum of

absolute values for the relationshipsabsolute values for the relationships

with a particular department.with a particular department.

=j

iji rTCR


31/64

CORELAP - stepsCORELAP - steps

1.1. sequence of placements ofsequence of placements of

departmentsdepartments

2.2. location of departmentslocation of departments


32/64

CORELAP step 1CORELAP step 1

First department:First department:

Second department:Second department:

X-relationX-relation last placed departmentlast placed department

A-relation with first. If noneA-relation with first. If none E-relationE-relation

with first, etceterawith first, etcetera

ii

TCRmax


33/64

CORELAP step 2CORELAP step 2

Weighted placement valueWeighted placement value

1st

8

1

2 3

7 6

5

4

2nd


34/64

4 - Space requirements4 - Space requirements

Building geometry or building siteBuilding geometry or building site

space availablespace available

Desired production rate, distinguish:Desired production rate, distinguish: Engineer to order (ETO)Engineer to order (ETO)

Production to order (PTO)Production to order (PTO)

Production to stock (PTS)Production to stock (PTS)

marketing forecastmarketing forecast productionsproductions

quantitiesquantities


35/64

4 - Space requirements4 - Space requirements

Equipment requirements:Equipment requirements:

Production rateProduction rate number of machinesnumber of machines

requiredrequired

Employee requirementsEmployee requirements

rate

machine operators

machines employees

assembly


36/64

Space determinationSpace determination

Methods:Methods:

1. Production center1. Production center

2. Converting2. Converting

4. Standards4. Standards

5. Projection5. Projection


37/64

4 - Space determination (1)4 - Space determination (1)

1. Production center1. Production center

for manufacturing areasfor manufacturing areas

machinemachinespace requirementsspace requirements

2. Converting2. Converting

e.g. for storage arease.g. for storage areas present space requirementpresent space requirement spacespace

requirementsrequirements

non-linear function of production quantitiynon-linear function of production quantitiy

# machines per operator

# assembly operatorsSpace requirements


38/64

4 - Space determination (2)4 - Space determination (2)

4.4. Space standardsSpace standards

standardsstandards

5.5. Ratio trend and projectionRatio trend and projection

e.g. direct labour hour, unit producede.g. direct labour hour, unit produced

Not accurate!Not accurate!

Include space for:Include space for:

packaging, storage, maintenance, offices, aisles,packaging, storage, maintenance, offices, aisles,inspection, receiving and shipping, canteen, toolinspection, receiving and shipping, canteen, tool

rooms, lavatories, offices, parkingrooms, lavatories, offices, parking

factor

space


39/64

Deterministic approach (1)Deterministic approach (1)

n = # machines per operator (non-integer)n = # machines per operator (non-integer)

a = concurrent activity timea = concurrent activity time

t = machine activity timet = machine activity time b= operatorb= operator

ba

tan

+

+='


40/64


( )

+

+=

bam

taTc

TTcc = cycle time= cycle time

a = concurrent activity timea = concurrent activity time

t = machine activity timet = machine activity time

b = operator activity timeb = operator activity time

m = # machines per operatorm = # machines per operator


41/64


( )m

TmCCmTC c21)( +=

TC(m) = cost per unit produced as a function of mTC(m) = cost per unit produced as a function of m

CC11 = cost per operator-hour= cost per operator-hour

CC22 = cost per machine-hour= cost per machine-hour

Compare TC(n) and TC(n+1) for n < n < n+1Compare TC(n) and TC(n+1) for n < n < n+1


42/64

Designing the layout (1)Designing the layout (1)

Search phaseSearch phase

Alternative layoutsAlternative layouts

Design process includesDesign process includes Space relationship diagramSpace relationship diagram

Block planBlock plan

Detailed layoutDetailed layout

Flexible layoutsFlexible layouts

Material handling systemMaterial handling system

PresentationPresentation


43/64

Designing the layout (2)Designing the layout (2)

Relationship diagram + spaceRelationship diagram + space

space relationship diagramspace relationship diagram

(see fig 2.56)(see fig 2.56)

Different shapesDifferent shapes


44/64

9 Layout alternatives9 Layout alternatives

Alternative layouts by shifting theAlternative layouts by shifting the

departments to other locationsdepartments to other locations

block plan, also shows e.g.block plan, also shows e.g.

columns and positions of machinescolumns and positions of machines

(see fig 2.57)(see fig 2.57)

selection

detailed design

detailed design

selection

or


45/64

Flexible layoutsFlexible layouts

FutureFuture

Anticipate changesAnticipate changes

2 types of expansion:2 types of expansion:

1.1. sizessizes

2.2. number of activitiesnumber of activities


46/64

Material handling systemMaterial handling system

Design in parallel with layoutDesign in parallel with layout

PresentationPresentation

CAD templates 2 or 3 dimensionalCAD templates 2 or 3 dimensional

simulationssimulations

selling the layout (+ evaluation)selling the layout (+ evaluation)


47/64

10 Evalution (1)10 Evalution (1)

Selection and implementationSelection and implementation best layoutbest layout

cost of installation + operating costcost of installation + operating cost comparecompare futurefuture costs for both the new and thecosts for both the new and the

old layoutold layout

other considerationsother considerations

selling the layoutselling the layout assess and reduce resistanceassess and reduce resistance

anticipate amount of resistance for eachanticipate amount of resistance for eachalternativealternative


48/64

10 Evalution (2)10 Evalution (2)

Causes of resistance:Causes of resistance: inertiainertia

uncertaintyuncertainty loss of job contentloss of job content

Minimize resistance byMinimize resistance by

participationparticipation

stagesstages


49/64

ImplementationImplementation

InstallationInstallation

planningplanning

Periodic checks after installationPeriodic checks after installation


50/64

Systematic Layout PlanningSystematic Layout Planning0 Data gathering

10 Evaluation

Analysis

Search

Selection

4 Spacerequirements 5 Spaceavailable

6 Space relationship

diagram

1 Flow 2 Activities

3 Relationship

diagram

7 Reasons to




51/64

Systematic Layout PlanningSystematic Layout Planning0 Data gathering

10 Evaluation

Analysis

Search

Selection

4 Spacerequirements 5 Spaceavailable

6a Space relationship

diagram

1 Flow 2 Activities

3 Relationship

diagram

7 Reasons to



6b Analytical analyses


52/64

Automatic Guided Vehicles (AGVs)Automatic Guided Vehicles (AGVs)

Unmanned vehicle for in-plant transportation onUnmanned vehicle for in-plant transportation onmanufacturing and assembly areasmanufacturing and assembly areas

Two types of guidanceTwo types of guidance free rangingfree ranging

dead reckoning + lasers or transpondersdead reckoning + lasers or transponders

path restrictedpath restricted induction wires in the floorinduction wires in the floor

AGVAGV fork lift truck with RF-communicationfork lift truck with RF-communication


53/64

Design and operational control of anDesign and operational control of an

AGV systemAGV systemAGV systemAGV system

track layouttrack layout

number of AGVsnumber of AGVs operational controloperational control

Traffic control: zonesTraffic control: zones

max. throughputmax. throughputcapacitycapacity


54/64

Track layoutTrack layout

infrastructureinfrastructure

location of pick-up and drop-off stationslocation of pick-up and drop-off stations

buffer sizesbuffer sizes

congestion/blockingcongestion/blocking

tandem configurationtandem configuration


55/64

Determination of number of AGVsDetermination of number of AGVs

h

timetravelemptytotaltv

AGVsi j

ijij +

=

)min(

#

5 x

6 x

4 x LP-problem(i.e. a classical TP)


56/64

Operational transportation controlOperational transportation control

Job controlJob control

(routing and scheduling of transportation tasks)(routing and scheduling of transportation tasks)

Traffic controlTraffic control

Traffic rulesTraffic rules

Goal: minimize empty travel + waiting timeGoal: minimize empty travel + waiting time

Single load:Single load: Performance indicators:Performance indicators:- Throughput- Throughput- Throughput times- Throughput times


57/64

Operational controlOperational control

production controlproduction control transportation controltransportation control flow shopflow shop

job shopjob shop

centralized controlcentralized control

all tasks are concurrently consideredall tasks are concurrently considered

or decentralized controlor decentralized control FEFS: AGV looks for work (suited for tandem configuration)FEFS: AGV looks for work (suited for tandem configuration)

think-aheadthink-ahead combine tasks to routescombine tasks to routes

or no think-aheador no think-ahead


58/64

Relations between the issuesRelations between the issues


59/64

Combination 1Combination 1

Separated/no think-aheadSeparated/no think-ahead centralized controlcentralized control

on-line priority rules:on-line priority rules:

1.1. transportation task assignmenttransportation task assignmenttasks wait, ortasks wait, or

2.2. idle vehicle assignmentidle vehicle assignmentidle vehicles waitidle vehicles wait

Ad 1: push/pull (JIT), e.g. FCFS, MOQRSAd 1: push/pull (JIT), e.g. FCFS, MOQRS

PushPush sometimes shop lockingsometimes shop locking

Ad 2: NV, LIVAd 2: NV, LIV


60/64


Separated/think-ahead (1)Separated/think-ahead (1) Centralized controlCentralized control

a. without time windowsa. without time windows Only routingOnly routing

Minimize empty travel time by simulated annealing:Minimize empty travel time by simulated annealing:

2 options:2 options:

determine optimal route each time a new taskdetermine optimal route each time a new taskarrivesarrives

problem: a task may stay at the end of the routeproblem: a task may stay at the end of the route Periodic controlPeriodic control

time horizon (length?)time horizon (length?)


61/64


Separated/think-ahead (2)Separated/think-ahead (2) Centralized controlCentralized control

b. with time horizonsb. with time horizons

Simulated annealingSimulated annealing

machine 1

machine 2

machine 3

machine 1

machine 2

machine 3

machine 1

machine 2

machine 3

loaded trip

empty trip

loaded trip

empty trip

loaded trip

empty trip


62/64


Integrated/think-aheadIntegrated/think-aheadAGVs ~ parallel machinesAGVs ~ parallel machines

empty travel time ~ change-over timeempty travel time ~ change-over time

transportation time ~ machine timetransportation time ~ machine time

Shop-floor schedulingShop-floor scheduling


63/64

Basic conceptBasic concept


64/64

Case studyCase study

Design Facility Layout

Documents

Transcript of Design Facility Layout