Transcript Traditional Approaches to Facility Layout Chapter 4 Source for some slides: John S.

Traditional Approaches to
Facility Layout
Chapter 4
Source for some slides: John S. Usher class notes
Applications
• Manufacturing
• Healthcare
• Service
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Restaurants
Banks
Airports
Entertainment
• Logistics and
Distribution
– Ports/Terminals
– Distribution Centers
Types of Projects
• New Facility
• General Re-layout (retrofit)
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Expansion due to new product(s)
Expansion due to sales growth in existing products
Re-organization of work areas (evolutionary design)
Outsourcing of logistics capability
Addition of automation technology
Problem elimination
Cost reduction
Product discontinuation
Significance of Facilities
Planning
• 20-50% of all manufacturing costs are
related to material handling
• FP can reduce MH costs by 10-30%
• Therefore…
– 2-15% reductions in overall manufacturing costs
could be achieved by effective facilities planning.
– Annual productivity would increase 3x more than it
has in the past 15 years.
– Hard to make similar projections to other areas of our
economy
– FP continues to be one of the most promising fields
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Objectives
Minimize material handling costs
Utilize space efficiently
Utilize labor efficiently
Eliminate bottlenecks
Facilitate communication and interaction
between workers, between workers and
their supervisors, or between workers
and customers
• Reduce manufacturing cycle time or
customer service time
Objectives (continued)
• Eliminate waste or redundant movement
• Facilitate the entry, exit, and placement of
material, products, or people
• Incorporate safety and security measures
• Promote product and service quality
• Encourage proper maintenance activities
• Provide a visual control of operations or
activities
• Provide flexibility to adapt to changing
conditions
• Increase capacity
The Nature of FP Objectives
• As you can see, there are MANY!
• They are conflicting. How?
• There are constraints. Can you list some?
The Facility Planning Problem
• It is a constrained multi-objective optimization
problem with many non-quantifiable costs and
benefits.
• There is NO OPTIMAL SOLUTION!
• The best we can hope for is a “GOOD” solution.
• Effective designs must consider all stakeholders
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Owners
Customers
Suppliers
Employees
Neighbors
Layout Problems
• Design or Optimization?
Facility Design Process
• Combination of art and
engineering
• Many techniques available
– Muther’s SLP Approach (1973)
– Optimization based approaches
• We will focus on the latter
Systematic Layout Planning
• Phase I - Determination of the location of
the area where departments are to be laid
out
• Phase II - Establishing the general overall
layout
• Phase III - Establishing detailed layout
plans
• Phase IV - Installing the selected layout
Systematic Layout Planning
ANALYZE
Input Data and Activities
2. Activity Relationships
1. Flow of materials
3. Relationship Chart
SEARCH
4. Space Requirements
5. Space Available
6. Space Relationship
Diagram
7. Modifying Considerations
8. Practical Limitations
SELECT
9. Develop Layout
Alternatives
10. Evaluation
Source: John S. Usher class notes
Systematic Layout Planning
• P Product: Types of products to be produced
• Q Quantity: Volume of each part type
• R Routing: Operation sequence for each part
type
• S Services: Support services, locker rooms,
inspection stations, and so on
• T Timing: When are the part types to be
produced ? What machines will be used during
this time period?
Sample relationship diagram
1
2
3
4
5
SLP
SLP
Special Considerations in Office
Layout
• Minimizing distance traveled by
employees
• Permitting flexibility so that the current
layout can be changed, expanded or
downsized easily
• Providing a safe and pleasant atmosphere
for people to work in
• Minimizing capital and operational costs of
the facility
Operations Review
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Is the company outgrowing available space?
Is the available space too expensive?
Is the current building not in the proper location?
How will a new office layout affect the
organization?
• Are office operations too centralized or
decentralized?
• Does the office structure support the strategic
plan?
• Is the office layout in tune with the company's
image?
Aesthetics
Aesthetics
Aesthetics
Aesthetics
Aesthetics
Aesthetics
Aesthetics
Aesthetics
Aesthetics
Cubicles layout
Cubicles layout
Iowa State DOT layout
Albany International Airport layout
Operations Review for
MortAmerica, Inc.
• Is there a significant increase in mortgage lending
operations of MortAmerica, Inc.?
• Are the costs of leasing and refurbishing interior space
too high?
• Is there a problem with the current location? For
example:
– There is not enough space for expansion
– Major attorneys’ offices, other related financial institutions and
restaurants, are not located within a reasonable distance of
MortAmerica, Inc.
– Adequate parking space is not available
– Traffic is too congested
• Will a change in office location improve business?
SLP for MortAmerica, Inc.
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Evaluation
Planning
Site selection
Design and layout
SLP for MortAmerica, Inc.
• Review current space utilization
• Determine space projections
• Determine level of interaction between
departments
• Identifying special consideration
Current and Future Space
Requirements
Department Name
Customer Service (CS)
Mortgage processing/marketing
(MP/M)
Credit check (CC)
Operations Audit (O/A)
Top management (TM)
Current/Future
Requirements
Current space/employee
Number of employees
Current total
space/category
Future space/employee
Number of employees
Future space/category
Current space/employee
Number of employees
Current total
space/category
Future space/employee
Number of employees
Future space/category
Current space/employee
Number of employees
Current total
space/category
Future space/employee
Number of employees
Future space/category
Current space/employee
Number of employees
Current total
space/category
Future space/employee
Number of employees
Future space/category
Current space/employee
Number of employees
Current total
space/category
Future space/employee
Categories of Employees and Number in Each Category
Senior
Senior Staff Clerical/Secretary
Net
Gross
Executive Staff
Space
Space,
Required 150%
of Net
Space
150
100
75
1
4
1
150
400
75
625
938
200
2
400
250
1
250
200
1
200
200
2
400
100
4
400
250
3
750
250
5
1,250
250
100
4
400
200
2
400
200
120
6
720
100
10
1,000
75
1
75
75
2
150
100
15
1,500
100
10
1,000
75
1
75
75
1
75
80
5
400
90
15
1,350
75
5
375
100
20
2,000
75
2
150
100
5
500
100
795
1,193
1,550
2,325
2,025
3,038
1,075
1,613
400
600
2,525
3,788
3,300
4,950
2,150
3,225
Current and Future Space
Requirements
Current net
space
Current gross space150% of
net space
Future net space
Future gross space 150% of
net space
300
450
465
700
File Storage Room (FS)
300
450
80
120
Customer Waiting Lounge (CW)
300
450
800
1200
Conference Rooms (CR)
500
750
1000
1500
Employee Break Room (EBR)
200
300
850
1275
Rest Rooms (RR)
200
300
500
750
Total
1800
2700
3695
5545
Support service area
Copying/Printing Area (C/P)
Relationship diagram for
MortAmerica, Inc.
Customer service (CS)
E
Mortgage processing (MP)
I
E
Credit check (CC)
I
I
Closing/underwriting (C/U)
I
O
I
Copying/printing (C/P)
A
A
Conference room (CR)
U
X
A
X
Employee break room (EBR)
X
I
A
O
O
I
I
X
U
U
O
U
U
U
U
U
U
U
U
I
U
A
U
U
U
U
O
Customer waiting (CW)
U
U
A
U
X
X
A
Files storage (FS)
I
I
U
I
I
O
I
Operations/audit (O/A)
I
I
O
I
E
O
Top Management (TM)
O
I
O
Rest rooms (RR)
O
E
Activity relationship diagram for
MortAmerica, Inc.
TM
CC
MP
O/A
RR
C/U
CS
CW
FS
CR
C/P
EBR
Space relationship diagram for
MortAmerica, Inc.
TM
CC
MP
O/A
RR
C/U
CS
CW
FS
CR
C/P
EBR
Pre-architectural layout for
MortAmerica, Inc.
TM
CC
MP
RR
M
RR
W
O/A
C/U
CS
CW
FS
CR
C/P
EBR
Engineering design approach
1. Identify the problem
2. Gather the required data
3. Formulate a model for the problem
4. Develop an algorithm for the model and solve it
5. Generate alternative solutions, evaluate, and select
7. Implement the solution
8. Continuously review after implementation
OSHA, ADA and Local Codes
OSHA, ADA and Local Codes
OSHA
ADA
and
Local
Codes
Service and Manufacturing Facilities
Organization
Showers
Lavatories
Water Closets
Water
Fountain
Others
Restaurants
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1 per 200
1 per 75
1 per 500
1service
sink
Arenas (capacity
more than 3000)
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1 per 200 1 per 120 (male); 1 1 per 1000 1 service
(male); 1 per 60 (female)
sink
per
150
(female)
Churches
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1 per 200
1 per 150 (male); 1 1 per 1000 1 service
per 75 (female)
sink
Schools
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1 per 50
1 per 50
1 per 100
Airports
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1 per 750
1 per 500
1 per 1000 1 service
sink
Factories
Section
411
1 per 100
1 per 100
1 per 1000 1 service
sink
Hospitals
1 per 15
1 per room 1 per room
1 per 100
1 service
sink
Prisons
1 per 15
1 per cell
1 per 100
1 service
sink
Hotels
1
per 1 per room 1 per room
room
-
1 service
sink
Dormitories
1 per 8
1 per 100
1 service
sink
1 per 10
1 per cell
1 per 10
1 service
sink
Service and Manufacturing Facilities
Organization
Parking spaces
Restaurants (with drivethrough facilities)
One space per 75 square feet of floor area or 1.5 persons
(whichever is greater)
Theaters, Arenas, and
Assembly areas
One space per 8 feet of bench length or 4 seats (whichever is
greater)
Secondary schools and
Colleges
One space per 8 students, one-and-a-half spaces per classroom,
and number of spaces for gymnasium/assembly hall seating
Factories
One space per 1000 square feet of area plus number of spaces for
offices
Hospitals
Two spaces per bed
Churches
One space per three persons
Hotels
One space per guest room plus number of spaces for accessory
uses
Warehouses
One space per 2000 square feet of floor area
Table 4.5 Minimum dimensions for parking stalls
Parking Angle
Aisle-width
(two-way)
Aisle-width
(one-way)
Stall width
Stall length
76-90o
25 feet
15 feet
9 feet
20 feet
30-75o
25 feet
12 feet
9 feet
22 feet
0-29o
18 feet
12 feet
9 feet
25 feet
Table 4.3 Accessible spaces for persons with disability
Total spaces in
parking lot
1-25
26-50
51-75
76-100
101150
151200
201300
301400
401500
5011000
Minimum
Accessible
spaces
1
2
3
4
5
6
7
8
9
2%