UNIT-II

PRODUCTIONS
AND
OPERATIONS
MANAGEMENT
 SUMMARY
 PRODUCTION PLANNING CONTROL AND FUNCTIONS
 PRODUCTION AND MANUFACTURING ORGANIZATIONS
 METHODS AND PROCEDURES IN PRODUCTION DEPARTMENTS
 FACTORY PLAN LOCATION
 PLANT LAYOUT
 PRODUCTION SCHEDULING TECHNIQUES
 ROUTING DECISIONS
 LINE OF BALANCE
 SCHEDULING TYPES AND PRINCIPLES
 MASTER PRODUCTION SCHEDULE
 LAYOUT-FUNCTIONS, IMPORTANCE, OBJECTIVES, TYPES
 FLOW PATTERNS
 GROUP TECHNOLOGY\CELLULAR LAYOUT
 FACTORS OF A GOOD LAYOUT
 LAYOUT DESIGN PROCEDURE
INTRODUCTION
 Production planning and control is a tool available to the
management to achieve the stated objectives. Thus, a
production system is encompassed by the four factors.
i.e., quantity, quality, cost and time. Production planning
starts with the analysis of the given data, i.e., demand
for products, delivery schedule etc., and on the basis of
the information available, a scheme of utilization of firms
resources like machines, materials and men are worked
out to obtain the target in the most economical way.
 Production control comes into action if there is any
deviation between the actual and planned. The
corrective action is taken so as to achieve the targets set
as per plan by using control techniques.
DEFINITION OF PPC
 Ray wild defines “Production planning is the
determination, acquisition and arrangement of all facilities
necessary for future production of products.” It represents
the design of production system. Apart from planning the
resources, it is going to organize the production.
 Thus production planning and control can be defined as the
“direction and coordination of firms’ resources towards
attaining the prefixed goals.”
 Production planning and control helps to achieve
uninterrupted flow of materials through production line by
making available the materials at right time and required
quantity
 It represents the design of production system. Apart from
planning the resources, it is going to organize the
production
PRODUCTION CONTROL
In spite of planning to the minute details, most of the time it is
not possible to achieve production 100 per cent as per the
plan. There may be innumerable factors which affect the
production system and because of which there is a deviation
from the actual plan. Some of the factors that affect are:
 Non-availability of materials (due to shortage, etc.);
 Plant, equipment and machine breakdown;
 Changes in demand and rush orders;
 Absenteeism of workers; and
 Lack of coordination and communication
The essential steps in control activity are:
 Initiating the production,
 Progressing,
 Corrective action based upon the feedback
NEED FOR PPC
The present techno-economic scenario of India emphasize on
competitiveness in manufacturing. Indian industries have
to streamline the production activities and attain the
maximum utilization of firms’ resources to enhance the
productivity.
Production planning and control is needed to achieve:
 1. Effective utilization of firms’ resources.
 2. To achieve the production objectives with respect to
quality, quantity, cost and timeliness of delivery.
 3. To obtain the uninterrupted production flow in order to
meet customers varied demand with respect to quality and
committed delivery schedule.
 4. To help the company to supply good quality products to
the customer on the continuous basis at competitive rates.
OBJECTIVES OF PPC
Following are the objectives of production planning and control:
a) Systematic planning of production activities to achieve the
highest efficiency in production of goods/services.
b) To organize the production facilities like machines, men,
etc., to achieve stated production objectives with respect to
quantity and quality time and cost.
c) Optimum scheduling of resources.
d) Coordinate with other departments relating to production to
achieve regular balanced and uninterrupted production flow.
e) To confirm to delivery commitments.
f) Materials planning and control.
g) To be able to make adjustments due to changes in demand
and rush orders.
PHASES OF PPC
Production planning and control has three
phases namely:
 Planning Phase
 Action Phase
 Control Phase
PLANNING PHASE
Planning is an exercise of intelligent anticipation in order to
establish how an objective can be achieved or a need
fulfilled in circumstances, which are invariably
restrictive.
Production planning determines the optimal schedule and
sequence of operations economic batch quantity,
machine assignment and dispatching priorities for
sequencing.

It has two categories of planning namely

 Prior planning
 Active planning.
ACTION PHASE
Action phase has the major step of
dispatching. Dispatching is the transition
from planning phase to action phase. In this
phase, the worker is ordered to start
manufacturing the product. The tasks
which are included in dispatching are job
order, store issue order, tool order, time
ticket, inspection order, move order etc.
CONTROL PHASE
The control phase has the following two major modules:
1. Progress reporting, and
2. Corrective action

 PROGRESS REPORTING In progress reporting, the data

regarding what is happening with the job is collected.
Also, it helps to make comparison with the present level
of performance.
 CORRECTIVE ACTION The tasks under corrective action
primarily make provisions for an unexpected event.
Some examples of corrective actions are creating
schedule flexibility, schedule modifications, capacity
modifications, make or buy decisions, expediting the
work, pre-planning, and so on.
FUNCTIONS OF PPC
PARAMETERS OF PPC
The functions of PPC can be explained with the following
parameters:
1. Materials: Raw materials, finished parts and bought
out components should be made available in required
quantities and at required time to ensure the correct
start and end for each operation resulting in
uninterrupted production.
2. Machines and equipment: This function is related
with the detailed analysis of available production
facilities, equipment down time, maintenance policy
procedure and schedules.
3. Methods: This function is concerned with the analysis
of alternatives and selection of the best method with
due consideration to constraints imposed.
CONTINUED
4. Process planning (Routing): It is concerned with selection
of path or route which the raw material should follow to get
transformed into finished product. The duties include:
a) Fixation of path of travel giving due consideration to layout.
(b) Breaking down of operations to define each operation in
detail.
(c) Deciding the set up time and process time for each
operation.
5. Estimating: Once the overall method and sequence of
operations is fixed and process sheet for each operation is
available, then the operations times are estimated.
6. Loading and scheduling: Scheduling is concerned with
preparation of machine loads and fixation of starting and
completion dates for each of the operations.
CONTINUED
7. Dispatching: This is the execution phase of planning. It is
the process of setting production activities in motion through
release of orders and instructions. It authorizes the start of
production activities by releasing materials, components,
tools, fixtures and instruction sheets to the operator.
8. Expediting: This is the control tool that keeps a close
observation on the progress of the work. It is logical step
after dispatching which is called ‘follow-up’. It coordinates
extensively to execute the production plan.
9. Inspection: It is a major control tool. Though the aspects of
quality control are the separate function, this is of very much
important to PPC both for the execution of the current plans
and its scope for future planning. This forms the basis for
knowing the limitations with respects to methods, processes,
etc., which is very much useful for evaluation phase.
CONTINUED
10. Evaluation: This stage though neglected is
a crucial to the improvement of productive
efficiency. A thorough analysis of all the factors
influencing the production planning and control
helps to identify the weak spots and the
corrective action with respect to pre-planning
and planning will be affected by a feedback.
CASE STUDIES ABOUT PRODUCTION
 Ford Motor Company: The company improved its production planning
by implementing a system called Ford Production System (FPS) that
allowed them to achieve high productivity while maintaining quality
standards.

 Nike: The company's production planning involves close collaboration

with suppliers and partners to optimize production processes, reduce
lead times, and improve the quality of the finished products.

 General Electric: GE has implemented a production planning system

that incorporates digital technologies to improve forecasting,
production scheduling, and inventory management.

 Procter & Gamble: The company has integrated its production

planning system with its supply chain management processes to
optimize production, reduce lead times, and improve inventory
management.
CONTINUED…
 Toyota: The company's production planning system, known as
the Toyota Production System (TPS), involves close
collaboration between management and employees to identify
and eliminate waste, improve efficiency, and maintain quality
standards.
 Samsung: Samsung uses advanced production planning
techniques, such as advanced analytics and data visualization,
to optimize its manufacturing processes, reduce lead times,
and improve product quality.
 Coca-Cola: The company has integrated its production planning
system with its supply chain management processes to ensure
that its products are delivered on time, in the right quantities,
and to the right locations.
 Nestle: The company uses advanced forecasting and
production planning techniques to optimize its production
processes, reduce costs, and improve the quality of its finished
products.
MANUFACTURING ORGANIZATIONS
 Although every manufacturing organization is unique in
some respect, there are six broad functions that can be
identified in almost any manufacturing organization.
These are sales and marketing, engineering,
manufacturing, human resources, finance and accounts
and purchasing.
 The development of manufacturing industries to this day
still relies heavily on research into manufacturing
processes and materials and the development of new
products. Those countries that have been at the
forefront of the development of manufacturing have
come to be known as the developed countries, while
those that have very little manufacturing are considered
underdeveloped.
AIMS OF MANUFACTURING
ORGANIZATIONS
The aims of this chapter are to define manufacturing and
present the main types of manufacturing systems
employed and their operational characteristics. On
completion of this chapter, you should be able to:
● define the manufacturing activity;
● state the main goals of a manufacturing organization;
● define the Principle of Added Value;
● define a manufacturing system;
● identify and describe the common manufacturing systems
and their operational characteristics;
● identify and describe the main processing strategies and
relate them to the common manufacturing systems;
● identify and describe the main roles and responsibilities of
a manufacturing engineer.
STAGES IN PRODUCTION
DEPARTMENT

PLANNING ROUTING

SCHEDULING DISPATCHING
MPS
 MPS is a statement which answer certain questions like
what product is to be made, quantity of the product, timing
of conducting the production process.
 Basically, MPS is a plan that shows how many products
should be made and when they should be produced. It helps
coordinate production activities and ensure the right amount
of products is available to meet customer demand.
 The main goal of the MPS is to plan production activities in a
way is to forecast demands, meets customer demand while
optimizing resources utilization, improving production
efficiency, enhancing customer service, facilitating planning
with coordination and minimizing inventory levels.
 Time interval used in master scheduling depends upon the
type, volume, and component lead times of the products
being produced.
FUNCTIONS OF MPS
The main functions of MPS are:
1. To translate aggregate plans into specific end items:
Aggregate plan determines level of operations that
tentatively balances the market demands with the
material, labor and equipment capabilities of the company
2. Evaluate alternative schedules: Master schedule is
prepared by trial and error. Many computer simulation
models are available to evaluate the alternate schedules.
3. Generate material requirement: It forms the basic input for
material requirement planning (MRP).
4. Generate capacity requirements: Capacity requirements
are directly derived from MPS. Master scheduling is thus a
prerequisite for capacity planning.
CONTINUED
5. Facilitate information processing: By
controlling the load on the plant. Master
schedule determines when the delivery should
be made. It coordinates with other
management information systems such as,
marketing, finance and personnel.
6. Effective utilization of capacity: By specifying
end item requirements schedule establishes
the load and utilization requirements for
machines and equipment.
ROUTING
Routing may be defined as the selection of path which each
part of the product will follow while being transformed from
raw materials to finished products. Path of the product will
also give sequence of operation to be adopted while being
manufactured.
In other way, routing means determination of most
advantageous path to be followed from department to
department and machine to machine till raw material gets its
final shape, which involves the following steps:
(a) Type of work to be done on product or its parts.
(b) Operation required to do the work.
(c) Sequence of operation required.
(d) Where the work will be done.
(e) A proper classification about the personnel required and the
machine for doing the work.
TECHNIQUES OF ROUTING
While converting raw material into required goods different
operations are to be performed and the selection of a particular
path of operations for each piece is termed as ‘Routing’.
This selection of a particular path, i.e. sequence of operations must
be the best and cheapest to have the lowest cost of the final
product. The various routing techniques are:
1) Route card: This card always accompanies with the job throughout
all operations. This indicates the material used during
manufacturing and their progress from one operation to another.
2) Work sheet contains
 Specifications to be followed while manufacturing.
 Instructions regarding routing of every part with identification
number of machines and work place of operation.
 This sheet is made for manufacturing as well as for maintenance.
CONTINUED
3. Route sheet: It deals with specific production order. Generally
made from operation sheets. One sheet is required for each part
or component of the order. These includes the following:
(a) Number and other identification of order.
(b) Symbol and identification of part.
(c) Number of pieces to be made.
(d) Number of pieces in each lot—if put through in lots.
(e) Operation data which includes:
(i) List of operation on the part.
(ii) Department in which operations are to be performed.
(iii) Machine to be used for each operation.
(iv) Fixed sequence of operation, if any.
(f) Rate at which job must be completed, determined from the
operation sheet
LINE OF BALANCE
Line of Balance (LOB) is a management control process for
collecting, measuring and presenting facts relating to time
(see Schedule Control), cost and accomplishment – all
measured against a specific plan. It shows the process,
status, background, timing and phasing of the project
activities, thus providing management with measuring tools
that help reducing idle time and:
 Comparing actual progress with a formal objective plan.
 Examining only the deviations from established plans, and
gauging their degree of severity with respect to the
remainder of the project.
 Receiving timely information concerning trouble areas and
indicating areas where appropriate corrective action is
required.
 Forecasting future performance.
MEANING OF LINE OF BALANCE
 The LOB technique was created by the Goodyear Company
in the early 1940s, before being adopted and developed
by the U.S. Navy in the early-1950s. It was subsequently
developed for industrial manufacturing and production
control, as well as the basic concepts behind planning and
scheduling in the construction industry.
 LOB is a planning methodology to optimize resources used
 LOB is a good visual tool that lets us see if a construction
program can be achieved with a minimum waiting time
between tasks
 It is primarily used for the projects having repeated
elements like Highway, pipelines, high rise building, hotel
bedroom, bridge etc.
BENEFITS OF UTILIZING LINE OF
BALANCE

 A better understanding of the amount of work taking

place at a certain time in a specific place.
 Optimized resources for a large number of repeated
work activities.
 Allows easier cost and time optimization analysis.
 Easy to modify, update and change the schedule.
 Better management of subcontractors and resources.
 Identifies issues in advance.
ADVANTAGES OF LINE OF
BALANCE
 Continuous resource use
 Less starts and stops
 Crews will develop a learning momentum
 Improve productivity by 20 %
 Save money and time
 Faster planning process
 Superior Visual control
 Clearly shows the amount of work taking place in a certain
area at a specific time of the project.
 Has the ability to show and optimize the resources used for
large number of repeated activities, executed in several zones
or locations.
 Helps eliminate bottleneck operations.
CONTINUED…
 Easier cost and time optimization analysis because of all the
information available for each activity
 in the project.
 Ease of setup and its superior presentation and visualization.
 Easier to modify, update and change the schedule.
 Better managing of all the various sub-contractors in the
project.
 Allows for simpler and clearer resource management and
resource optimization functions.
 Visualization of productivity and location of crews
 Helps prevent unnecessary duplication of equipment capacity.
 Helps increase production efficiencies and rate.
OBJECTIVES OF LINE OF BALANCE
 To equalize the work load among operators
 To identify the bottleneck operation
 To establish the speed of the production line
 To determine the number of workstations
 To determine the labor cost production
 To establish the percentage workload of
operator
 To assist in plant layout
 To reduce production cost
SCHEDULING
 Scheduling can be defined as “prescribing of when and
where each operation necessary to manufacture the
product is to be performed.”

 It is also defined as “establishing of times at which to

begin and complete each event or operation comprising
a procedure”.

 The principle aim of scheduling is to plan the sequence

of work so that production can be systematically
arranged towards the end of completion of all products
by due date.
PRINCIPLES OF SCHEDULING
1. The principle of optimum task size: Scheduling tends to
achieve maximum efficiency when the task sizes are
small, and all tasks of same order of magnitude.
2. Principle of optimum production plan: The planning
should be such that it imposes an equal load on all
plants.
3. Principle of optimum sequence: Scheduling tends to
achieve the maximum efficiency when the work is
planned so that work hours are normally used in the
same sequence.
PLANT LAYOUT
FACTORY PLAN AND PLANT LAYOUT
 The layout of a manufacturing factory is one of the most
critical factors in determining productivity, efficiency, and
overall success. A well-designed factory layout can improve
material flow, reduce lead times, and increase product quality.
 Plant location refers to the choice of the region where men,
materials, money, machinery and equipment are brought
together for setting up a business or factory. Identifying an
ideal location is very crucial, it should always maximize the
net advantage, must minimize the unit cost of production and
distribution.
 The efficiency of production depends on how well the various
machines; production facilities and employee’s amenities are
located in a plant. Only the properly laid out plant can ensure
the smooth and rapid movement of material, from the raw
material stage to the end product stage.
PLANT LAYOUT
 Plant layout encompasses new layout as well as
improvement in the existing layout. It may be defined as
a technique of locating machines, processes and plant
services within the factory so as to achieve the right
quantity and quality of output at the lowest possible cost
of manufacturing.
 It involves a judicious arrangement of production
facilities so that workflow is direct.
 According to Riggs, “the overall objective of plant layout
is to design a physical arrangement that most
economically meets the required output – quantity and
quality.”
LOCATION ANALYSIS
Location analysis is a dynamic process where entrepreneur
analyses and compares the appropriateness or
otherwise of alternative sites with the aim of selecting
the best site for a given enterprise. It consists the
following:
 Demographic Analysis
 Trade area analysis
 Competitive analysis
 Traffic analysis
 Site economics (sites evaluated on establishment cost
and operational cost)
SELECTION CRITERIA
a) Natural or climatic conditions.
b) Availability and nearness to the sources of raw material.
c) Transport costs-in obtaining raw material
d) Access to market: small businesses in retail or wholesale or services should be
located
e) Availability of Infrastructural facilities such as developed industrial sheds or
sites, link roads, nearness to railway stations, airports or sea ports,
availability of electricity, water, public utilities, civil amenities and means of
communication are important
f) Availability of skilled and non-skilled labor and technically qualified and trained
managers.
g) Banking and financial institutions are located nearby.
h) Locations with links: to develop industrial areas or business centers
i) Strategic considerations of safety and security should be given due importance.
j) Government influences: Both positive and negative incentives to motivate an
entrepreneur.
k) Residence of small business entrepreneurs want to set up nearby their
homelands
IMPORTANCE
 Plant layout is an important decision as it represents long-
term commitment.
 An ideal plant layout should provide the optimum
relationship among output, floor area and manufacturing
process.
 It facilitates the production process, minimizes material
handling, time and cost, and allows flexibility of
operations, easy production flow, makes economic use of
the building, promotes effective utilization of manpower,
and provides for employee’s convenience, safety, comfort
at work, maximum exposure to natural light and
ventilation.
 It is also 99% important because it affects the flow of
material and processes, labor efficiency, supervision and
control, use of space and expansion possibilities etc.
ESSENTIALS
An efficient plant layout is one that can be instrumental in achieving
the following objectives:
a) Proper and efficient utilization of available floor space
b) To ensure that work proceeds from one point to another point
without any delay
c) Provide enough production capacity.
d) Reduce material handling costs
e) Reduce hazards to personnel
f) Utilize labor efficiently g) Increase employee morale
h) Reduce accidents
i) Provide for volume and product flexibility
j) Provide ease of supervision and control
k) Provide for employee safety and health
l) Allow ease of maintenance
m) Allow high machine or equipment utilization n) Improve productivity
OBJECTIVES OF PLANT LAYOUT
 A good plant layout strives to attain the following
objectives:
 Minimization of material handling
 Elimination of bottlenecks
 High material turnover through shorter operating cycle
 Effective utilization of installed capacity so that the returns
of investment is maximized
 Effective utilization of manpower resources
 Avoidance of industrial accidents
 Better working conditions of the employees like lighting,
ventilation, control of noise, etc
 Better customer services through cheaper and better
product supplies
 Elimination of physical efforts required of operative workers
ADVANTAGES OF PLANT LAYOUT
a) Low cost of material handling,
b) Smooth and uninterrupted operations
c) Continuous flow of work
d) Lesser investment in inventory and work in progress
e) Optimum use of floor space
f) Shorter processing time or quicker output
g) Less congestion of work in the process
h) Simple and effective inspection of work and simplified
production control
i) Lower cost of manufacturing per unit
DISADVANTAGES OF PLANT
LAYOUT
a. High initial capital investment in special purpose
machine
b. Heavy overhead charges
c. Breakdown of one machine will hamper the whole
production process
d. Lesser flexibility as specially laid out for particular
product.
e. More space is required for internal storing
f. Cost of material handling increases due to long routing
g. Cost of supervision increases due to specialist
supervisors and more number of supervisors
h. PPC becomes difficult due to complexities arising in
routing, scheduling, dispatching and follow up.
PROCESS LAYOUT
 In this type of layout machines of a similar type are arranged
together at one place.
E.g. Machines performing drilling operations are arranged in the
drilling department, machines performing casting operations
be grouped in the casting department.
 Therefore the machines are installed in the plants, which
follow the process layout.
 The process or functional layout is followed from historical
period. It evolved from the handicraft method of production.
 The work has to be allocated to each department in such a
way that no machines are chosen to do as many different job
as possible i.e. the emphasis is on general purpose machine.
The work, which has to be done, is allocated to the machines
according to loading schedules with the object of ensuring
that each machine is fully loaded.
ADVANTAGES
a) Lower initial capital investment in machines and
equipments. There is high degree of machine utilization,
as a machine is not blocked for a single product
b) The overhead costs are relatively low
c) Change in output design and volume can be more easily
adapted to the output of variety of products
d) Breakdown of one machine does not result in complete
work stoppage
e) Supervision can be more effective and specialized
f) There is a greater flexibility of scope for expansion.
DISADVANTAGES
a. Material handling costs are high due to backtracking
b. More skilled labor is required resulting in higher cost.
c. Time gap or lag in production is higher
d. Work in progress inventory is high needing greater storage
space
e. More frequent inspection is needed which results in costly
supervision.

Common process layout examples are restaurants, clothing

factories, clothing accessories facilities, and toy factories. The
product layout , or line layout, uses an assembly line where
workers and equipment are arranged in order of production
sequence.
Process layouts can provide many types of organizations—
including hospitals, banks, auto repair shops, schools, libraries,
universities and manufacturing plants
FACTORS INFLUENCING LAYOUT
 FACTORY BUILDING
 NATURE OF PRODUCT
 PRODUCTION PROCESS
 TYPE OF MACHINERY
 REPAIRS AND MAINTENANCE
 HUMAN NEEDS
 PLANT ENVIRONMENT
Group technology
 An approach to manufacturing in which similar
parts are identified and grouped together in
order to take advantage of their similarities in
design and production
 Similarities among parts permit them to
classified into part families
For example, in the automotive industry, a manufacturer
may use group technology to produce several models of
cars that use the same engine.
This allows the company to reduce the cost of production
since they can use the same parts and production
process for multiple models.
Benefits of group technology
 Standardization of tooling, fixtures and set-up is
encouraged
 Material handling is reduced
 Parts are moved within a machine cell rather than entire
factory
 Process planning and production scheduling are simplified
 Work in process and manufacturing lead time are reduced
 Improved worker satisfaction in a GT cell
 Higher quality work
 Improved productivity
 Increased flexibility
 Enhanced communication
Types of group technology
There are six main types of technology. They
are:
Mechanical Technology,
Medical Technology,
Communications Technology,
Electronic Technology,
Industrial And Manufacturing Technologies.
FLOW PATTERNS
Flow Pattern” means the system to be adopted, for the
movement of raw materials, from the beginning and up to
the end of manufacturing. The overall-objective of the ‘Flow
Pattern’ is to plan for the economical movement of the raw
materials throughout the plant.
Flow patterns affect the following:
 Amount of work-in-process.
 Capital and space tied up by work-in-process.
 Length of total production time.
 The rate of the performance and coordination of operations.
 Material handling cost
 Amount of physical and mental strain on the operators.
 Supervision and control mechanisms.
FACTORS AFFECTING FLOW
PATTERN
 External transport facilities.
 Number of products to be handled.
 Number of operations on each product.
 Number of units to be processed.
 Number of sub-assemblies made up ahead of assembly
line.
 Size and shape of available land.
 Necessary flow between work areas.
TYPES OF FLOW PATTERNS
 The flow patterns can be classified into horizontal and
vertical. The horizontal flow system is adopted on a shop
floor while vertical flow is adopted where material has to
move in a multi­-storey building.

I FLOW U FLOW

L FLOW
TYPES OF FLOW PATTERNS
 (i) I-Flow or Line Flow:
It is the simplest form of flow. In this, materials are fed at
one end and components leave the line at the other end.
This type is economical in space and convenient in I-
shaped buildings. I-Flow is preferred for building
automobile Industries
 (ii) L-Flow:
It is similar to the I-Flow and is used where I-line cannot be
accommodated in the available space
 (iii) U-Flow:
In this, both feeding and output take place at the same
end i.e., it allows both receiving and dispatching of
goods to be done on one side. In comparison to I or L-
Flow, this method is easier for supervision.
CONTINUED
 (iv) S-Flow:
If the production line is so long that zigzagging on
the plant floor is necessary, than S-Flow is adopted.
This type provides efficient utilization of space and
is compact enough to allow effective supervision
 (v) O-Flow:
This type is used where processes or operations are
performed on a rotary table or a rotary handling
system. The components are moved from one
working station to the other and when they leave
the O-line, a complete set of processes or
operations have been performed.
DIAGRAM OF FLOW LINES
VERTICAL FLOW LINES
 This type of flow is for multi-storey buildings. In
order to have the materials handling systems
and control mechanisms to operate effectively,
following six basic aspects of vertical flow
systems are in use:
 Processing downward or upward.
 Centralized or Decentralized elevation.
 Unidirectional or Retraction flow.
 Vertical or Inclined flow.
 Single or Multi-flow.
 Flow between buildings.
Types of layout
PROCESS\JOB SHOP\
PRODUCT/LINE/
FUNCTIONAL
FLOW LINE LAYOUT
LAYOUT

FIXED POSITION
CELLULAR LAYOUT
LAYOUT
TYPES OF LAYOUT
 Product layout if all the processing equipments
and machines are arranged according to the
operations of the product, the layout is called
product layout.
 Process layout, the work stations and machinery
are not arranged according to a particular
production sequence, instead there is an
assembly of similar operations or similar
machinery in each department.
 Fixed layout in which the major component
remain in the fixed location, other materials parts,
tools, machinery, manpower and other supporting
equipment are brought to this location.
Continued
 Cellular layout where machines are grouped
according to the process requirements for a set
of similar items that require similar processing.
 Many situation calls for the combination of
three layouts. These mixtures are called hybrid
or combination layout.
LAYOUT DESIGN PROCEDURE
Layout design moves from ideal to what is practical under
the limitations given. The plan as a whole is made first,
and details are added afterwards. The requirement of
materials is central to all layout planning. The process
and machinery may need modification in the light of the
different factors affecting the layout plan.

Layout design can be classified into-

 Manual method and
 Computerized methods
GUIDELINES FOR EFFECTIVE DESIGN
LAYOUT
 Plan from whole to details
 First plan the ideal and then move to the practical aspects
 Material requirements should be central to the planning of process and
machinery.
 modify the process and machinery by different factors to plan the
layout
 Analyze data and present it in the form of various charts
 Plan the production process and its arrangement
 Plan the material flow pattern and develop the overall material-
handling plan
 Estimate plant and machinery requirements Select material handling
equipment
 Determine storage requirements
 Design and plan activity relationships
 Plan auxiliary and service facilities including their arrangement
 Determine space requirements and allocate activity areas
 ELEMENTS OF LAYOUT DESIGN
 Text: Blocks of text in layout design include headlines,
subheadings, headers, footers, and paragraphs.

 Image: Images in your graphic design can include

photographs, illustrations, and info graphics that become a part
of your layout.

 Line: Line refers to the way that two points in space are
connected. Whether they’re horizontal lines, diagonal lines, or
vertical lines, lines can help direct the eye toward a certain
point in your composition.

 Shape: Circles, squares, or any other shape can be used in

layout design to add graphic elements to a page, highlight text,
or delineate space between other visual elements.
Principles of Layout
 Principle of minimum travel
 Principle of usage
 Principle of compactness and integration
 Principle of flexibility
 Principle of minimum investment
 Principle of safety and satisfaction
ESSENTIALS OF LAYOUT DESIGN
 Alignment: Alignment refers to the way that a designer
arranges the different elements of their design in relation to
one another.

 Visual hierarchy: Good layout design visually organizes a

hierarchy of information that places the highest emphasis on
the most important focal point in the image. You can use size,
color, contrast, or position to highlight the hierarchy of
important elements within your layout.

 Contrast: Contrast is used in tandem with alignment and

balance to help your design look unique and eye-catching.
Pairing contrasting design elements like colors or different
types of typography helps fuse different styles and moods to
make an original, distinctive product.
CONTINUED…
 Balance: Visual balance refers to how the
elements of your image balance each other
out. In layout design, look for ways to balance
the visual information on your page, whether
through symmetry or balanced asymmetrical
arrangements.

 Proximity: Proximity refers to how close or far

the elements of a layout are from one another.
Proximity can help users make connections
between different visual elements of a project.