Facilities and Workplace Design An lllustrated Guide by Quarterman Lee with Arild Eng Amundsen William Nelson Herbert Tuttle ENcrxeenrNc & MatacereNr Pness Institute of Industrial Engineers Norcross, Georgia, USA http:llwww.iienelorg
@ 1997 Institute oflndustrial Engineers. All rights reserved. Published by the Institute of Industrial Engineers. Printeil in the United States of America. No part of this book may be reproduced in any form without written permission from the Publisher. The views and concepts presented are those of the contributors. Publication by the Institute of Industrial Engineers does not in any way constitute endorsement or approval of the book s contents. No responsibility is assumed by the Publisher for any injury andlor damage to persons or ProPerry as a matter of product's liability' due to negligence or otherwise, or from any use or operation of any methods, Products, instructions, or ideas contained in the material herein. 02 01 00 99 98 97 6 5 4 3 2 r CATALOGING-IN-PUBLICATION DATA Lee, Qrarterman. Facilities and workplace design: an illustrated guide/by Qrarterman Lee; with Arild Eng Amundsen, William Nelson, Herbert Tuttle. p. cm. -- (Engineers in business series; 3) Includes bibliographical references and index. ISBN 0-89806-166-0 1. Plant lzyout. 2. Plant engineering. 3. Office layout. 4. Work environment. I. Amundsen, Arild Eng. II. Nelson, William. Herbert. IV. Title. V. Series. TSI78.L44 1996 III. Tuttle, 658.2'3--dc20 96-22972 CIP Director/Engineering & Management Press: Eric E. Torrey Editor: Forsyth Alexander Cover by Marty Benoit Printed by Edwards Brothers Inc. ISBN 0-89806-166-0 Engineering & Management Press 25 Technology Park Norcross, GA 30092
Table of Contents Preface... v Acknowreogr"ntr...::.:...:...:.::..:.:.:...:.::..:...:...:...:... "ii Chapter 1 - Facilities in a Changing Environment... 1 Working facilities in modern history... 3 Facilities in a changing environment... 5 Approaches to facilities planning... 9 The industrial engineer's role in facility planning... t2 Chapter 2 - The Framework for Facilities Design... 13 The levels of spatial design...... 13 The phasing of space design... 2l The space plan elements...... 23 Space plan... 27 The design project...... 28 Chapter 3 - The Macro-Space-Plan... 29 Introducing Cosmos Products... 32 Planning the project... 32 Information acquisition tasks......33 Identifying physical infrastructure... 50 The strategic framework...... 52 Key manufacturing tasks and focus opportunities... 54 Identi$'ing operationstrategy......58 Designing the space plan...... 65 Cosmos cell and process definition... 69 The space plan primitive... 88 Constraints... 88
Design of Experiments Designing macro-space-plans... 91, Identifying key material handling issues... 94 Deciding on the best space plan...... 95 Evaluating the Cosmos space plans... 99 Chapter 4 - Macro-Space-Planning and Work Cell Desi9n...... 109 Work cells...... 111 Interpreting terminology and conventions...... 772 The micro-level tasks... 114 Selecting the products... The Diamond Equipment Company... 119 Gator Steel Foundry......725 Designing the process...128 Planning cell infrastructure......136 External production control...138 Designing a space plan......i49 Selecting the best plan......157 Chapter 5 - Workstation Design: the Sub-Micro-Space-Plan t67 Allocation of functions...162 Motion economy... 165 Ergonomics... L66 The workstation space pian...... 774 Chapter 6 - Site Planning and Location... 183 Site location and acquisition...... 184 Site planning...... 188 Chapter 7 - Office Space Planning...203 Approaches to office planning.. 204 The office layout team...... 207 The layout project.. 207 ChapterS -A Final Note...215 Gfossary...277 Bibliography......227 f ndex...225 About the authors...,.,.,.,.,.231..232
Preface Modern factory layout began most notably at Highland Park, Michigan. There, Henry Ford and Charles Sorensen first put large-scale flow line production into place. Layout, the arrangement of equipment within the building space, was the most striking feature of Ford production. The layout of Ford factories was so noticeable, it disguised rhe more intangible elements of Ford and Sorensen's highly integrated and wellthought-out manufacturing system. As a result, many factory managers, business executives, and engineers still try to replicate eady Ford layouts. These imitations often are ill-suited to their business purposes. Even when managers do not copy Ford layouts, they continue to believe that layoul is the heart of efficient production. And so it is, but only as the culmination of a rational design process: a process that moves from global location to workstations, from policy to operations. It is a process that includes the entire range of tangible and intangible elements. The result is a design that integrates products, service, people, information, and technology. Our facilities planning approach builds on the pioneeringworkof Richard Muther and Knut Haganas, both ofwhom deleloped systematic layout planning (SLP) and systematic handling analysis (SHA). These concepts remain valid after almost thirty-five years. Our approach uses contemporary language and examples. Data acquisition is stressed. Perhaps most importantly, we integrate manufacturing strategy and manufacturing focus, concepts first put forth bywickham Skinner and first recognized as connected by William Wrennall. This is more than a manufacturing book, however. The concepts originally developed for industry now apply to services. Products and
Facilities Planning services meld together in almost everyviabl enterprise in today's world. The concept of "business process" covers all productive human activity. Government, education, the professions, and industry are simply variations on a few central ideas. Therefore, the planning ofa government facility or an idea fzctory follows the same principles and approach as the planning of an automotive factory. The planning of a hospital follows the same course as the planning of a textile mill. A facility project often is the catalyst for new strategies. Under its guise, management may open a strategic debate that brings together the many disparate functions and elements of the enterprise. It can provide the structure for analysis and discussion. The project then translates the results into steel and concrete. In this way, facility planning becomes a large-scale reengineering project rather than an exercise in template shuffling. Our purpose in writing this book is to help practicing industrial engineers new to facility planning. We intend it to be practical with many examples, forms, diagrams, and visual aids. Visual approaches are especially important for facility planning. The human mind is usually more creative in avisual mode. Illustrations, graphs, and charts effectively represent complex spatial arrangements that have many levels of detail. Also, data is more significant for most of us when we can see it. A plant layout is the product ofthousands ofdecisions, both past and present. It is the physical manifestation ofthe firm's manufacturing strategy, whether de facto or otherwise. These decisions cover the entire range of manufacturing-finance, personnel, process' product design, and many, many other topics. We cannot possibly do justice to all of these issues. We hope, however, to alert industrial engineers to their existence and importance. We hope to point the way to more rational and strategically oriented facility design.
Acknowledgments t{e this_opportuniry [e to thank others who helped with this book. Margie and curtjennings produced much of the aitwork. sandra Lee helped with research, data entry and proofing. Maura Reeves, Ellen snodgrass, Eric Torrey, Forslth Alex"nd.r, anj the staffat the Institute of Industrial Engineers have supported us and helped make this final product readable.