Facility Planning and Design

Chapter 3

Flow Systems, Activity Relationships,

and Space Requirements
 Flow, Space and Activity Relationships
In determining the requirements of a facility, the following three
factors are important:
1. Flow
– Flow into/within/from manufacturing facility.
– Flow of materials, people, equipment, information, money, etc.
– Flow depends on production and transfer lot sizes, unit load sizes, material
handling systems, layout arrangement, and building configuration.

2. Space
– The amount of space required in the facility
– Space is a function of lot sizes, storage systems, production equipment type
and size, layout arrangement, building configuration, housekeeping and
organization policies, material handling equipment, office design, cafeteria
design, and restroom design.

3. Activity relationships
– Activity relationship is the key input in facilities design
– Defined by flow relationships, organizational relationships, environmental
relationships, process relationships and control relationships 2
 3.2 FLOW SYSTEMS

Flow is the movement of goods, materials,

energy, information, and/or people.
Examples on subject of flow
1. Products/materials flow process: the movement of refrigerators from
the manufacturer through various levels of distribution to the ultimate
customer.

1. Information flow process: The transmission of sales orders from the

sales department to the production control department.

1. Human flow process: The movement of patients, staff, and visitors

through a hospital.

3
 3.2 FLOW SYSTEMS

Flow is the movement of goods, materials,

energy, information, and/or people.

Types of flow processes:

1. Discrete flow processes.

2. Continuous flow process.

4
 3.2 FLOW SYSTEMS

A flow process may be described in terms of

 The subject of flow
The subject is the item to be processed.

 The resources that bring about flow.

The resources that bring about flow are the processing and transporting facilities
required to accomplish the required flow.

 The communications that coordinate the resources.

The communications that coordinate the resources include the procedures that
facilitate the management of the flow process.

5
 3.2 FLOW SYSTEMS

Flow systems for Discrete Flow Processes can be categorized according to the
stages of the supply, manufacture, and distribution cycles. The three categories
are :
1. Materials management system
2. Material flow system Logistics system
3. Physical distribution system

Supply Chain Management System

The materials management, material

flow, and physical distribution systems
may be combined into one overall
flow system. Such an overall flow
process is referred to as the logistics
system. 6
3.2 FLOW SYSTEMS
Logistics system

Flow into a manufacturing facility

Flow within a manufacturing facility

Flow from a manufacturing facility

7
3.2 FLOW SYSTEMS
1. Materials management system

8
3.2 FLOW SYSTEMS
1. Materials management system

9
3.2 FLOW SYSTEMS
2. Material Flow System

10
3.2 FLOW SYSTEMS
2. Material Flow System
= Manufacturing flow system

11
3.2 FLOW SYSTEMS
3. Physical distribution system

12
3.2 FLOW SYSTEMS
3. Physical distribution system

13
3.2 FLOW SYSTEMS
Remarks

14
 3.2 FLOW SYSTEMS
What makes moving a thing difficult?
– Shape  awkward/compact
– Weight mass per unit
– Size LxWxH
– Value wood / gold
– Fragility/weakness delicate / sturdy
– Condition sticky / hot / wet / frozen
– Equipment fork truck / cart / crane
– Distance short / long / elevation change

15
 3.2 FLOW SYSTEMS

Flow analysis and activity analysis

Flow analysis concentrates on some

quantitative measure of movement between
departments or activities
Activity analysis is primarily concerned
with non-quantitative factors that influence
the locations of departments/activities

16
 3.3 Material Flow System
The principle of minimizing total flow represents the work simplification
approach to material flow. The work simplification approach to material
flow includes

The principle of minimizing the cost of flow may be viewed from any of the
following perspectives:

17
 3.3 Material Flow System
Flow Patterns and Structures

3.3.1 Flow within Workstations

3.3.2 Flow within Departments
3.3.2.1 Flow within a Product Department
3.3.2.2 Flow within a Process Department
3.3.2.3 Flow within Product and Process Departments with
Material Handling Considerations
3.3.3 Flow between Departments

18
 3.3 Material Flow System
Factors that affect the flow pattern
1. External transportation facilities
2. Number of parts in product.
3. Number of operations on each part
4. Sequence of operations on each part
5. Number of subassemblies
6. Number of units to be produced.
7. Necessary flow between work areas
8. Amount and shape of space available
9. Influence of processes
19
 3.3 Material Flow System
Factors that affect the flow pattern
8. Types of flow pattern
9. Product versus process type of layout
10. Location of service areas
11. Production department locations
12. Special requirements of departments.
15. Material storage
16. Desired flexibility
17. The building

20
 3.3 Material Flow System
Flow Patterns
3.3.1 Flow within Workstations
Motion studies and ergonomics considerations are
important in establishing the flow within workstations.
Flow within workstations should be:
1. Simultaneous: coordinated use of hands, arms and feet.
2. Symmetrical: coordination of movements about the
center of the body.
3. Natural: movements are continuous, curved, and make
use of momentum.
4. Rhythmical and Habitual: flow allows a
methodological and automatic sequence of activities. It
should reduce mental, eye and muscle fatigue, and strain.

21
 3.3 Material Flow System
Flow Patterns
3.3.2 Flow within Departments
The flow pattern within departments depends on the type of
department. Three types are discussed:
1. Flow within a Product Department.

2. Flow within a Process Department.

3. Flow within Product and Process Departments with

Material Handling Considerations.

22
 3.3 Material Flow System
Flow Patterns
3.3.2 Flow within Departments
1. Flow within a Product Department
In a product department, the processing is sequential with minimal or no
backtracking. The flow of work follows the product flow. Product flows
typically follow one of the patterns shown:

23
24
 3.3 Material Flow System
Flow Patterns
3.3.2 Flow within Departments
2. Flow within a Process Department.
In a process department, similar or identical machines are grouped in the same
department. Flow typically occurs between workstations and aisles. Flow
patterns are dictated by the orientation of the workstations to the aisles.

The determination of the preferred workstation-aisle arrangement

pattern is dependent on the interactions among workstation areas, the
available space, and the size of the materials to be handled. 25
 3.3 Material Flow System
Flow Patterns
3.3.2 Flow within Departments
3. Flow within Product and Process Departments with
Material Handling Considerations
Using material handling systems (ex. continuously running conveyors,
shuttle carts, automated guided vehicles, robots, and other devices)
will impact the flow patterns. Several primitive flow structures or
patterns can be identified, namely
(a) The line flow.
(b) The spine flow.
(c) The loop flow.
(d) The tree flow.

26
 3.3 Material Flow System
Flow Patterns
3.3.2 Flow within Departments
The line flow

• The line flow is typical of

the flow structures found in
the automotive industry.

• The line flow structure is

most effective for transfer
line– or assembly line–type
production, where there is
minimal or no backtracking.

27
 3.3 Material Flow System
Flow Patterns
3.3.2 Flow within Departments
The Spine Flow Pattern.
Spine flow is characterized by the presence of a
unidirectional or bidirectional material handling
device operating along a central spine.
The Loop Flow Pattern.
it is characterized by the presence of a loop that
services the workstations around it.
The Tree Flow Pattern.
The workstations can be positioned in a single tree or
in multiple trees that are linked together by a
centralized material handling device. This type of
flow structure can be found in facilities that utilize
robotic-type material handling for moving parts from
workstation to workstation.

28
 3.3 Material Flow System
Flow Patterns
3.3.3 Flow between Departments

• An important consideration in combining the flow patterns is the

location of the entrance (receiving department) and exit (shipping
department).

Similar to straight.
Simplest. Separate L flow It is not as long.
Straight receiving/shipping
crews

Very popular.
U flow Combine receiving Circular Terminate flow.
/shipping. Simple to Near point of origin
flow
administer

Serpentine When line is too long

S flow
29
 3.3 Material Flow System
Flow Patterns
3.3.3 Flow between Departments
Flow within a facility (between
Departments)considering the
locations of entrance and exit

Each combination of number and

location of receiving/ shipping
docks and supermarkets should be
analyzed in detail considering
integrated layout handling
alternatives to identify flow-time-
cost-quality impact.

Decision has to be made on whether a single station would service the entire flow of items
30
in and out of the department, or whether multiple input/output stations should be used
 3.3 Material Flow System
Flow Patterns
3.3.3 Flow between Departments
Vertical Flow Pattern

Flow between buildings exists Ground level ingress (entry) Ground level ingress (entry)
and the connection between and egress (exit) are required and egress (exit) occur on the
buildings is elevated same side of the building

Travel between floors occurs on Some bucket and belt Backtracking occurs due to the
the same side of the building conveyors and escalators result return to the top floor 31
in inclined flow
 3.3 Material Flow System
Flow Patterns

Signs of a good general flow pattern

 A flow starts at receiving and terminates at shipping.

 Straight and short lines of flow.
 Minimum backtracking.
 Material is moved directly to point of use.
 Minimum WIP.
 Flow pattern is easily expandable, new processes can easily be
merged in.

32
 Layout of ABB AG

High-voltage testing
Gas-station Testing-station
station

Warehouse
SG1.7/ SG2.5
Dis-connector- Assembly-station
system and auxiliary
switch assembly -
station SG0.7
Assembly- station

SG0
Wiring- station Welding-station
Assembly station

33
https://www.youtube.com/watch?v=va47cIBYx4k
Layout of ABB AG

34
 3.3.4 Remarks
Flow Planning
 Achieving an effective flow system involves combining the flow patterns and
structures with adequate aisles to obtain a progressive movement from origination to
destination.
 Effective flow within a facility includes the progressive movement of materials,
information, or people between departments.
 Effective flow within a department involves the progressive movement of materials,
information, or people between workstations.
 Effective flow within a workstation addresses the progressive movement of
materials, information, or people through the workstation.

Effective flow planning is a

hierarchical planning process.

35
 3.3.4 Remarks
Principles of effective flow
1. Maximization of directed (uninterrupted) flow paths.
2. Minimization of total flow.
3. Minimization of the costs of flow.
A directed flow path is an uninterrupted flow path
progressing directly from origination to destination.

An uninterrupted flow path

is a flow path that does not
intersect with other paths
with no backtracking

Backtracking increases
the length of the flow
36
path.
 3.3.4 Remarks
Principles of effective flow
Minimize backtracking should be considered while designing the
facility layout
Effects of backtracking in a bidirectional loop flow system

37
The backtracking penalty is 200 feet.
 3.3.4 Remarks
Principles of effective flow
Minimize backtracking should be considered while designing the
facility layout

Effects of backtracking in a unidirectional loop flow system

38
The backtracking penalty is 700 feet.
 3.4 Departmental Planning
Planning departments can involve production, support, administrative,
and service areas. Production planning departments are collections of
workstations to be grouped together during the facilities layout process.
Depending on product volume-
variety, production planning
departments can be classified as
product, fixed materials
location, product family (or
group technology), or process
planning departments

39
3.4 Departmental Planning

40
3.4 Departmental Planning

41
3.4 Departmental Planning

42
3.4 Departmental Planning

43
 3.4 Departmental Planning
3.4.1 Product Family Departments concepts
• Product Family/Group Technology departments aggregate medium
volume-variety parts into families based on similar manufacturing
operations or design attributes. (Similar parts are identified and grouped together to
take advantage of their similarities in design and production)&(In each part family, processing
steps are almost similar)

• Machines required to manufacture the part family are grouped

together to form a “cell”—thus, the label Cellular Manufacturing.

• The manufacturing cells can be formed in a variety of ways, where

Machines are grouped into cells, each cell involves also employees,
materials, tooling, and material handling and storage equipment
specializing in the production of a part family. [Cellular
Manufacturing]

44
 3.4 Departmental Planning
3.4.1 Product Family Departments
Group Technology

https://www.youtube.com/watch?v=AUPji7L9aSs
 3.4 Departmental Planning
3.4.1 Product Family Departments concepts
A collection of parts that possess similarities in geometric shape and size, or in
the processing steps used in their manufacture. There are always differences
among parts in a family, but the similarities are close enough that the parts can
be grouped into the same family.

Part families are a central

feature of group technology.
46
 3.4 Departmental Planning
3.4.1 Product Family Departments
When to use Cellular Manufacturing?
The plant currently uses traditional batch
production and a process type layout. This
results in:
 Much material handling effort,
 High in‐process inventory, and
 Long manufacturing lead times.

47
Cellular Layout
Process Layout
 3.4 Departmental Planning
3.4.1 Product Family Departments
• Cell design refers to layout and production and material
handling requirements.

• Operation of a cell involves determining production lot sizes,

scheduling, number of operators, type of operators, and type of
production control (push vs. pull).

• Control of a cell refers to the methods used to measure the

performance of the cell.

Several approaches have been proposed to address selection issues of

manufacturing cells. The most popular approaches are classification
and coding, production flow analysis, clustering techniques,
heuristic procedures, and mathematical models.
48
 3.4 Departmental Planning
3.4.1 Product Family Departments
Approaches for cells formation:
1. Visual inspection
Using best judgment to group parts into appropriate families, based on the parts or photos
of the parts
2. Parts classification and coding
Grouping of parts into classes or part families based on design attributes. Coding is the
representation of these attributes by assigning numbers or symbols to them.
3. Production flow analysis
A procedure for forming part families by analyzing the operation sequences and the
production routing of a part or component through the plant.
4. Clustering techniques
Lists parts and machines in rows and columns and interchanges them based on some
criterion such as similarity coefficients. Direct clustering algorithm (DCA) will be
discussed.
5. Heuristic procedures
6. Mathematical models

49
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm

50
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.1
Applying the DCA method to group 5 machines

• “1” indicates that the part requires

processing by the indicated machine.

• Blank indicates the machine is not used

for the particular part.

51
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.1
Step 1: Order the rows and columns:
1- Sum the 1s in each column and in each row of the machine-part matrix.

A B
52
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.1
Step 1: Order the rows and columns:
2- Order the rows (top to bottom) in descending order of the number of 1s in the
rows.
When ties (equalize) exist, break the ties in descending numerical sequence.

B C 53
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.1
Step 1: Order the rows and columns:
3- Order the columns (left to right) in ascending order of the number of 1s in
each.
When ties (equalize) exist, break the ties in descending numerical sequence.

C D 54
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.1
Step 2: Sort the columns:
Beginning with the first row of the matrix, shift to the left of the matrix all columns
having a 1 in the first row. Continue the process row by row until no further
opportunity exists for shifting columns.

D E
55
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.1
Step 3: Sort the Rows:
Column by column, beginning with the leftmost column, shift rows upward when
opportunities exist to form blocks of 1s.

E G
56
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.1
Step 4: Form cells :
Look for opportunities to form cells such that all processing for each part occurs in a
single cell.

G H
Machines can be grouped into two cells

Cell 1 57
Cell 2
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.2: Formation of cells where conflicts exist
Applying the DCA method to group 5 machines

58
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.2: Formation of cells where conflicts exist
Applying the DCA methodology results in the ordered machine-part
matrix shown in Figure 3.28. Notice that no further improvement will
occur by performing step 2 or step 3.

59
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.2: Formation of cells where conflicts exist
Three alternative solutions can be found

Because machine 2 is needed for Because part 5 requires machines

parts 3 and 5, a conflict exists 2 and 3, a conflict exists.

A possible solution comes to mind if machines 2 and 3 can be located

relatively close to one another, depending on the facility, then part 5 could
be processed by machines on the “boundaries” of the cells. 60
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Example 3.2: Formation of cells where conflicts exist
Another option is to duplicate machine 2 and place it in each cell,
OR Machine 3 could be duplicated and placed in each cell.

Trade off
[Part travel to both cells versus Duplicate a machine]
61
This depends on many factors.
 3.4 Departmental Planning
3.4.1 Product Family Departments
Direct Clustering Algorithm (DCA)
Check the Solution of Example 3.3 in the book

62
 3.4.2 Layout Types Based on Material Flow System

Mainly, there are four types of production

planning departments:
1. Production line departments
2. Fixed materials location departments
3. Product family departments
4. Process departments

63
3.4.2 Layout Types Based on Material Flow System

Production line Product Layout.

64
3.4.2 Layout Types Based on Material Flow System

Fixed Product Layout

65
3.4.2 Layout Types Based on Material Flow System

Product Family Layout (GT)

66
3.4.2 Layout Types Based on Material Flow System

Process Layout

67
PRODUCT

CELLULAR
(Group Technology)

PROCESS

68
FIXED POSITION
 3.4.2 Layout Types Based on Material Flow System
Hybrid Layout
 A sample hybrid layout that has characteristics of group, process
and product layout is shown in the following figure.
 A combination of group layout in manufacturing cells, product
layout in assembly area, and process layout in the general
machining and finishing section is used.

M M M M

M M M

69
Before implement Group Technology
Lathing Milling Drilling

L L M M D D

D D
L L M M

Grinding

L L M M
G G

L L Assembly
G G
A A

Receiving and A A G G
shipping

(a) Jumbled flows in a job shop without GT cells

After implement Group Technology

L L M D G Assembly
area
Cell 1 Cell 2 A A

Receiving L M G G

Cell 3

L M D
Shipping

(b) Line flows in a job shop with three GT cells

 P - Q CHART
Product Layout

Combination
Layout

Process
Layout

Q
Quantity
to be
Made

P (No. of Products or “VARIETY”

72
 3.5 Activity Relationships
Measuring the activities among departments is one of the most
important elements in the layout of departments within a
facility.
To evaluate alternative Arrangements, activity relationships
must be established.

Activity measures and relationship may be specified into :

1. Quantitative measures: may include pieces per hour,
moves per day, or pounds per week.

2. Qualitative measures: may range from an absolute

necessity that two departments be close to each other to a
preference that two departments not be close to each other.
73
 3.5 Activity Relationships
 Quantitative flow measurement will be the basis for arrangement of
departments when :

Large volumes of materials, information, a number of people moving between departments

In terms of amount moved

 Qualitative flow measurement will be the basis for arrangement of

departments when :

– Very little actual movement of materials, information, and people flowing between
departments
– Significant communication and organizational interrelation between departments

In terms of the level of relationship between units (departments) in the organizations

Usually both measurements are used

74
 3.5 Activity Relationships
Quantitative Flow Measurement
Flows may be measured quantitatively in terms of the amount moved
between departments.
There are several graphical tools for analysis and design of material
flow system.
We already know:
 Assembly chart
 Operations process chart
Some others are:
• Flow process chart
• Flow diagram (Spaghetti Diagram)
• From-To – Chart (The chart most often used to record these flows )
• Relationship diagram

75
 Flow Process Chart
• Flow Process Chart is similar to Operations Process Chart
• It shows assemblies, operations, and inspections, but also material
handling and storage.

76
Flow Process Chart

77
Operations Process Chart

78
Flow diagram
[Spaghetti Diagram]
Flow Diagram is a
flow process chart
spread over the
layout of the
corresponding
area.

https://www.youtube.com/watch
?v=ol3i-GiWAM0
79
 3.5 Activity Relationships
Quantitative Flow Measurement
From-To Chart
• A chart that can be useful in flow measurement is the mileage chart shown below
• The mileage chart is a symmetric matrix, but distance between two points will seldom be
• symmetric. use chart in figure 3.38
• When distances between two cities are symmetric, the mileage can be represented in a
triangular mileage chart. use chart in figure 3.39

80
 3.5 Activity Relationships
Quantitative Flow Measurement
From-To Chart
• From-To Chart measures the flows between departments
• As shown in figure 3.40 From-To Chart resembles the
mileage chart given in Figure 3.38.
• The from-to chart is a square matrix but is seldom
symmetric.

81
 3.5 Activity Relationships
Quantitative Flow Measurement
From-to Chart procedure
• List all departments down the row and across the column following
the overall flow pattern.
• Establish a measure of flow for the facility that accurately indicates
equivalent flow volumes.
– If the items moved are equivalent (size, weight, value, risk of
damage, shape), the measure could be the number of the trips.
– If the items moved vary, then equivalent items may be established so
that the quantities recorded in the From-To Chart represent the
proper relationships among the volumes of movement.
• Record the flow volumes in the From-To Chart based on the flow
paths for the items to be moved and the established measure of flow

82
 3.5 Activity Relationships
Quantitative Flow Measurement
From-to Chart Equivalent items
Construct the From-to-chart for the flowing

Components 1 and 2 are Component Production Quantity Routing

equivalent with respect to 1 30 A-C-B-D-E
movement, but component 2 12 A-B-D-E
3 is almost twice as large as
3 7 A-C-D-B-E
1 or 2

83
 3.5 Activity Relationships
Quantitative Flow Measurement
From-to Chart Equivalent items

Notice that flow

volumes below the
diagonal represent
backtracking, and the
closer the flow
volumes are to the
main diagonal, the
shorter will be the
move in the facility.

84
85
86
 3.5 Activity Relationships
Qualitative Flow Measurement
Relationship Chart [Affinity Analysis Diagram]
• Flows may be measured qualitatively using the closeness relationship values.
• The values may be recorded in conjunction with the reasons for the closeness value
using the relationship chart.
• Relationship Chart measures the flows qualitatively using the closeness relationships
values

87
 3.5 Activity Relationships
Qualitative Flow Measurement
Relationship Chart [Affinity Analysis Diagram]

88
 3.5 Activity Relationships
Qualitative Flow Measurement
Relationship Chart [Affinity Analysis Diagram]

Due to the great variety and multiplicity of relationships

involved, it is advisable to construct Separate Relationship
Charts for each major relationship being measured.
Example
1. Material flow
2. Personnel flow
3. Information flow
4. Organizational, control, environmental, and process
relationships, etc.

89
 Relationship Diagram
Transformation of the proximity relationships
to a spatial organization of departments Cells having U
relationships = left blank
Relationship Chart Relationship Diagram
D1 D2 D3 D4 S1 S2
Dept.1 X U A U O D3 D4 D1
Dept.2 A U X I
Dept.3 U U U
D2
Dept.4 U A S2 S1

Storage 1 A
Storage 2
Rating Definition
A Absolutely Necessary
E Especially Important
I Important
O Ordinary Closeness
U Unimportant
X Undesirable
 Relationship Diagram
D D D
1 2 3 D D D
1 3 2
D S1 S2
4 S1 S2 D
4
Initial Diagram First iteration

D3 D4 D1

D2 S2 S1

Second iteration (might be the optimum)

 Relationship Diagram
systematic procedure
• Place the departments among which there is “A” relationship
• Add the departments among which there is “E” relationship
to the previously placed departments. Rearrange.
• Add the departments among which there is “X” relationship
to the previously placed departments. Rearrange.
• Add the departments among which there is “I” relationship.
Rearrange.
• Add the departments among which there is “O” relationship.
Rearrange.
• Verify if all the departments are placed and if the important
relations are respected 92
 3.6 Space Requirements
 Perhaps the most difficult determination in facilities planning is
the amount of space required in the facility!    This
becasue of uncertain future such as the impact of technology,
changing product mix, changing demand levels, and
organizational designs for the future.
 Space requirements needs a systematic approach
 Space requirements should be developed “from the ground up.

93
 3.6 Space Requirements
3.6.1 Workstation Specification
The workstation consists of space for:
1- Equipment space (machinery data sheets)
– The equipment
– Machine travel
– Machine maintenance
– Plant services
2- Materials space
– Receiving and storing materials
– In-process materials
– Storing and shipping materials
– Storing and shipping waste and scrap
– Tools, fixtures, jigs, dies, and maintenance
materials
3- Personnel area
– The operator (motion & ergonomic study)
– Material handling
– Operator way in and way out 94
 3.6 Space Requirements
3.6.2 Department Specification
• Once the space requirements for the workstations have been
determined, the department space requirements should be
defined.
• Departmental area requirements are not simply the sum of the
areas of the individual workstations included within the
department.
• Departmental area:
– Sum of area of machines
– Equipment maintenance
– Tooling, dies, plant services These may be shared!
– Storage area to save space
– Spare parts etc.
– Material handling within department
– Aisle space

95
 3.6 Space Requirements
3.6.2 Department Specification
The total area required for the department is determined
on Departmental Service and Area Requirement Sheet

96
 3.6 Space Requirements
3.6.2 Department Specification
The total area required for the department is determined
on Departmental Service and Area Requirement Sheet

*PSF = pounds per sq. foot

*CFM = cubic feet per minute
*PSI = pounds per square inch

97
 3.6 Space Requirements
3.6.3 Aisle Space Specifications
• Aisles should be designed to promote effective flow. Aisles may
be classified as departmental aisles and main aisles.
• Planning aisles that are too narrow may result in congested
facilities having high levels of damage and safety problems.
• Aisle widths should be determined by considering the type and
volume of flow to be handled by the aisle.
• The type of flow may be specified by considering the people
and material handling equipment types using the aisle.

If the flow in an aisle is in two-

way flow, then the aisle width
should equal the sum of the aisle
widths required for the types of
flow in each direction.
98
 3.6 Space Requirements
3.6.4 Visual Management and Space Requirements
Visual Factory is a combination of signs, charts and other visual
representations of information that enable the quick dissemination of
data within facility layout.
The visual factory attempts to reduce the time and resources required
to communicate the same information verbally or in written form, as
both are viewed as a “waste” within the framework of a lean
manufacturing process.

It is apparent that a visual management system will make a department look better and will
help production and support personnel to achieve production and maintenance schedules; to
control inventories, spare parts, and quality; to conform to standards; to focus on objectives
and goals; and to provide follow-up to the continuous improvement process.
It is also apparent that to use space efficiently, facilities planners need to use walls and aisles
to display as much information as possible and need to allow for dedicated areas for
materials, dies, housekeeping and maintenance tools, team meetings, and computer
terminals. 99
 3.6 Space Requirements
3.6.4 Visual Management and Space Requirements

100
 Importance of Layout Decisions
• Requires substantial investments of money
and effort
• Involves long-term commitments
• Has significant impact on cost and
efficiency of short-term operations

101
 Innovations at McDonald’s
 Indoor seating (1950s)
 Drive-through window (1970s)
 Adding breakfast to the menu (1980s)
 Adding play areas (late 1980s)
 Redesign of the kitchens (1990s)
 Self-service kiosk (2004)
 Now three separate dining sections

102
 Innovations at McDonald’s
 Indoor seating (1950s)
 Drive-through window (1970s)
 Adding breakfast to the menu (1980s)
 Adding play areas (late 1980s)
 Redesign of the kitchens (1990s)
 Self-service kiosk (2004)
 Now three separate dining sections
Six out of the seven are layout
decisions! 103
 McDonald’s New Layout
• Seventh major innovation
• Redesigning all 30,000 outlets around the world
• Three separate dining areas
– Linger zone with comfortable chairs and Wi-Fi
connections
– Grab and go zone with tall counters
– Flexible zone for kids and families
• Facility layout is a source of competitive
advantage

104
McDonald’s Assembly Line

105
 Layout decisions and competitiveness
• Often the ideal layout cannot be created
because of existing structural realities
• A company shouldn’t ignore opportunities
because they don’t fit the existing layout
• Facility layout has impact on service rates and
customer satisfaction
– e.g. Airport
– Hospital
– Restaurant
106
Considerations that drive layout decisions

• Reduce unnecessary activities

• Prevent damage to inventory
• Enhance communication among
individuals, groups, or departments
• Prevent rework
• Discourage dysfunctional communication
• Provide privacy
107
Considerations that drive layout decisions

• Provide for safety

• Provide for security of resources
• Enhance labor skills and functional excellence
• Enhance the quality of work life
• Provide for customer involvement

108
 Layout example
• Dramatic improvement due to layout
modification

https://www.youtube.com/watch?v=-6IiEfXHtHw
109
https://www.youtube.com/watch?v=X6EaN57vaR8

110
 Exercises
• 3.14,
• 3.22,
• 3.24,
• 3.25,
• 3.26,
• 3.27,
• 3.33,
• 3.37,
• 3.38
111
 Layout design I.
Chapter 6

1- Basic layout types

2- Systematic layout planning procedure
3- Computerized layout planning
Algorithm classification
Evaluation of the layout
Construction of the layout
 1-
Basic layout types
• Types of layout designs:
• Block layout
• Shows relative locations and sizes of the departments
• Detailed layout
• Show the exact locations of all the equipment,
workstations, storage within the departments
• Types of planning departments
• Fixed product layout
• Product layout
• Group layout
• Process layout
Product Layout
Product:
• Standardized
• Large stable
demand

Layout:
• Combines all
workstations
required to produce
the product
Product Layout
The product flows through an assembly line while the personnel and
equipment movements are limited

 Advantages
◦ Smooth, simple, logical and direct flow
◦ High Production Rate
◦ Low cost per unit cost
◦ High machine/worfkforce utilization
◦ Lower material handling costs
◦ Less personnel skill is required
◦ Lower Work-In-Process Inventory (WIP)

 Disadvantages
◦ High machine utilization is risky
◦ Process performance depends on the bottleneck operation
◦ May not be flexible enough for product design, volume changes
◦ Decreased employee motivation
◦ Huge investment is required
Fixed Product Layout
Product:
• Physically large
• Awkward to
move
• Low sporadic
demand
Layout:
• Combines all
workstations
required to produce
the product with the
area required for
staging the product
 Fixed Product Layout
Production is executed at a fixed location; materials, equipment,
and personnel flow into this location.

 Advantages
◦ Material movement is reduced
◦ An individual can complete the whole process
◦ Job enrichment opportunities
◦ Highly flexible; can accommodate any changes in design
 Disadvantages
◦ Personal and equipment movement is increased
◦ Risk of duplication of equipment
◦ Requires greater worker skills
◦ Not suitable for high production volumes
◦ Close control and coordination in scheduling
 Process Layout
Product:
• Great variety
• Intermittent
demand

Layout:
lathe lathe drill
assem. assem.
• Combines
lathe
drill
assem. assem.
identical

STORAGE
assem. assem.
workstations into
mill mill departments
• Combines similar
grind paint paint
mill

mill
mill grind paint paint
departments
Process Layout
Similar/Same processes are grouped together.

 Advantages
◦ Increased machine utilization
◦ Flexible in allocating personnel and equipment
◦ Robust against machine breakdowns
◦ Robust against design, volume changes
◦ Specialized supervision is possible

 Disadvantages
◦ Material handling requirements are increased
◦ Increased WIP
◦ Longer production lines
◦ Difficult to schedule the jobs
◦ Higher skills are required
◦ Difficult to analyze the process performance
Product Family - Group Layout
Product:
• Capable of
being grouped
into families of
similar parts
Layout:
• Combine all
workstations
required to
produce the
family of products
Product Family - Group Layout
Product Family Layouts are like a combination of
Product Layouts and Process Layouts

 Advantages
◦ Combines benefits of product and process layouts
◦ Higher machine utilization
◦ Smoother flow lines and shorter distance
◦ Team atmosphere

 Disadvantages
◦ General supervision required
◦ Greater labor skills requirement
◦ Balancing manufacturing cells are difficult and unbalanced
cells may increase WIP
 1

2-
2 3

Systematic layout
planning procedure 4

5 6

8 9

10
https://www.youtube.com/watch?v=GyMyTj
TGOeY&ab_channel=IndustrialEngineering
andManufacturing
11
 1. Input data and activities
 Bill of materials  Operation process chart
 1

2 3

Systematic layout
planning procedure 4

5 6

8 9

10

11
 2. Flow of materials
 Flow process chart  From-to chart

Warehouse
Assembly
Turning
Milling
Stores

Press
Plate
Stores – 24 12 16 1 8 –
Milling – – – – 14 3 1
Turning – 3 – – 8 – 1
Press – – – – 3 1 1
Plate – 3 2 – – 4 3
Assembly 2 – – – – – 7
Warehouse – – – – – – –
 1

2 3

Systematic layout
planning procedure 4

5 6

8 9

10

11
3. Activity
relationships
 Relationship Chart
measures the flows
qualitatively using
the closeness
relationships values
Rating CLOSENESS VALUES
A Absolutely Necessary
E Especially Important
I Important
O Ordinary Closeness
U Unimportant
X Undesirable
 1

2 3

Systematic layout
planning procedure 4

5 6

8 9

10

11
 4. Relationship diagram
 The relationship
diagram positions
activities spatially
◦ Proximities reflect
the relationship
between pairs of
activities
◦ Usually two
dimensional
 1

2 3

Systematic layout
planning procedure 4

5 6

8 9

10

11
5. Space requirements
 Required departmental area

Depart. Function Area (ft2)

D1 Receiving 12,000
D2 Milling 8,000
D3 Press 6,000
D4 Screw machine 12,000
D5 Assembly 8,000
D6 Plating 12,000
D7 Shipping 12,000
 1

2 3

Systematic layout
planning procedure 4

5 6

8 9

10

11
7. Space relationship diagram
 Space relationship
diagram combines
space requirements
with relationship
diagram
 1

2 3

Systematic layout
planning procedure 4

5 6

8 9

10

11
10. Layout alternatives

 Conversion of a space relationship diagram

into several feasible alternative block layouts
◦ not a mechanical process
◦ importance of intuition, judgment and
experience
3- Computerized Layout Planning
 Computers can greatly aid the facility layout process.

 Designer must interact with multiple design databases and

provide the integration between them to translate information
and ensure consistency.

 Decision aids for block layout planning

◦ Information required Most layout algorithms can be classified
according to the type of input data they require.

◦ Algorithm classification Some

6.4.1 Algorithm algorithms accept only qualitative “flow” data ( a relationship chart),
Classification while others work with a (quantitative) flow matrix expressed as a from-to chart.

◦ Layout software:
 “Classical” layout programs
 Craft, Corelap, Aldep, and Planet
 “Newer” layout programs
 M-Craft, LayOpt, FactoryPlan
Layout algorithms can also be classified according to their objective functions.There are two basic objectives:
one aims at minimizing the sum of flows times distances,
the other aims at maximizing an adjacency score. 25
Computerized Layout Planning
Information in layout planning
◦ Quantitative information
 Space required for an activity
 Total flow between two activities
◦ Qualitative information
 Preferences of the designer, activity relationship chart
◦ Graphical information
 Drawing of the block plan
 Key element of computerized layout planning is
the representation and manipulation of these
three types of information.
◦ Graphical representation is most challenging. A
method suitable for display is not suitable for
manipulation and vice-versa.
26
 Computerized Layout Planning
Graphical representation
“Points and lines” representation is not convenient
for analysis

27
Computerized Layout Planning
Graphical representation

 Discrete
◦ Grid size and
computational
burden

 Continuous
◦ Rectangular
buildings and
departmental
shapes
Computerized Layout Planning
Graphical representation
◦ Most procedures employ a “unit area square”
representation as an approximation
Space available and space required for each activity are
expressed as an integer multiple of the unit area.
◦ Unit Square Area approximation can also be
represented by a two dimensional array or matrix of
numbers
 Easy to manipulate (e.g., determine adjacency) but difficult to
visually interpret

1 1 1 2 2 2 3 3 1 1 1 2 2 2 3 3

1 1 1 2 2 4 3 3 1 1 1 2 2 4 3 3

1 1 1 2 4 4 4 4 1 1 1 2 4 4 4 4

1 1 1 2 4 4 4 4 1 1 1 2 4 4 4 4

5 5 5 5 5 4 4 4 5 5 5 5 5 4 4 4

5 5 5 5 5 4 4 4 5 5 5 5 5 4 4 4
29
 Computerized Layout Planning
Graphical representation

Two grids are adjacent only if they share a border of positive length; two grids that “touch” each other at the corners are not considered adjacent.)
Layout Design - Algorithmic approaches
 Input data
◦ Qualitative data - relationships (Relationship chart)
 Subjective
 May take long time to prepare
◦ Quantitative data - flow data (From-to chart)
 Objective
 Can be prepared by computer
◦ Both Some algorithms (such as BLOCPLAN) accept both a relationship chart and a from-to chart

 Three concepts:
 Layout Improvement
 Start with an initial layout and improve through incremental
changes
 Layout Construction
 Develop a layout from scratch
 Dimensions are given
 No dimensions - “green field”
 Layout Evaluation 31
https://www.youtube.com/watch?v=GyMyTjTGOeY&ab_channel=IndustrialEngineeringandManufacturing

Layout Evaluation
An Algorithm needs to distinguish between “good”
layouts and “bad” ones

 Minimize the total cost/traveling/load etc:

m m
min z   f ij cij d ij distance-based” objective
i 1 j 1

 Maximize the total relationship:

m m
max z   f ij xij adjacency-based
i 1 j 1
 Maximize the total satisfaction (Prioritization
Matrix)
 Layout Evaluation
Adjacency Based Scoring
◦ Adjacency-based scoring is based on the
relationship chart and relationship diagram
m m
max z    f ij xij
i 1 j i 1
m: number of departments
fij= Relationship value between department i to department j
xij: 1 if i and j are adjacent, 0 otherwise
 Aldep uses (fi values) A=64, E=16, I=4, O=1, U=0, and X=-1024
 The ranking of layouts is sensitive to the weight values. Layout
“B” may be preferred to “C” with certain weights but not with
others.
 The weights fi can also be represented by the flow amounts
between the adjacent departments instead of scores assigned to A, E,
I, O, U, X.
Automated Layout Design Program (ALDEP)

33
 Adjacency Based Scoring
Example z  fij xij
1 2 3 4 5 6 7
Receiving
1
2 1 I O 4+1 =5
E 3
Milling O 4
5
2 E I U 16+4+0 =20
U I
6
Press
U
E
I
O
U 7 3 O U 1+0 =1
Screw Machine U I U
I
U
O U 1 4 ----
Assembly U 2
Plating
A
I
U
4
3 5 A 64 =64
E 5
Shipping 6 6 E 16 =16
7
7
Total Score 106
U 4
U 7 U 2 E
Screw Weights:
Shipping Milling
Machine A=64
3 E I I E=16
Press
I=4
O A
A 5 O 1 O=1
6
Plating
Assembly Receiving U=0
X=-1024
 Adjacency Based Scoring
Example
1
Exercise: Find the score of the layout
Receiving
E
2
3
shown below. Use A=8, E=4, I=2, O=1,
Milling
U
O
I
4
5
U=0 and X=-8.
E O 6
Press
U I U 7
Screw Machine U I U
I O U 1
Assembly U U 2
A U 3
Plating I 4
E 5
Shipping 6
7

3 1 2 4
Press Receiving Milling Screw
Machine

7 6 5
Shipping Plating Assembly

35
 Layout Evaluation
Adjacency Based Scoring
 Efficiency rating:
When we compare the m m

alternatives, we  f
i 1 j 1
x
ij ij

z
normalize each m m

objective function  f
i 1 j 1
ij

 If there are X  f ij xij   f ij (1  xij )

relationships between z  ( i , j )F ( i , j )F

workstations, we add a 
( i , j )F
f ij   f ij
( i , j )F
negative flow when
any workstation is
adjacent F .....Set of departments with positive values
F .....Set of departments with negative values
 Layout Evaluation
Distance Based Scoring
 Suitable for input data from From-to chart
 Approximates the cost of flow between activities
 Requires explicit evaluation of the flow volumes and costs
m m
min z    f ij cij d ij
i 1 j i 1
m: number of departments
fij= flow from departments i to department j
cij: Cost of moving from i to j
dij: is the distance between departments i and j

 Distance often depends on the aisle layout and material

handling equipment
 Distance is often calculated as the rectilinear distance
between department centroids 37
 Layout Evaluation z  fij cij dij
Distance Based Scoring
Example
Initial Layout f ij
Flow Data
From/To A B C D
A - 2 4 4
B 1 - 1 3
C 2 1 - 2
D 4 1 0 -

Total Score (Cost) z

From/To A B C D Total
Distance Data d ij A - 80 100 220 400
From/To A B C D B 40 - 65 75 180
A - 40 25 55 C 50 65 - 80 195
B 40 - 65 25 D 220 25 0 - 245
C 25 65 - 40 Total 310 170 165 375 1020
D 55 25 40 -
38
Layout construction
 Development of the block layout from
scratch
 We need to know
◦ Relationship diagram
◦ Space requirements
 Relationship Diagram
 Transformation of Relationship Chart to a spatial
organization of departments
Relationship Chart
Relationship Diagram
D1 D2 D3 D4 S1 S2
Dept.1 XX U E U O D3 D4 D1
Dept.2 A U XX I
Dept.3 U U U
D2
Dept.4 U A S2 S1

Storage 1 A
Storage 2
 Relationship Diagram
D1 D2 D3
D1 D3 D2

D4 S1 S2
S1 S2 D4

Initial Diagram First iteration

D3 D4 D1

D2 S2 S1

Second iteration (might be the optimum)

Relationship Diagram
Method I.
 Place the departments among which there is “A”
relationship
 Add the departments among which there is “E”
relationship to the previously placed departments.
Rearrange.
 Add the departments among which there is “X”
relationship to the previously placed departments.
Rearrange.
 Add the departments among which there is “I”
relationship. Rearrange.
 Add the departments among which there is “O”
relationship. Rearrange.
 Add the rest of the departments. Rearrange.
 Verify if all the departments are placed and if the
important relations are respected
Relationship Diagram
Method I. - Example

 Place the
departments among
which there is “A”
relationship
4

1 2

 Add the departments

5 6
among which there is
“E” relationship to the
previously placed 7
departments.
Rearrange.
Relationship Diagram
Method I. - Example

 Add the departments

among which there is
“X” relationship to the
previously placed
4
departments.
Rearrange.
1 2
 Add the departments
among which there is
“I” relationship. 5 6

Rearrange.
7
Relationship Diagram
Method I. - Example

 Add the departments

among which there is
“X” relationship to the
previously placed 1
departments.
Rearrange. 4 2
 Add the departments
among which there is
“I” relationship. 5 6

Rearrange.
7

The arcs do not intersect; this property of graphs is called planarity.

Relationship Diagram
Method I. - Example
 Add the departments
among which there is
“O” relationship.
Rearrange.
3 1
 Add the rest of the
departments.
Rearrange. 4 2
 Verify if all the
departments are
5 6
placed and if the
important relations are
respected 7
Relationship Diagram
Method I. - Example
 Add the departments
among which there is
“O” relationship.
Rearrange.
1
 Add the rest of the
departments.
Rearrange. 4 2 3
 Verify if all the
departments are
5 6
placed and if the
important relations are
respected 7
Relationship Diagram
Method II. - Example
 Procedure:
 Relationship Diagram
Method II. - Example

Depart. Function Area (ft2)

D1 Receiving 12,000
D2 Milling 8,000
D3 Press 6,000
D4 Screw machine 12,000
D5 Assembly 8,000
D6 Plating 12,000
D7 Shipping 12,000

Determine a layout with actual dimensions

of the departments
Relationship Diagram
Method II. - Example
 Transform Activity relationship
chart to relationship diagram
worksheet

Rel D1 D2 D3 D4 D5 D6 D7
A 6 5
E 2 1-4 2 7 6
I 4 5-6 1-5 2–4-7 2 5
O 3-5 1-6 1 3
U 6-7 3-7 2–4-5-7 3–6-7 3 1-4 1–2-3-4
X
 Relationship Diagram
Method II. - Example
 Step 1) Select the department with the 6
greatest # of A
◦ If a tie exists, select the one with greatest
# of E, greatest # of I, greatest # of X
◦ 6 or 5 => 6 is selected (has more E
relationships)

Rel D1 D2 D3 D4 D5 D6 D7
6
A 6 5
E 2 1-4 2 7 6
I 4 5-6 1-5 2–4-7 2 5
O 3-5 1-6 1 3
U 6-7 3-7 2–4-5–7 3–6-7 3 1-4 1–2-3-4
X
 Relationship Diagram
Method II. - Example 5 6

 Step 2) Select the department

which has the greatest # of A
with the first department
◦ 5 is selected
Rel D1 D2 D3 D4 D5 D6 D7
A 6 5
E 2 1-4 2 7 6 5 6
I 4 5-6 1-5 2–4-7 2 5
O 3-5 1-6 1 3
U 6-7 3-7 2–4-5-7 3–6-7 3 1-4 1–2-3-4
X
 Relationship Diagram
Method II. - Example 5 6
 Step 3) Select the next
department with the highest 7
combined relationship with the
departments already in the
layout: AA, AE, AI, A*, EE, EI, E*,
II, I*
◦ 7 is selected (EI)

Rel D1 D2 D3 D4 D5 D6 D7 5 6
A 6 5
7
E 2 1-4 2 7 6
I 4 5-6 1-5 2–4-7 2 5
O 3-5 1-6 1 3
U 6-7 3-7 2–4-5-7 3–6-7 3 1-4 1–2-3-4
X
 Relationship Diagram 2

Method II. - Example 5 6

 Step 4) Select the next department with the 7

highest combined relationship with the
departments already in the layout: AAA, AAE,
AAI, AA*, AEE, AEI, AE*, AII, AI*. A**, EEE, EEI,
EE*, EII, EI*, E**, III, II*, I**
◦ 2 is selected (II*)
2
Rel D1 D2 D3 D4 D5 D6 D7 5 6
A 6 5
E 2 1-4 2 7 6 7
I 4 5-6 1-5 2–4-7 2 5
O 3-5 1-6 1 3
U 6-7 3-7 2–4-5-7 3–6-7 3 1-4 1–2-3-4
X
 Relationship Diagram 4 2

Method II. - Example 5 6

 Step n) Each following department is 7

placed based on the rules described in
Steps 3 and 4.
◦ 4 is selected (EI**)
4 2
5 6
Rel D1 D2 D3 D4 D5 D6 D7 7
A 6 5
E 2 1-4 2 7 6
I 4 5-6 1-5 2–4-7 2 5
O 3-5 1-6 1 3
U 6-7 3-7 2–4-5-7 3–6-7 3 1-4 1–2-3-4
X
 1
Relationship Diagram
Method II. - Example 4 2

 Step n) Each following department is placed 5 6

based on the rules described in Steps 3 and 4.
7
◦ 1 is selected (EI***)

1
4 2
Rel D1 D2 D3 D4 D5 D6 D7
A 6 5 5 6
E 2 1-4 2 7 6
I 4 5-6 1-5 2–4-7 2 5
7
O 3-5 1-6 1 3
U 6-7 3-7 2–4-5-7 3–6-7 3 1-4 1–2-3-4
X
 1
Relationship Diagram
Method II. - Example 4 2 3

 Step n) Each following department is placed 5 6

based on the rules described in Steps 3 and 4.
7
◦ 3 is selected (******)

1
3
4 2
Rel D1 D2 D3 D4 D5 D6 D7
A 6 5 5 6
E 2 1-4 2 7 6
I 4 5-6 1-5 2–4-7 2 5
7
O 3-5 1-6 1 3
U 6-7 3-7 2–4-5-7 3–6-7 3 1-4 1–2-3-4
X
Relationship Diagram
Method II. - Example

 Determine # of unit area templates

Depart. Function Area (ft2) # of unit area

templates
D1 Receiving 12,000 6
D2 Milling 8,000 4
D3 Press 6,000 3
D4 Screw machine 12,000 6
D5 Assembly 8,000 4
D6 Plating 12,000 6
D7 Shipping 12,000 6
 Relationship Diagram
Method II. - Example
 Apply the actual dimensions to the block layout
Depart. # of unit area 1 1 1
templates 4 4 1 1
D1 6 1
3 4 4 3 1
D2 4
4 2 4 2 3 3
D3 3
D4 6 5 6 4 2 2 2
D5 4 5 6 6 6
D6 6
7
5 6 6 6
D7 6
Block layout 5 7 7 7
5 7 7 7

 Several block template layouts Final layout

and final layouts should be
developed
Next lecture
 Layout construction methods
Layout design II.
Chapter 6

Layout generation
Pairwise exchange method
Graph-based method
CRAFT
Methods for layout design
 Layout evaluation
◦ Distance-based scoring
◦ Adjacency-based scoring
 Layout generation
◦ Construction algorithms
 Building a block layout by iteratively adding
departments
◦ Improvement algorithms
 Incrementally improving an initial block layout
Construction algorithms
 SELECT an activity to be placed
 PLACE the selected activity in the layout

 Selection rules
◦ Choose the departments based on the importance
scores (first place all A, then all E, all I, etc.)
◦ Choose the next department having the largest
number of A (E, I, etc.) relationships with the
departments already in the layout. Break ties
randomly.
◦ Supplement the methods with a procedure for
choosing first department and breaking ties.
◦ Consider costs and user specified placement
priorities.
Construction algorithms
 Placement rules
◦ Contiguity Rule
 If an activity is represented by more than
one unit area square, every unit area
square representing the activity must share
at least one edge with at least one other
unit area square representing the activity.
◦ Connectedness Rule
 The perimeter of an activity must be a
single closed loop that is always in contact
with some edge of some unit area square
representing the activity.
 Construction algorithms
 Placement Rules
◦ Enclosed Voids Rule
 No activity shape shall contain an
enclosed void.
◦ Shape Ratio Rule
 The ratio of a feasible shape’s greatest
length to its greatest width shall be
constrained to lie between specified
limits.
◦ Corner Count Rule
 The number of corners for a feasible
shape may not exceed a specified
maximum.
 Improvement algorithms
 “Move” departments around within the block plan.
 If the shapes of the departments are not fixed
◦ Too many degrees of freedom to devise a good method for
modifying the block plan.
◦ Most of improvement algorithms limit the kinds of changes that
are permitted.

◦ Basic procedure
 CHOOSE a pair (or triple) of activities
 ESTIMATE the effect of exchanging them
 EXCHANGE them
 CHECK to be sure the new layout is better
 REPEAT until no more improvements are possible

6
 Algorithm classification

Construction algorithms Improvement algorithms

Graph-based method Pairwise exchange method
ALDEP CRAFT
CORELAP MCCRAFT
PLANET MULTIPLE

BLOCPLAN
LOGIC
Mixed integer programming
Distance Calculations
 Centroid is a center of mass
 Distance Calculations
 If (xi,yi) and (xj,yj) represent the coordinates of two
locations i and j then the distance model measures can be:

◦ Rectilinear: B

 distance between i and j is

A
D = |xi-xj| + |yi-yj|

◦ Euclidean:
B

 distance between i and j is

x  x   y  y 
A
D
2 2
i j i j
Distance Calculations

 Rectilinear distance from  Euclidean distance from

centroid to centroid centroid to centroid
y y

y2 y2

y1 y1

x1 x2 x x2 x
x1
Distance Calculations

Rectilinear distance from A to B:

D (AB) = 1.5 + 1 = 2.5

Rectilinear distance from B to C:

D (BC) = (5-1.5) + (1+1.5) = 3.5 + 2.5 = 6
 Pairwise exchange method
 For layout improvement
 Distance-based objective
 The objective is to minimize the total cost
of transporting materials among all
departments in a facility
◦ Based on rectilinear distance from centroid to
centroid
 Since the final outcome is based on the initial
layout, we might not converge to the optimal
solution
The pairwise exchange method is an improvement-type layout algorithm.
Pairwise exchange method
Procedure
 Calculate total cost for the existing layout
 For each iteration evaluate all feasible
exchanges in the locations of department
pairs
 Select the pair that results in the largest
reduction in total cost
 Recompute the distance matrix each time an
exchange is performed
 If the lowest total cost for your next iteration
is worse than the total cost for the previous
iteration, the procedure is terminated
 Pairwise exchange method
Example Initial layout
 Four departments with equal sizes
 From-To Chart
Establish a measure of flow for the
facility that accurately indicates
equivalent flow volumes.

 Distance matrix (based on existing layout)

Determine final layout

https://www.youtube.com/watch?v=PKjeFxhSyL4&ab_channel=devipratami
 Pairwise exchange method
Example
From-To Chart m m

Total cost for an existing layout: z   f ij cij d ij

i 1 j 1
TC1234=10*1 + 15*2 + 20*3 + 10*1 + 5 *2 + 5*1 = 125

Evaluate all feasible pairwise exchanges:

Switch departments 1-2, 1-3, 1-4, 2-3, 2-4, and 3-4
2 1 3 4

3 2 1 4

update distance 4 2 3 1
matrix each
1 3 2 4
combination
1 4 3 2
Distance matrix 1 2 4 3

The lowest cost => next iteration

Pairwise exchange method
Example

 Repeat the switching between departments

1-2, 1-3, 1-4, 2-3, 2-4, and 3-4.
◦ Sequence 2314 with total score of 90 is the best
option
TC2314=10*2 + 15*1 + 20*1 + 10*1 + 5 *3 + 5*2 = 90

 The process is repeated until the lowest total

score cannot be reduced anymore.
 In this particular case the best option is
2314.
Pairwise exchange method
 The method does not guarantee the
optimality, only local optimum
 The procedure may cycle back to one
alternative
 Symmetric layout may occur
 Pairwise exchange can be easily
accomplished only if the departments
are of the same size
 Graph-based method

 For layout construction m m

 Adjacency-based objective z f x

ij ij
i 1 j i 1
 Adjacency graphs for block layouts:
 Graph-based method

• Relationships are given by weights, rather than the alphabetic closeness

ratings
• The score is very sensitive to the assignment of weights
• Relationship can have a positive value only when departments are
adjacent. Other relationships are ignored
• The adjacency score does not account for:
• The distance
• The relationships (other than those between adjacent departments)
• Dimensional specifications
• The length of common boundaries between adjacent departments
 The arcs do not intersect (planarity)
Graph-based method
Procedure
1. Select the department pair with the
largest weight
◦ Ties are broken arbitrarily
2. Select the third department to enter
based on the largest sum of the weights
with the first two departments
3. Pick the fourth department to enter on a
face of the graph (a bounded region of a
graph)
4. Determine an adjacency graph
5. Construct a corresponding block layout
 Graph-based method
Example

• Step 1: Select the department pair which has the highest weight (3-4)
• Step 2: Select the third department based on the sum of the relationship
with both selected two departments in step 1 (2)
 Graph-based method
Example
• Step 3: Select the
next department
and place it on a
face - inside the
triangle (1)

• Step 4: Finally, for

the fifth department
Total
we look inside of all the 9
formed triangles. The
sum of their weights
which gets the highest
value is chosen as the
location (1-2-4)
 Graph-based method
Example
• Step 5: Based on the final adjacency graph a
corresponding block design is constructed (based on the
required and available dimensions)
Each line should cross only one adjacency line
 CRAFT
Computerized Relative Allocation of Facilities Technique
 For improvement of an existing facility
 Attempts to minimize transportation cost, where
Transportation cost = flow * unit cost * distance
m m
Min z   f ij cij dij
i 1 j 1
 Assumptions
◦ Moving costs are not dependent on the equipment utilization.
◦ Moving costs are linearly related to the length of the move.

 Distance metric used is the rectilinear distance between

department centroids.

• Input is from-to chart

• Department shapes are not restricted to the rectangular ones
 CRAFT
Procedure
1. Determine department centroids.
2. Calculate rectilinear distance between centroids.
3. Calculate transportation cost for the layout.
4. Consider department exchanges of either equal area
departments or departments sharing a common
border.
5. Determine the estimated change in transportation
cost of each possible exchange.
6. Select and implement the departmental exchange
that offers the greatest reduction in transportation
cost.
7. Repeat the procedure for the new layout until no
interchange is able to reduce the transportation cost.
https://www.youtube.com/watch?v=vUkvUdP8sA4&ab_channel=ProfessorPerezTV
https://www.youtube.com/watch?v=c0hOZ8-
1FzQ&ab_channel=%D8%B9%D9%84%D9%85%D9%8A%D9%86%D8%AA%D9%81%D8%B9%D8%A8%D9%87
CRAFT
Example
• A facility with 7 departments
• Cost of carrying any material cij = 1 for all i and j pairs.
• Each grid size is 20 X 20, total 72,000 m2 is available
• Total requirement is 70,000 m2
• Location of receiving (A) and shipping (G) departments are fixed
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1 A A A A A A A A A A G G G G G G G G
2 A Receiving D. A G G S
3 A A A A A A A A A A G G G Shipping D. G D
4 B B B B B C C C C C E E G G G G G G
5 B B C C E E E E E E E E
6 B B C C C C C E E E E E E E E
7 B B B B B D D D D F F F F F F F E E
8 D D D D D D D F F F
9 D D F F F F F F
10 D D D D D D D D H H H H H F F F F F

 Improve the layout Dummy Department

• Total available space > total required space:

therefore we use a dummy department (H) with the size of 2,000 m2
 CRAFT Example
1. Determine department centroids.
2. Calculate rectilinear distance
between centroids.
3. Calculate transportation cost for
the layout.

Distance between A and B is 6 units

(illustrated by the red line above)

m m
z   f ij cij d ij
i 1 j 1
CRAFT Example
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1 A A A A A A A A A A G G G G G G G G
2 A Receiving D. A G
Shipping D.
G Which
Shipping
3 A A A A A A A A A A G G G G Department
4 B B B B B C C C C C E E G G G G G G departments
5 B B C C E E E E E E E E
6 B B C C C C C E E E E E E E E to exchange?
7 B B B B B D D D D F F F F F F F E E
8 D D D D D D D F F F
9 D D F F F F F F
10 D D D D D D D D H H H H H F F F F F

Dummy Department
1. Bringing the departments E and D closer
might help to reduce total material flow
2. Bringing the departments F and G closer
might help to reduce total material flow

Exchange E and F
Departments E and F can be reorganized
only if they have the same areas OR
they have common border
 CRAFT
Selection Criterion for Exchange
 Estimated change in the transportation cost:
◦ Consider two departments i and j:

 Let the centroids of each location be Li and Lj

 Assume that after the exchange, the new centroid of i
becomes Lj and j becomes Li.
 Compute the change in the total transportation cost by
using the new estimated centroids
 Centroids of the two departments are temporarily swapped
 The actual size of cost reduction can be overestimated or
underestimated
 CRAFT
Swapping the centroids
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1 A A A A A A A A A A G G G G G G G G
2 A Receiving D. A G
Shipping D.
G Shipping
3 A A A A A A A A A A G G G G Department
4 B B B B B C C C C C E E G G G G G G
5 B B C C E E E E E E E E
6 B B C C C C C E E E E E E E E Centroid of E
7 B B B B B D D D D F F F F F F F E E
8 D D D D D D D F F F Centroid of F
9 D D F F F F F F
10 D D D D D D D D H H H H H F F F F F

Dummy Department
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
To calculate the
1 A A A A A A A A A A G G G G G G G G estimated change
2 A Receiving D. A G G Shippingin cost after the
3 A A A A A A A A A A G G G Shipping D.G Departmentexchange:
4 B B B B B C C C C C E E G G G G G G
5 B B C C E E E E E E E E
6 B B C C C C C E E E E E E E E Centroid of F
7 B B B B B D D D D F F F F F F F E E
8 D D D D D D D F F F Centroid of E
9 D D F F F F F F
10 D D D D D D D D H H H H H F F F F F
 CRAFT Example
Trial distance matrix

 Estimation of the
change in
transportation cost

Trial cost matrix

Initial cost matrix
CRAFT
Exchanging two departments
 If the areas of the two departments are of equal sizes one
department takes the shape of the other.

 If the areas are not identical:

◦ Draw a box enclosing the two departments (this enclosed
shaped includes the grids of the two departments only)

◦ Count the number of grids of the smaller department. Let this

count be k

◦ Count k grids from the non-adjacent side of the larger

department. These grids now become the new location of the
smaller department. The space emptied by the smaller
department now becomes part of the larger department’s new
territory
CRAFT
Exchanging two departments
 CRAFT Example – exchanging E and F
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1 A A A A A A A A A A G G G G G G G G
2 A Receiving D. A G
Shipping D.
G Shipping
3 A A A A A A A A A A G G G G Department
4 B B B B B C C C C C E E G G G G G G
5 B B C C E E E E E E E E E
6 B B C C C C C E E E E E E E E
7 B B B B B D D D D F F F F F F F E E
8 D D D D D D D F F F
9 D D F F F F F F
10 D D D D D D D D H H H H H F F F F F
Department E needs less space
Dummy Department than department F. Then:
Starting from the most left part of
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 department F, locate all the cells
1 A A A A A A A A A A G G G G G G G G for department E
2 A Receiving D. A G
Shipping D.
G
3 A A A A A A A A A A G G G G
4 B B B B B C C C C C F F G G G G G G
5 B B C C F F F F F F F F
6 B B C C C C C F F F F F F F New Layout – after
7 B B B B B D D D D E E E E E E F F exchanging E and F
8 D D D D D D D E E F F
9 D D E E E E E E F F
10 D D D D D D D D H H H H H E E F F F
 CRAFT Example

Final Layout – after exchanging B and C

1 2 3 4 5 6 7 8 9 10 1112 13 14 15 16 17 18
1 A A A A A A A A A A G G G G G G G G
2 A Receiving D. A G G
Shipping D.
3 A A A A A A A A A A G G G G
4 C C C B B B B B B B F F G G G G G G
5 C C C B B F F F F F F F F
6 C C B B B B B B F F F F F F F
7 C C C C B D D D D E E E E E E F F
8 D D D D D D D E E F F
9 D D E E E E E E F F
10 D D D D D D D D H H H H H E E F F F
CRAFT Example
Manual Adjustment on CRAFT output
CRAFT Insufficiency of Adjacency for Exchange
 If 2 departments are not equal in area,
then adjacency is a necessary but not
sufficient condition for an exchange

CRAFT is unable to exchange

departments 2 and 4 without
splitting the department 2 or
shifting other departments
 CRAFT - Pros
 CRAFT is flexible with respect to department shapes.
 In theory, CRAFT is applicable only to rectangular facilities, yet using dummy
extensions, we can still apply CRAFT algorithm to non-rectangular shapes.
 Dummy departments
• Have no flows or interaction with other departments
• Require certain area
• Can be fixed
• Used for:
 Non-rectangular facilities
 Fixed areas in the layout (obstacles, unusable areas, etc.)
 Aisle locations
 Extra space
 Building irregularities

 CRAFT captures the initial layout with reasonable accuracy

 CRAFT - Cons
 Locally optimal solution only
◦ CRAFT is a path-oriented method so the final layout is dependent on
the initial layout. Therefore, a number of different initial layouts should
be used as input to the CRAFT procedure.
 CRAFT may lead to irregular shapes both for individual
departments and the facility itself.
◦ Most of the time, a manual “finishing” must be done before presenting
the CRAFT output.
 It is not always possible to exchange two unequal size, adjacent
departments without splitting the larger one.
Next lecture
 Layout generation
◦ MCRAFT
◦ BLOCPLAN
◦ LOGIC
Layout design III.
Chapter 6

Layout generation
MCRAFT
BLOCPLAN
LOGIC
Review of 2 problems
Relationship diagram
CRAFT
 Algorithm classification

Construction algorithm Improvement algorithm

Graph-based method Pairwise exchange method
ALDEP CRAFT
CORELAP MCCRAFT
PLANET MULTIPLE

BLOCPLAN
LOGIC
Mixed integer programming
https://www.youtube.com/watch?v=oxOr4vQV6tw&ab_channel=Dr.MohamedHassan

MCRAFT – Micro CRAFT

 An algorithm evolved from CRAFT allowing
non-adjacent exchanges
 Shifts automatically other departments
when unequal or non-adjacent
departments are being exchanged
 Horizontal sweep patterns are used to
◦ place departments
◦ move departments while two departments
are being exchanged

3
MCRAFT – Sweep pattern
 Layout is specified by a sequence of departments
 In each iteration, cells are formed starting from the top-
left corner.
◦ First department in the sequence is placed in the top-left corner.
◦ If there is a space on the immediate right of the first
department, next department in the sequence is placed.
Otherwise the next row in the building is used to locate the rest
of the department (the remaining cells) or the next department
in the sequence.
 MCRAFT - procedure
1. MCRAFT requires the user to specify
◦ Facility dimensions (rectangular, width x length)
◦ Number of bands
2. After the band width is set, MCRAFT requires a vector (the
sequence) of the departments in the initial layout. Based on
this vector, it locates the departments following the
serpentine flow directions
3. A swap/exchange selection procedure similar to that of
CRAFT is implemented. Not necessarily limited to adjacent or
equal-size departments!!
4. If any improving exchange is selected, then the two
departments are swapped using a shifting procedure of the
other departments.
5. REPEAT 3 and 4 until no improvement can be made.
5
 MCRAFT - Example
 Same problem data as in the CRAFT example
 Facility dimensions:
◦ 360ft X 200ft
◦ Number of Bands: 3

Initial Layout Vector: 1-7-5-3-2-4-8-6 (A-G-E-C-B-D-H-F)

 MCRAFT - Example

 Initial layout
Layout Vector:
1-7-5-3-2-4-8-6

 Final layout
(after 4 iterations)
◦ Shapes better than
CRAFT
◦ Try alternative
layouts!
 MCRAFT - Example

 Initial layout

Layout Vector:
1-7-5-3-2-4-8-6

 Final layout
(after 4 iterations)
◦ Shapes better than
CRAFT
◦ Try alternative
layouts!
 MCRAFT - Example

 Initial layout

Layout Vector:
1-7-5-3-2-4-8-6

 Final layout
(after 4 iterations)
◦ Shapes better than
CRAFT
◦ Try alternative
layouts!
 MCRAFT - Example
• A facility with the layout below has 5 departments. Their
sizes are given below. An engineering team wants to use
MCRAFT method in order to improve the existing layout.
The building dimensions are 20m x 9m.
 Determine the layout vector and create an input layout
for MCRAFT using 3 bands.

Department
C size (m^2)
A A 30
B 45
D
C 51
D 39
B E E 15

Layout vector is 1-3-4-2-5 (A-C-D-B-E)

 Department
size (m^2)
D1 30
D2 45
D3 51
D4 39
D5 15

Layout vector is 1-3-4-2-5

1 1 1 1 1 1 1 1 1 1 Department
1 1 1 1 1 1 1 1 1 1
1 1 1 1 1 1 1 1 1 1
size (m^2)
D1 30
D2 45
D3 51
D4 39
D5 15

Layout vector is 1-3-4-2-5

1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3 Department
1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3
1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3
size (m^2)
D1 30
D2 45
D3 51
D4 39
D5 15

Layout vector is 1-3-4-2-5

1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3 Department
1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3
1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3
size (m^2)
3 3 3 3 3 3 3 D1 30
3 3 3 3 3 3 3
3 3 3 3 3 3 3
D2 45
D3 51
D4 39
D5 15

Layout vector is 1-3-4-2-5

1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3 Department
1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3
1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3
size (m^2)
4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3 D1 30
4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3
4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3
D2 45
D3 51
D4 39
D5 15

Layout vector is 1-3-4-2-5

 1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3 Department
1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3
1 1 1 1 1 1 1 1 1 1 3 3 3 3 3 3 3 3 3 3
size (m^2)
4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3 D1 30
4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3
4 4 4 4 4 4 4 4 4 4 4 4 4 3 3 3 3 3 3 3
D2 45
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 5 5 5 5 5 D3 51
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 5 5 5 5 5
2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 5 5 5 5 5 D4 39
D5 15

Layout vector is 1-3-4-2-5

C A C
A

D D

B E B E

Real layout Input used for MCRAFT

MCRAFT - Comments
 Strengths:
◦ Unlike the CRAFT algorithm, it does not restrict the
exchange to the adjacent cells
◦ Smoother shapes compared to CRAFT (in most cases
rectangular cells can be formed)
◦ More exchange alternatives. The number of alternatives
increases exponentially with the number of departments
◦ Allows multi-floor layout planning

 Weaknesses:
◦ Facility shape is a restriction
 The initial layout cannot be captured accurately unless the
departments are already arranged in bands
 Band width is assumed to be the same for all the bands
◦ MCRAFT is not as effective in treating fixed departments
and obstacles (they can get shifted)
Input data
 Qualitative data
◦ Adjacency-based objective
◦ Input: Relationship chart
◦ Algorithms:
 Graph-based
 CORELAP
 ALDEP
 Quantitative data
◦ Distance-based objective
◦ Input: From-to chart
◦ Algorithms:
 Pairwise exchange
 CRAFT
 MCRAFT
 MULTIPLE
 Both
◦ Algorithms:
 BLOCPLAN
https://www.youtube.com/watch?v=3fptc21ra3g&ab_channel=Dr.MohamedHassan

BLOCPLAN
 Construction and improvement algorithm
 Distance-based and adjacency-based objective
 Departments are in bands (2 or 3 bands), but the band
width may vary
 All departments are rectangular
 Continuous representation
 Input
◦ From-To Chart
◦ Relationship chart
 BLOCPLAN converts:
◦ From-to chart to Relationship chart through Flow-between
chart
◦ Relationship chart to numerical relationship chart based on
closeness ratings
 From-To and Flow-Between Charts
Given M activities, a From-To Chart A Flow-Between Chart represents
represents M(M-1) asymmetric M(M-1)/2 symmetric quantitative
quantitative relationships. relationships.
Example:
D1 D2 D3
D1 D2 D3 D1 g12 g13
D1 f12 f13 D2 g23
D2 f21 f23 D3
D3 f31 f32
gij = fij + fji, for all i > j,
where where
fij = material flow from activity i to gij = material flow between
activity j. activities i and j.
D1 D2 D3
D1 f12 + f21 f13 + f31
D2 f23 + f32
D3
BLOCPLAN (quantitative  qualitative)
From-to-chart  Relationship diagram
 Procedure:
◦ BLOCPLAN creates Flow Between Chart
◦ The highest value in the matrix is divided by 5
◦ The flow values in Flow Between Chart are
divided by the resulting value and 5 intervals
are created
◦ Five intervals correspond to five relationships
A, E, I, O and U
◦ Relationship Chart is created
◦ This is a BLOCPLAN-specific procedure
 BLOCPLAN (qualitative  quantitative)
Relationship diagram  Numerical relationship chart
 Procedure:
◦ Based on the selected closeness ratings
transform the alphabetical values in
Relationship diagram to numerical values
◦ For example: A=10, E=5, I=2, O=1, U=0 and
X=-10
D1 D2 D3 D4 D5 D6 D1 D2 D3 D4 D5 D6
D1 A I I D1 10 2 2
D2 E E O D2 5 5 1
D3 A X D3 10 -10
D4 D4
D5 O D5 1
D6 D6

Relationship chart Numerical relationship chart

BLOCPLAN
Example 1
 BLOCPLAN has proposed an improved layout for your
existing facility. Given the Flow-to chart below
calculate the adjacency and normalized adjacency
scores for both and determine whether the proposed
layout is more suitable. Use these closeness ratings:
A=10, E=5, I=2, O=1, U=0 and X=-10
BLOCPLAN
u
Example 1 i u u o
u u
Initial layout of the
facility i u u a

Final layout of the

facility created by
BLOCPLAN
BLOCPLAN
Example 1

From-to chart

Flow-between chart
BLOCPLAN
Example 1
 The highest value is 90 => 90/5=18
 Intervals:
◦ 73 to 90 units …..A
◦ 55 to 72 units …..E
◦ 37 to 54 units …..I
◦ 19 to 36 units …..O
◦ 0 to 18 units ..…..U

Flow-between chart Relationship chart

BLOCPLAN
Example 1
 Adjacency-based score m m
◦ Initial layout: z=15
z    f ij xij
◦ Final layout: z=15 i 1 j i 1

m m
Normalized adjacency score

(efficiency rating)  f
i 1 j 1
ij xij
◦ Initial layout: z=15/24=0.63 z m m

◦ Final layout: z=15/24=0.63  f

i 1 j 1
ij

 Both layouts have the same adjacency-based scores

 If evaluated based on the total costs (distance-based
scores), the results are different:
 CInitial=61,062,70
 CFinal=58,133.34
BLOCPLAN
Example 1
Initial layout of the
facility

Final layout of the

facility created by
BLOCPLAN
BLOCPLAN
Example 1
 Adjacency-based score m m
◦ Initial layout: z=15
z    f ij xij
◦ Final layout: z=15 i 1 j i 1

m m
Normalized adjacency score

(efficiency rating)  f
i 1 j 1
ij xij
◦ Initial layout: z=15/24=0.63 z m m

◦ Final layout: z=15/24=0.63  f

i 1 j 1
ij

 Both layouts have the same adjacency-based scores

 If evaluated based on the total costs (distance-based
scores), the results are different:
 CInitial=61,062,70
 CFinal=58,133.34
 BLOCPLAN
REL-DIST score
 BLOCPLAN calculates:
◦ Adjacency-based score (relationship chart)
◦ Distance-based score (flow-between chart)
◦ REL-DIST score (numerical relationship chart)
 Distance-based layout cost that uses numerical
closeness ratings rij instead of the flow values
m m
z    rij cij d ij
i 1 j i 1
 Very useful if From-to chart is not available
 BLOCPLAN
REL-DIST score – Example 2
 Following Relationship chart and layout
are given. Suppose that the following
scoring vector is used: A=10, E=5, I=2,
O=1, U=0 and X=-10, and compute
efficiency rating and REL-DIST score.
D1 D2 D3 D4 D5
D1 A U E U
D2 U I I 4 1
D3 U I
D4 A
D5 5 3 2

Relationship chart Proposed layout

BLOCPLAN A=10, E=5, I=2, O=1, U=0 and X=-10
m m
REL-DIST score – Example 2  f ij xij
i 1 j 1
• Efficiency rating z m m

A E  I  A
 f
i 1 j 1
ij

z
A E  I  I  I  A

10  5  2  10 27
z   0.87
10  5  2  2  2  10 31

D1 D2 D3 D4 D5
D1 A U E U
D2 U I I 4 1
D3 U I
D4 A
D5 5 3 2

Relationship chart Proposed layout

BLOCPLAN A=10, E=5, I=2, O=1, U=0 and X=-10

REL-DIST score – Example 2

• REL-DIST score
• 1. Calculate distance matrix
• Find centroids
• Determine the distances between the centroids

4 1

5 3 2

Proposed layout Distance matrix

• REL-DIST score A=10, E=5, I=2, O=1, U=0 and X=-10
• 2. Create numerical relationship chart
D1 D2 D3 D4 D5 D1 D2 D3 D4 D5
D1 A U E U D1 10 0 5 0
D2 U I I D2 0 2 2
D3 U I D3 0 2
D4 A D4 10
D5 D5

Relationship chart Numerical relationship chart

• 3. Calculate the total cost

D1 D2 D3 D4 D5
D1 30 0 25 0
D2 0 16 12
D3 0 6
D4 40
D5
Distance matrix
Total cost matrix
m m
z    rij cij dij  30  25  16  12  40  123
i 1 j i 1
 LOGIC – Layout Optimization with
Guillotine Induced Cuts
 A series of horizontal and vertical cuts
that slice the area to divide the building
into departments
 Distance-based objective function
 Continuous representation
 Both construction and improvement
algorithm

https://www.youtube.com/watch?v=sEknfvsctXA&list=PLf978sLbAZQ9UstlbVegXd
NS5IXNz3pmz&index=29&ab_channel=Dr.MohamedHassan
LOGIC – Construction algorithm
LOGIC – Construction algorithm

LOGIC Cut-tree
LOGIC – Improvement algorithm
 Exchanging the departments (the cut-tree
remains the same)
◦ Example: Exchange D and E (not equal area)
LOGIC - Comments
 Not effective in tackling:
◦ Fixed departments
◦ Prescribed shapes
 If the building is rectangular LOGIC generates
only rectangular departments
 Could be applied to non-rectangular
buildings
 Supersedes BLOCPLAN, because all
BLOCPLAN layouts are LOGIC layouts
(BLOCPLAN’s solution space is a subset of
LOGIC’s solution space)
Next lecture
 Layout generation
◦ MULTIPLE
◦ CORELAP
◦ ALDEP
◦ MIP
Facility Location II.
Chapter 10
Location-Allocation Model
 10.2.1 Rectilinear Facility Location Problems (page 520)
Location of a new facility in relation to other facilities
◦Single Facility Minisum Location Problem
◦Single Facility Minimax Location Problem
 Location Allocation Models (140pdf-by Garcia-Diaz, Alber to Smith, J MacGregor )

Determination of the number of new facilities, their location and the

customer groups which will be served by each one of them.
 10.2.4 Network Location Problem (page 560)
 1-Median Problem (Minisum)
 1-Center Problem (Mimimax)
Location-Allocation Model
 Involves determination of:
◦optimum number of new facilities
◦where new facilities are to be located
◦which customers (of existing facilities)
should be served by each new facility
 The objective is to:
◦Minimize the total material movement cost
◦Minimize the total fixed cost
Location-Allocation Model
Location-Allocation Model
Location-Allocation Model
Solution
Location-Allocation Model
Location-Allocation Model
Location-Allocation Model
Location-Allocation Model

Assignment #7-complete the solution

Location-Allocation Model
When the network has no loops
Take all the ends into consideration
The smallest advances one station
 Part 4
Developing Alternatives:
Quantitative Approaches

Chapter 10

Quantitative Facilities
Planning Models
 Facility Location
Factors that influence the facility location decision:
 Transportation (availability, cost)
 Labor (availability, cost, skills)
 Materials (availability, cost, quality)
 Equipment (availability, cost)
 Land (availability, suitability, cost)
 Market (size, potential needs)
 Energy (availability, cost)
 Water (availability, quality, cost)
 Waste (disposal, treatment)
 Financial institutions (availability, strength)
 Government (stability, taxes, import and export restrictions)
 Existing plants (proximity)
 Competitors (size, strength and attitude in that region)
 Geographical and weather conditions
 Method of Factor Rating
Procedure:
 Identification of the most important factors in
evaluating alternative sites for the new facility.
 Assignment of a weight for each factor
 Evaluation of the alternative sites in terms of the
selected factors (score between 0 and 100)
 Calculation of weighted score for each location
 The most weighted alternative is selected as the
best alternative.
 Example
Three alternative sites are being considered for a new
facility. After evaluating the firm’s needs, the managers
have narrowed the list of important selection criteria down
into three major factors. Below are shown the weights
which were assigned to the criteria and the evaluation of
each site. Which site should be selected?
 Example …continue
Calculate weighted scores: (site score)x(factor
weight)

From these results, the largest total weight is for

Site A. It appears to be the best location.
 Example …continue
 What happens if we change the factor weights?
 Let’s use the following factor weights: skilled labor - 0.45;
raw materials - 0.40; and market - 0.15
 Then the following results are obtained:

 In this case, Site C appears to be the best choice with largest

weight score.
 Factor rating method is very sensitive to the weights
assigned to each factor.
Facility location problem
Cost-Profit-Volume Analysis

 Break-Even Analysis

If the fixed and variable costs for each site

are known we can identify the location with
the lowest cost.
Example
A company is considering three alternative
sites for its new production facility. The
annual production volume is 250,000 units.
Which site should be selected based on the
cost information below?
Site Fixed cost (per year) Variable cost (per unit)

A 10,000,000 250

B 25,000,000 150

C 60,000,000 50
 Example …Continue
Total production cost =
(Fixed cost) + (variable unit cost) X (annual production volume)

Site A:
Prod. Cost = 10,000,000 + 250 x 250,000 = 72,000,000
Site B:
Prod. Cost = 25,000,000 + 150 x 250,000 = 62,000,000
Site C:
Prod. Cost = 60,000,000 + 50 x 250,000 = 72,000,000

At a production volume of 250,000 units, site B has the lowest cost
What about other production volumes?
Example … continue

 If production volume < 150,000 units

 =>choose site A.
 If 150,000 < production volume < 350,000 units
 => choose site B.
 If production volume > 350,000 units
 =>choose site C.
 Annual production cost changes with different
production volumes.
 10.2 Facility Location Models

Facility location problems can be classified in a variety of

ways:
 Can be classified based on the number of new
facilities into:
1. Single –facility location problems
2. Multi-facility location problems
 The solution space can be:
1.Continuous (choice of ANY site in the space of 2D
or 3D)
2.Discrete (choice of specific locations)
 10.2 Facility Location Models
Various objectives can be used
 Minisum location problem
 Minimizing the sum of weighted distance between
the new facility and the other existing facilities
 Minimax location problem
 Minimizing the maximum distance between the
new facility and any existing facility

Generally, facilities are considered to be represented

either by points in two or three-dimensional space or by
defined areas.
 10.2 Facility Location Models
 When a facility location problem is categorized on the basis of
the distance between facilities, four distance measures are
typically used: (https://www.youtube.com/watch?v=1UpJAgqfBBc)
1. Rectilinear distance (Manhattan distance) : where distances
are measured along paths that are orthogonal (or perpendicular) to
each other.

An industrial example is a material transporter moving

along rectilinear aisles in a factory.
 10.2 Facility Location Models
 When a facility location problem is categorized on the basis of
the distance between facilities, four distance measures are
typically used:
2. Straight-line distance (as Euclidean distance): the distances
are measured along the straight-line path between two points.

An industrial example is a straight conveyor segment linking two

workstations illustrates straight-line distance.
 10.2 Facility Location Models
 When a facility location problem is categorized on the basis of
the distance between facilities, four distance measures are
typically used:
3. Chebyshev distance: where the distance between two points in
two-dimensional space is the greater of the horizontal and vertical
distance traveled.

D=

An industrial example: used in an automated storage/retrieval

(AS/R) machine, that moves vertically while moving horizontally along
an aisle to a reach a storage location
 10.2 Facility Location Models
 When a facility location problem is categorized on the basis of
the distance between facilities, four distance measures are
typically used:
4. Actual distance (flow path distance): where distances are
measured along the actual path traversed between two points.

An industrial example is when travel occurs on a network or along a

tree structure
 10.2 Facility Location Models
Summary: Distance measures
 10.2 Facility Location Models
Continuous Facility Location Problems
 For the new facility we can choose ANY site in the space.
 For the existing related facilities (suppliers, customers,
etc.) we know the coordinates (x,y) and the flows (cost)
between them.
 The sole consideration is transportation cost.
 Facility location models have numerous applications:
◦ New airport, new hospital, new school
◦ Addition of a new workstation
◦ Warehouse location
◦ New supermarket location, new oil station.
◦ Bathroom location in a facility, etc.
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.1 Single-Facility, Rectilinear Minisum Location Problem

ex.The number of trips per day between the new machine and existing machines
 10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.1 Single-Facility, Rectilinear Minisum Location Problem

Example #1
 Determine the new location of a warehouse in Nablus area which provides materials to 5
different companies.
 Location of these companies (a, b) and the material movement between the new
warehouse and the existing facilities (weights) are provided:
 Where should the new warehouse be located?

a b W
1 1 1 5
2 5 2 6
3 2 8 2
4 4 4 4
5 8 6 8
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.1 Single-Facility, Rectilinear Minisum Location Problem

Solving a single-facility, rectilinear minisum location problem

 10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.1 Single-Facility, Rectilinear Minisum Location Problem

Solution Procedure
1.Find x-coordinate:
 Order the facilities based on the ascending order of
their x-coordinates
 Calculate partial sum of weights
 Find the facility for which the partial sum first
equals or exceeds one-half the total weight
 The x-coordinate of the new facility will be the
same as the x-coordinate of this facility
2.Find y-coordinate
 Repeat the same for y-coordinate
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.1 Single-Facility, Rectilinear Minisum Location Problem

Alternate sites
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.1 Single-Facility, Rectilinear Minisum Location Problem

Example #1-Solution
A new machine should be placed in the maintenance department.
There are five machines that have material handling relationship
with the new machine. Their current coordinates are:
M1=(1,1), M2=(5,2), M3=(2,8), M4=(4,4) and M5=(8,6).
The cost per unit distance traveled between the machines is the
same, but the number of trips per day between the new machine
and each existing machine are 5,6,2,4 and 8.
 Find a location for the new machine in the maintenance
department.
 Calculate total weighted distance for the new location.
 If the machine cannot be placed in the optimal location (x,y),
find the second best alternative sites out of the following
alternative locations: (5,6), (4,2) and (8,4) .
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.1 Single-Facility, Rectilinear Minisum Location Problem

Example #1-Solution
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.1 Single-Facility, Rectilinear Minisum Location Problem
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.1 Single-Facility, Rectilinear Minisum Location Problem
Contour Lines
 A contour line is a line of constant cost in
the plane. Thus, locating the new facility
at any point on a given contour line results
in the same total cost.

 Contour lines indicate at a glance the cost

penalty associated with the choice of a
non-optimum location.
 Single-facility minisum location problem
Iso-cost contour lines
Procedure:
1.Plot the locations of existing facilities
2.Draw vertical and horizontal lines through each existing facility
3.Sum the weights for all existing facilities having the same x-coordinate and
enter the total at the bottom of the vertical lines. Do the same for y
coordinates
4.Calculate “net pull” for each candidate x- coordinate. (pull to the right is
positive and pull to the left is negative). Do the same for y coordinates
5.Determine the slope for each grid region enclosed by the candidate
coordinates
The slope equals the negative of the ratio of the net horizontal pull and the
net vertical pull
6.Construct an iso-cost contour line from any candidate coordinate point by
following the appropriate slope in each grid.
https://www.youtube.com/watch?v=tMrgSQ5NqPA
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.3 Single-Facility, Rectilinear Minimax Location Problem
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.3 Single-Facility, Rectilinear Minimax Location Problem
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.3 Single-Facility, Rectilinear Minimax Location Problem
10.2.1 Rectilinear-Distance Facility Location Problems
10.2.1.3 Single-Facility, Rectilinear Minimax Location Problem
Homwork #4
Solve the following problems
10.1, 10.2, 10,3a, 10.6, 10.8
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Figure 10.25(c) SOLVER solution to Example 10.17.

The two constraints shown in the SOLVER box include a requirement that the decision
variables be binary and a requirement that the number of facilities located at sites not exceed
the capacity limit (three). As shown in Figure 10.25c, the optimum locations for new facilities
are sites 2, 3, and 4. (If a capacity limit of one is imposed, then the optimum location is site 4;
if a capacity limit of two is imposed, then the optimum locations are sites 2 and 4—the same
sequence of selections obtained using the Shannon/Ignizio heuristic algorithm.)

10.2.4 Network Location Problem

As noted in the introduction to the section, a special class of facility location
problems is the network location problem. In this case, instead of locating one or
more new facilities anywhere in two-dimensional space, the new facility or facil-
ities must be located on a network that represents the actual distances between
new and existing facilities. Previously, we considered a network of rectilinear
aisles or streets. Now, we generalize the network and allow travel paths to be
other than straight-line movement along aisles or streets. Examples include high-
ways and roads that wind through the countryside or, for that matter, many cities
and towns. Other examples include navigable rivers, air travel, rail travel, and
ocean transport.
An extensive body of literature has developed concerning network location
problems. And, in general, network location problems are more difficult to solve
than planar location problems, particularly if there are multiple paths connecting
any two points on the network (such a network is called a cyclical network). We
limit our consideration of network location problems to a special kind of network
called a tree. For an illustration of a tree network, see Figure 10.26, where the tree
has 11 vertices or nodes and 10 arcs or branches. (Vertices are shown with circles; a
vertex occurs at the end or tip of each branch. Vertices 1, 3, 4, 8, 10, and 11 are tips
or ends of branches.)
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2 3

4 5 6 7 8

10 9

11

Figure 10.26 Tree network with 11 vertices and 10 branches.

Trees do not have cycles; hence, there is a unique path between any two points
on the network. They also possess the following important distance properties:
1. Symmetry: d(x, y)  d(y, x)
2. Positivity: d(x, y) =. 0, meaning x  y
3. Triangle inequality : d(x, y) =. d(x, z)  d(z, y) for any points x, y, and z
Two types of location problems will be considered. The minisum and the mini-
max equivalents of the rectilinear location problems are referred to as median and cen-
ter problems when locating on a network or tree. In particular, the multifacility minisum
location problem on a network is called the n-median problem, where n is the number
of new facilities to be located on the network; similarly, the multifacility minimax loca-
tion problem on a network is called the n-center problem. (In addition to n-median and
n-center problems, covering problems on networks have been studied, and solution
procedures have been developed for them. However, we will not address covering
problems on networks; instead, we refer you to [26] and the research literature.)
To illustrate the approaches taken to solving network location problems, we
consider the 1-median problem and the 1-center problem on a tree.

10.2.4.1 The 1-Median Problem

The 1-median problem can be formulated as follows:
m
Minimize f (x) = a wi d(x, vi ) (10.34)
i =1

where d(x, vi ) is the distance between a point on the tree (x) and vertex i.
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Two algorithms will be considered in solving the 1-median problem: the Chinese
algorithm and the majority algorithm. The Chinese algorithm is due to a Chinese
poem that stated the algorithm, which was based on locating a threshing floor for
wheat in China. The goal was to locate on a road network the best place for the
threshing floor, which served wheat fields located at vertices of the tree network.
The poem follows:
When the network has no loops,
Take all the ends into consideration:
The smallest advances one station.
A network without loops is a network with no cycles, or a tree network. The
ends referred to in the poem are the tips of branches on the tree, or vertices. To ad-
vance the smallest end, means to trim the branch from the tree that has the smallest
weight associated with it and add the weight to the vertex from which the branch
emanated. Continuing the process of trimming branches with the smallest weights
will eventually lead to a single vertex remaining. That is where the new facility
should be located. (As with single-facility, rectilinear minisum problems, the opti-
mum location on a tree will be at a vertex.)
The majority algorithm is akin to the Chinese algorithm, except it begins with
any tip and terminates when the collapsed weight at a vertex is equal to or greater
than half the total weight. (Note, again, the similarity with the single-facility, rectilin-
ear minisum solution procedure.)

Example 10.18
Solving a 1-median problem
A parts replenishment station is to be located on a manufacturing floor. It is used by a
number of machine tool operators located along the tree shown in Figure 10.27a. (Due to
impediments, operators cannot travel from v5 to v10 without passing through v6 and v9.
Similarly, they cannot travel from v3 to v6 without passing through v2 and v5.) Distances
between adjacent nodes are shown on the branches. The number of times travel occurs
between a machine tool and the replenishment station (weights) is shown in a triangle
located adjacent to the vertex. Weights do not include “pass-through travel” or trips from
other workstations that travel along common branches on the tree. [Notice w2  w5  w6 
0, indicating that v2, v5, and v6 are vertices, but not machine tool operator locations. Vertices
are either travel sources (origins) or sinks (destinations), as well as intersections of branches.]

1- Chinese Algorithm
The tip or end point with the smallest weight is v4, with w4  2. The branch is trimmed,
and its weight is added to that at v5 for a new weight, w5  2  0  2, as shown in Figure
10.27b. The remaining tip with the smallest weight is either v1 or v8, with weights of 3; arbi-
trarily, we choose v1, and collapse its weight to that at v2 for a new weight, w2  3  0  3,
as shown in Figure 10.27c. The next branch trimmed ends at v8; its weight is added to that
at v 7 for a new weight, w 7  3  2  5, as illustrated in Figure 10.27d. Next, either v3 or
v10, is trimmed; we choose v3, resulting in a new weight, w2  5  3  8, as illustrated
in Figure 10.27e. As illustrated in Figures 10.27f through 10.27i, the process continues in this
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3 1

8
0 2 3 5

8 8 10 4
2 4 5 6 7 8 3
0
0 2

8
5 10 9 4

11 7

Figure 10.27(a) Tree network with 11 vertices, 10 branches, distances, and weights
for Example 10.18.

3 1

8
0 2 3 5

8 10 4
5 6 7 8 3
0
2 2

8
5 10 9 4

11 7

Figure 10.27(b) Tree network after trimming one branch using the Chinese algorithm.
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8
3 2 3 5

8 10 4
5 6 7 8 3
0
2 2

8
5 10 9 4

11 7

Figure 10.27(c) Tree network after trimming a second branch in solving a 1-median problem.

8
8 2 3 5

8 10
5 6 7
0
2 5

8
5 10 9 4

11 7

Figure 10.27(d) Tree network for Example 10.18 after trimming three branches.

8 2

8 10
5 6 7
0
2 5

8
5 10 9 4

11 7

Figure 10.27(e) Tree network after trimming four branches.

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8 2

8
5 6
5
2

8
5 10 9 4

11 7

Figure 10.27( f ) Tree network after trimming five branches.

8 2

8
5 6
5
2

9 9

11 7

Figure 10.27( g) Tree network after trimming six branches.

8 2

8
5 6
5
2

9 16
Figure 10.27(h) Tree network after trimming seven branches.
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8
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10
6

9 16
Figure 10.27(i) Tree network after trimming eight branches.

6
15

9 16
Figure 10.27( j ) Tree network after trimming nine branches.

fashion by trimming, in order, v 7, v10, v11, v5, and v 9, leaving v6 and v 9, with w6  15 and
w 9  16. Trimming v6 yields the optimum location of x  v 9. (Notice, at no point in the so-
lution did we give any consideration to the length of a branch. The distances between ver-
tices, basically, are irrelevant in solving the 1-median problem. Instead of caring about
distances, we care about relative positions, spatially.)

Majority Algorithm
Since we are looking for the tree vertex that has less than half the total weight to either
side of it, let’s begin by computing the total weight on the tree, 31. So, half the weight
equals 15.5. Using a greedy approach, we choose to trim the tip (v11) that has the greatest
weight (7) and add the weight to that located at v9, resulting in w9  11  15.5. Next, the
tip (v10) with the greatest weight (5) is trimmed, and its weight is added to that located at
v9, resulting in w9  16  15.5. Since at least half the total weight is at v9, it is the optimum
location.

10.2.4.2 The 1-Center Problem

The 1-center problem can be formulated as follows:
Minimize f (x) = max {w1d(x, v1), Á, wmd(x, vm)} (10.35)
1 … i …m

It consists of locating a new facility at a point x * in the tree network that minimizes
the maximum weighted distance between the new facility and the vertices. Since
distance is a factor in the solution to the 1-center problem, there is no point in in-
cluding vertices without positive weights. Hence, m denotes the number of vertices
having a positive weight with the new facility.
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To solve the 1-center problem exactly, we define new terms and relationships
as follows:
bst = max {bi j : 1 = i 6 j = m } (10.36)
bij  wiwj d(vi, vj)/(wi  wj ) (10.37)
d(x *, vs)  wtd(vs, vt)/(ws  wt ) (10.38)
d(x *, vt)  wsd(vs, vt )/(ws  wt ) (10.39)
The solution procedure is as follows: compute bst, then take as x * the (unique)
point in the path joining vertices s and t that satisfies Equations 10.38 and 10.39. For
additional information regarding the solution procedure for median and center
problems, see [26], [27], and the research literature.

Example 10.19
Solving a 1-center problem
Recall the example considered for the 1-median problem, in which a parts replenishment
station is to be located on a manufacturing floor. Since only vertices with positive-valued
weights are considered in the 1-center problem, the tree network is revised as shown in
Figure 10.28a. Notice, three vertices were removed from the tree, and the remaining eight
vertices were renumbered. Hence, m  8.
Table 10.10 contains the bij values for 1  i  j  m. The maximum value (bst ) equals
99.167 and corresponds to vertices 2 and 8. Therefore, x * is located on the path connecting
v2 and v8. Since d(v2, v8 )  34, w2  5, and w8  7, the distance from v2 to x * along the
path to v8 equals (7/12)(8  6  8  6  6), or 19.833. Another way to determine the
distance is 99.167/5, or 19.833. The optimum location on the tree is given in Figure 10.28b.
(Note: bst  f (x *)  99.167.)

3 1

8
2 5

8 8 10 4
2 3 4 5 3
2

8
5 7 6 4

8 7

Figure 10.28(a) Tree network for the 1-center problem in Example 10.19.
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= 7(34)/12= 19.8
=5(34)/12= 14.2

19.8+14.2=34
3 4 5
x*

7 6

Figure 10.28(b) Solution to the 1-center problem in Example 10.19.

For large-sized problems, the computations involved in solving the 1-center

problem are formidable. The number of calculations required to determine the
value of bst  m(m  1)/2. For the example, 28 calculations were required. If m  50,
then 1,225 computations are required. As noted, it is generally more difficult to
solve location problems on trees than in the plane, and it is far more difficult to
solve them on cyclical networks.

3*5(12)/8=22.5

Table 10.10 Calculations for Example 10.17

Workstation j
1 2 3 4 5 6 7 8
1 0.000 22.500 13.500 33.600 48.000 41.143 60.000 63.000
2 0.000 31.429 45.714 67.500 62.222 90.000 99.167
3 0.000 22.000 31.200 29.333 42.857 43.556
Workstation i

4 0.000 4.800 21.333 34.286 34.222

5 0.000 34.286 52.500 54.600
6 0.000 17.778 15.273
7 0.000 40.833
8 0.000
wi 3 5 2 2 3 4 5 7

= 7(34)/12= 19.8
=5(34)/12= 14.2