LAYOUT

Introduction

Layout refers to the physical arrangement of production facilities. It is the

configuration of departments, work centers and equipment in the conversion
process. It is a floor plan of the physical facilities, which are used in production.

According to Moore “Plant layout is a plan of an optimum arrangement of

facilities including personnel, operating equipment, storage space, material
handling equipment and all other supporting services along with the design of
best structure to contain all these facilities”.
Objectives of Layout:
The primary goal of the layout is to maximize the profit by arrangement of all the
plant facilities to the best advantage of total manufacturing of the product.

The objectives of Plant/Room/Floor layout are:

1. Streamline the flow of materials through the plant.

2. Facilitate the manufacturing process.

3. Maintain high turnover of in-process inventory.

4. Minimize materials handling and cost.

5. Effective utilization of men, equipment and space.

6. Make effective utilization of cubic space.

7. Flexibility of manufacturing operations and arrangements.

8. Provide for employee convenience, safety and comfort.

9. Minimize investment in equipment.

10. Minimize overall production time.

11. Maintain flexibility of arrangement and operation.

12. Facilitate the organizational structure.
Principles of Plant Layout:

1. Principle of integration: A good layout is one that integrates men, materials,

machines and supporting services and others in order to get the optimum
utilization of resources and maximum effectiveness.

2. Principle of minimum distance: This principle is concerned with the minimum

travel (or movement) of man and materials. The facilities should be arranged such
that, the total distance travelled by the men and materials should be minimum
and as far as possible straight line movement should be preferred.

3. Principle of cubic space utilization: The good layout is one that utilizes both
horizontal and vertical space. It is not only enough if only the floor space is
utilized optimally but the third dimension, i.e., the height is also to be utilized
effectively.

4. Principle of flow: A good layout is one that makes the materials to move in
forward direction towards the completion stage, i.e., there should not be any
backtracking.

5. Principle of maximum flexibility: The good layout is one that can be altered
without much cost and time, i.e., future requirements should be taken into
account while designing the present layout.

6. Principle of safety, security and satisfaction: A good layout is one that gives
due consideration to workers safety and satisfaction and safeguards the plant and
machinery against fire, theft, etc.

7. Principle of minimum handling: A good layout is one that reduces the material
handling to the minimum.
 CLASSIFICATION OF LAYOUT
Layouts can be classified into the following four categories:

1. Process layout

2. Product layout

3. Combination layout

4. Fixed position layout

Process Layout: Process layout is recommended for batch production. All

machines performing similar type of operations are grouped at one location in the
process layout e.g., In footwear manufacturing unit all type of stitching
machines,skiving,eyeleting of closing etc. are grouped in the room will be
clustered in like groups. Thus, in process layout the arrangement of facilities are
grouped together according to their functions. A typical process layout is shown in
Fig. 1. The flow paths of material through the facilities from one functional area to
another vary from product to product. Usually the paths are long and there will
be possibility of backtracking. Process layout is normally used when the
production volume is not sufficient to justify a product layout. Typically, job shops
employ process layouts due to the variety of products manufactured and their
low production volumes.

Fig-1
Advantages
1. In process layout machines are better utilized and fewer machines are
required.
2. Flexibility of equipment and personnel is possible in process layout.
3. Lower investment on account of comparatively less number of machines and
lower cost of general purpose machines.
4. Higher utilization of production facilities.
5. A high degree of flexibility with regards to work distribution to machineries and
workers.
6. The diversity of tasks and variety of job makes the job challenging and
interesting.
7. Supervisors will become highly knowledgeable about the functions under their
department.
Limitations
1. Backtracking and long movements may occur in the handling of materials thus,
reducing material handling efficiency.
2. Material handling cannot be mechanized which adds to cost.
3. Process time is prolonged which reduce the inventory turnover and increases
the in process inventory.
4. Lowered productivity due to number of set-ups.
5. Throughput (time gap between in and out in the process) time is longer.
6. Space and capital are tied up by work-in-process.
Product Layout: In this type of layout, machines and auxiliary services are located
according to the processing sequence of the product. If the volume of production
of one or more products is large, the facilities can be arranged to achieve efficient
flow of materials and lower cost per unit. Special purpose machines are used
which perform the required function quickly and reliably.
The product layout is selected when the volume of production of a product is high
such that a separate production line to manufacture it can be justified. In a strict
product layout, machines are not shared by different products. Therefore, the
production volume must be sufficient to achieve satisfactory utilization of the
equipment. Example of product layout is given in Fig-2
Fig-2

Advantages
1. The flow of product will be smooth and logical in flow lines.
2. In-process inventory is less.
3. Throughput time is less.
4. Minimum material handling cost.
5. Simplified production, planning and control systems are possible.
6. Less space is occupied by work transit and for temporary storage.
7. Reduced material handling cost due to mechanized handling systems and
straight flow.
8. Perfect line balancing which eliminates bottlenecks and idle capacity.
9. Manufacturing cycle is short due to uninterrupted flow of materials.
10. Small amount of work-in-process inventory.
11. Unskilled workers can learn and manage the production.
Limitations
1. A breakdown of one machine in a product line may cause stoppages of
machines in the downstream of the line.
2. A change in product design may require major alterations in the layout.
3. The line output is decided by the bottleneck machine.
4. Comparatively high investment in equipment’s is required.
5. A change in product may require the facility modification.

Combination Layout: A combination of process and product layouts combines the

advantages of both types of layouts. A combination layout is possible where an
item is being made in different types and sizes. Here machinery is arranged in a
process layout but the process grouping is then arranged in a sequence to
manufacture various types and sizes of products. It is to be noted that the
sequence of operations remains same with the variety of products and sizes.
Fixed Position Layout: This is also called the project type of layout. In this type of
layout, the material, or major components remain in a fixed location and tools,
machinery, men and other materials are brought to this location. This type of
layout is suitable when one or a few pieces of identical heavy products are to be
manufactured and when the assembly consists of large number of heavy parts,
the cost of transportation of these parts is very high. Example is given in Fig-3

Fig-3
Advantages of Fixed Position Layout:
(i) Material movement is reduced
(ii) Capital investment is minimized.
(iii) The task is usually done by gang of operators, hence continuity of operations
is ensured
(iv)Production centers are independent of each other. Hence, effective planning
and loading can be made. Thus total production cost will be reduced.
(v) It offers greater flexibility and allows change in product design, product mix
and production volume.
Limitations of Fixed Position Layout:
(i) Highly skilled man power is required.
(ii) Movement of machines equipment’s to production center may be time
consuming.
(iii) Complicated fixtures may be required for positioning of jobs and tools. This
may increase the cost of production.

DEVELOPING THE LAYOUT PLAN FOR SHOE MANUFACTURING UNIT

In order to realize the maximum potential of a new layout a systematic plan must
be followed. The final layout can be made based upon the data which is available.
To assure collection and analysis of the necessary supporting data, the following
steps are required in planning for and preparing the layout.
i) Analyze the product or products to be produced - this includes having
available or developing the following
a) Complete design drawings or assembly sketches from which a complete list of
parts can be developed.
b) The parts list which established those parts to be manufactured and/or
purchased and which must be provided for in the general plant area under
consideration.
c) Assembly charts indicating the sequence by which the parts are combined into
subassemblies and assemblies. The assembly chart eventually provided the basin
for arrangement of the production and assembly line patterns on the final layout
ii) Determine the process required to manufacture the product
a) Route sheets and operation sheets must be obtained or developed for each
manufactured part and assembly. For layout purposes only the sequence of
operations is required at this time. This sequence must, however, be complete.
Operation combinations and equipment selections should is best accomplished at
the time of preparing the layout charts and specific selections should be delayed
until that time.
b) Operation process charts arc prepared following the preparation of the route
sheets to provide a means of combining the assembly charts and route sheet data
in a single graphic form, at the same time incorporating inspection operations
necessary to assure maintenance of quality and to prevent further expenditure of
time rind money on nonacceptable parts. By study of the operation process charts
the most logical location of the inspections in the process can be determined.
iii) Prepare layout planning charts
The layout planning chart is the most important single phase of the entire layout
process. This chart serves as the medium for first tabulating and then combining
the various factors to be provided in the final layout for production of the
product. It incorporates the following:
a) Flow process showing all operations, moves, storages and inspections in
sequence.
b) Standard limes for each operation obtained from lime study or predetermined
time standards.
c) Machine selection.
d) Manpower requirements for the production activity.
e) Machine balance and Manpower balance.
f) Material handling loads, methods and equipment requirements.
In completing the layout planning chart, full review and analysis is required at
each step.
iv) Determine the work stations
Layouts must be developed taking into consideration machine, operators,
materials and service area requirements. This is best accomplished by use of man
and machine and/or operation clans and scaled work station sketches.
v) Analyze storage area requirements
This should be studied bon h as to size and location relative to production
activities. It must be kept in mind that a minimum of three storage problems exist
for the complete process and for individual operations.
a) Storage of material or parts waiting processing (Raw material storage).
b) In-process storage
c) Finished goods storage. Minimum storage area requirements should be
determined prior to starting the actual layout.
vi)Establish minimum aisle widths
Clearance around the various pieces of equipment and departments should be
determined before starting the layout. Aisle widths will be primarily dependent
upon materials handling methods and equipment, work station clearance
requirements and pedestrian traffic.
With this data, the layout for the production area can be prepared. However, this
alone does not make the total plant and we must therefore consider four more
requirements as
vii) Establish office requirements
These will depend upon the scope of operational activities to be included in the
facilities.
viii) Consider personnel facilities and services
Allow for such items as first aid, lunch and refreshment centers, lockers, rest
rooms and parking.
ix) Survey plant services
Include utilities waste disposal maintenance, heating and ventilation.
x) Provide for further expansion
This may include provisions for addition of new product line, or increase sales
demand for present products.

IMPORTANCE OF RIGHT LAYOUT IN FOOTWEAR MANUFACTURING UNIT

The right solution to the plant layout problem is important for following reasons:
1. Savings resulting from material handling costs (amounting to 30- 50 per cent of
the cost of the product in different footwear making unit)
2. Need for having to live for long time with a poorly laid out plant. Once a layout
decision is implemented, it is not ordinarily possible to make changes. Decision
will have a long term influence on the productivity.
3.If the safety measures are not properly addressed while making a layout in
footwear manufacturing unit it will added problems of frequent accidents, lack of
motivation of workers absenteeism in the manufacturing unit .

Due consideration must therefore be given to

(i) The determination of relative location of the various production
departments within the plant area.
(ii) The arrangement of equipment and facilities within each of the
departments.
(iii) Besides production departments it is necessary to locate and arrange
other sections like warehouses, tool rooms, maintenance areas, power
generation, compressed air, food services, wash rooms & toilets, and
offices etc.
Space requirements for the above facilities depend on several factors. Production
department take into account space for housing the machines, movement of
operators and material handling equipment, in-coming, in-process and finished
material storage, tools and auxiliary equipment etc.

LAYOUT PLANNING IN FOOTWEAR MANUFACTURING UNIT

While designing the layout in footwear manufacturing unit, it is important that
the different operation or process is to be considered. Selection of type of layout
in footwear unit depends upon the type of construction and size of production.
Product layout can be adapted when the batch size of a given product or part is
large relative to the number of different products or parts produced.
 In footwear manufacturing unit assembly lines or departments are dedicated to a
particular product line, duplicate equipment is employed to avoid backtracking,
and a straight-line flow of material movement is achievable. An assembly line is a
production system in which the good being produced moves on a conveyor belt
past workers who perform individual tasks in assembling it. Assembly-line
production is only possible with interchangeable parts made in standard sizes and
with division of labor, the breaking down of a job into small tasks. A different
worker performs each task. Footwear production assembly line results in more
efficient use of machines and labor and the costs of production drop. In footwear
making unit different types of assembly lines are used. A few of these are
material handling devices (belt or roller conveyor, overhead crane); line
configuration (U-shape, straight, branching); pacing (mechanical, human); product
mix (one product or multiple products); workstation characteristics (workers may
sit, stand, walk with the line, or ride the line); and length of the line (few or many
workers). In fact, virtually any product that has multiple parts and is produced in
large volume uses assembly lines to some degree. A more-challenging problem is
the determination of the optimum configuration of operators and buffers in a
production flow process. A major design consideration in production lines is the
assignment of operation so that all stages are more or less equally loaded

In footwear industries mainly two types of lines are mostly used which are
fabrications or closing line and making or lasting line.
Closing line: A closing line includes multiple work stations with varied work
contents. Production per hour is varied depending on work content (standard
minutes of particular task/operation), allocation of total manpower to a
particular operation, operator skill level and machine capacity. Operation with
lowest production per hour is called as bottleneck operation for that line.

The characteristics of closing line in footwear making unit are

 Builds components
 Uses series of machines
 Repetitive process
 Machine paced
  Balanced by physical redesign

Making line: When you consider mass production, footwear is produced in lines
or set of machines instead of single machine. Making assembly line is the
allocation of lasting machine, according to construction and design of the
footwear. It depends on what types of footwear factory want to produce. It is
done to increasing productivity
Characteristics of making line are
 Assembles fabricated parts
 Uses workstation
 Repetitive process
 Paced by tasks
 Balanced by moving tasks
Below figure shows a rotary assembling conveyor which is used in making room
of shoe making unit.

In footwear making unit the more-challenging problem is the determination of

the optimum configuration of operators and buffers in a production flow process.
A major design consideration in production lines is the critical task of production
manager so that all stages are more or less equally loaded.
 LOADING
In the footwear production process jobs require efficient machine and operator
capacity at the same time. The processing times of the jobs are planned and
estimates on arrival of the order in the customer order processing. The available
resource capacity levels of the operators (regular and non-regular) and the
machines are pre-specified before we start production in shop floor. For the
resource loading problem we consider two types of resource capacities

 machine group capacity or loading

 operator capacity or work force loading

Since machine capacity is made at a higher, strategic level of decision making,

they are assumed to be fixed for the resource loading problem. While the number
of work force required is determined on the basis of types of product to be
produced and the methods of construction for a particular batch. In footwear
manufacturing number of work force required for producing a batch of product
may be calculated on the basis of number and types of machine used for
completing the order and the other worker which are required for completing the
other operations which are mention in the process specification sheet.

Loading involves timing and coordination of operations. It is different for high

volume, intermediate volume and low volume. Loading for job shops is very
complex, because of variety jobs that need to be processed. Therefore for
calculating optimum work force requirement in footwear manufacturing we
should know about the routing, loading and scheduling concept of production
planning and the capacity planning related to the process.

Production planning involves establishing production levels for a known length of

time. This forms the basis for the following three functions:

1. Routing

2. Loading

3. Scheduling
Based on the information regarding the type and quantity of parts or products to
be manufactured, the materials required to produce the parts or products must
be ordered with an appropriate lead time to ensure their availability for
production. This function constitutes material requirement planning. Based on
the material required, capacity- for example, machine hours and labor hours can
be calculated. Machine loading involves assignment of parts and products to
machines and machine cell in order to distribute the production loads. Scheduling
determines the sequence in machines perform the operations.

The plan for processing the material through the production unit is established by
the function of Routing, Loading and Scheduling.

1. Routing: The determination of where each operation on a component part,

subassembly or assembly is to be performed which result in a route for the
movement of manufacturing lot through the manufacturing unit. These
routes are prior determined by the production manager. Routing may be
generalized or specific. In footwear industries it is determined by
department such as PDC, Cutting, closing, making, finishing, quality etc.
Detailed routing would indicate the specific work station or machine to be
used in each operation. The source of basic information for the routing is
the standard process sheet which indicates the type of machine or tools
required for each operation in the process.

2. Loading: Once the route is planned, the work required can be loaded
against the machine or the work station. The total time required to perform
the operation is computed. Loading of the section or department can be
displayed in the tabulated form or a chart showing the planned utilization
of machine or work station in the factory. The main objective of loading
function is to maintain an up to date picture of the available and used
capacity of manufacturing plant.
3. Scheduling: It is the last phase of planning which determines when an
operation is to be performed and when work is to be completed.
All three function of planning Routing, Loading and Scheduling were performed
concurrently. In easy way we can define that WHERE as routing, HOW much work
as loading and WHEN as scheduling.

A load is the amount of work assigned to a facility work center or operator, and
loading is the assignment of work. Loading does not specify the sequence in which
the work is done or when it is to be done. A chart can tell us in advance whether
there is an overload or underload. Loading can be used to smooth the work load
in small scheduling periods.

Loading is the aggregate assignment of jobs to specific entities. For loading

effectively information is required on the following points:
• Routing
• Standard hours per operation or work center
• Gross machine/man-hour available
• Efficiency factors
• Due date or Notice of assignment completion

The objective of the loading function is to maintain an up to date picture of

available capacity of the plant. Loading can be defined as the relationship
between load and capacity in the place where work is done. The information
provided by the loading is used

1. To ensure the efficient utilization of the plant and labor in the factory.

2. To help in the setting of reliable delivery promise

3. To assist in the forward planning and purchase of new plant.

Aims of loading:

1. To check the feasibility of production system

2. To assist in the efficient planning of new work

3. To assist in balancing the plant to the existing load

4. To assist in the fixing of reliable delivery promises.

 Loading is closely tied to capacity planning in the sense that loading is the first
indication that capacity levels need adjusting.

Steps in the loading

Typically, the loading process considered as a six step procedure. Step I to Step 4
is a production manager decisions and these steps that usually do not change
week to week or month to month. The last two steps are required on a periodic
basis as an input to scheduling.

1. Choose load centers

• Department
• Group
• Machine/Work-center

2. Develop efficiency factors by load centers

3. Determine capacity by centers

4. Choose loading method

 To infinite capacity
 To finite capacity
 Combination
5. Load schedule orders into load centers

6. Unload completed hours

Step 1: The first step in loading is to choose the load centers. Some companies load
by department only if all the machines are interchangeable. When different
machine centers within the department have different capacities, the typical
approach is to break the machines down into similar machine groups. For
example, all stitching machines used for making different design of footwear
might be included in the same group, if jobs are interchangeable among the
machines. The trend is to group as many machines together as possible since
doing so will reduce the complexity of the loading problem and tend to stabilize
the load.
Step 2: The second step is to develop efficiency factors by load centers/work
stations. A load center with two people is theoretically capable of 80 hours of
production per week, but actual output might be considerably less than 80 hours
of production per week due to some indirect activities, or other nonvalue adding
activities. If they are working on incentives, they could be turning out more than
80 standard hours of production.

Step 3: The third step is to determine the gross capacity by load centers. This
capacity is either human or machine dependent. A center is machine dependent if
all machines have at least one operator assigned. A center is human dependent if
there are more workers than machines and machine stand idle while all workers
are busy. With the number of people or machine as an input, the gross capacity is
the gross number of hours that the resources are available per planning period.
The center’s capacity is then the gross capacity times of the efficiency factor.

Step 4: The fourth step is to choose the loading method, which may be either to
finite or to infinite capacity. Infinite capacity loading means showing the work for
a work center in the time period required, regardless of the work center’s
capacity. Finite capacity loading means putting no more work into a work center
than it can be expected to execute.

Step 5: The fifth step is to load the scheduled orders into the load centers while at
the same time considering the capacity and other restrictions.

Step 6: The sixth step is to select the unloading technique. Unloading is the process
of removing the planned work from the work center load as jobs are partially or
totally completed. Manual systems may require shortcuts, such as considering a
job to be completed when the first lot of pieces is reported. This saves posting
many partial lots and recalculating load balances, but the load is always
understated by the number of hours remaining on jobs unloaded. Another short-
cut relieves the load only when the last lot is completed, giving a load constantly
 overstated by the hours completed but not removed. The number of hours to be
unloaded must be equal to the number of hours loaded for each job.
A work center load, based on the actual work order released, is a good technique
for highlighting the under load or overloads on work centers and showing the
need for overtime, temporary transfer, subcontracting or other short-range
adjustments.

Types of Loading:
Loading is important because by it can predict some future events. A chart
tells of an overload, and it tells this in advance. ‘This same chart can warn of
excess capacity before the machine and workers are idle. Therefore, loading is
most useful to dispatchers, supervisors, and production schedulers planning
shop work. Loading can be used to smooth the workload from month to month
or between the work centers. It is an aid in identifying the critical departments
or machines and in judging the effect of break-downs, rush orders, and new
products. It is also useful for documenting the requirements for more or less
capacity.
INFINITE LOADING
Infinite capacity loading means showing the work for a work center in the time
period required, regardless of the work center’s capacity. When using infinite
loading to create the schedule, it is necessary to check the load to determine
whether there is sufficient capacity available in the time period in which the
work is required.
FINITE LOADING
Finite capacity loading means putting no more work into a work center than it
can be expected to execute. Loading to finite capacity by operation is more
complex than infinite capacity. A facility activity that does not go according to
schedule may require that the load be recalculated, and therefore, loads will fall
in different time periods. Finite loading also requires that the company establish
priority for loading the jobs. In practice, finite loading is unsatisfactory since it
assumes that the present capacity is all that is available and does not show the
time period in which overloads will occur if an attempt is made to meet
desirable schedules.
COMBINATION LOADING
A good machine loading system involves a combination of both techniques.
Orders are first scheduled and loaded to infinite capacity to see where overload
will occur, then rescheduled to level the load based on available capacity after
corrective actions have been taken wherever possible.

Many footwear manufacturing companies have successfully used computer

based program for planning the loads over longer planning periods to assist
capacity planning. Forecasts of individual finished products to be manufactured
during this period can be explored and the detailed requirements of production
hours for each of major work centers can be calculated. The machine hours
based on these aggregate hours will give dependable data on the average
capacity required to meet the forecasted demand on manufacturing facilities
department. The machine hours based on these aggregate hours will give
dependable data on the average capacity required to meet the forecasted
demand on manufacturing facilities. The work may be assigned by the nature of
the job. If the work can be done by more than one center, it must be assigned to
just one. If it can be done by only one work center, then there is no alternative,
but to one work center. The work may be assigned on an individual job basis, but
if the jobs are repetitive, they may be assigned on a standard basis by the use of
routings. Standard routings shows all operations that must be done to make the
part or assembly. If the standard routings are not available, someone must assign
the individual jobs to the facilities and must estimate the work content of the
assignments. The work contents must be in terms that are comparable between
jobs. Measures that can be used are hours, pieces, batches, gallons and so on per
hour, per shift, per day and so on.
 Methods of loading
Various loading methods are developed by the footwear companies to
contribute to the achievement of the production targets. While developing
loading methods to the production floor or shop work assignments must be
accumulated by the facility in order to calculate the load on each facility. The
loading methodology depends upon the type of industry, organization, product,
and level of sophistication required. Following are the methods which are used
in footwear manufacturing industry
1. Charts and boards,
2. Priority decision rules, and
3. Mathematical programming methods.

1. Gantt Charts and Boards:

Gantt charts and associated loading boards have been extensively used as loading
devices in the past, although many of the charts are now drawn by computer. Gantt
charts are extremely easy to understand and can quickly reveal the current or
planned situation to all concerned. They are used in several forms, namely:

(a) Progress charts, which depicts the loading schedule;

(b) Load charts, which show the work assigned to a group of workers or machines;
and
(c) Record a chart, which are used to record the actual operating times and delays of
workers and machines.
An example of Gantt chart is shown below. The hatched zone indicates actual work
load against each section.
2. Various shop floor report
 The daily dispatch list
 Various status and exception reports
– Anticipated delay report
– Scrap report
– Rework report
– Performance summary reports
– Shortage list
 An input/output control report

3. Priority Decision Rules:

Priority decision rules are simplified guidelines for determining the sequence in
which jobs will be done. In some firms these rules take the place of priority planning
systems such as MRP systems. Following are some of the priority rules followed:
 Symbol Priority rule
FCFS First come, first served
EDO Earliest due date
LS Least slack (that is, time due less processing time)
SPT Shortest processing time
LPT Longest processing time
PCO Preferred customer order
RS Random selection

4. Mathematical Programming Methods:

Loading is a complex resource allocation problem. Firms process capacity, labor
skills, materials and they seek to allocate their use so as to maximize a profit or
service objective, or perhaps meet a demand while minimizing costs.
The following are some of the models used in loading and production control.
(a) Linear programming model: Here all the constraints and objective functions
are formulated as a linear equation and then problem is solved for optimality.
Simplex method, transportation methods and assignment method are major
methods used here.
(b) PERT/CPM network model: PERT/CPM network is the network showing the
sequence of operations for a project and the precedence relation between the
activities to be completed.

5. Johnson’s rule: Johnson's Rule is most popular method of assigning jobs in a most
optimum way such that the job can be produced with a minimum time & minimum
idle time of the machine.

Steps to Johnson’s Rule

• List the operation time for each job.
• Select the shortest operation time.
• If the shortest time is on the first machine, do first.
– If the shortest time is on the second machine, does the job last.
– For ties, do first.
 Repeat steps 2-3 for each remaining job
Traditionally, in footwear industry has the job shop and batch shop type of
production set up. Mostly in small scale industries has job shop set up where the
production is planned. In footwear industries Job shops are characterized by a wide
variety of products with variable routings and processing times. Job shops have a
functional layout where the machines and equipment’s are arranged. Production
takes place according to customer specification and in small batches. Typical job
shops have to work under very dynamic circumstances, both internally and
externally. External dynamics relate for instance to rush orders, the product mix and
volumes demanded, while internal dynamics may relate to machine breakdowns,
production rates, operator absenteeism, quality problems, production yields, etc.

Therefore the main task of production manager is work force loading, to make sure
that sufficient numbers of people are working at any point in time to provide a
capacity appropriate for the level of demand at that point in time. For each shift, the
number of regular workers can be obtained from the worker roster, while the
number of required workers is estimated based on the anticipated factory loading
determined by the capacity plans.

Most of the operations in the footwear are labor intensive requiring workers to
manage the capital intensive equipment. The level of automation and reliability is
equipment specific, thus the number of skilled workers required at each machine
group may vary accordingly. Further, a machine group can be utilized for production
if and only if the minimum numbers of skilled workers are allocated to operate it.
Hence, the number of workers required every shift can be estimated using the
number of operating machine groups in a given shift. The variation in the worker
requirement is caused due to planned and unplanned worker absenteeism or
change in the number of operational machine groups based on the capacity plans,
preventive maintenance schedules, setup operations, and machine failures.