Fact-checked by Grok 2 weeks ago

Process layout

Process layout, also known as functional or process-oriented layout, is a configuration in operations management where machinery, equipment, and workstations are grouped by their specific functions or processes rather than by the sequence of production steps for a particular product.^[1] This arrangement facilitates the handling of low-volume, high-variety production, such as in job shops or batch processes, where diverse products move intermittently between functional areas like milling, welding, or assembly.^[2] Unlike product layouts that optimize for straight-line flow in high-volume settings, process layouts prioritize flexibility to accommodate custom orders and varying product designs.^[3] Key features of process layouts include the use of general-purpose machines that can be adapted to multiple tasks, with material flow often following a non-linear path determined by the unique requirements of each job.^[4] Departments are typically organized into activity centers, such as a painting area or a lathe section, where similar operations occur, allowing skilled workers to specialize in particular processes.^[2] This setup is common in industries requiring customization, like custom machinery manufacturing or repair services, and contrasts with cellular layouts, which group machines into dedicated cells for families of parts to improve flow.^[3] One primary advantage of process layouts is their high degree of flexibility, enabling efficient production of a wide range of products without major reconfiguration, which supports innovation and responsiveness to customer demands.^[1] They also promote better utilization of specialized equipment and skilled labor by concentrating similar tasks, potentially reducing idle time for machines in variable-demand environments.^[4] However, disadvantages include complex material handling due to back-and-forth movement between departments, leading to higher transportation costs, longer lead times, and increased work-in-process inventory.^[2] Additionally, scheduling becomes challenging in such layouts, often resulting in bottlenecks and difficulties in automation implementation.^[3] Examples of process layouts in practice include hospitals, where departments like radiology and surgery are grouped by function, or machine shops producing custom parts, where tools like drills and grinders are clustered separately.^[4] In manufacturing, a kitchen cabinet producer might route jobs through receiving, woodworking, finishing, and assembly areas as needed for different orders.^[3] These layouts remain relevant in modern operations for sectors emphasizing variety over volume, though they are often hybridized with lean principles to mitigate inefficiencies.^[2]

Overview

Definition

Process layout, also known as functional layout, is a configuration of a manufacturing facility in which machines, equipment, and workstations are grouped by the type of operation they perform, rather than by the sequence required for any specific product.^[5] In this arrangement, similar processes are clustered into dedicated departments, allowing for the efficient handling of diverse tasks within each functional area.^[3] For instance, a facility might have separate departments for milling, drilling, welding, and assembly, where items are routed between these areas based on the needs of individual production orders.^[6] This layout is particularly suited to production systems characterized by low volume and high variety, such as job shops or intermittent manufacturing environments, where custom or non-standardized products are produced in small batches.^[3] It supports flexibility in handling a wide range of product specifications, as general-purpose equipment can be easily reconfigured for different jobs without disrupting the overall facility flow.^[6] Such systems prioritize adaptability over standardization, making process layout ideal for operations where demand is unpredictable or products vary significantly in design and requirements.^[5] Unlike flow-based arrangements, such as product layouts, process layout emphasizes functional grouping over a linear sequence of operations, resulting in non-standardized paths for materials as they move between departments according to each job's unique processing needs.^[7] This functional organization facilitates specialized expertise within departments but requires dynamic routing to complete products, distinguishing it from sequential setups designed for repetitive, high-volume output.^[6]

Key Characteristics

In process layouts, operations are organized into functional departments where similar machines and processes are grouped together, creating a decentralized workflow that enables materials to move irregularly between areas based on the unique requirements of each job or batch production run. This structure contrasts with linear flows in other layouts by emphasizing functional proximity rather than sequential product progression. As a result, workpieces travel non-linear paths, often requiring flexible material handling systems such as forklifts or conveyors to transport items between departments like milling, drilling, and assembly.^[8]^[9] A defining trait of process layouts is the high variability in routing, setup times, and processing sequences, which supports the production of diverse or low-volume items without dedicated lines. Each job may follow a custom path through the facility, with frequent setups to reconfigure general-purpose equipment for different specifications, leading to intermittent rather than continuous flow. This variability is particularly evident in job shop environments, where orders dictate the sequence of operations across departments.^[3]^[10] Process layouts place a strong emphasis on skilled labor and versatile equipment to manage the complexity of varied tasks. Workers, often highly trained craftsmen, operate multi-purpose machines like lathes or grinders that can adapt to multiple product types, reducing the need for specialized tooling but requiring expertise to handle diverse setups. Departmental efficiency becomes a key focus, with performance measured at the functional group level rather than end-to-end throughput. Typical metrics include longer lead times due to queuing between departments and variable throughput influenced by job priorities and machine availability.^[11]^[8]

Comparison with Other Layouts

Product Layout

Product layout refers to a manufacturing arrangement where machines, equipment, and workstations are organized in a linear sequence that directly follows the order of operations needed to assemble or produce a specific product.^[12] This setup creates a dedicated production line, with raw materials entering at one end and the finished product emerging at the other, facilitating a continuous and predictable progression through each stage.^[13] Unlike the functional grouping of similar processes in process layout, product layout emphasizes a fixed, product-oriented flow to optimize repetition and efficiency.^[12] This layout is best suited for high-volume, low-variety production scenarios, where demand for the product is stable and consistent, allowing for the standardization of operations across large batches.^[13] It supports environments like assembly lines, where the focus is on repetitive tasks rather than customization, enabling manufacturers to scale output without proportional increases in complexity.^[12] Central to product layout are its key elements: a predetermined, fixed path for material movement that eliminates the need for extensive routing decisions, and the balancing of workstations to ensure each has comparable cycle times, thereby promoting a smooth, uninterrupted flow.^[12] This design reduces idle time and bottlenecks, contrasting with the variable paths and departmental routing typical in process layouts.^[13] Performance-wise, product layout delivers high throughput rates through its streamlined sequence and achieves low unit costs by minimizing material handling and setup variations, although its rigidity limits adaptability to design changes or product diversification when compared to more flexible process-oriented arrangements.^[12]^[13]

Fixed-Position Layout

In fixed-position layout, the product or project remains stationary at a single location, while workers, materials, and equipment are transported to the site as needed.^[3] This approach contrasts with process layouts, where materials move between specialized departments for sequential processing.^[14] It is particularly suited to the production of large, bulky, or unique items that are impractical to relocate during manufacturing, such as ships, aircraft, or major construction projects like bridges and buildings.^[12] Key elements of fixed-position layouts include the mobility of labor and equipment, which allows specialized workers—such as welders, electricians, or engineers—to converge on the fixed product site.^[3] Team assignments are variable, often involving interdisciplinary groups tailored to specific project phases, and adaptations to the site are essential, such as establishing temporary facilities or environmental controls to accommodate the stationary product.^[3] Performance in fixed-position layouts demands high levels of coordination to manage the influx of diverse resources and personnel, often resulting in extended project durations due to the sequential integration of tasks around the immobile product.^[12] The emphasis on resource mobility supports this by enabling flexible deployment of tools and expertise, though it requires precise logistics to minimize delays.^[3]

Advantages

Operational Flexibility

Process layout provides significant operational flexibility by enabling the production of a diverse array of products without requiring substantial reconfiguration of the facility. In this arrangement, equipment is grouped by function, allowing general-purpose machines to be adapted for various tasks through simple changeovers, which supports the manufacturing of custom or low-volume items in job shops or batch environments.^[3] This adaptability is particularly valuable in industries facing fluctuating demand or product specifications, as it permits the facility to switch between different orders efficiently without halting operations for major adjustments. A key aspect of this flexibility lies in the ease of incorporating design changes or new production jobs by rerouting workflows through existing functional departments. Rather than redesigning dedicated lines, operators can redirect materials to alternative machines within the same process group, minimizing disruptions and setup times for batch or one-off productions.^[15] This routing versatility ensures that evolving customer requirements or engineering modifications can be integrated seamlessly, enhancing responsiveness in variable production settings.^[2] Furthermore, process layout supports job and batch production with reduced downtime, as setups occur between runs rather than continuously, allowing for economical handling of small lots. The modular nature of functional groupings facilitates quick reallocations, keeping overall system throughput stable even with intermittent processing needs.^[3] Quantitatively, this layout demonstrates lower vulnerability to equipment breakdowns, as multiple similar machines within a department provide redundancy; if one unit fails, operations can shift to alternatives without widespread interruption.

Resource Efficiency

In process layouts, specialized equipment is grouped by function, allowing it to serve multiple products that require similar operations, thereby maximizing utilization across diverse production needs. This dedication to similar tasks enables efficient sharing of resources, as machines are not tied to a single product line but instead handle intermittent demands from various jobs, leading to higher overall equipment effectiveness compared to dedicated setups. For instance, general-purpose machinery in a job shop can process parts for automotive, aerospace, and consumer goods components within the same department, optimizing capacity without excessive duplication.^[16] Departmental specialization in process layouts also enhances supervision and fosters skill development among workers. Supervisors oversee concentrated areas of expertise, such as milling or welding sections, which simplifies monitoring, training, and quality control while reducing oversight complexity. Workers, in turn, gain deep proficiency in specific processes through repeated exposure, promoting expertise and adaptability within their functional groups; this contrasts with more generalized roles in other layouts and supports long-term operational improvements. A key resource benefit is the lower initial setup costs, as versatile, multi-purpose machines meet varied requirements without the need for product-specific investments. This approach avoids the high capital outlay for specialized equipment seen in product layouts, enabling smaller-scale operations to access advanced capabilities through shared assets. For example, a single CNC machining center can handle diverse geometries, deferring expensive tooling changes and expansions. By pooling resources for intermittent demands, process layouts reduce machine idle time more effectively than isolated setups, as aggregated workloads smooth variability and minimize downtime. Studies indicate that functional grouping can achieve utilization rates of 19-33% in high-variety environments, such as modular job shops in woodworking.^[17] This efficiency stems from the layout's inherent flexibility in job assignments, allowing quick reallocation to maintain flow.

Disadvantages

Material Handling Challenges

In process layouts, materials must travel greater distances and more frequently between dispersed departments due to the non-linear routing inherent in grouping similar processes together, rather than aligning them sequentially by product flow.^[18] This irregular workflow exacerbates the issue, as workpieces follow circuitous paths across the facility, often referred to as "spaghetti flow," increasing the overall complexity of transport.^[2] The dispersed arrangement necessitates flexible, mobile handling equipment such as forklifts to navigate between non-adjacent departments, rather than fixed systems like conveyors that suit linear flows, thereby elevating operational costs for equipment acquisition, maintenance, and labor. In job shop environments, where process layouts are common, the back-and-forth movements heighten the risk of material damage from repeated handling or delays from congested pathways and queuing at departmental entrances.^[2] These handling inefficiencies contribute to extended overall cycle times, with lead times significantly longer than in streamlined layouts like product-oriented designs, as transport alone can account for a substantial portion of non-value-adding time in the production process.^[18] For instance, material handling times in such systems are notably large, often reducing facility utilization to around 6% per shift due to these transport demands.^[19]

Scheduling and Flow Issues

In process layouts, scheduling jobs presents significant complexity due to the need to sequence operations across multiple decentralized departments, each handling similar functions but facing competing priorities from diverse product requirements.^[20] This decentralized structure often results in varied routing paths for parts or assemblies, making it challenging to prioritize and allocate resources efficiently among work centers such as machining, assembly, or inspection areas.^[1] As a result, planners must account for intermittent flows where jobs move non-linearly between departments, complicating the determination of optimal start times and durations for each operation. Bottlenecks frequently emerge at high-demand functional areas, such as popular work centers receiving disproportionate traffic from multiple job routes, which disrupts the overall workflow and creates uneven pacing across the facility.^[20] These constraints limit throughput as upstream jobs accumulate while downstream processes idle, exacerbating imbalances in capacity utilization and leading to irregular material progression through the system.^[1] To manage these challenges, operations managers rely on sophisticated planning tools, including Gantt charts for visualizing timelines and resource loads across departments, as well as specialized scheduling software to simulate job routings and resolve conflicts in real time.^[20] Finite loading techniques, which consider work center capacities, are often employed alongside priority rules like shortest operation time to sequence jobs and prevent overloads, though they demand frequent updates to adapt to changing priorities.^[20] These scheduling and flow difficulties contribute to longer queues at constrained work centers, where backlogs form when input rates exceed processing capabilities, thereby reducing the predictability of completion times for individual jobs.^[20] Additionally, the variable paths and delays foster higher levels of work-in-process inventory, as items wait between operations, tying up capital and space while increasing the risk of obsolescence in custom production environments.^[1]

Applications

Suitable Industries

Process layout, also known as functional layout, is particularly well-suited to industries characterized by low-volume, high-variety production where customization is paramount and production flows intermittently rather than continuously.^[21] In such settings, equipment and workstations are grouped by function to accommodate diverse processing requirements, enabling flexibility in handling varied orders or patient needs without the rigidity of assembly lines.^[22] In manufacturing sectors, process layout finds extensive application in job shops, such as those involved in machine or tool manufacturing, where custom machining and assembly occur for specialized components.^[22] Similarly, it supports low-volume production in areas like custom furniture fabrication, where each item may require unique design alterations and routing through different functional areas like cutting, shaping, and finishing stations.^[21] These environments benefit from the layout's ability to utilize general-purpose machines that can be reconfigured for intermittent runs, prioritizing product diversity over standardized output.^[3] Service-oriented industries also leverage process layout effectively, as seen in hospitals where departments are organized by function—such as laboratories for diagnostics, surgery suites for procedures, and pharmacies for medication preparation—to manage unpredictable patient flows and specialized care requirements.^[22] Print shops exemplify this in the service sector, grouping equipment like presses, binding machines, and design stations to handle a wide array of custom orders, from business cards to large-format banners, in small batches.^[21] Repair services, including electronics or automotive repair facilities, adopt similar arrangements, routing items through functional zones like diagnostics, parts replacement, and testing based on the specific repair needs.^[21] The suitability of process layout in these industries hinges on factors such as high demands for customization, where products or services must be tailored to individual specifications, and intermittent production rates that do not justify dedicated lines.^[22] Low production volumes further align with this layout, as it minimizes the need for high-throughput standardization while allowing efficient resource sharing across varied tasks.^[21] This configuration enhances operational flexibility in dynamic environments but requires skilled labor to navigate the non-linear workflows.^[3]

Real-World Examples

In auto repair shops, process layouts organize workstations by function, such as dedicated bays for bodywork, mechanical repairs, and painting, allowing vehicles to move sequentially between specialized areas based on the specific repairs needed.^[10] This arrangement supports customization for diverse customer vehicles, enabling the shop to handle varied jobs like engine overhauls or collision repairs without fixed production lines./03:_Process_Planning/3.02:_Process_Design) However, the back-and-forth movement of vehicles between departments often results in material handling delays, though it provides the flexibility to switch between multiple repair projects efficiently.^[23] Bakeries frequently employ process layouts with distinct zones for mixing ingredients, baking, and decorating, facilitating the production of a range of items like custom cakes, breads, and pastries in varying quantities.^[24] For instance, dough preparation occurs in one area equipped with mixers and proofing stations, while ovens and cooling racks are grouped separately to manage batch processes for different orders./03:_Process_Planning/3.02:_Process_Design) This setup allows bakers to adapt to fluctuating demands, such as special event orders, by reallocating resources across departments, but it can introduce handling delays when transferring products between stages, balancing variety with moderate production volumes.^[23] In metal fabrication firms, process layouts group equipment by operation, with dedicated departments for cutting, welding, and finishing to accommodate multiple client projects simultaneously.^[10] Tools like plasma cutters and shears are centralized in one area, while welding stations and surface treatment booths occupy others, enabling the processing of custom orders such as structural components or prototypes.^[25] This departmental structure supports job-switching for diverse fabrication needs, enhancing operational flexibility, yet it contributes to delays in material transport across the shop floor due to non-linear workflows.^[26]

References

[1]
[PDF] Chapter 9 – Layout Strategies - mithadwirestuti
Heizer/Render. Principles of Operations Management, 7e. Operations Management ... Process-oriented layout: Deals with low-volume, high-variety production.
[2]
[PDF] Chapter 18 Lean Manufacturing - Penn State College of Engineering
In a process layout (or job shop as it is informally called), machines are organized and clustered by type, where typically all mills are in one department, all ...
[3]
16.2 Facility Layouts – Foundations of Business, 2nd Edition [2025]
The process layout groups together workers or departments that perform similar tasks. At each position, workers use specialized equipment to perform a ...
[4]
3.2: Process Design - Business LibreTexts
Nov 14, 2024 · A disadvantage of a process layout is that a particular product will ... Source: "Process Design" Introduction to Operations Management ...Missing: definition | Show results with:definition
[5]
Process Layout | www.dau.edu
A method of plant layout in which the machines, equipment, and areas for performing the same or similar operations are grouped together.
[6]
2.5: Chapter 8- Operations Management in Manufacturing and ...
Jan 23, 2025 · ... low-volume, high-variety goods according to customer specifications. ... The process layout groups together workers or departments that ...
[7]
Difference Between Product and Process Layout
In a product layout, there is a homogeneous workflow and sequence, of operations for each unit. Conversely, in a process layout, the workflow is variable, ...
[8]
https://biz.libretexts.org/Courses/Western_Technical_College/Operations_Management_(Hammond)/03%3A_Process_Planning/3.02%3A_Process_Design
[9]
Process Design – Introduction to Operations Management
### Key Characteristics of Process Layout
[10]
Process Design and Layout Planning - Sage Publishing
The biggest advantage of a process layout is that it allows a firm to treat ... OPERATIONS MANAGEMENT: LESSONS LEARNED: Facing Declining Sales, Subway Redesigns ...<|control11|><|separator|>
[11]
None
### Summary of Process or Functional Layout and Job Shop Characteristics
[12]
[PDF] Chapter 7 Facility Layout Design and Location Analysis
This sounds a lot like the definition of a process layout and may very well be a process layout within a product layout. Parts families may be grouped together ...
[13]
Manufacturing Layout Strategy - Supply Chain Resource Cooperative
Jan 19, 2011 · An element of manufacturing strategy. It is the analysis of physical capacity, geography, functional needs, corporate philosophy, and product ...
[14]
[PPT] layout.ppt - PRODUCTIONS/OPERATIONS MANAGEMENT
Layout in which machines are grouped into a cell that can process items that have similar processing requirements. A product layout is visible inside each cell.Missing: key features
[15]
[PDF] Qualitative Analysis on Layout Flexibility of Machine ... - IOSR Journal
Altogether, the flexibility of conventional product layout seems to be unacceptable for volatile demand scenarios. 3.2 Process layout/ Job shop/ Functional ...
[16]
Facility layout problems: A survey - ScienceDirect.com
Facility layout problems involve the location of facilities in a plant, impacting costs, lead times, and productivity. A facility is an entity that facilitates ...
[17]
https://www.scielo.cl/scielo.php?script=sci_arttext&pid=S0718-221X2019000200171
[18]
[PDF] Chapter 10. Facilities Design - Logistics Systems Design
In a process layout, all the characteristics are determined by the various processes. The activity centers consists of one or more servers that execute the same ...
[19]
[PDF] Chapter 7 Facility Layout - IS MUNI
forklifts) that can follow multiple paths, move in any ... In designing a process layout, we want to minimize material handling costs, which are a.
[20]
[PDF] f.-robert-jacobs-richard-b.-chase-operations-and-supply-chain ...
Operations and supply chain management ... The entry-level operations specialist is the person who determines how best to design, supply, and run the processes.
[21]
[PDF] PROCESS SELECTION AND FACILITY LAYOUT
- Examples are bridges, dams, roads, Building etc. 2. Job shop technology: - ... Process Layout. Fixed Position Layout. C2. C4. C3. C1. Page 10. 10 / OPERATIONS ...Missing: characteristics | Show results with:characteristics
[22]
Process Layouts: Definition, Benefits and Examples | Indeed.com
Jun 6, 2025 · A process layout is a type of facility layout. Organizations often use process layouts to design floor plans and arrange equipment for maximized efficiency.Missing: Heizer Render
[23]
Understanding Facility Layout: Why It Matters and How to Get It Right
Apr 7, 2025 · For example, a factory might use a product layout for mass production but a process layout for custom work. Pros: Customizable based on business ...
[24]
Process Flow Structure - NetMBA
Job shop - Example: print shop; Batch process - Example: bakery; Assembly line ... A job shop is a flexible operation that has several activities through which ...
[25]
How smart is the layout in your metal fabrication plant?
Jan 12, 2023 · A custom fabricator has a smart layout when its design maximizes unidirectional flow and minimizes the cost of that flow.
[26]
3 Main Facility Layouts & Advantages/Disadvantages | Spanco
Apr 5, 2024 · The process layout is best for a company that has low-production volume facilities and non-repetitive tasks.