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Designing a Layout Analysis Chart - 10287f_33
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"Before" and "After" Layout Charts for a Laundry Operation
operation in figure 3-4. (Note that obsolete equip- ment  has  been  removed  in  the  “after”  layout chart.) USING  LAYOUT  ANALYSIS CHARTS Using the layout chart, you can apply layout analysis to any given service or retail activity. As examples, the planning for service activities and a  self-service  retail  activity  afloat  will  be  dis- cussed here. Layout of Service Activities Although layouts for service activities should be consistent with the broad principles of layout analysis,  each  service  activity  has  its  own peculiarities  which  you  must  take  into  account. Besides  the  nature  and  amount  of  equipment,  you must  consider  the  number  of  people  who  will be  working  in  the  shop,  the  volume  of  business you  expect,  and  the  amount  of  space  that  you will  require  for  storing  incoming  and  outgoing work. Where there is a series of operations to be per- formed, the relative position of the various pieces of equipment will have an important bearing on the efficiency of your operation. Not only should the  equipment  be  accessible,  it  should  also  be arranged  to  save  wasted  motion  and  to  reduce walking  distance.  Remember,  a  convenient  ar- rangement  will  enable  your  people  to  turn  out more  work  in  a  shorter  time.  People  usually produce  more  when  their  equipment  is  close  at hand. But a good layout goes further than that. In- dividuals  have  learned  through  experience  that operations  should  be  planned  to  follow  one another in a logical sequence through the shop. In   the   case   of   laundries,   for   example,   space devoted to the area where the laundry comes in should  be  close  to  the  area  where  it  is  marked, identified, and classified. The storage bins should also be located near the receiving and processing area.  Tumblers  should  be  located  close  to  the assembly  and  flatwork  section.  This  principle applies to all service activities. Work, whether in the tailor shop, the laundry, or the dry-cleaning plant,  must  move  smoothly  from  the  time  it  comes in as a service request until it is picked up by the customer  as  a  completed  job. Layout of a Retail SeIf-Service Activity The  first  consideration  in  installing  a  self- service operation is a preconceived, well-thought- out plan. To plan an efficient and attractive layout for a retail service activity, you must keep three objectives  in  mind: 1.  Proper  and  intelligent  circulation  of customer  traffic  throughout  the  entire  store. 2.   Traffic-stopping,   appealing   displays   of conveniently placed merchandise, that will result in sales. (Merchandise that is seen and handled is  half  sold.) 3. Strategically placed equipment to perform a   twofold   function: a. To lead the customer, after the selection has   been   made,   through   a   convenient,   rapid, efficient  checkout  procedure;  and b.  To  provide  adequate  store  protection from  pilferage.  All  equipment  should  be  placed to  focus  exits  through  one  narrow  point;  thus, adequate  security  is  provided. You must carefully consider the entire physical arrangement  of  the  sales  area  including  doors, windows, posts, and other abutments. The objec- tive  is  to  lay  out  the  equipment  so  that  the customer will be induced to circulate around the entire store before arriving at the check-out stand. Aisle space may vary from 4 to 6 feet depending on  the  confinements  oft  he  room.  Six-foot  aisles should be used when you have the space available. When you are confined to a smaller space, your heavy traffic or main aisles should be 6 feet wide, with side aisles narrower, to provide for an easier flow   of   traffic. PLANNING  WORK  FLOW As  a  manager,  you  must  be  able  to  analyze the work flow of an office or retail operation and to  develop  alternative  flow  process  plans.  Flow process analysis is a technique by which you can analyze  the  flow  and  sequence  of  your  operations. It involves the charting of the steps that must be performed to complete an operation under pres- ent  methods,  analyzing  the  chart  to  determine what  improvements  can  be  made,  and  then charting a new sequence of steps under proposed methods  you  have  developed  from  the  analysis. 3-6

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