Optimising the layout of an industrial plant: flows and spaces

Blog > Optimising the layout of an industrial plant: flows and spaces

A production plant may present problems right from its initial configuration if the layout has not been properly planned, or these may develop over time. New machinery, changes in production volumes, reorganisation of processes and the gradual saturation of available space can render internal routes less functional.

When the layout is no longer suited to the actual activities of the production plant, the number of intermediate movements increases, processing times lengthen, and encounters, waiting times and manoeuvres in confined spaces become more frequent. This affects both the department’s productivity and the safety of operators.

Optimising the layout means realigning spaces, flows and equipment with production requirements. In plants already in operation, the new layout must also be feasible in practical terms, using systems suitable for lifting and moving heavy machinery safely.

To understand what is meant by the layout of an industrial plant, it is not enough simply to look at the position of the machinery on a floor plan. The layout defines how departments, workstations, storage areas, internal routes and service spaces are organised within the production facility.

Layout design links this arrangement to the production cycle and the flow of materials, from their entry through to intermediate processing stages and the finished product. The position of each piece of machinery must therefore take into account preceding and subsequent operations, the space required for operators, loading and unloading activities, maintenance and handling.

The plant layout therefore represents the physical and operational organisation of production. A simple floor plan shows the available space, whilst a plant layout explains how to utilise that space so that materials, people and equipment can move and work in a coordinated manner.

An efficient production layout coordinates the flow of materials with the actual sequence of processing operations. Departments, machinery, workstations and storage areas must be arranged in such a way as to avoid backtracking, cross-traffic and bottlenecks, thereby reducing downtime, unnecessary handling and congestion.

Space management must support production activities without compromising accessibility and safety. The layout must therefore provide for adequate manoeuvring areas, access routes for vehicles, space for maintenance and safe working conditions for staff.

To remain effective over time, the layout must be:

• Consistent with the product type, volumes and production cycle
• Accessible for production, maintenance and material handling
• Safe for materials, vehicles and people
• Flexible to accommodate new machinery or changes in workflows
• Proportional to the available space, without creating overcrowding or unused areas

When these conditions are met, the layout supports the department’s productivity and allows the plant to be adapted to new production requirements without introducing new inefficiencies.

The choice of layout depends on the type of product, production volumes, the sequence of processes and the way in which materials and people move within the plant.

The following configurations are most commonly found in industrial plants:

• Product-based or in-line layout: machinery and workstations follow the sequence of the various production stages. This is suitable for standardised production and high volumes, such as on assembly lines, as it promotes a continuous flow of materials right through to the finished product.
• Process-based or functional layout: resources carrying out similar activities are grouped together in the same area. This offers greater flexibility in managing different products, but can result in longer routes and more complex internal handling.
• Cell layout: machines and workstations are organised into units dedicated to a product family or a specific sequence of processes. This configuration reduces the number of transfers between departments and facilitates the coordination of activities.
• Fixed-position layout: the product remains stationary, whilst operators, equipment and components are brought into the work area. It is used when size and weight make handling difficult, such as in the construction of large plants, vehicles or structures.
• Mixed layout: combines multiple configurations within the same plant. It is common in complex production environments, where departments, volumes and work cycles require different solutions.

There is therefore no single model that works for every production plant. A well-designed layout must adapt to the actual characteristics of the process, ensuring that the arrangement of the plant does not create unnecessary routes, bottlenecks or operational difficulties.

The issues with a layout may stem from an initial design that does not closely align with production requirements, or they may emerge as the plant evolves.

The introduction of new machinery, increased volumes or changes to production processes can, in fact, disrupt a balance that was originally functional.

Among the most frequent problems are:

• Overcrowded production spaces, with passageways used for the temporary storage of materials and semi-finished products.
• Heavy or bulky machinery, which is difficult to position without reducing manoeuvring space.
• Internal routes that are not sufficiently linear, with detours, junctions and intermediate handling operations that prolong processing times.
• Difficulties in accessing machinery for loading, cleaning and maintenance
• Bottlenecks near workstations, loading and unloading areas or passageways between departments.
• Equipment already installed and connected to the plant’s infrastructure, which limits the scope for changing the layout.
• A layout that is no longer up to date with regard to the product type, current volumes or workflows.

These conditions increase downtime, congestion and risks for operators, with direct effects on productivity. In many cases, inefficiency does not stem from a lack of space in absolute terms, but from how the available space is utilised and the difficulty in adapting the layout of the plant to changes in production.

Layout design must be based on the actual operation of the factory, not solely on the available floor space. Before positioning departments and machinery, it is necessary to map out the production cycle, understand the volumes handled and assess how materials, semi-finished products, vehicles and operators move between the various work areas.

The main steps for designing a layout are:

1. Collect production data, taking into account product type, current volumes, production targets, processing sequence and possible future developments.
2. Map the flows, identifying routes, frequency of movements, waiting times, bottlenecks and transitions between departments.
3. Assess spaces and constraints, such as overall dimensions, columns, access points, flooring, plant connections – including any extraction systems – and areas designated for storage and maintenance.
4. Develop alternative configurations, starting from an initial draft and aiming to minimise cross-flows, intermediate movements, waste and bottlenecks.
5. Validate the new layout, checking accessibility, safety, manoeuvring space and practical feasibility before the implementation phase..

As mentioned, layout design must start from actual production flows: movement of materials, waiting times, build-ups of semi-finished products and interference between operators and equipment. A floor plan shows the location of departments and machinery, but does not always make these dynamics visible.

From a Lean perspective – that is, with the aim of reducing activities and movements that do not add value – VSM (Value Stream Mapping) helps to map out the logistics flow, whilst the relationship diagram highlights which departments and workstations need to remain close together.

Theanalysis must also take into account the physical constraints of the plant: machine dimensions, passage widths, loading and unloading areas, service spaces, and access points for cleaning and maintenance. Consultation with operators, department managers and maintenance staff completes the picture, bringing to light critical issues that the plant layout alone might not reveal.

Once the data has been collected, different configurations can be compared and the positioning of the machinery defined. Consecutive processes or those involving frequent exchanges are placed close together, with the aim of reducing back-and-forth movements, congestion and unnecessary travel.

CAD software and 3D models allow for the verification of dimensions, distances and interferences. In more complex projects, simulation software and digital twins help to simulate workflows and evaluate different production scenarios. The CRAFT method, on the other hand, can support the comparison of alternative solutions based on distances and handling costs.

These tools help anticipate many problems, but they are no substitute for on-site verification. An effective layout must also take into account access points, manoeuvring areas and the methods for installing or relocating machinery in the future.

In a plant that is already operational, layout optimisation must take into account interconnected systems, machinery in operation and occupied spaces. The configuration identified during the design phase must therefore also be assessed from an operational perspective: it is necessary to understand which equipment can be relocated, which route it will need to follow, and which activities will be involved during the move.

During this operational phase, Nuova Tecnica supports companies in selecting the most suitable systems for lifting and moving the machinery, taking into account weight, dimensions, access points and the conditions of the route.

Not all inefficiencies require a complete overhaul of the plant. It is often possible to achieve an improvement by addressing the points that have the greatest impact on material flows: a machine situated too far from the next processing stage, an occupied passageway, insufficient manoeuvring space or a workstation that generates constant intermediate transfers.

Changes may involve relocating a single machine, moving part of the production line, introducing new equipment, or freeing up space required for maintenance and internal logistics.

When the project involves multiple departments or entails relocation to another site, it takes on the characteristics of an industrial relocation, which requires the coordination of decommissioning, handling, transport and reinstallation.

Before approving the new layout, it is therefore necessary to check:

• The route between the initial position and the intended one
• The width of access points and manoeuvring spaces
• The presence of obstacles, changes in level or connections requiring protection
• The characteristics and load-bearing capacity of the flooring
• Activities to be suspended during the operation
• The sequence in which to relocate the various pieces of equipment

Planning the changes in phases allows the most disruptive operations to be concentrated within defined time slots and minimises the impact on production. Downtime cannot always be avoided, but careful planning reduces the risk of unforeseen events and prevents the relocation of machinery from being addressed only at the end of the design phase.

The choice of equipment depends on the characteristics of the load and the environment in which the work is to be carried out. The weight, dimensions, centre of gravity and support points of the machinery must be assessed alongside the width of passageways, gradients, floor conditions and the space available for operators.

The first stage involves lifting the machinery just enough to insert the transport systems. Hydraulic jacks allow work to be carried out on the identified support points and prepare the load for movement. When the space beneath the machine is particularly limited, lifting cushions can be used, whilst hydraulic pumps provide the power and control for the devices used in the operation.

Once the necessary space has been created, skids for handling heavy loads allow the machinery to be moved along the planned route. The system configuration depends on the direction of movement, the need to negotiate bends and the weight distribution. In confined spaces, the ability to precisely control the trajectory becomes just as important as the equipment’s rated capacity.

For compatible applications, the SP10 electric pusher can assist in pushing or pulling the load, reducing the physical effort required of operators and making manoeuvres easier to control.

The operation concludes with the load being lowered into its new position and the checks required for alignment and subsequent installation. Throughout all stages, the load capacities of the devices, the stability of the load and the operating conditions specified for the safe handling of loads must be observed.

An optimised layout can only be considered effective when the planned arrangement is practically feasible, safe and consistent with the available space. Through dedicated consultancy, Nuova Tecnica supports companies in selecting the most suitable equipment, both for carrying out the planned modifications and for managing day-to-day lifting and handling operations within production facilities.