Assessment of Current Processes and Identification of Improvement Areas

（1） Identifying Bottleneck Processes
Carrying over the waste and issues of an existing factory into a new one only leads to inefficiencies—such as increased construction costs due to unnecessarily large floor space—with no real benefits. That’s why we begin by conducting a thorough investigation of current manufacturing operations to determine what must be addressed in order to minimize waste and resolve existing issues. By taking a bird’s-eye view of the entire production line, we identified:

Process A, which relies on aging equipment, and

Process B, which depends heavily on manual labor due to the wide range of product specifications .

For Process A, we developed a new equipment concept aimed at reducing lead time. For Process B, we proposed equipment that could handle nearly all product variations. Through these efforts, we worked toward achieving the new factory’s goal of 1.4 times the current production capacity.

（2）Equipment Consolidation Planning
One essential element in the basic design of a new factory is the Equipment Utility List, which summarizes key information for each machine—such as dimensions (height/width/depth), weight, and power requirements. At Hirayama Consulting, we also include operating time data for each piece of equipment.
　Many clients operate multiple machines for the same function, often using them exclusively by product type. However, this lowers the utilization rate per unit, reducing overall efficiency. Based on our findings, we recommend:

Applying setup reduction techniques, and

Consolidating similar equipment types.

As a general benchmark, equipment with monthly operating time of less than 50 hours (i.e., less than 25% utilization) is considered a candidate for consolidation. （3）Introducing AGVs
In the current factory, materials and work-in-progress items were primarily transported manually. In our new layout proposal, we introduced Automated Guided Vehicles (AGVs) to streamline logistics.

The adoption of AGVs allowed for the automation of transport between the existing and new factories, reducing manual handling and significantly improving production efficiency. As a result, we were able to lower both workload and overall costs.

Creating a Process Block Layout

After calculating the required total floor area, we developed the process block layout through in-depth discussions with the client to ensure both functionality and efficiency.

（1）Streamlining Workflows
We focused on minimizing the movement paths for both materials and personnel to enhance overall operational efficiency.

（2）Layout Planning Beyond Production Processes
In addition to production areas, we also planned for non-production spaces such as:

Offices

Meeting rooms

Cafeterias

Restrooms

Visitor walkways

These were carefully considered in terms of space allocation, layout positioning, and security requirements, ensuring a well-balanced and practical facility design.