Introduction The layout design requires in-depth decision-making based on various factors which with affect production efficiency. Although creating plant layouts has been performed by manufacturing and industrial engineers for decades, no one set formula or method ensures the best outcome achievement. Many manufacturing companies are striving to adopt lean production techniques that eliminate waste through an enhanced flow of products within their production facilities (Heize & Render, 2008: 23). Tools utilized to implement lean production techniques include kanban, supermarkets, first-in-first-out (FIFO) lanes, pacemaker processes, management time frames, etc (Shafer & Charnes, 1988). Numerous companies are also implementing the theory of constraints (TOC), which is a management philosophy to meet customer demand through synchronized production, to enhance the flow of products, and hence generate money for the corporation at an expedited rate. TOC utilizes tools like drum-buffer-rope (DBR), throughput accounting, and constraint management to achieve this. Although companies are striving to implement lean manufacturing and TOC through the implementation of the above-mentioned tools, they miss out on implementing an optimized macro-flow in their facilities (Shafer & Charnes, 1988). Macro-flow is the optimization of the entire flow within the facilities of a company, which allows them to avoid sub-optimization within narrow departments or functional areas. Lean manufacturing and TOC stress the importance of maintaining a consistent macro-flow within the entire manufacturing facility for products, to achieve the highest impact in improving the productivity and profitability of a manufacturing plant. For creating the most optimum macro-flow within a facility, various flow models have been used by plant layout engineers. However, the way these layouts are created and implemented has a lot of subjectivity built into them (Sethi and Sethi, 1990: 291). Management decisions regarding physical arrangement are often characterized by several questions. These include (Heize & Render, 2008: 28):   * What centers should the layout include?   * What is the space and capacity requirement?   * What’s the effective center configuration?   * Which are the best locations for individual centers? The location of a center has two dimensions:   * Relative location: The placement of a center relative to other centers.   * Absolute location: The particular space that the center occupies within the facility. The prime aspects form the basis for the formulation of strategic decisions which define the layout approach employed by a firm. The layouts choices help communicate an organization’s product plans and competitive priorities (Heize & Render, 2008: 56). Changing layouts can have significant effects on how well it meets its competitive priorities in the following ways:   * Increasing customer satisfaction and sales at a retail store.   * Facilitating the flow of materials and information.   * Increasing the efficient utilization of labor and equipment.   * Reducing hazards to workers.   * Improving employee morale.   * Improving communication. This paper explores the possible benefits that are likely t