FLOW, SPACE, AND ACTIVITY RELATIONSHIPS

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FLOW, SPACE, ANDACTIVITY RELATIONSHIPS
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FLOW

• lot sizes
• unit load sizes
• material handling equipment and strategies
• layout arrangement
• building configuration.

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SPACE

• lot sizes
• storage system
• production equipment type
• size
• layout arrangement
• building configuration

• housekeeping and organization policies
• material handling equipment
• office
• cafeteria
• restroom design

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ACTIVITY RELATIONSHIPS

• material or personnel flow
• environmental considerations
• organizational structure
• continuous improvement methodology (teamwork
  activities)
• control issues
• process requirements

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DEPARTMENTAL PLANNING

• Planning department
• production, support, administrative, service
  areas
• Production planning departments
• collections of workstations to be grouped
  together during the facilities layout process.
• As a general rule, planning departments may be
  determined by combining workstations that perform
  "like" functions (similar products or processes)

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VOLUME-VARIETY IMPACT
Volume
Variety
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MANUFACTURING CELLS

• Product family or group technology departments
  aggregate medium volume-variety parts into
  families based on similar manufacturing
  operations or design attributes.
• The machines that are required to manufacture the
  part family are grouped together to form a
  "cell."
• Manufacturing cells group machines, employees,
  materials, tooling, and material handling and
  storage equipment to produce families of parts.

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Classification

• Production Flow Analysis
• Clustering Methodologies
• Mathematical Models
• Heuristics
• Genetic Algorithms, Simulated Annealing
• Others

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DCA (Direct Clustering Algorithm)Part-machine
matrix

• ChanMilner 1982
• Algorithm
• Step.1 Order the rows and columns
• Step.2 Sort the columns
• Step.3 Sort the rows
• Step.4 Form cells

  Machine Machine Machine Machine Machine
Part 1 2 3 4 5
1 1   1    
2 1        
3   1   1 1
4 1   1    
5   1      
6       1 1
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Step.1 Ordering machine-part matrix
  Machine Machine Machine Machine Machine
Part 1 2 3 4 5
1 1   1    
2 1        
3   1   1 1
4 1   1    
5   1      
6       1 1
Part 5 4 3 2 1 of 1s
3 1 1   1   3
6 1 1       2
4     1   1 2
1     1   1 2
5       1   1
2         1 1
of 1s 2 2 2 2 3  
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Step.2 Column-sorted machine-part matrix
Column-sorted M-P matrix Part 5 4 2 3 1 of 1s
3 1 1 1     3
6 1 1       2
4       1 1 2
1       1 1 2
5     1     1
2         1 1
of 1s 2 2 2 2 3  
Previous Matrix Part 5 4 3 2 1 of 1s
3 1 1   1   3
6 1 1       2
4     1   1 2
1     1   1 2
5       1   1
2         1 1
of 1s 2 2 2 2 3  
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Step.3 Row-sorted machine-part matrix
Column-sorted M-P matrix Part 5 4 2 3 1 of 1s
3 1 1 1     3
6 1 1       2
4       1 1 2
1       1 1 2
5     1     1
2         1 1
of 1s 2 2 2 2 3  
Row-sorted M-P matrix Part 5 4 2 3 1 1
3 1 1 1     3
6 1 1       2
5     1     1
4       1 1 2
1       1 1 2
2         1 1
of 1s 2 2 2 2 3  
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CELLULAR MANUFACTURING Benefits

• Just-In-Time (JIT)
• Total Quality Management (TQM)
• Total Employee Involvement (TEI)
• JIT Manufacturing Cells small lots, kanbans,
  standardized containers, simple material handling
  systems, short set-ups, decentralized storage
  areas, deliveries to the points of use,
  horizontal organizational structures, and total
  productive maintenance

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TQM principles in Manufacturing Cells

• to satisfy customer needs
• use process inspection
• prevention measures
• feedback and quick reaction mechanisms (in
  process verification, quality at the source,
  self-inspection, individual responsibility, SPC,
  parameter design, design for quality, permanent
  solution of problems, and self-correction of
  errors)

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Manufacturing cells Benefits

• designed
• controlled
• operated
• using JIT, TQM, and TEI principles,

• reduction of
• inventories,
• space
• machine breakdowns
• rework
• paperwork,
• warranty claims
• storage and handl. equipment
• employee turnover
• absenteeism
• production leadtimes
• cost, and stockouts
• simplification of
• communication,
• handling,
• production scheduling
• improvement of
• productivity, flexibility, inventory turnover,
  quality, and customer and employee satisfaction.

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ACTIVITY RELATIONSHIPS

• Organizational relationships (org. chart)
• Flow relationships (no. of moves per hour)
• Control relationships
• Environmental relationships
• Process relationships

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FLOW

• Subject
• Resources
• Communications

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Flow process

• Subject
• Materials
• Parts
• Supplies
• Resources
• The prod.contr. purchasing functions
• The vendors
• The transp.mat.handl. equipment
• The receiving, storage and accounting functions
• Communications
• Production forecasts, inventory records, etc.

• Flow of materials into a manufacturing facility
• MATERIAL MANAGEMENT SYSTEM

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Within a manufacturing facility

• Subject
• Materials, parts and supplies used in production
  (within facility)
• Resources
• Production control qual.cot.dep.
• Manuf., Assembly, and Storage Dp.
• Material handling equipment
• Warehouse
• Communication
• Prod.Schedules, work order rel.
• Bar codes, route sheets, assmb. charts
• Warehouse records

• MATERIAL
• FLOW
• SYSTEM

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Product planning department
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Fixed materials location planning dept.
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Product family planning departments
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Process planning departmetns
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Flow of products from a manufacturing facility

• Subject
• Finished goods produced by a firm
• Resources
• The customer
• Sales and accounting dpts.
• Warehouses
• Mater.Handling and transp. equipment
• The distributors of the finished product
• Communication
• Sales orders, packing lists, shipping reports,
  shipping releases
• Invoices, bills of lading

• Physical
• Distribution
• Systems

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• LOGISTICS
• SYSTEM

• MATERIAL MANAGEMENT
• MATERIAL FLOW
• PHYSICAL DISTRIBUTION

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FLOW PATTERNS

• Flow within workstations
• Simultaneous
• Symmetrical
• Natural
• Rhythmical
• Habitual

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Flow within product departments
Part One DEFINING REQUIREMENTS








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Flow within process departments
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General Flow Patterns
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Flow within a facility
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Flow within a facility
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FLOW PLANNING

• Effective flow
• within a facility
• within a department
• within a workstation
• Progressive movement of materials, information or
  people

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FLOW PLANNING

• Principles of effective flow
• Maximize directed flow paths
• Minimize flow
• Minimize the cost of flow

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FLOW PLANNING

• Work simplification approaches
• Eliminating flow by planning for the delivery of
  materials, information, or people directly to the
  point of ultimate use and eliminate intermediate
  steps.
• Minimizing multiple flows by planning for the
  flow between two consecutive points of use to
  take place in as few movements as possible,
  preferably one.
• Combining flows and operations wherever possible
  by planning for the movement of materials,
  information, or people to be combined with a
  processing step.

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FLOW PLANNING Perspective

• Minimize manual handling by minimizing
• walking,
• manual travel distances, and
• motions.
• Eliminate manual handling by mechanizing or
  automating flow to allow workers to spend full
  time on their assigned tasks

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BACKTRACKING PENALTY
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MEASURING FLOW

• Quantitative
• Pieces per hour
• Moves per day
• Kilos per week
• Qualitative
• Necessity for closeness
• Large volumes of material, information, people
  Quantitative
• Little actual movement but significant
  communication and organizational interrelations
  Qualitative

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QUANTITATIVE FLOW MEASUREMENTAmount moved
between departments
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QUANTITATIVE FLOW MEASUREMENT
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EXAMPLE 3.4

• A firm produces three components. Components 1
  and 2 have the same size and weight and are
  equivalent with respect to movement. Component 3
  is almost twice as large and moving two units of
  either component 1 or 2 is equivalent to moving 1
  unit of component 3. The departments included in
  the facility are A, B, C, D, and E. The
  quantities to be produced and the component
  routings are as follows

Component Prod.Qnty/day Routing
1 30 A-C-B-D-E
2 12 A-B-D-E
3 7 A-C-D-B-E
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Ex.4.2 (Cont.)
EXCEL
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QUALITATIVE FLOW MEASUREMENTCloseness
relationships values

1. List all departments on the relationship chart.
2. Conduct interviews or surveys
3. Define the criteria for assigning closeness
   relationships
4. Establish the relationship value and the reason
   for the value for all pairs ofdepartments.
5. Allow everyone having input to the development of
   the relationship chart tohave an opportunity to
   evaluate and discuss changes in the chart.

Value Closeness
A Absolutely necessary
E Especially important
I Important
O Ordinary
U Unimportant
X Undesirable
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Qualitative Flow MeasurementRelationship Chart
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Qualitative Flow Measurement

• Proximity requirements
• Non-distance related solutions

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SPACE REQUIREMENTS

• True space requirements
• A facility the fixed assets required to
  accomplish a specific objective.
• A workstation

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Space Requirements

• Workstation
• Equipment space
• Equipment Available from machinery data sheets
• Machine travel Floor area requirements
• Machine maintenance
• Plant services
• The materials areas
• Receiving and storing materials.
• In-process materials.
• Storing and shipping materials.
• Storing and shipping waste and scrap.
• Tools, fixtures, jigs, dies, and maintenance
  materials.

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Space requirements

• Workstation
• The personnel area
• The operator.
• Material handling.
• Operator ingress and egress.

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Department SpecificationAisle Allowance Estimates
Expressed as a percentage of the net area
required for equipment, material, and personnel.
If the largest load is Percentage is
Less than 6 ftsq 5-10
Between 6 and 12 ftsq 10-20
Between 12 and 18 ftsq 20-30
Greater than 18 ftsq 30-40
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Example 4.3
Work station Quantity Area sqft Equip. Mater. Persl. Total Area sqft Equip. Mater. Persl. Total Area sqft Equip. Mater. Persl. Total Area sqft Equip. Mater. Persl. Total
Turret Lathe 5 240 100 100 440
Screw mach. 6 280 240 120 640
Chucker 2 60 100 40 200
1280
Aisle Allowance 13 Aisle Allowance 13 Aisle Allowance 13 167
Total Area Required Total Area Required Total Area Required 1447
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Recommended Aisle Widths
Type of flow Aisle Width (feet)
Tractors 12(x0,33,6m)
3-ton Forklift 11
Narrow aisle truck 9
Manual platform truck 5
Personnel 3
Personnel with doors opening into the aisle from one side 6
Personnel with doors opening into the aisle from two sides 8
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Visual Management

• Visual Control To make line failures visible to
  anyone
• Kanban Flow arrangement, signals or
  instruction cards
• Andon Line stop alarm light