IENG 471 Facilities Planning Dr. Frank Joseph Matejcik

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IENG 471 Facilities Planning Dr. Frank Joseph
Matejcik
9/03 10/3 Chapter 3 Flow, Space, Activity
Relationships

• South Dakota School of Mines and Technology,
  Rapid City

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Introduction

• Flow depends on lot sizes, unit load sizes,
  material handling, layout arrangement, building
  configuration.
• Space is a function of lot sizes, storage system,
  production equipment, layout arrangement,
  building configuration, housekeeping, policies,
  material handling equipment, and office,
  cafeteria, restroom design.

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Introduction

• Activity relationships are defined by material or
  personnel flow, environmental considerations,
  organizational structure, continuous improvement
  methodology (teamwork activities), control
  issues, and process requirements.
• Modern manufacturing methods challenge
  traditional layout structures, and change Flow,
  space, Activity relationships.

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Department Planning

• Planning departments (not organizational
  departments) can involve production, support,
  administrative, and service areas (called
  production, support, administrative, and service
  planning departments).
• Production planning departments are collections
  of workstations to be grouped together during the
  facilities layout process

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Production planning departments (4 types)

• Product large, stable demand for a standardized
  product like an engine block, often a production
  line
• Fixed materials location low sporadic demand
  awkward to move, aircraft fuselage
• Product family (group technology) medium demand
  for a medium number of similar components.
  Similar components form groups.

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Production planning departments (4 types)

• Process planning combination of workstations
  containing similar processes are metal cutting
  departments, gear cutting departments, and
  hobbing departments
• The difficulty in defining process departments is
  in the interpretation of the word similar.

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Figure 3.1
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table 3.1
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Manufacturing Cells

• Quite Popular in the 1900s associated with JIT,
  TQM, and lean manufacturing concepts techniques
  http//www.lean.org
• Direct Clustering Algorithm (DCA) shown
  Alternatives surveys deterministic OR.
• Facilities Planner usually works with
  manufacturing engineers and production planners
  on cell design

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DCA Methodology Overview

• Uses a Machine-part matrix where a 1 indicates
  that a machine is used for a part and a blank
  otherwise.
• Rows and columns are regrouped to hints at
  particular cell design choices.

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DCA Methodology Steps

• Step 1. Order the rows and columns. Sum the is in
  each column and in each row of the machine-part
  matrix. Order the rows (top to bottom) in
  descending order of the number of is in the rows
  and order the columns (left to right) in
  ascending order of the number of is in each.
  Where ties exist, break the ties in descending
  numerical sequence.

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DCA Methodology Steps

• Step 2. Sort the columns. Beginning with the
  first row of the matrix, shift to the left of the
  matrix all columns having a 1 in the first row.
  Continue the process row-by-row until no further
  opportunity exists for shifting columns.

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DCA Methodology Steps

• Step 3. Sort the rows. Column-by-column,
  beginning with the leftmost column, shift rows
  upward when opportunities exist to form blocks of
  1s. (It should be noted that performing the
  column and row sorting is facilitated by using
  spreadsheets(Excel.)
• Step 4. Form cells. Look for opportunities to
  form cells such that all processing for each part
  occurs in a single cell.

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Example 3.1
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Example 3.1
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Example 3.1
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Example 3.2
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Example 3.2
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Example 3.2
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Example 3.2
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Example 3.3
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Example 3.3
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Example 3.3
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Example 3.3
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Example 3.3
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Example 3.3
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Figure 3.15 Cellular System
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Figure 3.16 Cell Design
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Activity Relationships List

• 1. Organizational relationships, influenced by
  span of control reporting relationships
• 2. Flow relationships, including flow of money,
  materials, people, equipment, information.
• 3. Control relationships, including centralized
  vs. decentralized materials control, real time
  vs. batch inventory control, shop floor control,
  and levels of automation and integration

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Activity Relationships List

• 4. Environmental relationships, including safety
  considerations and temperature, noise, fumes,
  humidity, and dust
• 5. Process relationships other than those
  considered above, such as floor loadings,
  requirements for water treatment, chemical
  processing, and special services

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Materials Management System

• Materials flow into a manufacturing facility
• 1. Production control purchasing functions
• 2. Vendors
• 3. Transportation material handling equipment
  for the materials, parts, supplies
• 4. Receiving, storage, accounting functions

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Materials Management System
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Material Flow System

• flow of materials, parts, and supplies within a
  manufacturing facility
• 1. production control quality departments
• 2. manufacturing, assembly, and storage
  departments
• 3. material handling equipment required to move
  materials, parts, supplies
• 4. The warehouse

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Material Flow System
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Production line Material Flow System
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Fixed materials location Material Flow System
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Product family Material Flow System
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Process Material Flow System
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Physical distribution system

• flow of products from a manufacturing Facility
• 1. customer
• 2. sales accounting dept.s warehouses
• 3. material handling transportation equipment
  required to move the finished product
• 4. distributors of the finished product

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Physical distribution system
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Logistic System

• Materials Management System
• Material Flow System
• Physical distribution system

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Flow Patterns

• Flow within workstations
• Motion studies ergonomics
• Rhythmical habitual
• Hands, feet, and arms should begin and end motion
  together
• Flow within departments
• Pattern dependent on type
• Aisle design effects flow
• Enrich operators they to use their minds

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Flow Patterns

• Flow between departments
• Criteria used to evaluate overall flow
• JIT requires multiple storage receiving

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Flow within departments
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Flow within departments
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Flow between departments
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Flow between departments
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Flow Planning
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Flow Planningwork simplification approach

• 1. Eliminating flow by planning for the delivery
  of materials, information, or people directly to
  the point of ultimate use and eliminate
  intermediate steps
• 2. 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

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Flow Planningwork simplification approach

• 3. 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 Planningminimizing the cost of flow

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

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Flow Planning
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Flow Planning
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Measuring Flow (Quantitative)
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Measuring Flow (Quantitative)
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Measuring Flow (Quantitative)

• Construct a from to chart
• 1. List all departments down the row and across
  the column following the over-all flow pattern.
  For example, Fig. 3.32 results from Fig. 3.31.
• 2. Establish a measure of flow for the facility
  to indicates equivalent flow volumes. If the
  items moved vary in size, weight, value, risk of
  damage, shape, etc., then some common unit of
  measure may be established so that the quantities
  recorded in the from-to chart.

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Measuring Flow (Quantitative)

• Construct a from to chart
• 3. Based on the flow paths for the items to be
  moved and the established measure of flow, record
  the flow volumes in the from-to chart.

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Measuring Flow (Quantitative)
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Measuring Flow (Quantitative)
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Measuring Flow (Quantitative)
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Measuring Flow Qualitative
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Measuring Flow (Qualitative)

• Construct a relationship chart
• 1. List all departments on the relationship
  chart.
• 2. Conduct interviews or surveys with persons
  from each department listed on the relationship
  chart and their the management.
• 3. Define the criteria for assigning closeness
  relationships and itemize and record the criteria
  as the reasons for relationship values on the
  relationship chart.

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Measuring Flow (Qualitative)

• Construct a relationship chart
• 4. Establish the relationship value and the
  reason for the value for all pairs of
  departments.
• 5. Allow everyone having input to the development
  of the relationship chart an opportunity to
  evaluate and discuss changes in the chart.

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Space Requirements Overview

• Forecast true future space requirements
• Parkinsons Law things fill all
• Modern manufacturing
• (1) deliver to use points in smaller lot unit
  sizes
• (2) decentralized storage located at use points
• (3) less inventories (kanbans etc.)
• (4) more efficient layout (i.e., cells)

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Space Requirements Overview

• Modern manufacturing
• (5) companies are downsizing (focused factories,
  leaner organizational structures,
  decentralization of functions, multifunctional
  employees, high-performance team environments)
• (6) offices shared telecommuting

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Space Requirements Overview

• Major concerns
• Workstation Specification
• Department Specification
• Aisle Arrangement
• Visual Management and Space Requirements

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Workstation SpecificationGeneral Areas

• 1. The equipment
• 2. Machine travel
• 3. Machine maintenance
• 4. Plant services

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Equipment Data Sheets

• 1. Machine manufacturer and type
• 2. Machine model and serial number
• 3. Location of machine safety stops
• 4. Floor loading requirement
• 5. Static height at maximum point
• 6. Maximum vertical travel
• 7. Static width at maximum point
• 8. Maximum travel to the left

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Equipment Data Sheets

• 9. Maximum travel to the right
• 10. Static depth at maximum point
• 11. Maximum travel toward the operator
• 12. Maximum travel away from the operator
• 13. Maintenance requirements and areas
• 14. Plant service requirements and areas

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Materials Areas

• 1. Receiving storing inbound materials
• 2. In-process materials
• 3. Storing outbound materials shipping
• 4. Storing and shipping waste scrap
• 5. Tools, fixtures, jigs, dies, and maintenance
  materials

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Personnel Area for Workstation

• 1. The operator
• 2. Material handling
• 3. Operator ingress and egress

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Personnel Area for Workstation general guidelines

• 1. Operator can pick up and discharge materials
  without walking or making long or awkward
  reaches.
• 2. Efficient effective use of the operator.
• 3. Minimize the time spent manually handling
  materials.
• 4. Maximize operator safety comfort
  productivity.
• 5. Minimize hazards, fatigue, eye strain.

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Department Specification

• Not simply the sum of the areas of the individual
  workstations
• tools, dies, equipment maintenance, plant
  services, housekeeping items, storage areas,
  operators, spare parts, kanban boards
  information-communication-recognition boards,
  problem boards may be shared to save space and
  resources

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Department SpecificationAisle allowance tables

• Table 3.3 Aisle Allowance Estimates
• If the Largest Load Is
• Aisle Allowance Percentage
• Table 3.4 Recommended Aisle Widths for Various
  Types of Flow
• Type of Flow
• Aisle Width

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Aisle Arrangement

• Narrow aisles that are too may result in high
  levels of damage safety problems.
• Wide aisles may result in wasted space poor
  housekeeping practices.
• Curves, jogs, or non-right angle intersections
  should be avoided
• Column spacing should be considered

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Visual Management and Space Requirements EX. Fig.
3.37
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Visual Management and Space Requirements EX. Fig.
3.37

• 1. identification of the department
• 2. Id. of activities, resources, and products
• 3. identification of the team
• 4. markings on the floor (kanban squares,
  dedicated location for material handling
  equipment)
• 5. markings of tools, racks, fixtures
• 6. technical area

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Visual Management and Space Requirements EX. Fig.
3.37

• 7. communication and rest area
• 8. information and instructions and
• 9. housekeeping tools.
• 10. manufacturing instructions and technical
  procedures area.
• 11. computer terminal,
• 12. production schedule,
• 13. maintenance schedule,

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Visual Management and Space Requirements EX. Fig.
3.37

• 14. identification of inventories
  work-in-process
• 15. monitoring signals for machines
• 16. statistical process control
• 17. record of problems
• 18. objectives, results, differences
• 19. improvement activities
• 20. company project mission statement.

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Summary Assignment

• Department Planning
• DCA Method
• Activity relationships
• Flow
• Space
• Try 3.8, 3.9, 3.13, 3.28, 3.30 due ?