1. FLOW, SPACE, AND ACTIVITY RELATIONSHIPS

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

3. SPACE lot sizes storage system production equipment type size
layout arrangement
building configuration
housekeeping and organization policies
material handling equipment
office
cafeteria
restroom design

4. ACTIVITY RELATIONSHIPS
material or personnel flow
environmental considerations
organizational structure
continuous improvement methodology (teamwork activities)
control issues
process requirements

5. 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)

6. VOLUME-VARIETY IMPACT

7. Sporadic متقطع

8. 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.

9. Classification Production Flow Analysis Clustering Methodologies
Mathematical Models
Heuristics
Genetic Algorithms, Simulated Annealing
Others

10. DCA (Direct Clustering Algorithm) Part-machine matrix
Machine#
Part# 1 2 3 4 5 6
Chan&Milner – 1982
Algorithm
Step.1 Order the rows and columns
Step.2 Sort the columns
Step.3 Sort the rows
Step.4 Form cells

11. Step.1 Ordering machine-part matrix
Machine#
Part# 1 2 3 4 5 6
Part# 5 4 3 2 1 #
of 1s 6
# of 1s

12. Step.2 Column-sorted machine-part matrix
Previous Matrix
Part# 5 4 3 2 1 #
of 1s 6
# of 1s
Column-sorted
M-P matrix
Part# 5 4 2 3 1 # of 1s 6
# of 1s

13. Step.3 Row-sorted machine-part matrix
Column-sorted
M-P matrix
Part# 5 4 2 3 1 # of 1s 6
# of 1s
Row-sorted M-P matrix Part# 5 4 2 3 1 #1 6
# of 1s

14. 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

15. 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)

16. 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.

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

20. FLOW
Subject
Resources
Communications

21. Flow process Subject Resources
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

23. 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

24. Product planning department

25. Fixed materials location planning dept.

26. Product family planning departments

27. Process planning departmetns

29. 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

31. LOGISTICS
SYSTEM
MATERIAL MANAGEMENT +
MATERIAL FLOW
PHYSICAL DISTRIBUTION

32. FLOW PATTERNS Flow within workstations Simultaneous Symmetrical
Natural
Rhythmical
Habitual

33. Flow within product departments
Part One DEFINING REQUIREMENTS
Flow within product departments

34. Flow within process departments

35. General Flow Patterns

36. Flow within a facility

37. Flow within a facility

38. FLOW PLANNING Effective flow within a facility within a department
within a workstation
Progressive movement of materials, information or people

39. FLOW PLANNING Principles of effective flow
Maximize directed flow paths
Minimize flow
Minimize the cost of flow

40. 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.

41. 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

42. BACKTRACKING PENALTY

43. MEASURING FLOW Quantitative Qualitative
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

44. QUANTITATIVE FLOW MEASUREMENT Amount moved between departments

45. QUANTITATIVE FLOW MEASUREMENT

46. EXAMPLE 3.4 Component Prod.Qnty/day Routing 1 30 A-C-B-D-E 2 12
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

47. Ex.4.2 (Cont.)
EXCEL

48. QUALITATIVE FLOW MEASUREMENT Closeness relationships values
List all departments on the relationship chart.
Conduct interviews or surveys
Define the criteria for assigning closeness relationships
Establish the relationship value and the reason for the value for all pairs of departments.
Allow everyone having input to the development of the relationship chart to have 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

49. Qualitative Flow Measurement: Relationship Chart

50. Qualitative Flow Measurement
Proximity requirements
Non-distance related solutions

51. SPACE REQUIREMENTS True space requirements
A facility: the fixed assets required to accomplish a specific objective.
A workstation

52. Space Requirements Workstation Equipment space The materials areas
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.

53. Space requirements Workstation The personnel area The operator.
Material handling.
Operator ingress and egress.

54. Department Specification Aisle 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 sqft
5-10
Between 6 and 12 sqft
10-20
Between 12 and 18 sqft
20-30
Greater than 18 sqft
30-40

55. Equip. Mater. Persl. Total
Example 4.3
Work station
Quantity
Area sqft
Equip. Mater. Persl. Total
Turret
Lathe 5
240
100
440
Screw mach. 6
280
120
640
Chucker 2 60 40
200
1280
Aisle Allowance 13%
167
Total Area Required
1447

56. Recommended Aisle Widths
Type of flow
Aisle Width (feet)
Tractors
12(x0,3=3,6m)
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

57. Visual Management
Visual Control: To make line failures visible to anyone
Kanban: Flow arrangement, “signals” or “instruction cards”
Andon: Line stop alarm light