1. ISE 460/ETM 593 Facilities Planning & Design
Dr. Laura Moody
Spring 2012
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2. Chapter 1: Introduction
Background
Types of layout problems
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3. Chronological list of facilities planning & design activities
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4. Chronological list of facilities planning and design activities
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5. Chronological list of facilities planning and design activities
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6. Chronological list of sustainable building design activities
Date:
Event:
?? AD
Anasazi peoples build whole villages so the houses all received solar heat in the winter to cut down on wood usage
1970’s
Energy crisis and environmental movement spurs the search for more energy efficient & environmentally friendly building practices
American Institute of Architects (AIA) forms the Committee on the Environment, releases Environmental Resource Guide in 1992
1992
EPA releases Energy Star guidelines; local green housing program in Austin, TX
1993
United States Green Building Council (USGBC) founded
1998
Leadership in Energy and Environmental Design (LEED) program launched
Source:
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7. Typical design and planning problems
Facility Location
Type, Volume of Products to be Manufactured or Services to be Provided
Manufacturing (Service) Processes Required
Design of Components (Services)
Type, Number of Equipment Required
Process Planning
Type, Number of Mat'l. Handling Devices
Determining Mat'l. Handling Methods
Layout of Equipment Within Each Cell
Layout of Machine (Service) Cells
Determination of Machine (Service) Cells
Tooling, Fixture Determination
Determining Flow of Products (People)
Scheduling & planning of Jobs (Services)
Overall System Design
Inventory Control
Distribution of Goods
Quality Control & Customer Service
Which of these steps present opportunities for sustainable design?
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8. Levels of decisions Strategic or Design or Long-term
Involves most or all of the process
Infrequent
Planning or Intermediate
A few of the blocks (cell layout, inventory systems, etc.)
Can happen relatively frequently (monthly/quarterly/semi-annually/etc.)
Operational or short-term
Involves one or two blocks at a time (e.g., scheduling, inventory control)
Can happen on a daily or weekly basis
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9. Why is facilities layout important?
20-75% of product cost attributed to materials handling (Sule, 1991 and Tompkins et al. 2003)
Layout of facilities affects materials handling costs
Facilities includes machines, departments, workstations, locker rooms, service areas, etc.
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10. Why is facilities layout important?
Good layout increases productivity efficiency
Reducing congestion permits smooth flow of people and material
Space utilization is effective and efficient
Facilitates communication and supervision
Safe and pleasant working environment
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11. Constraints in developing facilities layout
Some pairs of departments must be adjacent
Some pairs of departments must not be adjacent
Some departments only in specific locations
Existing building constraints
OSHA regulations, fire codes, etc.
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12. Types of layout problems – Some examples
JIT manufacturer
Relayout of an existing facility
Relayout due to increased traffic (resulting from a merger)
Consolidation of manufacturing operations from two or more sites to one
Leasing of office space in a multi-story building
Find a better layout in existing space
Introduction of new product lines
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13. Types of layout problems
Layout of a service system
Layout of a manufacturing facility
Warehouse layout
Nontraditional layout
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14. Applications Manufacturing Healthcare Service Restaurants Banks
Airports
Entertainment
Logistics and Distribution
Ports/Terminals
Distribution Centers
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15. Types of Projects New Facility General Re-layout (retrofit)
Expansion due to new product(s)
Expansion due to sales growth in existing products
Re-organization of work areas (evolutionary design)
Outsourcing of logistics capability
Addition of automation technology
Problem elimination
Cost reduction
Product discontinuation
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16. Service system layout – Dentist’s office
Staff Lounge
Dentist’s Room
Oral Hygienist’s Room
X-Ray Room
Records Room
Orthodontist’s Room
Men’s Rest Room
Women’s Rest Room
Waiting Area
Reception
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17. Service system layout – Grocery store
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18. Operations review for office layouts (Suskind, 1989)
Is the company outgrowing its space?
Is available space too expensive?
Is building in the proper location?
How will a new layout affect the organization and service?
Are office operations too centralized or decentralized?
Does the office structure support the strategic plan?
Is the new layout in tune with the company’s image
Does customer physically participate in service delivery?
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19. Office structures Closed structure Semiclosed structure Open structure
Semiopen structure
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20. Closed structure
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21. Semiclosed structure
Teller
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22. Open structure
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23. Semiopen structure
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24. Manufacturing layout
Minimize transportation cost of raw materials, sub-assemblies, work-in-process inventory, tools, parts, finished products, etc.
Facilitate traffic flow
Improve employee morale
Minimize or eliminate risk of injury and property damage
Ease of supervision and face-to-face communication
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25. Assembly facility layout
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26. Driveway layout
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27. Warehouse layout
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28. Nontraditional layout
Keyboard layout
IC board layout
Computer disk storage layout
Airport gate layout
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29. Chapter 2: Product and equipment analysis
Product analysis
Equipment selection
Personnel requirement analysis
Space requirement & availability
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30. Data required for developing good layouts
Product Analysis
Process Analysis
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31. Input data and activities
What data are critical to the facility plan?
Muther categorizes the information as:
P – Product (what?)
Q – Quantity (how much?)
R – Routing (where?)
S – Support (with what?)
T – Timing (when?)
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32. Product analysis Bill of Materials Assembly Charts Engineering Drawing
Operation Process Chart
Route Sheet
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33. Driven by market demand
Product design
Based on
Function
Aesthetics
Costs
Materials
Manufacturing Methods
Key point
The product design MUST be finalized before designing the facility. Otherwise a flexible facility is needed.
Driven by market demand
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34. Tools used in product design
Product/Part Drawings
2-D, 3-D visualization
Exploded Assembly Diagrams
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35. Tools used in process design
A partial list (dependent on product and service):
Process Flowcharts and Process Maps
Make vs. Buy
Parts Lists
Bill of Materials
Route Sheets
Assembly Charts
Operations Process Charts
Precedence Diagrams
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36. Process flowcharts Reserve Storage Quality Assurance Back to Vendor
UPS
Parcel Post
Next-Day UPS
Mono-gramming
Embroid-ering
Hemming
Gift Boxing
Receiving
Active Bins
Picking
Packing
Shipping
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37. Give soup or salad order to chef
Process maps
Customer Waiter Salad Chef Dinner Chef
Is order complete? N
Place order Y
Give soup or salad order to chef
Prepare soup or salad order
Give order to waiter
Give dinner order to chef
Prepare dinner order
Drink
Get drinks for customer
Eat salad or soup
Deliver salad or soup order to customer
Give order to waiter
Eat dinner
Deliver dinner to customer
Receives check
Deliver check to customer
Gives payment to waiter
Receive payment for meal
Credit
Cash or Credit?
Cash
Collect change, leave tip
Bring change to customer
Run credit card through
Fill in tip amount
Return credit slip to customer
Collect tip
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38. Is it cheaper for us to make? Is the capital available?
Make vs. Buy?
BUY No
Yes
Can we make the item?
Is it cheaper for us to make?
Can item be purchased?
Yes
Yes
Is the capital available? No No No
Yes
MAKE
BUY
BUY
MAKE
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39. Parts list
A listing of component parts.
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40. Bill of Materials (BOM)
Many different types of “structured parts lists”
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41. Operation Description
Route sheet
Company: ARC Inc.
Produce: Air Flow Regulator
Part: Plunger Housing
Part No
Prepared by: JSU
Part No. 6/6/03
Oper. No.
Operation Description
Machine
Type
Tooling
Setup
(hr.)
Oper. Time (hr.)
Mtls.
Parts
0104
Shape, drill, cut off
Auto sc. Machine
.5 in dia coller, cir. Form tool, .45” diam center drill 5
0.0057
Alum
1”x12’
0204
Machine Slot and thread
Chucker
0.045” slot saw, turret slot
2.25
0.0067
0304
Drill 8 holes
Auto dr. unit
0.078” diam twist drill
1.25
0.0038
0404
Debur and Blow out
Drill press
Deburring tool with pilot
0.5
0.0031
SA 1
Enclose subassembly
Dennison hydraulic press
None
0.25
0.0100
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42. Assembly chart Analog model of the assembly process.
2200
3254
3253
3252
3251
3250
3255
4150
4250
A-1
Pack
SA-1
A-2
A-3
I-1
1050
A-4
Analog model of the assembly process.
Circles denote components
Links denote operations/subassemblies
Squares represent inspections operation
Begin with the original product and to trace the product disassembly back to its basic components.
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43. Symbols for 5 basic manufacturing activities
Operation Transportation Inspection Storage Delay
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44. How much is required? Volume variety charts (aka, Pareto charts)
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45. Production requirements – yield loss
Pi – Production input to operation i
si – Fraction of Pi lost (scrap)
Oi – output of process i Pi i Oi
Pisi
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46. Production requirements – series systems1 2
. . . P1 n On
P1s1
P2s2
Pnsn
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47. Example
5 processes in series
Need 2000 units out
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48. Simple equipment selection model
P desired production rate
t time (in hours)to process one part
machine time available (in hours)
machine efficiency
NM Number of units of the machine required
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49. Simple equipment selection model
Nol Number of good units at output of stage l
Nil Number of units reqd at input of stage l
Sl Scrap at stage l
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50. Simple example
1. Consider a simple jobshop manufacturing system that makes three major “Class A” products requiring five types of machines. The three products include seven parts shown in Table 2.1. Table 2.1 also shows the time standards in units per hour. 2. Assume we an hour has only 55 minutes of productive time and that 5 minutes are lost due to operator or machine unavailability and machine downtime. 3. Dividing the value 55 by the values in Table 2.1, we get the as well as time per unit. 4. Determine the quantities of machines of each type required to make the standard time per unit. 5. Assuming “representative” parts are to be made and that only 440 minutes of productive time is available per shift, we can find that we need 4.9 units of machine A, 5.85 units of machine B, and 4.3 units of machine C. 6. Rounding up these numbers gives us 5, 6, and 5 units of machine types A, B, and C, respectively.
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51. Table 2.1
Table 2.2
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52. Parameters for an LP equipment selection model
Oi Operation type i, i=1,2,...,o
Mi Production equipment type i, i=1,2,...,m
Pi Part type i, i=1,2,...,p
MHi Material handling system type i, i=1,2,...,n
cij cost of performing operation Oi on production equipment type Mj
hij cost of handling part type Pi using material handling system type MHj
tij time required to perform operation Oi on production equipment type Mj
sij time required to transport part type Pi using material handling carrier type MHj
τj time available on production equipment type Mj
σj time available on material handling carrier type MHj
NOi number of operations Oi to be performed
NPi number of units of part type Pi to be manufactured
Cj cost of production equipment type Mj
Hj cost of material handling system MHj
B total budget available
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53. Decision Variables for LP equipment selection model
xij number of operations Oi to be performed on production equipment type Mj
yij number of units of part type Pi to be transported on material handling system type MHj
NMj number of units of production equipment type Mj selected
NMHj number of units of material handling system type MHj selected
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54. LP equipment selection model
Min
Subject to
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55. LP equipment selection model (cont)
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56. Queuing model
Manufacturing engineers at the Widget Manufacturing Company recently convinced their manger to purchase a more expensive, but flexible machine that can do multiple operations simultaneously. The rate at which parts arrived at the machine that was replaced by the flexible machines follows a Poisson process with a mean of 10 parts per hour. The service rate of the flexible machine is 15 units parts per hour compared with the 11 units per hour service rate of the machine it replaced. (All service times follow an exponential distribution.)
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57. Queuing model
The engineers and manager were convinced that the company would have sufficient capacity to meet higher levels of demand, but just after a two months of purchasing the machines it turned out that the input queue to the flexible machine was excessively long and part flow times at this station were so long, that the flexible machine became a severe bottleneck. The engineers noticed that more parts were routed through this machine, and that the parts arrival rate to the flexible machines had increased from 10 per hour to about 20 per hour, but were puzzled why the part flow time at this station doubled from 30 minutes to one hour and the work-n-process (WIP) inventory increased nearly threefold from 5 o 14 when the arrival rte only increased 40%. Use a queuing model to justify the results observed at Widget Manufacturing Company.
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58. M/M/1 model solution
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59. Personnel requirements analysis
n number of types of operations
Oi aggregate number of operation type i required on all the pseudo (or real) products manufactured per day
Ti standard time required for an average operation Oi
H total production time available per day
η assumed production efficiency of the plant
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60. Queuing model
The American Automobile Drivers’ Association (AADA) is the only office serving customers in New York’s greater capital district area. Ahead of the busy summer season, the office manager wants to hire additional staff members to help provide these services to members effectively - summer travel planning, membership renewal, disbursing traveler’s checks, airline, hotel, and cruise booking, and other travel related services. It is anticipated that each customer typically requires 10 minutes of service time and customers arrive at the rate of one customer every three minutes. The arrival process is Poisson and the service times are exponentially distributed. Determine how many staff members are required if the average wages and benefits per staff member are $20 per hour and the “cost” to AADA for every hour that a customer waits to be served is $40.
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61. M/M/m model solution
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62. Production space requirement sheet
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63. HOMEWORK: Due at the beginning of lesson 2
Chapter 1 1 5
Chapter 2 2 6 7 10 11
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