Facilities Planning and Design Course code: 1704031511 Spring 2017-2018 Required Text: Tompkins et al., (2003). Facilities Planning, 3rd or later Edition, John Wiley and Sons Inc. Students are encouraged to refer to the text book, and to take notes during the lectures.

Facilities Planning and Design Course code: 1704031511 Spring 2017-2018 Required Text: Tompkins et al., (2003). Facilities Planning, 3rd or later Edition, John Wiley and Sons Inc. Students are encouraged to refer to the text book, and to take notes during the lectures.

Chapter 2: Product, Process and Schedule Design Chapter Topics: PART I Facilities Planning Process for Manufacturing and Assembly Facilities. Relationship between PP&S design and Facilities Planning. Product Design PART II Process Design Process identification Process selection Process sequencing PART III Schedule Design Quantity of the product Equipment requirements Operator requirements PART IV Facilities Design Seven Management and Planning Tools used by a facilities design team

Relationship between PP&S design and Facilities Planning. Before we start developing alternative facility plans, we should have answers for the following questions: What is to be produced? How are the products to be produced? When are the products to be produced? How much of each product will be produced? For how long will the product be produced? Where will the products be produced?

Facilities design Figure 2.24 Use of management and planning tools in a facilities design project

Facilities design Matrix diagram Contingency diagram Seven management and planning tools that are used for system planning and improvement Affinity diagram Used to gather verbal data (ideas and issues) and organize into groups. Interrelationship diagram Try to relate the items and identify which item impacts the other Tree diagram Detailed study of items that need to be accomplished to reach the goal. Relationship between these items. Matrix diagram Organize information based on characteristics, functions, and tasks of items to compare and see the relationships Contingency diagram Maps the events and possible contingencies that might occur during the mplementation of the project Activity network diagram Used to develop a work schedule for the facility design effort Used to plan entire design process visually Prioritization matrix A tool for comparison of criteria Determines the most important criteria

Facilities design

1. Affinity Diagram example for reducing manufacturing lead-time Affinity diagram: This tool gathers large amounts of language data (ideas, opinions, issues, etc.) and organizes it into groupings based on the natural relationship between each item. It is largely a creative rather than a logical process.

2. Interrelationship diagraph for Facilities design issue Interrelationship digraph (I.D.): This tool takes complex, multivariable problems or desired outcomes and explores and displays all of the interrelated factors involved. It graphically shows the logical (and often causal) relationships between factors.

3. Tree diagram for Product Families Tree diagram: This tool systematically maps out in increasing detail the full range of paths and tasks that need to be accomplished in order to achieve a primary goal and every related sub goal. Graphically, it resembles an organization chart or family tree

4. Matrix Diagram for Team Participation Matrix diagram: This versatile tool shows the connection (or correlation) between each idea/issue in one or more other groups of items. At each intersecting point between a vertical set of items and horizontal set of items a relationship is indicated as being either present or absent. In its most common use the matrix diagram takes the necessary tasks (often from the tree diagram) and graphically displays their relationships with people, functions or other tasks. This is frequently used to determine who has responsibility for the different parts of an implementation plan.

5. Contingency Diagram-Process Decision Program Charts Process decision programme chart (PDPC): This tool maps out every conceivable event and contingency that can occur when moving from a problem statement to the possible solutions. This is used to plan each possible chain of events that needs to happen when the problem or goal is an unfamiliar one.

6. Activity network diagram Activity network diagram: This tool is used to plan the most appropriate schedule for any complex task and all of its related subtasks. It projects likely completion time and monitors all subtasks for adherence to the necessary schedule. This is used when the task at hand is a familiar one with subtasks that are of a known duration. Gantt Chart Weekly timetable for work sessions

7. Prioritization matrix Prioritization matrices: These tools take tasks, issues, or possible actions and prioritize them based on known, weighted criteria. They utilize a combination of tree and matrix diagram techniques, thus narrowing down options to those that are the most desirable or effective

7. Prioritization matrix –continued

7. Prioritization matrix –continued Criteria used to evaluate facilities design alternatives A. Total distance traveled B Manufacturing floor visibility C. Overall aesthetics of the layout D. Ease of adding future business E. Use of current equipment F. Investment in new equipment G. Space requirements H. People requirement I. Impact on WIP levels J. Human factor risk K. Estimated cost of alternatives Weights used in comparison of criteria 1= Equally important 5 = Significantly more important 1/5 = significantly less important 10 = extremely important 1/10 = extremely less important Ranking of Criteria – Weight of each criteria

Prioritization of Layout Alternatives Based on WIP Levels – Criterion - I Q R S T Column Total P Q R S T Row totals (%) 1 5 10 1/10 1/5 7.3 (9.9) 1/5 1 1/5 1/10 1/10 1.6 (2.2) 1 5 1 10 5 22.0 (30.0) 10 10 1/10 1 1/5 21.3 (29.0) 5 10 1/5 5 1 21.2 (28.9) 17.2 31.0 2.5 16.2 6.5 73.4 Layout WIP Levels

Ranking of Alternatives based on all Criteria and their weights P Q R S T Column A B C D E F G H I J K Row totals (%) .099  .183 = .018  (%P) .022  .183 = .004  (%Q) .300  .183 = .055  (%R) .290  .183 = .053  (%S) .289  .183 = .053  (%T) .183 Grand Total Criteria