FLOW, SPACE, AND ACTIVITY RELATIONSHIPS

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

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

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

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)

VOLUME-VARIETY IMPACT

Sporadic متقطع

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.

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

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

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

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

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

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

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)

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.

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

FLOW Subject Resources Communications

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

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

Product planning department

Fixed materials location planning dept.

Product family planning departments

Process planning departmetns

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

LOGISTICS SYSTEM MATERIAL MANAGEMENT + MATERIAL FLOW PHYSICAL DISTRIBUTION

FLOW PATTERNS Flow within workstations Simultaneous Symmetrical Natural Rhythmical Habitual

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

Flow within process departments

General Flow Patterns

Flow within a facility

Flow within a facility

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

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

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.

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

BACKTRACKING PENALTY

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

QUANTITATIVE FLOW MEASUREMENT Amount moved between departments

QUANTITATIVE FLOW MEASUREMENT

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

Ex.4.2 (Cont.) EXCEL

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

Qualitative Flow Measurement: Relationship Chart

Qualitative Flow Measurement Proximity requirements Non-distance related solutions

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

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.

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

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

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

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

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