Manufacturing Facilities Design & Material Handling, 4/E

Manufacturing Facilities Design & Material Handling, 4/E
Matthew P. Stephens, Fred E. Meyers

Table Of Contents 1. Introduction to Manufacturing Facilities Design and Material Handling. 4 2. Sources of Information for Manufacturing Facilities Design 3. Time Study 4. Process Design 5. Flow Analysis Techniques 6. Activity Relationship Analysis 7. Ergonomics and Workstation Design Space Requirements 8. Auxiliary Services Requirement Space 9. Employee Services–Space Requirements 10. Material Handling

11. Material Handling Equipment. 141
12. Office Layout Techniques and Space Requirements 13. Area Allocation 14. Facilities Design–The Layout 15. Application of Computer Simulation and Modeling 16. Selling the Layout

Introduction to Manufacturing Facilities Design and Material Handling
Chapter 1 Introduction to Manufacturing Facilities Design and Material Handling

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand the importance of a systematic approach to facilities planning Identify the various types of waste Understand systematic layout procedure

The Importance of Manufacturing Facilities Design and Material Handling
The selection of the location may be influenced by economic factors such as tax incentives, low cost land, or relaxed environmental regulations. Factors that may influence location strategy may include raw materials, energy, human resources and lower labor costs. Facilities design includes plant location, building design, plant layout, and material handling systems. Manufacturing facilities design is the organization of the company’s physical assets to promote the efficient use resources such as people, material, equipment, and energy. Building design is an architectural job, thus the architectural firm’s expertise in building design and construction techniques is extremely important to the facilities design project. Layout is the physical arrangement of production machines and equipment, workstations, people, location of materials of all kinds and stages, and material handling equipment. Material handling is simply defined as moving material. Material handling accounts for about 50% of all industrial injuries and from 40 to 80% of all operating costs.

The Importance of Manufacturing Facilities Design and Material Handling
Facilities planners ask the six questions ( why, who, what, where, when, and how) about everything that can happen to a part flowing through a manufacturing facility (operation, transportation, inspection, storage, and delay) to eliminate steps, combine steps, change sequence of steps or simplify. The five S’s principles are: 1. Sifting (organization). Keeping the minimum of what is required will save space, inventory, and money. 2. Sorting (arrangement). Everything has a specific place, and everything in its place is a visual management philosophy that affects facilities layout. 3. Sweeping (cleaning). A clean plant is a result of a facility layout that has been thought to provide room for everything. 4. Spic and Span (hygiene). A safe plant is a result of good layout planning. 5. Strict (discipline). Following the procedures and standardized methods and making them a habit will keep the plant operating efficiently and safely. The five why’s will ensure that the solution to a problem is not a symptom of the problem, but rather, the base cause (page 4).

Lean Thinking and Lean Manufacturing
Lean manufacturing is a concept whereby all production people work together to eliminate waste. Muda (waste) is defined as any expense that does not help produce value. There are 8 kinds of muda: overproduction, waiting, transportation, processing, inventory, motion, rework, and poor people utilization. Kaizen is the Japanese word for continuous improvement. Every person in the company is encouraged to search for new ideas and opportunities to further improve the organization and its processes including reducing waste. Kanban is a signal board that communicates the need for material and visually tells the operator to produce another unit or quantity. With pull systems parts are produced only when the need arises and they have been requested or there is a pull from production operations. Value stream mapping (VSM) is the process of assessment of each component or the step of production to determine the extent to which it contributes to operational efficiency or product quality. VSM can reduce or eliminate excessive material handling, eliminate wasted space, create a better control of all types of inventory and streamline various production steps.

The Goals of Manufacturing Facilities Design and Material Handling
A mission statement communicates the primary goals and the culture of the organization to the facilities planner. 1. Minimize unit and project costs: It does not mean buying the cheapest machine, because the most expensive machine may produce the lowest unit cost. 2. Optimize quality: Quality and cost are the two primary competitive fronts. You must constantly balance cost and quality. 3. Promoting the effective use of people, equipment, space, and energy: Providing convenient location for services like restrooms, locker rooms, cafeterias, tool cribs and any other service will increase productivity. 4. Provide for the convenience, safety, and comfort of our employees: Drinking fountains, parking lot design and location, employee entrances, as well as restrooms and cafeterias must be convenient to all employees. 5. Control project costs: Budgeting and then living within the budget are two things that successful managers and engineers learn to do early in their careers. 6. Achieve the production start date: For seasonable products, if you miss the start date, you miss the whole season. Schedules must be met. 7. Build flexibility into the plan: Design buildings that will be able to support a wide variety of uses. 8. Reduce or eliminate excessive inventory: Inventory costs about 35% to hold. Minimize all forms (raw material, work in progress, finished goods) of inventory. 9. Achieve miscellaneous goals: Like using plug-in plug-out equipment to allow operators to move equipment easily for flexibility. Goals should be measurable and achievable.

The Manufacturing Facilities Design Procedure
Resist jumping into the layout phase before collecting and analyzing data: 1. Determine what will be produced: for example a toolbox. 2. Determine how many will be made per unit of time: for example 1,500 per 8 hour shift. 3. Determine what parts will be made or purchased complete: some companies but all parts, and they are called assembly plants. 4. Determine how each part will be fabricated. This is called process planning and is usually done by a manufacturing engineer. 5. Determine he sequence of assembly: This is called assembly line balancing. 6. Set time standards for each operation. It is impossible to design a plant layout without time standards. 7. Determine the plant rate (takt time). This is how fast the facility needs to produce. For example to make 1,500 units in 8 hours, you have to make a part every .32 minute (3 parts per minute). 8. Determine the number of machines needed. For example if a machine has a time standard of .75 minutes per part, .75/.32 = 2.34 machines. So you will need 3 machines. 9. Balance assembly lines or work cells. Try to give everyone as close to the same amount of work as possible. 10. Study material flow patterns to establish the best (shortest distance through the facility) flow possible. 11. Determine activity relationships. How close do departments need to be to each other to minimize people and material movement. 12. Lay out each workstation. These layouts will lead to department layouts, and then to the facility layout. 13. Identify the need for personal plant and services, and provide the space needed. 14. Identify office needs and layout as needed. 15. Develop total space requirements from the above information.

The Manufacturing Facilities Design Procedure (continued)
16. Select material handling equipment. 17. Allocate the area according to the space needed and the activity relationships established in 11 above. 18. Develop a plot plan and the building shape. How will the facility fit on the property. 19. Construct a master plan. This is the manufacturing facility design – the last page of the project and the result of the data collected and the decisions made. 20. Seek input and adjust. Ask your peers to see if they can punch holes in your design before you present it to management for approval. 21. Seek approvals, take advice, and change as needed. 22. Install the layout. 23. Start production. 24. Adjust as needed and finalize the project report and budget performance.

Types and Sources of Manufacturing Facilities Design Projects
1. New facility: There are fewer restrictions because you do not have to be concerned with old facilities. 2. New product: Some common equipment may be shared with an old product. A corner of the plant is set aside for a new product. 3. Design changes: Layout may be affected by these changes. 4. Cost reduction: May find a better layout that will produce more products with less worker effort. 5. Retrofit: Constraints include existing walls, floor pits, low ceilings, and any other permanent fixtures that may pose an obstacle to an efficient material flow. If designers study the flow, they can improve it by changing the facilities layout.

Computers and Simulation in Manufacturing Facilities Design
Simulation can be used to predict the behavior of a manufacturing or service system by actually tracking the movements and interaction of the system components and aiding in optimizing such systems. There are a number of user friendly advanced simulation packages available for simulating the working of a factory, inventory, warehousing, or logistics. The simulation software generates detailed statistics describing the behavior of the system under study.

ISO 9000 and Facilities Planning
A large number of corporations demand their vendors be registered under ISO 9000 or other quality standards. Management must continually monitor operations for improvement opportunities. All procedures and processes must tie back to achieving customer satisfaction. Systems should be developed to identify, document, evaluate, and segregate nonconforming occurrences.

Summary Facilities design includes plant location, building design, plant layout, and material handling systems. Manufacturing facilities design is the organization of the company’s physical assets to promote the efficient use resources such as people, material, equipment, and energy. Material handling is simply defined as moving material. Material handling accounts for about 50% of all industrial injuries and from 40 to 80% of all operating costs. Facilities planners ask the six questions ( why, who, what, where, when, and how) about everything that can happen to a part flowing through a manufacturing facility (operation, transportation, inspection, storage, and delay) to eliminate steps, combine steps, change sequence of steps or simplify. Muda (waste) is defined as any expense that does not help produce value. There are 8 kinds of muda: overproduction, waiting, transportation, processing, inventory, motion, rework, and poor people utilization. Kaizen is the Japanese word for continuous improvement. Every person in the company is encouraged to search for new ideas and opportunities to further improve the organization and its processes including reducing waste. Value stream mapping (VSM) is the process of assessment of each component or the step of production to determine the extent to which it contributes to operational efficiency or product quality. VSM can reduce or eliminate excessive material handling, eliminate wasted space, create a better control of all types of inventory and streamline various production steps. A mission statement communicates the primary goals and the culture of the organization to the facilities planner. Resist jumping into the layout phase before collecting and analyzing data (25 steps). If designers study the flow, they can improve it by changing the facilities layout. Simulation can be used to predict the behavior of a manufacturing or service system by actually tracking the movements and interaction of the system components and aiding in optimizing such systems. A large number of corporations demand their vendors be registered under ISO 9000 or other quality standards.

Sources of Information for Manufacturing Facilities Design
Chapter 2 Sources of Information for Manufacturing Facilities Design

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Identify various sources for facilities planning Understand the role of management in facilities planning

The Marketing Department
The marketing department provides a research function that analyzes what the world’s consumers want and need. The selling price has a direct influence on the number of units the company sells. The lower the price is, the more customers will choose the product. Volume also comes down to how many units the company wants to build per day. If 250,000 units will be needed, if the plant works 250 days a year (50 weeks times 5 days per week) then 1,000 units will be needed every day. The number of units per day is a very important number for the facility designer because it determines the number of machines and people for which he needs to provide space.

Determining Takt Time or Plant Rate
The rate of production is called takt time (German word) or production rate. For example, suppose you need to produce 1,000 units in a 8 hour shift. Suppose the plant is operating at 90% efficiency. Thirty minutes for lunch, 10 minutes for break, and 8 minutes for team meeting every shift. 8 hour shift X 60 minutes = 480 minutes – 30 min for lunch – 10 min for breaks – 8 min for meetings = 432 min effective time x 90% efficiency = 389 min. Takt time or R = 389 min / 1000 units = .389 min per unit. Units per minute = 1 unit/ ,389 = 2.57 units per minute

Calculating Scrap and Rework Rates
Scrap and rework result in an inefficient and wasteful use of the facilities and resources. In determining the plant rate you must include scrap and rework rates in your calculation. For the previous example if you had 3 percent scrap, for good parts you would need to produce: 1000 / (1- .03) = 1,031 units. The plant rate is used to calculate the number of machines and workstations, the conveyor speed, and the number of employees required for the facilities design.

The Product Design Department
The product design department is the source for blueprints, bill of materials, assembly drawings, and model shop examples. There will be drawings for each individual part of the product. These drawings tell you the size, shape, material, tolerances, and finish. The parts list or bill of materials list all the parts that make up a finished product. The list includes part #s, part names, the quantity of each part, and may include make or buy decisions.

The Intended Bill of Material
The bill of material provides a hierarchical structure of the product by identifying each assembly, subassembly, and the parts of each subassembly. The highest level of the product, or the finished assembly, appears on the top of the list and is given the number zero (fig 2-5, page 36). Under this are listed the major sub assemblies and each is assigned a level of one (.1). The period before the numeral 1 indents the major sub assembly from the main assembly. Under each subassembly, the required components are listed and numbered level two (..2). The purpose of the periods before each level number is to offset or indent each level in order to enhance readability. The parts that are purchased complete are called buyouts and can be fabricated cheaper by someone else. Companies that purchase every part from outside are called assembly plants.

Management Policy Information
Management refers to upper level employees who are responsible for the financial performance of a company. Inventory policy: The company’s inventory policy could be as simple as “provide space for one month supply of raw material, work in process, and finished goods.” JIT and Kanban philosophies reduce inventory and therefore space, facilities, and cost. Lean Thinking and Muda as Part of Management Philosophy: Muda means waste. Mistakes that require rectification and rework is a good indication of muda. Investment Policy: Facilities design projects might be approved with a 33% ROI. 33% is a 3 year pay back period. Startup Schedule: All the work needed to accomplish the task will be backdated from the production start date (page 42). Make or Buy Decisions: The cheapest way to provide the part to the assembly department is the best source. Organizational Relationships: The number of employees determines the size of many areas such as cafeterias, restrooms, office space, and medical facilities. Feasibility Studies: Out of many feasibility studies only a small number of projects (1 in 4) are typically approved.

Summary The marketing department provides a research function that analyzes what the world’s consumers want and need. The number of units per day is a very important number for the facility designer because it determines the number of machines and people for which he needs to provide space. The rate of production is called takt time or production rate. Scrap and rework result in an inefficient and wasteful use of the facilities and resources. The plant rate is used to calculate the number of machines and workstations, the conveyor speed, and the number of employees required for the facilities design. The product design department is the source for blueprints, bill of materials, assembly drawings, and model shop examples. The bill of material provides a hierarchical structure of the product by identifying each assembly, subassembly, and the parts of each subassembly. The parts that are purchased complete are called buyouts and can be fabricated cheaper by someone else. Companies that purchase every part from outside are called assembly plants. Management refers to upper level employees who are responsible for the financial performance of a company. Feasibility Studies: Out of many feasibility studies only a small number of projects (1 in 4) are typically approved.

Chapter 3 Time Study

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand the concepts of time study and time standards. Identify various techniques of establishing time standards. Identify steps in performing a stopwatch time study.

Time Standards A time standard is defined as the time required to produce a product at a workstation with the following three conditions: (1) a qualified, well trained operator, (2) working at a normal pace, and (3) doing a specific task. Experience is usually what makes a qualified well trained operator, and time on the job is the best indicator of experience. Normal pace is the pace at which a trained operator, under normal conditions performs a task with a normal level of effort. A specific task is a detailed description of what must be accomplished.

The Importance and Uses of Time Study
An operation that is not working toward time standards typically works 60 % of the time. Those working with time standards work at 85% of normal performance. Industrial plants on incentive pay plans have an average performance of 120%.

How many machines do we need?
The answer depends on two questions: 1. How many pieces need to be manufactured per shift? 2. How much time does it take to make one part (time standard)? If the time standard is .400 minute per unit, and the plant rate is .161 minute per unit (see pages 55, 56) then you need .400/.161 = 2.48 machines = 3 machines (always round up).

How many people should we hire?
See the operations chart in figure 3-3, page 57. In the operation of casting the handle, the 05 indicates the operation number (first operation of each part), the 500 is the pieces per hour standard, and the 2.0 is the hours required to produce a 1,000 pieces. At 500 pieces per hour it would take 2 hours to make 1,000 pieces. If the efficiency is 75 % then we need 2 hours per 1,000 pieces / 75% = 2.67 hours for 1,000 pieces. # of hours / 8 hours per employee = # of employees needed.

How much will our product cost?
Product costs may include the following: Manufacturing costs (50%): Direct labor (8%), direct materials (25%), overhead (17%). Front end costs (50%): Sales and distribution costs (15%), advertising (5%), administrative overhead (20%), engineering (3%), profit (7%). Direct labor cost is the most difficult component of product cost to estimate. Time standards must be set prior to any equipment purchase or material availability. Time standards are set using predetermined time standards or standard data from blueprints and workstation sketches. Material cost is estimated by calling vendors for a bid price. Overhead costs are all expenses of running a factory, except direct labor and direct material.

How much work can we handle with the equipment and people we have?
One scheduling philosophy is that operating departments are compared to buckets of time. The size of the bucket is the number of hours that each department can produce in a 24 hour day (see example on page 61). Inventory is a huge cost in manufacturing, so knowledge of time standards will reduce inventory requirements, which will reduce cost.

How do we balance the work cells?
The objective of assembly line balancing is to give each operator as close to the same amount of work as possible. If a person has extra time, he could be given some work from a busier workstation. There will always be a workstation or cell that has more work than others. This station is defined as the 100 % loaded station, or bottleneck station, and will limit the output of the whole plant. If you have 200 people on an assembly line and only one 100% station, you can save the equivalent of 2 people by reducing the 100% station by just 1 %. You can use this multiplier to help justify spending large sums of money to make small changes.

How do we measure productivity?
Productivity is measured as output divided by input. For example: output = 1,000 units per day / Input = 50 8 hours per day = 1000 / 400 = 2.5 units per work hour. A performance control system will improve performance by an average of 42 percent over performance with no control system. Companies without performance control system typically operate at 60 % of standard. Companies with performance control system typically operate at 85 % of standard. Productivity improvement is accomplished by: 1. Identifying non productive time and eliminating it. 2. Identifying poorly maintained equipment and fixing it. 3. Identifying causes for downtime and eliminating them. 4. planning ahead for the next job.

How Can We Pay Our People for Outstanding Performance?
Every supervisor knows whom to count on to get the job done. Stage 1: Plants with no standards operate at 60% performance. Stage 2: Plants with standards and performance control systems operate at 85% performance. Stage 3: Plants with incentive systems operate at 120 % performance. A National Science Foundation study found that when workers pay was tied to their efforts, productivity improved, cost was reduced, workers pay increased, and workers morale improved.

How Can We Select the Best Method or Evaluate Cost Reduction Ideas?
A basic rule of production management is , “All expenses must be cost justified.” A basic rule of life is, “Everything changes.” Planners must keep improving or become obsolete. The return on investment (ROI) is the amount of return divided by the investment. See example on pages 64 and 65.

How do we Develop a Personnel Budget
Budgeting is one of the most important management tools. Budgeting is a part of the cost estimating process. Labor is only one part of the budget, but is one of the most difficult to estimate and control. Without time standards it would be a very expensive guess.

Techniques of Time Study
Predetermined time standard system (PTSS) methods of time measurement (MTM) must be used if you are building a new plant. Once a machine or workstation has been operational for a while, the stopwatch technique is used. Other methods are work sampling, standard data, and expert opinion standard and historical data.

Predetermined Time Standards System
The technologist would design a workstation for each step of the new product manufacturing plan, develop a motion pattern, measure each motion and assign a time value. The total of these time values would be the time standard. This time standard would be used to determine the equipment, space, and people needs of the new product and its selling price.

Stopwatch Time Study Stopwatch time study is the method that most manufacturing employees think of when talking about time standards. Time study is defined as the process of determining the time required by a skilled, well- trained operator working at a normal pace doing a specific task. Digital watches and computers are much more accurate and many have memory functions that improve recording data.

Time Study Procedure & Step by Step Form
The time study procedure has been reduced to 10 steps (fig 3-7, page 72): 1. Select the job to study: Requests for time study can come from many directions – unions, supervisors, new jobs, new products, new machinery, and job changes. The person to be time studied should be a qualified, well trained operator. 2. Collect the information about the job: Operation description, & drawing blueprint (parts description & material specification). 3. Divide the job into elements: Time study elements should be as small as possible. 4. Do the actual time study: Step-by-step recording of time for each element. Continuous reading (R) or elemental (E) where watch is reset after each reading. 5. Extend the time study: For continuous time study subtract the beginning time from end time to give elemental time. 6. Determine the number of cycles to be timed: As a rule of thumb, 20 to 25 observations should provide sufficient accuracy. 7. Rate, level, and normalize the operator’s performance: Technologist’s opinion of operator performance. 8. Apply allowances: Allowances make the time standard practical. 9. Check for logic: Check normal time for one unit, and see if it is practical. 10. Publish the time standard: Placed on operations sheet, production route sheet, or computer to communicate time standard to everyone.

Rating, Leveling, and Normalizing
Rating the operator includes 4 factors: skill, consistency, working conditions, and effort (which is most important). Time study only people that are skilled. If an operator shows lack of skill, the technologist should find someone else to time study. Operators are consistent when they run the elements of the job in the same time. If the employees are asked to work in hot, cold, dusty, dirty, noisy environments, their performance will suffer. Effort is measured based on the normal operator working at 100 percent – defined as walking 3 miles per hour.

Allowances Allowances are extra time added to normal time to make the time standard practical and attainable. Allowances fall into 3 categories: personal, fatigue, and delay. Personal allowance is the time that is allowed for personal activities such as: talking to friends, going to the bathroom, getting a drink, or any other operator controlled reason for not working. An appropriate amount of time has been defined as about 5% of the workday or 24 minutes per day. Fatigue allowance time is given to employees in the form of work breaks (coffee breaks). A 5% fatigue allowance is given for every 10 pound increase in exertion required of the employee. If an employee has to pick up a 50 pound part, fatigue allowance is 5 x 5 = 25% allowance. Delay allowance are unavoidable because they are out of the operator’s control. Personal, fatigue and delay allowances are added together, and the total allowance is added to the normal time. Normal time + allowance = standard time.

Methods of Applying Allowances
Method 1: 18.5 hours per 1000 This method is based on a constant allowance of 10 percent. Method 2: Constant Allowance added to Total Normal Time This method is used in this text and is the most common used in industry. An explanation of what makes up the allowance must be included (page 87). Method 3: Elemental Allowances Technique The theory behind this technique is that each element of a job can have different allowances (page 88). Method 4: The PF&D Elemental Allowance Technique The personal fatigue and delay (PD&F) method shows exactly how the allowance was developed (page 88). It is very descriptive, but the cost is too high for most companies.

Work Sampling Work sampling is the same scientific process used in Nielsen ratings, Gallup polls, attitude surveys, and federal unemployment statistics. You could walk through a plant of 250 people one time and count people who are working and those who are not working and calculate the performance of that plant within +/- 10%. Consultants expect 60% performance in plants without standards and 70 to 75% in plants with better management. Ten percent extra time for personal time, fatigue, and delay is considered normal.

Standard Data Machines like welders have simple formulas, such as 12 inches per minute. The machine manufacturers are a good source of standard data. Metal cutting machines are examples of the need for and use of formulas. Feeds and speeds can be looked up in the Machinery Handbook and substitute the information into 3 simple formulas to determine the time standard.

Expert Opinion Time Standards and Historical Data
An expert opinion time standard is an estimation of the time required to do a specific job. This estimate is made by a person with a great experience base. In well managed companies new maintenance projects will not be approved until the job is estimated. A bad standard is better than no standard at all.

Time Standards for Manufacturing Facilities Design
Time standards are used for 5 main purposes in facilities design: 1. Determining the number of workstations and machines. 2. Determining the number of people. 3. Determining conveyor line speeds. 4. Balancing assembly and pack out lines. 5. Loading work cells.

Summary A time standard is defined as the time required to produce a product at a workstation with the following three conditions: (1) a qualified, well trained operator, (2) working at a normal pace, and (3) doing a specific task. How many machines do we need? The answer depends on two questions: 1. How many pieces need to be manufactured per shift? 2. How much time does it take to make one part (time standard)? How many people should we hire? At 500 pieces per hour it would take 2 hours to make 1,000 pieces. If the efficiency is 75 % then we need 2 hours per 1,000 pieces / 75% = 2.67 hours for 1,000 pieces. # of hours / 8 hours per employee = # of employees needed. Product costs may include the following: Manufacturing costs (50%): Direct labor (8%), direct materials (25%), overhead (17%). Front end costs (50%): Sales and distribution costs (15%), advertising (5%), administrative overhead (20%), engineering (3%), profit (7%). Inventory is a huge cost in manufacturing, so knowledge of time standards will reduce inventory requirements, which will reduce cost. There will always be a workstation or cell that has more work than others. This station is defined as the 100 % loaded station, or bottleneck station, and will limit the output of the whole plant. Productivity is measured as output divided by input. For example: output = 1,000 units per day / Input = 50 8 hours per day = / 400 = 2.5 units per work hour. Productivity improvement is accomplished by: 1. Identifying non productive time and eliminating it. 2. Identifying poorly maintained equipment and fixing it. 3. Identifying causes for downtime and eliminating them. 4. planning ahead for the next job. A National Science Foundation study found that when workers pay was tied to their efforts, productivity improved, cost was reduced, workers pay increased, and workers morale improved. A basic rule of production management is , “All expenses must be cost justified.” Budgeting is one of the most important management tools. Rating the operator includes 4 factors: skill, consistency, working conditions, and effort (which is most important). Allowances fall into 3 categories: personal, fatigue, and delay.

Chapter 4 Process Design

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand the role of process design in facilities planning Construct routing sheets Balance an assembly line

Introduction The process designer determines how the products and all its components will be made. It would include the following: 1. The sequence of operations to manufacture every part in the product. 2. The needed machinery, equipment, tools, fixtures, and so on. 3. The sequence of operations in assembly and packaging. 4. The time standard for each element of work. 5. The determination of conveyor speeds for cells, assembly and pack out lines, and paint and other finishing systems. 6. The balance of workloads of assembly and pack out lines. Load work cells. 8. The development of workstation drawing for each operation using the principles of motion economy and ergonomics.

Fabrication: Making the Individual Parts
The sequence of steps required to produce (manufacture) a single part is referred to as routing. The form used to describe this routing is called a route sheet. A route sheet is required for each individual fabricated part of the product. The route sheet lists the operations required to make that part in the required sequence (fig 4-1,2 page 98). A copy of the route sheet would be issued by the production and inventory control department showing the order quantity. This order would then be given to the stores department where the raw material would be pulled and transported to the first operation (according to the route sheet). The route sheet would accompany the material from operation to operation telling the operator what to do. The route sheet ends with the last operation prior to being assembled with other parts.

The Number of Machines Needed
The questions of how many machines you should buy can be answered only when you know: 1. How many finished units are needed per day. 2. Which machines run what parts. 3. What is the time standard for each operation. The marketing department decides how many products to produce (manufacture) per day. Once all the machine requirements for each operation have been calculated, total similar machine requirements and round up recommending the purchase of enough machines (fig 4-4, page 102). This information on the number of machines required will be used later to determine the number of square feet of floor space needed in the fabrication department.

Work Cell Load Chart Group technology takes advantage of similarity in parts or features in a group or family of parts so that these parts can be processed as a group. A work cell is a collection of equipment required to make a single part or a family of parts with similar characteristics. This equipment is placed in a circle around an operator or operators (fig 4-5, page 103). The work cell concept considers operator utilization to be more important than machine utilization. Work cell load charts list the operators time, machine time, and walking time required to run a work cell to produce one part per cycle using many machines (fig 4-6, 7 page105, 106). The work cell load charts show the total cycle time, operator utilization, and machine utilization.

Step by Step Procedure for Preparing a Work Cell Load Chart
1. Operation No: This is a numerical sequence of steps like 1, 3, 5, 7. This will allow the insertion of new operations without having to renumber everything. 2. Operation Description: This will include machine names and operations being performed. 3. Manual: The time it takes the operator to load, unload, inspect and do anything else the operator is supposed to do. 4. Machine: This machine time is calculated using feed and speed formulas. 5. Walk: The time it takes the operator to move form one machine or operation to the next. The time standard is .005 minute per foot. 6. Operation accumulation time graph (fig 4-6, page 105): The time data are plotted on the chart using 3 standard symbols: solid line for manual or operator time, dotted line for machine time, and zigzag line for walk time to next operation. With analysis and imagination, improvements can be attained.

Assembly and Packout Process Analysis
The Assembly Chart (fig 4-8, page 108): The assembly chart shows the sequence of operations in putting together the product. Time standards are required to decide which sequence is best. The process is known as assembly line balancing. Time Standards for Every Task (fig 4-9, page 108): The task should be as small as possible, so that the layout designer has the flexibility of giving the task to several different assemblers. Plant Rate and Conveyor Speed: Conveyor speed is dependent on the number of units needed per minute. Conveyor belt speed is recorded in feet per minute. The size of the part, plus the space between parts (measured in feet) times the number of parts needed in one minute equals feet per minute (see example on page 109).

Assembly Line Balancing
The objective of assembly line balancing is to give each operator as close to the same amount of work as possible. In an assembly line mode, the operations are slowed to the rate of the slowest activity. Packout work is considered the same as assembly work as far as assembly line balancing is concerned. Many other jobs may be performed on or near the assembly line, but they are considered as subassemblies. Their time standards stand on their own merit.

Step by Step Procedure for Completing the Assembly Line Balance Form
The assembly line balancing form (fig 4-14, page 116) includes the following: 1. Product No.: The product drawing or product part number. 2. Date: The completion date of the development of this solution. 3. By I.E.: The name of the industrial engineer doing the assembly line balance. 4. Product Description: The name of the product being assembled. 5. Number of Units Required per Shift: Given by the sales department. 6. Takt time: The plant rate (R value). Existing products have 85% efficiency. New products average 70% efficiency during the first year. 7. No.: This is the sequential operation number. 8. Operation/Description: A few well chosen words can communicate what is being done at this workstation. 9. Takt Time: The takt time is calculated for each operation. 10. Cycle Time: The cycle time is the time standard for a job. 11. No. of Stations: The number of stations is calculated by dividing the takt time into the cycle time and rounding up. 12. Average Cycle Time: The average cycle time is found by dividing the cycle time by the number of workstations. It is the speed at which the workstation produces parts. 13. % Load: The % load tells how busy each workstation is compared to the busiest workstation. 14. Hrs./1000 Line Balance: The hours per unit can be calculated by dividing the average cycle time by by 60 minutes per hour. 15. Pcs./Hr. Line Balance: Divide the hours per unit into 1. 16. Total Hours per Unit: Add the number of hours from all the operations. 17. Average Hourly Wage Rate: This would come from the payroll department. 18. Labor Cost per Unit: The lower the cost, the better the line balance. 19. Total Cycle Time: Tells the exact work content of the whole assembly.

Calculating the Efficiency of the Assembly Line
Remember not all stations are performing at their maximum capacity. A operator can only work as fast as the slowest member of the team. Line efficiency = (sum of 1 cycle time/ total cycle time) * 100

Use of Computer Simulation
Computer simulation and modeling are powerful tools in designing work cells and aiding with balancing lines and work cell loads. Computer simulation packages such as ProModel (fig 4-15, page 120) allow the designer to play with various scenarios in order to optimize the cell.

Layout Orientation Mass production is product oriented and follows a fixed path through the plant. The job shop orientation layout is process oriented (built around machine centers). A work cell is a group of machines dedicated to making one complicated part. One or two operators may run 6 to 10 machines.

Summary The process designer determines how the products and all its components will be made. The sequence of steps required to produce (manufacture) a single part is referred to as routing. The route sheet lists the operations required to make that part in the required sequence. The questions of how many machines you should buy can be answered only when you know: 1. How many finished units are needed per day. 2. Which machines run what parts. 3. What is the time standard for each operation. A work cell is a collection of equipment required to make a single part or a family of parts with similar characteristics. The assembly chart shows the sequence of operations in putting together the product. The objective of assembly line balancing is to give each operator as close to the same amount of work as possible. Computer simulation and modeling are powerful tools in designing work cells and aiding with balancing lines and work cell loads. Mass production is product oriented and follows a fixed path through the plant. The job shop orientation layout is process oriented (built around machine centers). A work cell is a group of machines dedicated to making one complicated part. One or two operators may run 6 to 10 machines.

Flow Analysis Techniques
Chapter 5 Flow Analysis Techniques

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand the importance of material flow and flow analysis. Be able to identify various flow analysis tools.

Introduction Flow analysis considers the path that every part takes through the plant and tries to minimize: 1. distance travelled (measured in feet) 2. backtracking 3. cross traffic and 4. cost of production. Flow analysis will assist the manufacturing facilities designer in the selection of the most effective arrangement of machines, facilities, workstations and departments. When designing the flow pattern, keep in mind that the employee walking time is a nonproductive time.

Fabrication of Individual Parts
To establish the best arrangement of equipment, facilities designers use four techniques: 1. String Diagram: In a string diagram, circles represent the equipment and the lines between circles indicate flow (fig 5-3, page 140). If the flow is backwards, the flow line is drawn under the circles. If there are many lines between two circles, the circles must be kept close to each other. 2. Multicolumn Process Chart: shows the flow of each part right next to but separate from each other (fig 5-5, page 142). 3. From-To Chart: Designers can develop an efficiency that considers the importance of the parts (fig 5-9, page 145). Up until now, we have considered each part as equal in importance. Minimizing the total cost of production is the ultimate goal of flow analysis. 4. Process Chart: The process chart is used for just one part (fig 5-12, page 148). Symbols are used to describe what happens (page 146). Process charting lends itself to standard forms.

Step-by-Step Description for the Process Chart
The step-by-step procedure accompanies fig 5-12, page 148: 1. Present Method or Proposed Method: A good practice is to record the present method so that the proposed improved method can be compared. 2. Date_Page_of_: Always date your work. Page numbers are important on big jobs. 3. Part Description: Everything else would be useless if you did not record the part number. The part description also includes the name and specification of the part. 4. Operation Description: Limits of the study. 5. Summary: For the proposed solution. Cost reduction information. 6. Analysis: Why, what, where, when, how, and who – if you do not have a good reason for a step, you can eliminate it and save 100% of the cost. Combine steps to spread the cost. Improve flow to save on travel. 7. Flow Diagram Attached (Important): Process charting is used in conjunction with flow diagramming. 8. Details of Process: One chart can be used for 42 steps (front and back). Each step is independent and stands alone. 9. Method: How the material was transported – fork truck, by hand – how material is stored can also be placed here. 10. Symbols: The analyst should shade the proper symbol to indicate what this step is. 11. Distance in feet: Used with transportation symbol. Sum of this column is distance travelled. 12. Quantity: Operation – how many pieces per hour were produced. Transportation – how many pieces were moved at a time, etc. 13. Time in hours per unit: This step is for labor cost. Cost of storage and delay will be counted in inventory carrying cost. This column is for operations, transportation, and inspection. 14. Cost per Unit: Hours per unit multiplied by the labor rate per hour equals cost per unit. The cost per unit is the backbone of the processing chart. 15. Time/Cost Calculations: This space is to record the formulas developed to determine costs.

Flow Diagrams Flow diagrams show the path traveled by each part from receiving to stores to fabrication of each part to subassembly to final assembly to pack out to warehousing to shipping. These paths are drawn on a layout of the plant (fig 5-13, 5-14 pages 152, 153). The flow diagram will point out problems with such factors as cross traffic, backtracking, and distance travelled. Cross Traffic: is where flow lines cross. Cross traffic is undesirable because of congestion and safety considerations. Backtracking: Backtracking costs 3 times as much as flowing correctly. Distance Traveled: The less distance traveled the better. The sequence of steps should be changed to meet the layout if possible because that requires only a paperwork change. Moving equipment may be necessary.

Step by Step Procedure for Developing a Flow Diagram
1. The flow diagram starts with an existing or proposed scaled layout. 2. From the route sheet, each step in the fabrication of each part is plotted and connected with a line, and color codes or other methods of distinguishing between parts are used. 3. At the assembly line, all flow lines join together and travel to pack out, warehouse, and shipping. A well thought out flow diagram will be the best technique for developing a plant layout. Using several plastic overlays will simplify the analysis The industrial engineer can always find ways to improve the flow of material.

The Operations Chart The operations chart (fig 5-15, 5-16, page 156) has a circle for each operation required to fabricate each part, to assemble each part to the final assembly, and to pack out the finished product. On one piece of paper, every product operation, every job, and every part are included. Operations charts show the introduction of raw materials at the top of the page. A vertical line connects circles (steps in the fabrication of the raw material into finished products). The operations chart is different for every product, so a standard form is not practical.

Step by Step Procedure for Preparing an Operations Chart
1. Identify the parts that are going to be manufactured and those that are going to be purchased complete. 2. Determine the operations required to fabricate each part and the sequence of these operations. 3. Determine the sequence of assembly for both buyout and fabricated parts. 4. Find the base part. This is the first part that starts the assembly process. Put that part name on a horizontal line in the upper right of the chart. On a vertical line extending down from the right side of the horizontal line, place a circle for each operation. Beginning with the first operation, list all operations down to the last operation. 5. Place the second part to the left of the first part and the third part to the left of the second part and so on. All the fabrication steps are listed below the parts with a circle representing each operation. 6. Draw a horizontal line from the bottom of the last operation of the second part to the first part just below its final fabrication operation and just above the first assembly operation (fig 5-17, page 158). Repeat for parts three, four and so on. 7. Introduce all buyout parts on horizontal lines above assembly operation circles where they are placed on the assembly. 8. Put time standards, operation numbers, and operation descriptions next to and in the circle as explained earlier (fig 5-15, page 156). 9. Sum the total hours per unit and place these total hours at the bottom right under the last assembly or pack out operation.

Flow Process Chart The flow process chart combines the operations chart with the process chart. The operations chart uses only one symbol – the circle or operations symbol. The flow process chart uses all 5 process chart symbols (fig 5-18, page 158). The flow process chart is the most complete of all techniques.

Step by Step Procedure for Preparing a Flow Process Chart
1. Start with the operations chart. 2. Complete the process chart for each part. 3. Combine the operations chart and the process chart, working in all the buyouts.

Computer Aided Flow Design and Analysis
Computers and software packages can aid in the design and analysis of material flow in the manufacturing facility. FactoryFLOW is a powerful layout analysis tool capable of integrating the actual facilities drawings with the material flow paths and the production and material handling data. Facility planners have to obtain the input data such as time standards, route sheets, and process and equipment requirements. Factory CAD can be used to prepare a sketch of the facilities showing existing or proposed location of various activity centers. Critical paths, bottlenecks, and flow efficiency can be readily determined. Optimal dock, storage, and equipment locations can be quickly and easily determined (fig 5-20, 5-21, page 163).

Summary Flow analysis considers the path that every part takes through the plant and tries to minimize: 1. distance travelled (measured in feet) 2. backtracking 3. cross traffic and 4. cost of production. To establish the best arrangement of equipment, facilities designers use four techniques: 1. String Diagram 2. Multicolumn Process Chart 3. From-To Chart and 4. Process Chart. String Diagram: In a string diagram, circles represent the equipment and the lines between circles indicate flow. Multicolumn Process Chart: shows the flow of each part right next to but separate from each other. From-To Chart: Designers can develop an efficiency that considers the importance of the parts. Process charting lends itself to standard forms. Flow diagrams show the path traveled by each part from receiving to stores to fabrication of each part to subassembly to final assembly to pack out to warehousing to shipping. The flow process chart combines the operations chart with the process chart. Computers and software packages can aid in the design and analysis of material flow in the manufacturing facility. FactoryFLOW is a powerful layout analysis tool capable of integrating the actual facilities drawings with the material flow paths and the production and material handling data. Factory CAD can be used to prepare a sketch of the facilities showing existing or proposed location of various activity centers.

Activity Relationship Analysis
Chapter 6 Activity Relationship Analysis

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand activity chart and its function. Identify relationship codes. Utilize the block diagram to analyze flow.

Introduction Activity relationship analysis will help the facilities planner to place each department, office, and service area in the proper location. The objective is to create the most efficient layout possible.

Activity Relationship Diagram
The activity relationship diagram, also called affinity analysis diagram, shows the relationship of every department, office, or service area with every other department and area (fig 6-1, page 177). Closeness codes are used to reflect the importance of each relationship: A - Absolutely necessary that these two departments be next to each other. E - Especially important I – Important O – Ordinary importance U – Unimportant X – Closeness undesirable The A code should be restricted to the movement of massive amounts of material between departments for example steel receiving to the steel storeroom. It will be difficult to handle more than eight A codes. Use E code if there is any doubt that it is an A code. Use I and O codes where some level of importance is desired. U codes are useful because they tell you no activity or interface is needed between two departments. X codes are as important as A codes, but for opposite reason. Noise, smell, heat, dust, clod are good reasons for an X code.

Determining the Relationship Code
The relationship or affinity code states the desired degree of closeness between two activity centers. A rule of thumb is that you should not exceed the following percentages for a given code: A – 5%, E – 10%, I – 15%, and O 25%. The total number of relationships, N between all possible pairs of work centers (n) can be determined by: N = n (n-1) / 2 For example with 25 different departments or work centers there will be N = 25 (25-1) / 2 = 300 relationship codes. The facilities designer should have no more than 15 A relationships (300 x 5% = 15).

Worksheet The worksheet can serve as an interim step between the activity relationship diagram and the dimensionless block diagram. Step-by-step procedure for the worksheet (fig 6-2, page 180): 1. List all the activities down the left hand side of a sheet of paper. 2. Make six columns to the right of the activity column and title them A,E,I,O,U, and X (relationship codes). 3. Taking one activity at a time, list the activity numbers under the proper relationship codes. Be sure each activity number appears on each line.

Dimensionless Block Diagram
The dimensionless block diagram is the first layout attempt. It will be the basis for the master layout and plot plan. Step by step procedure (fig 6-3, page 181): 1. Cut up a sheet of paper into 2 x 2 inch squares. 2. Place an activity number in the center of each square. 3. Taking one square at a time, make a template for that activity by placing the relationship codes in the following positions: A relationship in the top left hand corner. E relationship in the top right hand corner. I relationship in the bottom left corner. O relationship in the bottom right corner. U relationships omitted. X relationship at the center under the activity number. 4. Each activity center is represented by one square. 5. Once the templates are ready, you place them in the arrangement that will satisfy as many codes as possible. All As should have a full side touching. All Es should have at least one corner touching. No X relationship should be touching (fig 6-4, page 182).

Flow Analysis Flow analysis is now performed on the dimensionless block diagram. Start with receiving and show the movement of materials to stores, to fabrication, to welding, to paint, to assembly and pack out, to the warehouse, and to shipping (fig 6-4, page 182). You would not want shipping or receiving to be located in the middle of the building. You would not want material to jump over one or more departments.

Computer Generated Activity Relationship Chart
Software packages are available to aid facility planners in achieving solution to a layout problem. FactoryPLAN via a series of interactive menus and on-screen prompts assists the user in arranging a layout based on the closeness ratings between pairs of activity centers or work areas. The analysis is performed in 3 steps: 1. Create a data file containing activity center names. 2. Once the list is complete, the user is prompted to enter the affinity code and reason code between pairs of work centers. 3. The third step of the analysis is the generation of the activity relationship chart and the flow path diagrams. The software will generate an optimized layout based on the data that are entered by the user (fig 6-7, page 186).

Summary Activity relationship analysis will help the facilities planner to place each department, office, and service area in the proper location. The activity relationship diagram, also called affinity analysis diagram, shows the relationship of every department, office, or service area with every other department and area. The relationship or affinity code states the desired degree of closeness between two activity centers. The worksheet can serve as an interim step between the activity relationship diagram and the dimensionless block diagram. The dimensionless block diagram is the first layout attempt. Flow analysis is now performed on the dimensionless block diagram. Software packages are available to aid facility planners in achieving solution to a layout problem.

Ergonomics and Workstation Design Space Requirements
Chapter 7 Ergonomics and Workstation Design Space Requirements

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand ergonomic principles as applied to workstation design. Understand the concepts of motion economy. Be able to apply these principles and concepts to work space planning and space determination.

Workstation Design The result of ergonomics and workstation design is a workstation layout, and the workstation layout determines the space requirements. The manufacturing department total space requirements are a total of individual space requirements plus a contingency factor. Ergonomics is the science of preventing musculoskeletal injuries in the work place. Design the workstation so that the task fits the person rather than forcing the human body to fit the job. Improper workstation design costs the American industry millions of dollars annually in lost productivity, health, and job related injuries and accidents.

Ergonomics and the Principles of Motion Economy
Effectiveness is doing the right job. Efficiency is doing the job right. Safety and efficiency should be the goals of every workstation designer. Ergonomics and the principles of motion economy should be considered for every job.

Principle 1: Hand Motions
First of all hand motions should be eliminated as much as possible. Let a machine do it. If hand tools are used they must be designed ergonomically, and they must be easily adapted to both left handed and right handed people. Over 10% of the people are left handed. Combine motions to eliminate other motions. Make motions as short as possible, and eliminate leaning. Locate frequently used tools and materials closer to point of use. Place heavy materials closer to the point of use.

Principle 2: Basic Motion Types
Ballistic motions are fast motions created by putting one set of muscles in motion, and not trying to stop those motions by using other muscles. Controlled restricted motions require more control especially at the end of the motion. Controlled motions are to be considered first for elimination because they are costly, fatiguing, and unsafe. Continuous motions are curved motions. When the body has to change direction, speed is reduced.

Principle 3: Location of Parts and Tools
Have a fixed place for all parts and tools and have everything as close to the point of use as possible. Looking for parts wastes time. Reaching for something is fatiguing. You can place parts in two or three tiers to make them visible.

Principle 4: Freeing the Hands From as Much Work as Possible
Fixtures and jigs are designed to hold parts so that the worker can use both hands. Foot operated control devices can be designed to activate equipment to relieve hands from work. Fixtures can be electric, air, hydraulic or manually activated. A hex nut can be placed in a hex shaped hole that has no clamping need, but it will be held firm because of the part and fixture shape. Many tooling vendors would love to supply you with fixture building material and devices (fig 7-12, page 205).

Principle 5: Gravity Gravity is free power.
Gravity can move parts closer to the operator. Large boxes of parts can be moved into and out of workstations using gravity rollers and skate wheel conveyors. Slide chutes can carry punch press parts away from the die without operator assistance by using jet blasts of air, mechanical wipers, or even the next part pushing the finished part from the die.

Principle 6: Operator Safety and Health Considerations
Keep safety hazards in mind and anticipate emergency action requirements while designing the workstation. The correct work height is elbow height. Light work can be 2 inches above elbow height, whereas heavy work should be 2 inches below elbow height. To maintain correct work height have adjustable workstations. Design the station for the tallest person and provide platforms for the shorter people, or adjust the work height on the top of the workstation. The closer the work is, the more need there is for light. The best place for the light is over the work and slightly over the back, but not casting a shadow. Operator space should be 3 x 3 feet. Three feet off the aisle is adequate for safety and 3 feet from side to side allows parts to be placed comfortably next to the operator. If machines need maintenance and cleanup, a 2 foot access should be allowed around the machine.

Space Determination The space determination for most production departments starts with the workstation design. Multiplying the total workstation design square feet by 150% allows for extra space for the aisle, work in process, and a small amount of miscellaneous extra room. It does not include restrooms, lunchrooms, first aid, tool rooms, maintenance, offices, stores, warehouse, shipping or receiving.

Summary Ergonomics is the science of preventing musculoskeletal injuries in the work place. Design the workstation so that the task fits the person. First of all hand motions should be eliminated as much as possible. Let a machine do it. If hand tools are used they must be designed ergonomically, and they must be easily adapted to both left handed and right handed people. Over 10% of the people are left handed. Controlled restricted motions require more control especially at the end of the motion. Controlled motions are to be considered first for elimination because they are costly, fatiguing, and unsafe. Have a fixed place for all parts and tools and have everything as close to the point of use as possible. The correct work height is elbow height. Light work can be 2 inches above elbow height, whereas heavy work should be 2 inches below elbow height. Operator space should be 3 x 3 feet. Three feet off the aisle is adequate for safety and 3 feet from side to side allows parts to be placed comfortably next to the operator. If machines need maintenance and cleanup, a 2 foot access should be allowed around the machine. Multiplying the total workstation design square feet by 150% allows for extra space for the aisle, work in process, and a small amount of miscellaneous extra room. It does not include restrooms, lunchrooms, first aid, tool rooms, maintenance, offices, stores, warehouse, shipping or receiving.

Auxiliary Services Space Requirements
Chapter 8 Auxiliary Services Space Requirements

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand the need for supporting activities in a manufacturing enterprise. Identify support activity departments such as receiving, storage, maintenance, and so on. Calculate space requirements for such support functions.

Introduction Manufacturing departments need support services and these services need space. Major services are receiving and shipping, storage, warehousing, maintenance and tool room, utilities, heating, and air conditioning.

Receiving and Shipping
Receiving and shipping are two separate departments, but they have very similar people, equipment, and space requirements. The receiving department is the start of the material flow, whereas the shipping department is the end of the material flow. Receiving and shipping could be placed next to each other or across the plant from each other.

Advantages and Disadvantages of Centralized Receiving and Shipping
Loading and unloading trucks are very similar functions, so the facilities are similar. Dock doors, dock plates, fork trucks, and aisles are needed for both receiving and shipping. Responsible people who know the value of proper counts, proper identification, and control of the company’s most valuable assets are receiving and shipping clerks. The disadvantages of centralized shipping and receiving are space congestion and material flow. Material flow is more efficient if the material could flow straight through the plant: receiving on one side of the plant and shipping on the other side.

The Trucking Industry’s Effect on Receiving and Shipping
The trucking industry is organized nationally to deliver raw materials and parts to industry in the morning and pick up shipments in the afternoon. The trucks are unloaded at a local company’s warehouse. The materials are sorted by company to be delivered the next morning. The first stop is loaded last and the last stop loaded first. In the afternoon the same truck could return and pick up shipments. One truck could pick up 50,000 pounds of shipment.

Functions of a Receiving Department
RecievingTrailers are backed up to the receiving dock doors, the tires are chocked, the trailer doors are opened, a dock board or dock plate is positioned between the trailer and the floor of the plant, and the driver gives the receiving clerk a manifest that tells the receiving clerk what to unload. Unloading: The material is removed from the trailer and placed in the holding area. The receiving clerk signs the trucker’s manifest acknowledging receipt of containers and the truck leaves. Visible carton damage should be noted on the driver’s paperwork. Recording Receipts: When material is unloaded it is checked on a log. A number is stamped on the Bates log, the packing slip, and the receiving report. The Bates log is a 6 digit number (For example: July 3 is the 185 day of the year and 21st truck arriving would give a Bates number of ). Opening, Separating, Inspecting, and Counting: Before the day is complete, everything received today must be opened, separated, inspected, and counted. A quality check must be made to see if this is what the company ordered. The quantity must also be checked.

Functions of a Receiving Department
Preparing Overage, Shortage, and Damage Report (OS&D): Each problem becomes a project for the purchasing department which has to work it out with the supplier, but the eyes and ears are within the receiving department (OS&D report). Preparing Receiving Reports: After checking quality and quantity , the receiving department sends the receiving report to accounting. The accounting department (accounts payable) collects copies of the purchase order, receiving report, and invoice. Only after all 3 documents are received is the bill paid for only what receiving said they received. Errors can be very costly. Sending to stores or Production: A significant portion of problems associated with manual operations of identification, counting, sorting, routing, and inventory management and the resulting human errors can be alleviated through the use of automatic identification and capture (AIDC) technology such as PDF417, a two dimensional bar code. The use of AIDC technology can increase efficiency and throughput and reduce human errors.

Facilities Required for a Receiving Department
Door Docks: The number of door docks depends on the arrival rate (trucks per hour) at peak time, and the service rate (unloading time). For example, if 12 trucks arrive during a peak hour, and it takes 15 minutes to unload an average truck, three dock doors would be needed (4 trucks per hour per door). Door Plates, Dock Levelers, and Door Boards: These are tools to bridge the gap between the floors of buildings and the floors of trailers, so the material can be moved on and off the trailer easily. Aisles: Generally aisles into trailers are 8 feet wide because that is the width of the trailer. Outside Areas (fig 8-1, page 216): Trailer parking alone can take up 65 feet out from the plant wall. Maneuvering space is usually about 45 feet. Roadways are 11 feet one way or 22 feet for two way traffic. Offices: Depending on the number of people assigned to the receiving area, 100 square feet per clerk is necessary.

Functions of a Shipping Department
Packaging Finished Goods for Shipping: The package may be a box, a pallet, or a cargo container. Packaging must include careful placement of individual items so that they are not damaged in shipment. Addressing Cartons or Containers: Some systems use a computer generated shipping label. Weighing Each Container: The trucking company will charge by the pound, so you have to know the weight to determine trucking costs. If a container does not weigh enough, something must have been left out. When customers receive the shipment and claim shortage, you can check the weight to verify shortage. Pounds shipped per person is also good indicator of performance. Collecting Orders for Shipping: All day long as orders are filled and packed, the finished packing is placed in the proper staging area for the proper truck line. Spotting Trailers: Some big shippers may talk the trucking company into leaving a trailer at the plant all day. Then you can stage the shipment on the trailer and save plant space. Loading Trailers: Loading the trailer can be done very quickly if pallets are used. Most trailers will hold 18 pallets, 36 if stacked two high. Creating Bills of Lading: A bill of lading lists every order and the weight of the product. It will eventually come back as a bill for the trucking service. Space Requirements for the Shipping Department: Use of a bar code can simplify the item tracking process and ensure that relevant and accurate information accompanies the shipment. Space for shipping must include areas for packaging, staging, aisles, trailer parking, roadways, and offices (fig 8-7, page 223).

Storage Stores is a term used to denote an area set aside to hold raw materials, parts, and supplies. A items are those parts that account for 80% of the inventory, B items make up 15%, and C items 5%. The less inventory you carry, the lower the costs, if you do not run out of material. These costs are real costs that add no value to the product. Just-in-Time Inventories: Manufacturers depend on their suppliers to deliver parts as often as every 4 hours, thereby eliminating the need for raw material inventory storage area. Maximizing the Use of Cubic Space: Use racks, shelves, and mezzanines. Safety stock is necessitated due to variation in usage rate. The reorder point is the inventory level where you need to reorder material to prevent a stock outage (fig 8-8, page 226). Reorder time (lead time) is the time (in days) between the ordering of new material and the receipt of that material in the stores. Providing Immediate Access to Everything (selectivity): Put anything anywhere, but keep track of it. A location system is needed to keep track of what you put where. Each location in the storeroom has a location code (fig 8-9,page 228). The storekeeper makes a location ticket (fig 8- 12, page 231) - one copy is attached to the pallet and one copy is kept at the store’s control desk in part number order. When the part is needed for production, the part is retrieved, and the ticket is pulled and sent to data processing to reduce the inventory.

Storage Storage Facilities Requirements Spreadsheet: Every part must be measured for cubic size, multiplied by the number of parts to be stored, and converted to cubic feet (fig 8-13, page 231). The procedure for storeroom size starts with an analysis of storage space needs. Aisle Feet: Aisles for serving shelves can be much smaller than aisles serving pallet racks, so use a 4 foot wide aisle for shelving that is 3 feet wide. Fork trucks are needed to service pallet racks and 8 feet wide aisles are required for this equipment. Providing Safekeeping: Having proper storage equipment like racks, shelves, and trucks will protect the products. Good containers can prevent dust and grime. A security checkpoint and restrictions to entry are important parts of storeroom design. Special racks and floor storage areas are needed for flat steel stock , tubing, and bar stock. Also special material handling equipment will be required.

Warehousing Warehousing is the storage of finished product. Management must tell facility planners how many units or how many days supply to allow space for. A warehouse can be a department or an entire building. A warehouse building will have a receiving department, a stores department, a warehouse department, a shipping department, and an office. After assembly and packout, finished products are moved to the warehouse where they are kept until ready to be shipped to the customer. Warehouse Design Criteria: Warehousing is the storage, order filling, and preparation for shipping of products. To increase productivity, the most popular items should be in the most convenient location. By keeping only a small amount of everything in a fixed location, the order picker can pass all the products in a few feet of travel. An ABC analysis would place the most important inventory (A items) closest to shipping, and the least important parts (C items) at the back of the warehouse (fig 8-18, page 238).

Functions of a Warehouse
The 3 basic functions of a warehouse are: 1. To safe keep the finished product. 2. To maintain some stock of every product sold by the company. 3. To prepare customer orders for shipment. Containers, shelves, racks, fences, gates, control desks, and inventory control systems are all a part of this safekeeping requirement and the responsibility of warehousing. The efficiency of the warehouse will be determined by the layout. A first design criterion of warehouse layout is to keep a small amount (one to 5 day supply) of everything in a small fixed location. To maximize efficiency, you want to identify those products that account for most of the sales (A products that account for 80% of sales) and keep them closer than B (15% of sales) or C (5% of sales) products.

Warehouse Space Determination
The size of the finished product multiplied by the quantity manufactured each day times the number of days supply will equal the cubic footage of warehouse space required. Pallets are 42 by 48 inches (standard width) and can be stored 8 pallets deep. Doubling the space will allow for aisles.

Warehouse Equipment Tool warehouses use heavy duty shelving which measure 3 feet wide, 1 ½ feet deep, and 1 foot high with an average of 7 shelves high. Each shelf will hold 4 ½ cubic feet of parts. A one week supply is warehoused on the shelves. The overstock is kept in the store room. A mezzanine, a form of balcony, can be built over the shelving area for additional shelves. Two wheeled hand carts are often used to stock shelves. Boxes of material may be brought to the warehouse by fork truck. Picking carts are 4 wheeled shelf carts that are pushed around to pick customer orders. The carts are unloaded as the packer fills cartons to ship to the customers. Racks are used to store larger products.

Maintenance and Tool Room
The maintenance and tool room function is to provide and maintain production tooling. Some maintenance, such as office equipment maintenance is often contracted to outsiders. The tool room size is the sum of all the equipment space requirements times 200 percent. Maintenance usually accounts for 2 to 4 % of the plant personnel (3 maintenance people for every 100 production people). Provide the maintenance people with 400 square foot of space each.

Utilities, Heating, and Air Conditioning
Heating, air conditioning, electrical panels, air compressors, and so on must be considered when determining space. These areas must be kept separate from normal traffic.

Summary Material flow is more efficient if the material could flow straight through the plant: receiving on one side of the plant and shipping on the other side. The trucking industry is organized nationally to deliver raw materials and parts to industry in the morning and pick up shipments in the afternoon. The Bates log is a 6 digit number (For example: July 3 is the 185 day of the year and 21st truck arriving would give a Bates number of ). The accounting department (accounts payable) collects copies of the purchase order, receiving report, and invoice. Only after all 3 documents are received is the bill paid for only what receiving said they received. Errors can be very costly. A significant portion of problems associated with manual operations and the resulting human errors can be alleviated through the use of automatic identification and capture (AIDC) technology. Trailer parking alone can take up 65 feet out from the plant wall. Maneuvering space is usually about 45 feet. Roadways are 11 feet one way or 22 feet for two way traffic. Space for shipping must include areas for packaging, staging, aisles, trailer parking, roadways, and offices. Stores is a term used to denote an area set aside to hold raw materials, parts, and supplies. Safety stock is necessitated due to variation in usage rate. The reorder point is the inventory level where you need to reorder material to prevent a stock outage. Just-in-Time Inventories: Manufacturers depend on their suppliers to deliver parts as often as every 4 hours, thereby eliminating the need for raw material inventory storage area. Warehousing is the storage of finished product. A warehouse building will have a receiving department, a stores department, a warehouse department, a shipping department, and an office. A first design criterion of warehouse layout is to keep a small amount (one to 5 day supply) of everything in a small fixed location. To maximize efficiency, you want to identify those products that account for most of the sales (A products that account for 80% of sales) and keep them closer than B (15% of sales) or C (5% of sales) products.

Employee Services – Space Requirements
Chapter 9 Employee Services – Space Requirements

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Identify employee needs and requirements. Identify facilities such as parking lot, cafeteria in support of employee needs. Calculate space requirements in fulfillment of such requirements.

Introduction The quality of employee services will affect the quality of work life and the employee relationship with the company management. The location will affect the efficiency and productivity of the employees. A neat clean restroom indicates a positive attitude.

Parking Lots The goal is to provide adequate space with a convenient location. Three parking lots may be needed. 1. Manufacturing employee parking. 2. Office employee parking. 3. Visitor parking. One thousand feet takes an average of 4 minutes to walk. Assign the closest parking space to visitor parking. The facilities planner must incorporate the requirements of the ADA (American with Disabilities Act) of 1989 in all aspects of planning and design of parking facilities, entrances, restrooms, offices, and most areas of personnel services. Once the number of parking lots and parking spaces has been determined there are different ways to arrange parking. Large cars need a width of 10 feet, and length of 20 feet. Width of driveways are 11 feet for single lane and 22 feet for double lane. Local building codes determine parking space size, and number of handicapped spaces. As a rule of thumb, a parking lot will be 250 square feet per number of parking spaces needed.

Employee Entrance The flow of people into the factory is from their cars into the plant via the employee entrance to their lockers and to the cafeteria to wait for the start of their shifts. The employee entrance is where security, time cards, bulletin boards, and sometimes the personnel departments are located. Personnel offices and security offices will be sized at 200 square feet per office person. About one personnel person for 100 employees and one security person per 300 employees are normal. Fig 9-4, page 255 shows a plant employee entrance with security.

Locker Rooms Locker rooms give the employees space to change from their street clothes to their work clothes and a place to keep their personnel effects while working – coats, lunches, street shoes. Showers, toilets, washbasins, lockers and benches are all part of a well equipped locker room. The size of the locker room can be initially sized by multiplying the number of employees by 4 square feet per employee.

Restrooms and Toilets As a rule of thumb, one toilet is required for every 20 employees, and restrooms should be no farther than 200 feet away from the employee. One sink per toilet must be installed in every restroom. At a minimum, there should be a men’s restroom and a women’s restroom in the office and factory. Special accommodations and provisions must be made for people with disabilities as required by ADA. The size of the restroom is 15 square feet per toilet, washbasin, and entryway, and 9 square feet for urinals (fig 9-7, page 257).

Cafeterias or Lunchrooms
A cafeteria feeds a lot of people in a short time. Cafeterias are generally used in big plants (fig 9-10, page 261). Vending machines can serve very complete meals. A vending machine with a microwave oven for special foods can provide employees with many meal choices. Vending machines are usually used for small plant lunchrooms. Mobile vendors are outside vendors who drive their specially built pickup trucks. Only very small plants could use this service. Executive dining rooms are used to entertain special customers, vendors, and stockholders. Off site dinning at local diners is attractive to many employees. Companies discourage employees from leaving the plant at lunchtime.

Recreational Facilities
Health conscious employees are better employees and companies are recognizing this fact. Health facilities take space, and the plant layout designer must talk with management to understand what facilities need to be included. The space required must be determined and included in the plan.

Drinking Fountains Drinking fountains should be located within 200 feet of every employee and on an aisle for easy access. Fifteen square feet (3 x 5 feet) should be allowed for each drinking fountain.

Aisles Aisles are for movement of people, equipment and material and must be sized for that use. For example, two way fork truck traffic means aisles must be 10 feet wide( for safety). Two way people aisles must be at least 5 feet wide. Aisles should be long and straight. The major aisle of the plant may run from the receiving dock straight through the plant to the shipping dock. Side aisles may be smaller but perpendicular to the main aisle (fig 9-11, page 262). Space allocation for the production aisles is accomplished by increasing the total production space by a factor of 50%.

Medical Facilities Medical facilities vary from 6 x 6 foot first aid rooms to full fledged hospitals. In smaller plants, first aid is handled by trained employees at the plant. Medical emergencies are handled by the emergency room at the local hospital or clinic. When a plant approaches 500 people, a registered nurse is usually justified. One nurse would require a 400 square foot area. Nurses require facilities such as waiting rooms, examining rooms medical supplies, and record and reclining areas (fig 9-13, page 264).

Break Areas and Lounges
If the lunchroom is too far (over 500 feet) away from groups of employees, a break area should be provided. A break area in a remote area may be a picnic table, a drinking fountain, maybe a vending machine and sometimes a ping pong table that folds up and rolls away. There should be enough seats for everyone on a break. Staggered breaks will reduce the need for excessive space. Lounges are usually found in shipping and receiving areas for visiting truck drivers to wait for their loads. Restrooms should be conveniently close to the lounges to eliminate the need for drivers walking through the plant. Lounges should be sized by multiplying the number of drivers that could be waiting at one time by 25 square feet.

Miscellaneous Employee Services
1. Training and educational facilities. 2. Child care services. 3. Hairstyling services. 4. Libraries. 5. Exercise and work out facilities.

Summary As a rule of thumb, a parking lot will be 250 square feet per number of parking spaces needed. The flow of people into the factory is from their cars into the plant via the employee entrance to their lockers and to the cafeteria to wait for the start of their shifts. About one personnel person for 100 employees and one security person per 300 employees are normal. The size of the locker room can be initially sized by multiplying the number of employees by 4 square feet per employee. The size of the restroom is 15 square feet per toilet, washbasin, and entryway, and 9 square feet for urinals. A cafeteria feeds a lot of people in a short time. Cafeterias are generally used in big plants. Health conscious employees are better employees and companies are recognizing this fact. Drinking fountains should be located within 200 feet of every employee and on an aisle for easy access. Aisles are for movement of people, equipment and material and must be sized for that use. For example, two way fork truck traffic means aisles must be 10 feet wide( for safety). Two way people aisles must be at least 5 feet wide. Space allocation for the production aisles is accomplished by increasing the total production space by a factor of 50%. When a plant approaches 500 people, a registered nurse is usually justified. One nurse would require a 400 square foot area. A break area in a remote area may be a picnic table, a drinking fountain, maybe a vending machine and sometimes a ping pong table that folds up and rolls away. Lounges are usually found in shipping and receiving areas for visiting truck drivers to wait for their loads.

Chapter 10 Material Handling

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Justify the need for material handling Understand the goals of material handling Understand the principles of material handling

Introduction Material handling is the function of moving the right material to the right place, at the right time, in the right amount, in sequence, and in the right position or condition to minimize production costs. Part numbering systems, location systems, inventory control systems, standardization, lot size, order quantities, safety stocks, labeling, and automatic identification systems (bar coding) are some of the systems required to keep the industrial plant’s material moving. Material handling equipment has reduced the cost of production and improved the quality of work. On average, material handling accounts for 50 % of the total operations cost. This justifies grater effort on the part of industrial managers and facility designers.

Cost Justification Material handling equipment can be expensive, so all investments should be cost justified. The lowest overall cost per unit gives you the best answer. Safety, quality, labor, power, and equipment costs must all be included in the unit costs.

Goals of Material Handling
The primary goal of material handling is to reduce unit cost of production. Subgoals: 1. Maintain or improve product quality, reduce damage, and provide for protection of materials. 2. Promote safety and improve working conditions. 3. Promote productivity: use gravity. 4. Promote increased use of facilities: purchase versatile standardized equipment. 5. Reduce dead weight. 6. Control inventory.

Principles of Material Handling
1. Planning Principle: The planning process is important: Why, who, what, when, where, and how? As information is collected, the picture becomes clearer and the plan takes shape. 2. Systems Principle: The boxes fit the pallets, the pallets fit the rack, and the pallets fit the workstation. Everything fits. 3. Work Principle: Ask 4 questions: 1. Can the job be eliminated? 2. If you cannot eliminate, can you combine jobs to reduce cost? (use automated systems) 3. If you cannot eliminate, or combine, can you rearrange the operation to reduce costs? (reduce distance) 4. If you cannot eliminate, combine, or rearrange, can you simplify? (automation). Material handling equipment makes cost reduction easier. 4. Space Utilization Principle: The better you use the building, the less space you need to buy or rent. 5. Unit Load Principle: A unit load is a load of many parts that move as one. The most common unit load is the pallet. Wooden pallets are the most popular, because the trucking industry trades pallets. 6. Automation Principle: Automatic storage and retrieval systems place material into storage racks automatically and remove them when needed. 7. Standardization Principle: You want to standardize on one (or as few as possible) size, type, and even brand name because training, spare parts inventory, maintenance and operation of this equipment is most cost efficient.

The Material Handling Problem Solving Procedure
1. Define the problem. 2. Determine the magnitude of the problem. Cost analysis is best. 3. Collect information: why, who, what, where, when, and how. 4. Search for vendors. Suppliers often provide outstanding assistance. 5. Develop viable alternatives. 6. Collect cost and savings data for all alternatives. 7. Select the best method. 8. Select the supplier. 9. Prepare the cost justification. 10. Prepare the formal report. 11. Make a presentation to management. 12. Obtain approvals. 13. Place an order. 14. Receive and install equipment. 15. Train employees. 16. Debug (make it work). 17. Place into production. 18. Follow up to see it is working as planned. 19. Audit performance to see payback was realized.

Summary Material handling is the function of moving the right material to the right place, at the right time, in the right amount, in sequence, and in the right position or condition to minimize production costs. On average, material handling accounts for 50 % of the total operations cost. This justifies grater effort on the part of industrial managers and facility designers. Material handling equipment can be expensive, so all investments should be cost justified. Planning Principle: The planning process is important: Why, who, what, when, where, and how? As information is collected, the picture becomes clearer and the plan takes shape. Systems Principle: The boxes fit the pallets, the pallets fit the rack, and the pallets fit the workstation. Everything fits. Work Principle: Ask 4 questions: 1. Can the job be eliminated? 2. If you cannot eliminate, can you combine jobs to reduce cost? (use automated systems) 3. If you cannot eliminate, or combine, can you rearrange the operation to reduce costs? (reduce distance) 4. If you cannot eliminate, combine, or rearrange, can you simplify? (automation). Material handling equipment makes cost reduction easier. Space Utilization Principle: The better you use the building, the less space you need to buy or rent. Unit Load Principle: A unit load is a load of many parts that move as one. The most common unit load is the pallet. Wooden pallets are the most popular, because the trucking industry trades pallets. Automation Principle: Automatic storage and retrieval systems place material into storage racks automatically and remove them when needed. Standardization Principle: You want to standardize on one (or as few as possible) size, type, and even brand name because training, spare parts inventory, maintenance and operation of this equipment is most cost efficient.

Material Handling Equipment
Chapter 11 Material Handling Equipment

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Identify various classifications of material handling equipment. Select appropriate material handling equipment for a given task.

Introduction There are four traditional material handling equipment categories: 1. Fixed point or point to point equipment: Example is train on a railroad track. Conveyor systems fall in this category. 2. Fixed area equipment: can serve any point within a fixed area. Example is a crane. 3. Variable path, variable area equipment: Example is all manual carts, motorized vehicles and fork trucks. 4. Auxiliary tools and equipment: Example is pallets, skids, automated data collection systems, and containers. The flow of material is from receiving to warehousing: 1. Receiving 2. Stores 3. Fabrication 4. Assembly and paint 5. Pack out 6. Warehousing

Receiving and Shipping
The height of the plant floor off the driveway or railbed should be 46 inches for trucks and 54 inches for boxcars. The driveways should slope away from the plant to prevent water damage to the building foundation. Be sure the driveways can support the heavy weight of trailers. Overhead bridge cranes are often used to unload very heavy pallets of steel. Finger docks are extensions to the plant and can handle many trailers at one time. Freight companies use this type of dock to unload and load many trailers at the same time (fig 11-2a, page 298). A carport like cover over the finger dock is important for weather protection.

Dock Equipment A trailer dock door is typically 9 x 9 foot roll up.
Bumpers are placed outside the dock door below the floor level to stop the trailer and to protect both the building and the trailer from collision damage. Sometimes air curtains and plastic curtains are placed in doorways to minimize air loss from the plant. Fig 11-3, page 300 shows a collection of dock equipment.

Moving Equipment Hand Carts:1. Two wheeled hand truck (fig 11-4, page 300)Up to 500 pounds can be moved Pallet hand jack (fig 11-5, page 301) Up to 2000 pounds of material can be moved. 3. Four wheeled hand carts (fig 11-6, page 301) Many things can be moved. 4. Pallets (fig 11-8, page 302) Pallet is an important piece of material handling equipment. Fork Trucks: Popular for loading and unloading trucks and railcars (fig 11-9, page 303). Multipurpose Equipment: Universal lift system (fig 11-10, page 305) can assist in lifting pallets, boxes, and other containers. Cargo ships are loaded using very large cranes. Telescopic Conveyor: Telescopic conveyors have several sections of conveyor that extend as needed (fig 11-12, page 307). Weight Scale: Weight scales assist in the quality control of receiving and shipping counts. Systems Required on Receiving and Shipping Docks: 1. Part numbering systems that allow for identification of inventory. 2. Purchase order system authorizing the receiving of material. 3. Customer order system authorizing the shipment of material. 4. Bill of lading authorizing a trucking company to move material and to bill for their services.

Stores Stores is the term used to describe the room where raw materials and supplies are held until they are needed. The raw materials stores is usually the largest, but maintenance and office supplies stores can be large as well. Storage Units: 1. Shelves store small parts. A typical shelving unit has six 1 x 1 x 3 foot shelves one over the other (fig 11-14a, page 309). 2. Racks are generally used to store palletized material on pallet racks (fig 11-14b, page 309). 3. Double deep pallet racks allow for stacking 20 pallets on both sides of the aisle instead of 10 pallets (fig 11-4c, page 210). 4. Portable racks are racks that fit over a pallet load of soft material. 5. Mezzanines can be built over shelving areas to use the space over shelves(fig 11-4d, page 311). 6. Rolling shelves are popular in maintenance and office supply stores. 7. Drawer storage units are used to store many small parts in a small area (fig 11-14e, page 312).

Stores Mobile Equipment
Narrow aisle reach trucks are one of the better choices for maneuvering in storage areas. 1. Reach truck. Has a scissor attachment on the forks allowing them to be extended over 4 feet (fig 11-15, page 312). 2. Straddle truck. The truck can straddle a pallet on the floor allowing for more stability and ability to lift heavier loads with lighter weight vehicle (fig 11-16, page 313). 3. Side Shifting Lift Trucks. Space conserving mobile equipment for storerooms (fig , page 314). 4. Maintenance carts. The cart is a small maintenance storeroom (fig 11-18, page 314). 5. Dollies and casters. Dollies placed under equipment can expedite moving (fig , page 315). 6. Maintenance tool crib. Used for safe keeping of maintenance tools and supplies (fig 11-20, page 315). 7. Carousel storage and retrieval system: Similar to the conveyor system at your dry cleaner (fig 11-21, page 316). Has part numbers and bin numbers.

Systems Required for the Stores Department
Locator System: Every location has an address and the warehouse person must know how to reach any address. Kitting System: Kitting is the process of pulling together the parts required for the next day’s production. This inventory is pulled from the store room stock and placed on pallets or carts to be moved to the assembly line for the next day’s work. Kitting needs space for holding the material and material handling equipment to move it out of the store room to production. If something was missing you have 16 to 24 hours to resolve the problem. Inventory Control System: Maintaining a proper level of inventory is the function of inventory control. The movement of material into and out of the store room must be reported and entered into the inventory control system.

Fabrication Fabrication starts with raw material and ends with finished parts. Shop Containers: are used to move parts in unit loads (fig 11-25, page 318). Because they must be used over and over again, shop containers must be durable, stackable, and portable. Tubs and Baskets: Regular sized tubs and baskets are 4 feet x 4 feet x 42 inches. (fig 11-26, page 319). Scissor Lifts or Hydraulic Lifts: A scissor lift will lift up a pallet of material to keep the material in a comfortable height. Dump Hoppers: Will lift the tub and tilt it, spilling the parts on to a slide that can bring the parts to the point needed.

Manipulators and Lifting Devices
Manipulators are specifically designed to perform lifting, rotating, tilting, turning, and positioning tasks that far exceed human capability. Vibratory Feeders: orient, feed, count, and present a part to the next operator. Rivets, eyelets, screws, and bolts are fed into machines that use these fasteners by means of vibratory feeders. Waste Disposal: Trash compactors reduce waste removal costs. Cutting fluids can be recovered. Walking Beams: continually load and unload machines, eliminating the need for an operator doing any material handling (fig , page 327). Ball Tables: Ball bearings allow easy movement of heavy material. Jib Cranes: are lifting devices attached to a boom. A 20 foot boom mounted between 4 machines can serve all 4 machines. Vacuum or Magnetic Lifts: hoist long heavy sheets of material – skins of aircraft are moved with vacuum lifts. Robots: can be used for loading, unloading, painting, welding, and material handling tasks. They are useful in repetitive, and dangerous or hazardous tasks.

Mobile Fabrication Equipment
Slides and Chutes: Part slides down to the next operator by use of gravity. Can be made of wood, plastic, or steel and can easily be moved. Skate Wheels and Roller Conveyors (Non powered): Come in 10 foot sections and can be combined to make any length (fig 11-42, page 332). Lift Conveyors: Lift conveyors (sometimes called bucket conveyors) (fig a, page 333) can move water, grain, coal, or anything where a lot of volume is needed. Adjustable Angle Conveyors: These conveyors (fig 11-43b, page 333) can be set up and easily reconfigured to meet a variety of manufacturing, assembly, and bulk handling needs. Magnetic Conveyors: Magnetic conveyors can be used for lifting ferrous parts and components cheaply and efficiently. Auger or Screw Conveyors: Grain and wood chips are moved this way. Vibratory Conveyors: Used in separation of parts such as sand or rocks.

Conveyors Belt Conveyors: are endless loops of fabric that can be any width and any length (fig 11-48, page 339).Belt material can be cloth or rubber, and can run over sheet metal or rollers. Powered Roller Conveyors: Moving boxes over a fixed path for long distances is a good use of a powered roller conveyor. Slat Conveyors: (fig 11-51, page 342) In drink bottling plants, bottles or cans are carried through the filling, capping, and labeling machines by slat conveyors made of thin 6x4 inch metal slats. Tow Conveyors: pull carts around a fixed path (fig 11-52, page 342, 343). Overhead Trolley Conveyors: can carry parts (fig 11-53, page 345, 346) through heat treating, washing, painting, and drying to the assembly department.

Packout Packout typically involves packaging a unit for shipment.
Box Formers: Box forming can be accomplished automatically and wrapped around the product being packaged (fig 11-55, page 347). Soft drink bottling plants use box formers. Automatic Taping, Gluing, and Stapling: Closing boxes and sealing them can be accomplished automatically (fig 11-56, page 348). Palletizers: Filled boxes are automatically stacked on a palletizer and filled pallets are moved to a pickoff area where a truck moves them to the warehouse (fig 11-57, page 348). Banding: is used when packages cannot hold themselves on pallets. Stretch Wrap: is like banding in that it holds packages together on a pallet.

Warehousing The functions of a warehouse are to pick customer orders and prepare them for shipping. Picking Carts: Customer orders can be picked from shelves and placed on picking carts (fig 11-61, page 352). Tractor-Trailer Picking Carts: When picking large orders, an order picker would drive a tractor pulling many trailers (fig 11-63, page 354). Packing Station: Once orders are picked, they must be packed for shipping. A weight scale built into the packaging station (fig 11-68,p age 358) is very desirable. Shipping Containers: Most shipping containers are pallets, but sometimes the may be the size of a tractor trailer. These containers can be sealed by the shipper and not opened until received by customer.

Bulk Material Handling
Bulk material means a large amount of material (coal, paper, oil, grains). Troughed Belt Conveyors: The coal industry uses these conveyors to move coal. Vacuum Delivery Systems: Used for moving pellets or powders from tank cars to storage towers to equipment (fig 11-71, page 361). Pumps and Tanks: Oil, liquids, and semi liquids are moved from tankers to tanks to filling stations by pumps. Conveyor Systems: If your bulk products are cartons, a system of conveyors may be used (fig 11-73, page 363).

Computer Integrated Material Handling Systems
Material handling costs are a major component of product cost, so they need to keep improving. Automated storage and retrieval systems (ASRS) is made up of racks, shuttle cars, bridge cranes, computer control center, and conveyor systems. Cross Docking and Flow Through: In such operations, products or parts from different suppliers are moved across the facility to the point of use, or in the case of a distribution center, moved directly into a waiting truck for dispatch to their ultimate destination. The benefits of cross docking include reduced warehousing and inventory costs.

Summary The height of the plant floor off the driveway or rail bed should be 46 inches for trucks and 54 inches for boxcars. A trailer dock door is typically 9 x 9 foot roll up. Sometimes air curtains and plastic curtains are placed in doorways to minimize air loss from the plant. Systems Required on Receiving and Shipping Docks: 1. Part numbering systems that allow for identification of inventory. 2. Purchase order system authorizing the receiving of material. 3. Customer order system authorizing the shipment of material. 4. Bill of lading authorizing a trucking company to move material and to bill for their services. Stores is the term used to describe the room where raw materials and supplies are held until they are needed. The raw materials stores is usually the largest, but maintenance and office supplies stores can be large as well. Narrow aisle reach trucks are one of the better choices for maneuvering in storage areas. Locator System: Every location has an address and the warehouse person must know how to reach any address. Kitting System: Kitting is the process of pulling together the parts required for the next day’s production. Inventory Control System: Maintaining a proper level of inventory is the function of inventory control. Fabrication starts with raw material and ends with finished parts. Because they must be used over and over again, shop containers must be durable, stackable, and portable. Manipulators are specifically designed to perform lifting, rotating, tilting, turning, and positioning tasks that far exceed human capability. Robots: can be used for loading, unloading, painting, welding, and material handling tasks. They are useful in repetitive, and dangerous or hazardous tasks. Packout typically involves packaging a unit for shipment. The functions of a warehouse are to pick customer orders and prepare them for shipping. Material handling costs are a major component of product cost, so they need to keep improving.

Office Layout Techniques and Space Requirements
Chapter 12 Office Layout Techniques and Space Requirements

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand the importance of office planning Identify various types of office spaces and advantages and disadvantages of each Understand the systematic approach of office planning Able to perform office space calculations

Introduction Focus on information and paper work flow.
Understand office systems and procedures in order to provide proper placement of offices. An organizational chart is an informative tool to communicate the relationships among departments and their people.

Goals of Office Layout Design
Minimize project cost: The layout planner must recommend facilities designs that are cost effective. Employee productivity: You do not want them to walk long distances, using slow equipment, or performing useless work. Flexible office layout: flexible office furniture. Maintenance and cleaning: layout will affect this cost. Material flow: Good flow analysis will minimize paper and supplies flow distances. Pleasing atmosphere: will promote pride and productivity. Pleasing reception area: first impression for visitors – organized, efficient, and neat. Work space and equipment: must be adequate and address needs. Convenience: restrooms, lockers, lunchrooms, and lounges conveniently located. Safety: aisles, stairway, machines and clutter can cause safety problems. Layout must consider safety.

Types of Office Space The median cost of office space ranges from $ 75 to $ 100 per square foot. Many corporate offices are located in major business centers for convenience to other businesses. Manufacturing plants and other offices are located in rural areas where space and living costs are usually less.

Supervisor’s Offices A 10 x 10 foot office space located in the middle of the production department (fig 12-1, page 378). Shipping, receiving, and maintenance as well as production supervisors could use this type of office. Supervisors should be located where they are immediately accessible to their employees. Discipline should always be carried out in private.

Open Office Space Open offices are popular for the following reasons:
Less space is required compared to private offices. Heating, cooling, and ventilation costs and problems are minimized. Supervision is easier. Layout changes are easier and less costly. Cleaning work is reduced. Disadvantages are: Less privacy. Confidentiality may require private office space.

Conventional Offices Fixed wall offices have independent furniture, four walls, and a door. More than one person can be assigned to an office. A function, such as accounting, purchasing, personnel etc. may be performed in an office.

The Modern Office Tailors individual work areas to satisfy needs of the organization. Tables are built into panels to save space and costs. Utility (electrical, computer and phone) lines can be carried in the panels. Can be rearranged to meet the changing needs of the organization.

Special requirements and considerations
Privacy may be required by some office employees. Personnel problems should be discussed in private. Every office department needs a supply room or controlled area. Offices in manufacturing plants often have a second floor, since ceilings are often 20 feet or higher. Departments placed on the second floor should not require outside visitors or much travelling during the day. Conference rooms can be used to provide privacy when required in open office areas. Legal requirements force companies to keep documents for years. Central files reduce the needs for many copies.

Techniques of Office Layout
Analyzing organizational needs, paperwork flow, who works with whom, and the relationships among departments lead to a master plan. Organizational Chart: The organizational chart (fig 12-8, page 388) gives the layout planner an idea of the size of the office area. A rough estimate of the office space needs can be calculated by multiplying the number of office people requiring office space by 200 square feet each. Flowchart: Standard process chart symbols (fig 12-9, page 390) have been developed. Figure , page 391shows the movement of purchase order forms around the office. This movement has an effect on office layout. Communications Force Diagram: requires office planners to talk with each person in the office and find out with whom they work the most (fig 12-11, page 392). The number of lines connecting the subject person to the periphery people will indicate the importance of the relationship: A – absolutely necessary to be close, E – especially important, I – important and O – ordinary relationship. Activity Relationship Diagram: It shows the relationship of every department or person with every other department or person (fig , page 394).

Techniques of Office Layout
Activity Worksheet: The data is taken from the activity relationship diagram to create individual blocks for each person. Dimensionless Block Diagram: Place A relationships on the top left hand corner, E relationships on the top right hand corner, I relationships in the bottom left and O relationships on the bottom right for all the blocks (fig 12-15, page 396). The block with the most important A and E relationships is placed in the middle. Office Space Determination: The workstation layout approach is the most detailed and will include restrooms, lockers, cafeterias, reception areas, board rooms, conference rooms and anything else that takes up space. Detailed Master Layout: The General Services Administration ( posts a document “Space Use Study” which is useful in serious space planning and developing.

Summary Minimize project cost: The layout planner must recommend facilities designs that are cost effective. Many corporate offices are located in major business centers for convenience to other businesses. Manufacturing plants and other offices are located in rural areas where space and living costs are usually less. Supervisors should be located where they are immediately accessible to their employees. Discipline should always be carried out in private. Fixed wall offices have independent furniture, four walls, and a door. Analyzing organizational needs, paperwork flow, who works with whom, and the relationships among departments lead to a master plan. A rough estimate of the office space needs can be calculated by multiplying the number of office people requiring office space by 200 square feet each. The workstation layout approach is the most detailed and will include restrooms, lockers, cafeterias, reception areas, board rooms, conference rooms and anything else that takes up space. The General Services Administration ( posts a document “Space Use Study” which is useful in serious space planning and developing.

Chapter 13 Area Allocation

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand the concept of building cube. Determine the total space requirement and building size. Allocate appropriate space and location for each function within the enterprise.

Space Requirements Planning
Area allocation is the process of allocating space among the departments. A total plant size and shape is needed very early in the project in order to design the building. Each department’s space needs are analyzed and listed on a total space requirements worksheet. The manufacturing space, production services space, employee services space, office space, and outside area space are all determined separately and then listed on the worksheet (fig 13-1, page 401).

Space Requirements Planning
Under the Floor: Utilities (electrical, compressed air, and water) can be placed under the floor in small trenches. Walkways between buildings can also be placed underground. Overhead or Clear Space Areas: A mezzanine can double space utilization. Overhead conveyor movement of material is also a good use of the building in manufacturing. Truss Level: Walkways are built into trusses of steel mills. Many plants run utilities in the trusses. Roof: Can be used for recreational purposes, for material storage, or for water towers.

Building Size Determination
Standard buildings come in many increments such as 100 x 100 feet, 50 x 50 feet, and 25 x 50 feet. A 25 x 50 foot building would come in multiples of 25 feet in width and 50 foot increments in length. A 2:1 length to width ratio is very desirable because of material flow and convenient accessibility.

Area Allocation Procedure
The first step in area allocation is to establish a grid using something like an ½ inch graph paper. A scale of ½ inch = 20 feet will make each ½ x ½ inch square equal to 400 square feet. (fig 13-3a, page 406). The second step of area allocation is to calculate the number of squares (400 square feet) needed by each department. The third step is to place these blocks into the area allocation layout using the dimensionless block diagram as a guide (fig 13-3b, page 406). The fourth step of the area allocation procedure is a layout with the internal walls (fig 13-3c, page 406). Once the area allocation procedure produces a final plan, the architect can start on the building design and construction.

Office Area Allocation
The office area allocation procedure is the same as the plant area allocation procedure. The organizational chart and the dimensionless block diagram will be the basic sources of information. A preliminary estimate of 200 square feet per person will give you a rough idea of space needed. The level of the organization technique will give you a better idea of needed space. These two figures should be close to each other. The closeness relationship should be retained in the dimensionless block diagram. A scale of ½ inch equal to 10 feet will make each ½ x ½ inch square equal to 100 square feet. Calculate the number of squares needed for each office or function. Aisles should be straight and run the full length and width of an office. The best arrangement will satisfy the most relationships in the dimensionless block diagram (fig 13-4c, page 409).

Summary Area allocation is the process of allocating space among the departments. Each department’s space needs are analyzed and listed on a total space requirements worksheet. The manufacturing space, production services space, employee services space, office space, and outside area space are all determined separately and then listed on the worksheet . Under the Floor: Utilities (electrical, compressed air, and water) can be placed under the floor in small trenches. Walkways between buildings can also be placed underground. Overhead or Clear Space Areas: A mezzanine can double space utilization. Overhead conveyor movement of material is also a good use of the building in manufacturing. Roof: Can be used for recreational purposes, for material storage, or for water towers. Standard buildings come in many increments such as 100 x 100 feet, 50 x 50 feet, and 25 x 50 feet. A 2:1 length to width ratio is very desirable because of material flow and convenient accessibility. The first step in area allocation is to establish a grid using something like an ½ inch graph paper. A scale of ½ inch = 20 feet will make each ½ x ½ inch square equal to 400 square feet. Once the area allocation procedure produces a final plan, the architect can start on the building design and construction. The office area allocation procedure is the same as the plant area allocation procedure. The organizational chart and the dimensionless block diagram will be the basic sources of information. Aisles should be straight and run the full length and width of an office.

Facilities Design – The Layout
Chapter 14 Facilities Design – The Layout

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Develop a layout based on the procedures followed throughout the textbook. Evaluate the layout based on flow efficiency and space utilization.

Introduction The layout is a visual presentation of the data and the subsequent analysis by the facility planners. The flow diagram is a great aid in illustrating material flow in the facility. A plot plan shows how the buildings, parking lots, and driveways fit on the property (fig 14-1, page 412). The main highways, utilities, drains, and the like are important to the construction project as well. City and county building codes also affect the plot plan.

Plot Plan Start with a layout of the property showing the lot lines.
Show sources of water, power, gas, and phones. Place the building where the front faces the road and the long side faces the road. Expansion plans will go to the rear of the building. Show receiving and shipping. Consider where the expansion will go (fig 14-2, page 413). Connect receiving and shipping to the main road. Show where employee and public entrances will be located. Provide parking for visitors and employees.

Master Plan The master plan is the finished product of the facilities design project. The master plan shows where every machine, workstation, department, desk, and all other important items are located. Computer aided plant layout packages, and most computer aided drafting or design software systems contain a wealth of templates to aid the facilities planner.

Plant Layout Methods 1. Template and tape technique: is a layout made of transparent templates, placed on a plastic grid base. When buying property, a general rule of thumb is to buy 10 times more property than the building size. A 100 x 200 foot building of 20,000 square feet will require 200,000 square feet of land (about 5 acres). Due to economic considerations, most new plant construction occurs outside the city or township limits. 2. Three Dimensional Models(3-D): The layout procedure is the same as that of the template and tape technique. ¼ inch = 1 foot is the mist popular scale for plant layout. 3. Computer Aided Design (CAD) Technique: Changes, corrections, and modifications to layouts can be made very quickly using CAD packages. Advanced Computer Systems: Virtual reality will allow the planner to “walk through” the facility before the facility even exists.

Evaluation 1. Minimize distance travelled: The shorter the travel, the better. 2. Maximize space utilization: Aisle space, stores and warehouse utilization, and machine space utilization can be improved. 3. Machine utilization ratio: Automatic loading can increase output. 4. Control material handling costs: Combining operations or mechanization to eliminate manual moves. 5. Just-in-time manufacturing: To reduce inventory and inventory carrying costs. 6. Cost evaluation technique: Return on investment (ROI) must be calculated. The total cost of the project, the operative costs, the sales price, and the forecasted sales must all be determined with great accuracy.

Plant Layout Procedure – Toolbox Plant
This is where everything comes together. The area allocation diagram shows the shape and position of every department and service area. Using the area allocation diagram as a guide, you must now coordinate these layouts into a final master layout. One department at a time, plus all the equipment and facilities, are put in place. The flow of materials and people must always be considered. Once everything is in place on the layout, the facilities planner should follow the flow of every part from receiving to shipping to ensure that every requirement has been met.

Summary The layout is a visual presentation of the data and the subsequent analysis by the facility planners. The flow diagram is a great aid in illustrating material flow in the facility. A plot plan shows how the buildings, parking lots, and driveways fit on the property. The master plan is the finished product of the facilities design project. The master plan shows where every machine, workstation, department, desk, and all other important items are located. When buying property, a general rule of thumb is to buy 10 times more property than the building size. A 100 x 200 foot building of 20,000 square feet will require 200,000 square feet of land (about 5 acres). Due to economic considerations, most new plant construction occurs outside the city or township limits. Using the area allocation diagram as a guide, you must now coordinate these layouts into a final master layout. Cost evaluation technique: Return on investment (ROI) must be calculated. The total cost of the project, the operative costs, the sales price, and the forecasted sales must all be determined with great accuracy.

Application of Computer Simulation and Modeling
Chapter 15 Application of Computer Simulation and Modeling

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Understand the concept of simulation. Able to apply simulation to evaluate layout and material flow.

Introduction Simulation packages currently available perform real world and interactive simulations. They also require a relatively small investment of time on the part of the novice in order to develop a working knowledge of the simulation process. Many health care facilities are also turning to computer simulation to reduce cost and provide better service.

Defining Computer Simulation
Simulation is defined as an experimental technique, usually performed on a computer, to analyze the behavior of any real world operating system. Simulation can be used to predict the behavior of a complex manufacturing or service system .

Advantages and Disadvantages of Simulation
Advantage: Simulation allows us to observe the behavior of a system without actually disturbing the real individuals, layout, or equipment. Effects of changes on system can be observed and measured without actually changing the real work environment. Once a feasible solution is found, it can be implemented. Disadvantage: Development of some complex models may be expensive and time consuming.

Simulation in Facilities Planning
Facility planners can use simulations to study various aspects of facilities design, capacity planning, inventory policies, office and parking lot layouts, quality and reliability systems, warehousing and logistics planning, and maintenance scheduling. By using simulations, the planner can compare various alternatives and study various scenarios before costly implementations and blunders.

How Simulation Works 1. Problem definition: What questions do I wish to find answers? 2. System definition: time, space, and financial constraints. 3. Conceptual model: Develop a graphical model to define system components, variables, and their interactions that constitute the system. 4. Preliminary design: What data need to be gathered from the model, in what form, and to what extent. 5. Input data preparation: Ascertain the integrity of data input. The output is only as reliable as the input data. 6. Model translation: Develop a working knowledge of the simulation package. 7. Verification and validation: Confirm that model represents system. 8. Experimentation: Learn how various changes can affect the output of the system. 9. Analysis and interpretation: Validity of output depends on validity of input data. 10. Implementation and documentation: Results can be recorded, documented, and implemented.

Reasons for Simulation
1. Evaluation: Determine and measure how well the system design performs when compared against set criteria. 2. Comparison: Compare alternative designs to carry out a specific function. 3. Prediction: Investigate performance of proposed system under specific conditions over a period of time. 4. Sensitivity analysis: Sensitivity analysis helps determine which of the many factors and variables have the greatest effect on the overall operation of the system. 5. Optimization: What factors or combination of factors produces the best overall system response. 6. Bottleneck analysis: Discover the nature and location of bottlenecks affecting the flow of the system.

Overview of Layout and Simulation Software
The first classification consists of software packages that can aid in the planning and design of the layout. Software systems include STORM, FactoryCAD, FactoryPLAN, and SPIRAL. The second category includes simulation and performance analysis systems. Software systems include PROMODEL, FactoryFLOW, FACTOR/AIM, and ARENA.

Computer Aided Layout Design
FactoryCAD is a powerful drawing tool that can be used for industrial and manufacturing layout. By customizing AutoCAD, FactoryCAD makes it easy to create, refine, improve, and edit either new or existing drawings FactoryPLAN is a tool for a tool for designing and analyzing layouts based on the desirability of closeness of different departments, work areas, offices, storage areas, or manufacturing cells. Whereas FactoryCAD can aid in the drawing of the plant layout FactoryPLAN is a planning tool that can be used to analyze and optimize the layout. FactoryOPT, working with FactoryPLAN determines the optimum locations of the activity centers, and hence the optimum plan layout.

Computer Assisted layout Performance Analysis
FactoryFLOW is a layout analysis tool that integrates facilities drawings and material flow paths with production and material handling data. The planner can, in real time, easily make changes to the model, routings, production volumes, material handling equipment, and other system variables, in order to examine various alternatives. The analysis can help the designer to eliminate or reduce non value added steps, to reduce travel distances, to increase product throughput, to reduce work in process inventory, and to determine material handling requirements. ProModel is a user friendly simulation and analysis tool that is available to the facilities planner. The software can aid the planner to analyze an existing facility or to develop a new plant. By playing various what-if scenarios and running the simulation, one can determine whether the proposed changes have a positive effect on the manufacturing facility before implementing the changes on the factory floor.

Case Study – Simulation in Health Care
A simulation study to assess and improve the operations of emergency department at Florida health care facilities: The purpose of the simulation was to examine the sequencing of triage and registration activities. The simulation showed that both triage and registration were shown to be activities on the critical path (the amount of time required for these activities significantly affected the overall turnaround time). The model showed that the location of these activities did not affect the overall performance of the system. The model showed that additional X ray facilities were not required regardless of general belief. The reduction in operating hours of two of the units did not affect the third unit – proper patient flow could still be maintained. The findings aided improved overall utilization of resources, and reduced overall length of stay for the patients.

Summary Simulation packages currently available perform real world and interactive simulations. Simulation is defined as an experimental technique, usually performed on a computer, to analyze the behavior of any real world operating system. Simulation can be used to predict the behavior of a complex manufacturing or service system . Advantage: Simulation allows us to observe the behavior of a system without actually disturbing the real individuals, layout, or equipment. Effects of changes on system can be observed and measured without actually changing the real work environment. Once a feasible solution is found, it can be implemented. The first classification consists of software packages that can aid in the planning and design of the layout. Software systems include STORM, FactoryCAD, FactoryPLAN, and SPIRAL. The second category includes simulation and performance analysis systems. Software systems include PROMODEL, FactoryFLOW, FACTOR/AIM, and ARENA. FactoryCAD can aid in the drawing of the plant layout FactoryPLAN is a planning tool that can be used to analyze and optimize the layout. FactoryOPT, working with FactoryPLAN determines the optimum locations of the activity centers, and hence the optimum plan layout. FactoryFLOW is a layout analysis tool that integrates facilities drawings and material flow paths with production and material handling data. ProModel is a user friendly simulation and analysis tool that is available to the facilities planner.

Chapter 16 Selling the Layout

Objectives After reading the chapter and reviewing the materials presented the students will be able to: Develop an appropriate presentation highlighting the strengths of the layout. Understand the weakness of the layout. Able to make adjustments to remedy the weakness.

The Project Report Outline (example of toolbox plant):
1. The goal is to lay out a manufacturing plant to produce 2,000 toolboxes per 8 hour shift. 2. Set a volume (2,000 units per day) and plant rate (R value or takt time of .173 or 5.8 sets of parts per minute). 3. Drawings of product to include blueprints, an assembly drawing, an exploded drawing, and a parts list. 4. Set a management policy: Inventory policy – maintain a 30 day supply, investment policy – 50% ROI, organizational chart. 5. The process design should include: route sheet for each part, number of machines, assembly chart, etc. 6. The activity relationship should include: the flow analysis. 7. The workstation design should include: machine layouts, aisles. 8. Auxiliary services should include: receiving, shipping, stores, warehouse, and maintenance. 9. Employee services should include: parking lots, locker rooms, toilets, cafeteria, and medical services. 10. The office should include: an organizational chart. 11. Area allocation should include: total space requirements, building size, and area allocation diagram. 12. Material handling systems : should state types and number of material handling units, and conveyor speeds. 13. The layout should include: the plat plan, and the master plan.

The Presentation The presentation should be visual.
Otherwise the managers could read the report and there would be no need for a presentation. Using the product model, the presenter can cover: the goal, the volume and plant rate, the product, the make or buy decisions, and the process design. With the layout, the presenter can cover: the process design, assembly and packout, the operations chart, the activity relationships, the employee services, and the area allocation diagram. The plot plan will show how the plant is positioned on the lot. The presentation should include a cost budget. With every presentation, you will adjust the layout, making it better and better.

Approval The first presentation would be to your supervisor and the production manager. Their experience will almost always point out problems with your plans. The approval process is important. Top manager input is valuable and will make the project better. When the project is successful, you will get credit, because you made it happen. Project managers who come in under budget are promotable.

Sourcing Sourcing is the process of finding suppliers that can provide the equipment, material, and supplies needed for a project. The suppliers can also help with special design requirements, calculations, and layout work. The purchasing department normally does all the company’s buying because of its special skill and knowledge.

Installation The equipment must be and connected to power, water, or air. The installation costs money, so it must be a part of the budget. The installation takes time, so it must be a part of the schedule. Installation ends with the project engineer, or an engineer from the supplier trying out the machine.

Engineering Pilot An engineering pilot is a tryout of all the tools, equipment, and raw materials to see if the plant can make the product. The first small order of parts or raw material should be available, and a few production people are asked to run every operation. The engineering pilot finds the problems with machines, tools, and materials so that they can be corrected.

Production Start Within 2 weeks to a month of the engineering pilot, the production will start. The supervisor and lead person must train everyone. This is hectic time, and most production engineers feel that they are most productive during production starts. First year products average 70% production efficiency. Second year product averages 85% efficiency. Use the first year efficiency of 70% when calculating the R value (plant rate).

Debugging and Follow Up
Depending on the complexity of the product and the process, debugging can last from 2 months to a year. After the debugging period is the follow up period. There is no ending to follow up. Once you stop following up, improvements stop, and productivity and quality will start on a down slide.

Summary The presentation should be visual. Otherwise the managers could read the report and there would be no need for a presentation. Using the product model, the presenter can cover: the goal, the volume and plant rate, the product, the make or buy decisions, and the process design. With the layout, the presenter can cover: the process design, assembly and pack out, the operations chart, the activity relationships, the employee services, and the area allocation diagram. The first presentation would be to your supervisor and the production manager. Their experience will almost always point out problems with your plans. The approval process is important. Top manager input is valuable and will make the project better. Sourcing is the process of finding suppliers that can provide the equipment, material, and supplies needed for a project. The installation costs money, so it must be a part of the budget. The installation takes time, so it must be a part of the schedule. An engineering pilot is a tryout of all the tools, equipment, and raw materials to see if the plant can make the product. The engineering pilot finds the problems with machines, tools, and materials so that they can be corrected. Within 2 weeks to a month of the engineering pilot, the production will start. The supervisor and lead person must train everyone. Depending on the complexity of the product and the process, debugging can last from 2 months to a year.

Manufacturing Facilities Design & Material Handling, 4/E

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