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

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

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

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

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

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

7. Facilities design

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

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

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

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

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

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

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

15. 7. Prioritization matrix –continued

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

17. Prioritization of Layout Alternatives Based on WIP Levels – Criterion - IQ R S T
Column Total
P Q R S T Row totals (%)
/10 1/ (9.9)
1/5 1 1/5 1/10 1/ (2.2)
(30.0)
/10 1 1/ (29.0)
5 10 1/ (28.9)
Layout
WIP
Levels

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