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Facility Design-Week 3 Traditional Approach for Facility Layout: Systematics Layout Planning

Facility Design-Week 3 Traditional Approach for Facility Layout: Systematics Layout Planning. Anastasia L.M. Facility Layout. A Layout problem may be to determine the location for a new machine, develop a new layout for an existing production plant,

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Facility Design-Week 3 Traditional Approach for Facility Layout: Systematics Layout Planning

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  1. Facility Design-Week 3Traditional Approach for Facility Layout: Systematics Layout Planning Anastasia L.M.

  2. Facility Layout • A Layout problem may be to • determine the location for a new machine, • develop a new layout for an existing production plant, • develop a layout for a new production plant, • etc. • A Layout problem may arises due to • changes in the design of a product, • addition or deletion of a product, • change in the demand of a product, • changes in the design of the process, • addition or deletion of a process, • replacement of equipment, • etc.

  3. Objectives of Facility Layout • Minimize investment in equipment. • Minimize production time. • Minimize material handling cost. • Maximize utilization of space. • Maintain flexibility of arrangement and operation. • Provide safety and comfort to employees.

  4. Product Design Production Planning Process Design Facility Layout Material Handling System Design Sequential Approach vs Integrated Approach Sequential Approach :

  5. Product Design Process Design Schedule Design Layout Design + Material Handling System Design Sequential Approach vs Integrated Approach Integrated Approach : Impressive results in cost, quality, productivity, sales, customer satisfaction, delivery time, inventory levels, space + handling requirements, building size, etc. Concurrent Engineering Terms of product, process, scheduling and facility design planners work with marketing, purchasing, etc. Personnel address the design process in an integrated way.

  6. Facility Layout Procedures • Naddler’s Ideal System Approach (1961) • Immer’s Basic Steps (1950) • Apple’s Plant Layout Procedure (1977) • Reed’s Plant Layout Procedure (1961) • Muther’s Systematic Layout Planning (1961)

  7. Systematic Layout Planning • Phase I - Determination of the location of the area where departments are to be laid out • Phase II - Establishing the general overall layout • Phase III - Establishing detailed layout plans • Phase IV - Installing the selected layout

  8. Systematic Layout Planning Input Data and Activities 2. Activity Relationships 1. Flow of materials ANALYZE 3. Relationship Chart 4. Space Requirements 5. Space Available 6. Space Relationship Diagram SEARCH 7. Modifying Considerations 8. Practical Limitations 9. Develop Layout Alternatives SELECT 10. Evaluation Source: John S. Usher class notes

  9. SLP

  10. Systematic Layout Planning • P Product: Types of products to be produced What • Q Quantity: Volume of each part type How Much • R Routing: Operation sequence for each part type  How • S Services: Support services, locker rooms, inspection stations, and so on  With What • T Timing: When are the part types to be produced ? What machines will be used during this time period?  When

  11. Sample relationship diagram

  12. Systematic Layout Planning Procedure 3.Adjustments 1. Relationships 2. Space

  13. Information Gathering Information about product, process and schedule is required. The major effect of product design decisions is felt by the process designer, i.e., the material used to make a part will influence processing decisions. Design for automation programs have been developed that consider the impact of the design of the product on the assembly process.

  14. Information Gathering Their primary thrusts are (1) dimensional reduction, (2) parts elimination, and (3) parts standardization. For (1), the cost of assembly is reduced if it occurs in a single dimension. The complexity of programming a robot increases geometrically with the number of assembly dimensions. For (2), if more complex parts can be produced, the number of parts can be reduced. Schedule design decisions tell us how much to produce and when to produce. From the market forecast, the production demand is determined and decisions about the production rate are made.

  15. Information Gathering Information about product : - Photographs about the product - “Exploded” drawings - Engineering drawings of individual parts - Parts list - Bill of materials (structure of product) - Assembly chart

  16. Information Gathering Information about process : • Route sheet (equipment and operation times) • Precedence Diagram (prerequisite assembly steps before new assembly step) • Operation process chart (processing operations, assembly operations, and inspections)

  17. Information Gathering Information about schedule : • Production rate • Product mix • Market forecast (it is better to work with tomorrow’s data than today’s data) • Gantt charts

  18. Information Gathering The information about Product Design and Process Design as an input for SLP have been discussed in week 2.

  19. Flow Analysis and Activity Analysis • Flow of materialanalysis is related to quantitative analysis; to analyse the movement between departments/operational activities • Activity analysis is related to qualitative factors that affect the determination of a facility/depatment location should be placed.

  20. From – To Chart • A chart is used for Quantitative Measurement from material movements

  21. From-To Chart Example

  22. From – To Chart (cont’)

  23. Activity Relationship Chart • Suatu metode utk merencanakan & menganalisis keterkaitan antara setiapkelompok kegiatan yg saling berkaitan • Jenis-jenis keterkaitan dapat terjadi: • Between 2 production processes • Between production process and service activity, or other activities. • Between 2 service activities.

  24. ARC (cont’) Closeness codes are:

  25. A Absolutely necessary E Especially important I Important O Okay U Unimportant X Undesirable Production O A Offices U I E O Stockroom A A X Shipping and receiving U U U O O Locker room O Toolroom Relationship Diagramming: Example

  26. Activity Relationship Diagram • A relationship diagram is a spatial arrangement of the departments to represent the relationship data in a graphical way. This diagram is also called an adjacency graph. • There are 2 ways of making ARD: • By making an Activity Template Block Diagram (ATBD) • By using the combination of standardized lines and color codes

  27. Relationship Diagram

  28. Offices Locker room Shipping and receiving Key: A E I O U X Stockroom Toolroom Production Relationship Diagrams: Example (cont’)

  29. A: E: X: Department No Departement Name I: O: ARD (cont’)

  30. Space Requirements & Space Availability • Determination of the Production Rate • Determination of Batch Production Quantities • Economic Order Quantity Models • Reject Allowance Problem • Determination of Equipment Requirements • Determination of Employee Requirements • Manual Assembly Operators • Machine Operators • Determination of Space Requirements • Tables for Aisle Allowance, Food Services and Restrooms • Other Methods to Determine Space Requirements • Parking Space

  31. Designing the Layout • After flow and activity analysis, determine the space requirement, the alternative layouts should be generated • Simply, overall layout is generated by combining the relationship diagram/ARD and space requirement. • This combination is called a space-relationship diagram. Then layout design could be modified based on practical limitation and other considerations. • Overall layout is performed as a block plan or area allocation diagram. Block plan uses scale and show the location using internal partitions or columns.

  32. Space Relationship Diagram • When the space requirements for the departments are added to this relationship diagram, then a space relationship diagram has been constructed.

  33. Space Relationships Diagram

  34. Area Allocation Diagram

  35. Operations Review for MortAmerica, Inc. Is there a significant increase in mortgage lending operations of MortAmerica, Inc.? Are the costs of leasing and refurbishing interior space too high? Is there a problem with the current location? For example: There is not enough space for expansion Major attorneys’ offices, other related financial institutions and restaurants, are not located within a reasonable distance of MortAmerica, Inc. Adequate parking space is not available Traffic is too congested Will a change in office location improve business?

  36. SLP for MortAmerica, Inc. Evaluation Planning Site selection Design and layout

  37. SLP for MortAmerica, Inc. Review current space utilization Determine space projections Determine level of interaction between departments Identifying special consideration

  38. Current and Future Space Requirements

  39. Current and Future Space Requirements

  40. Relationship diagram for MortAmerica, Inc.

  41. Activity relationship diagram for MortAmerica, Inc.

  42. Space relationship diagram for MortAmerica, Inc.

  43. Pre-architectural layout for MortAmerica, Inc.

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