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Facilities Planning

Facilities Planning. PRODUCT, PROCESS, AND SCHEDULE DESIGN. Facilities planning process. Define the products to be manufactured. Specify the manufacturing processes and related activities required to produce t he products. Determine the interrelationships among all activities.

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Facilities Planning

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  1. Facilities Planning PRODUCT, PROCESS, AND SCHEDULE DESIGN

  2. Facilities planning process • Define the products to be manufactured. • Specify the manufacturing processes and related activities required to produce the products. • Determine the interrelationships among all activities. • Determine the space requirements for all activities. • Generate alternative facilities plans. • Evaluate the alternative facilities plans. • Select the preferred facilities plan. • Implement the facilities plan. • Maintain and adapt the facilities plan. • Update the products to be manufactured and redefine the objective of the facility.

  3. Questions before FP • 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 products be produced? • Where are the products to be produced?

  4. Relationship in PP&S

  5. PRODUCT DESIGN • the determination of which products are to be produced • the detailed design of individual products

  6. PRODUCT DESIGN

  7. Exploded parts photograph

  8. Component part drawing of a plunger

  9. Computer Aided Design (CAD) • Creation and manipulation of design prototypes • Area measurement • Building and interior design • Block and detailed layouts of the manufacturing systems

  10. PRODUCT DESIGN • Concurrent Engineering • 70% of manufacturing costs in design

  11. PROCESS DESIGN • responsible for determining how the product is to be produced • who should do the processing: in-house or subcontracted - "make-or-buy" • how the part will be produced, • which equipment will be used, • how long it will take to perform the operation.

  12. The parts list • Part numbers. • Part name. • Number of parts per product. • Drawing references.

  13. Parts list for an air flow regulator

  14. Bill of materials for an air flow regulator

  15. Process selection procedure • Step 1: Define elemental operations • Step 2: Identify alternative processes for each operation • Step 3: Analyze alternative processes • Step 4: Standardize processes • Step 5: Evaluate alternative processes • Step 6: Select processes

  16. Route sheet for one component of the air flow regulator ROUTE SHEET

  17. Assembly chart for an air flow regulator

  18. OPERATION PROCESS CHART

  19. PRECEDENCE DIAGRAM

  20. SCHEDULE DESIGN • Lot sizing (How much to produce) • Production Scheduling (When to produce) • How long to produce (Feedback from marketing)

  21. SCHEDULE DESIGN • Machine selection • Number of machines • Number of shifts, • Number of employees, • Space requirements, • Storage equipment, • Material handling equipment, • Personnel requirements, • Storage policies, • Unit load design, • Building size, • Others...

  22. Marketing Information • Minimum market information • VOLUMES for 1st year, 2nd year, 5th year and 10th year. • Stochastic nature

  23. Consumers Packaging Susceptibility to product changes Location Facilities location Method of shipping Warehousing Why to purchase Seasonability Variability in sales Packaging Where to purchase Unit load sizes Order processing Packaging %market and competitors Future trends Growth potential Need for flexibility Trend in product changes Space allocations Materials handling methods Need for flexibility Marketing Information for Facility Planner

  24. Pareto’s Law • 15% of the product line • 85% of the production volume

  25. Process Requirements • Scrap Estimates • Reject Allowance • Equipment Fractions • Total time required / Time available to complete • Total Equipment Requirements

  26. Question During one 8-hour shift, 750 nondefective parts are desired from a fab operation. The standard time for the operation is 15 min. Because the machine operators are unskilled, the actual time it takes to perform the operation is 20 min and, on the average, one-fifth of the parts that begin fabrication are scrapped. Assuming that each of the machines used for this operation will not be available for 1 hr each shift, determine the number of machines required.

  27. Question Part X requires machining on a milling machine (operations A and B are required). Find the number of machines required to produce 3000 parts per week. Assume the company will be operating 5 days per week, 18 hours per day.The following information is known: Ext. Ifthe milling machine requires tool changes and preventive maintenance after every lot of 500 parts. These changes require 30 min.

  28. Machine assignment problem • Multiple activity charts

  29. 2.22 In Example 2.5, suppose 11 machines are to be assigned. Which of the following assignments will minimize the total cost over a common time period: (2, 2, 2, 2, 3) or (2, 2, 2, 2, 2, 1)? 2.23 In Example 2.5, suppose the cost per machine hour is unknown. For what range of values of Cm will the optimum assignment remain the same? Justify your answer. Questions

  30. FACILITIES DESIGN:Affinity Diagram

  31. Interrelationship Digraph Form product families Assign families to mfg cells Assign raw materials to their point of use Keep receiving & shipping close to production

  32. Tree Diagram Determine part usage per product Component similarities Identify unique parts per product Determine machines per product Machines used Product family formation Machine sequence per product Demand per product Review product forecasts Conduct price-quantity analysis Machine capabilities Precision requirements by product Machine capabilities

  33. Matrix Diagram

  34. Contingency Diagram(Process Decision Program Chart)

  35. Activity Network Diagram FINISH START

  36. Weekly timetable for team work sessions

  37. Prioritization Matrix • Layout characteristics • Total distance travelled • Manufacturing floor visibility • Overall aesthetics of the layout • Ease of adding future business • Material handling requirements • Use of current material handling equipment • investment requirements on new equipment • space and people requirements

  38. Prioritization Matrix (Cont’d) • Unit load implied • impact on WIP levels • space requirements • impact on material handling equipment • Storage strategies • space and people requirements • impact on material handling equipment • human factor risks • Overall building impact • estimated cost of the alternative • opportunities for new business

  39. Total distance travelled Manufacturing floor visibility Overall aesthetics of the layout Ease of adding future business Use of current MH equipment Investment in new MH equipment Space requirements People requirements Impact on WIP levels Human factor risks Estimated cost of alternative Prioritization Matrix (Cont’d)

  40. Prioritization Matrix for the Evaluation of Facility Layout Alternatives

  41. Prioritization of Layout Alternatives Based on WIP Levels

  42. Ranking of Layouts by All Criteria Another Example

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