Facilities Planning and Design

INE 425
Lec 4

1
 Equipment Fractions
• The quantity of equipment required for an operation
is referred to as the equipment fraction. The
equipment fraction may be determined for an
operation by dividing the total time required to
perform the operation by the time available to
complete the operation.
• The total time required to perform an operation is
the product of the standard time for the operation
and the number of times the operation is to be
performed.
SQ
F 
EHR
 Equipment Fractions
where;
F = number of machines required per shift
S = standard time (minutes) per unit produced
Q = number of units to be produced per shift
E = actual performance, expressed as a percentage of
standard time (Efficiency)
H = amount of time (minutes) available per machine
R = reliability of machine, expressed as percent “up time”

S Q
F 
EH R
 Equipment Fractions
Equipment requirements are a function of the following factors:
• Number of shifts (the same machine can work in more than one
shift).
• Setup times (if machines are not dedicated, the longer the setup,
the more machines needed).
• Degree of flexibility (customers may require small lot sizes of
different products delivered frequently – extra machine
capacity will be required to handle these requests).
• Layout type (dedicating manufacturing cells or focused factories
to the production of product families may require more
machines).
• Total productive maintenance (will increase machine up time and
improve quality, thus fewer machines will be needed).
 Example
A machined part has a standard machinery time of 2.8 min per
part on a milling machine. During an 8-hr shift 200 units are to
be produced. Of the 480 min available for production, the
milling machine will be operational 80% of the time. During
the time the machine is operational, parts are produced at a
rate equal to 95% of the standard rate. How many milling
machines are required?
Solution
S = 2.8 min per part Q = 200 units per shift
H = 480 min per shift (8X60) E = 0.95 R = 0.80
Thus,
 Specifying Total Machine Requirements
• The next step in determining machine requirements
is to combine the machine fractions for identical
equipment types. Such a determination is not
necessarily straightforward.
• Even if only one operation is to be performed on a
particular equipment type, overtime and
subcontracting must be considered.
• If more than one operation is to be run on a
particular equipment type, several alternatives must
be considered.
Example
• The machine fractions for an ABC drill press are given
in Table 3.6- No drill press operator, overtime, or
subcontracting is available for any operation on the
ABC drill press. It may be seen that a minimum of
four and a maximum of six machines are required.
How many should be purchased? The answer is
either four, five, or six.
 FACILITIES DESIGN
• Once the product, process and schedule
design decisions have been made, the
facilities planner needs to organize the
information and generate and evaluate layout,
handling, storage, and unit load design
alternatives.
 7 management and planning tools
The seven management and planning tools are
1. The affinity diagram,
2. The interrelationship digraph,
3. The tree diagram,
4. The matrix diagram,
5. The contingency diagram,
6. The activity network diagram, and
7. The prioritization matrix.
 7 management and planning tools
1- Affinity Diagram
The affinity diagram is used to gather verbal data, such as ideas
and issues, and organize it into groupings.

Figure 3.17 Affinity diagram for reducing manufacturing lead time

 7 management and planning tools
2- Interrelationship Digraph
The interrelationship diagraph is used to map the
logical links among related items, trying to identify
which items impact others the most. This graph helps
us understand the logical sequence of steps for the
facilities design.

Figure 3.18. Interrelationship diagraph for facilities design

 7 management and planning tools
3-Tree Diagram
• The tree diagram is used to map in increasing detail the
actions that need to be accomplished in order to achieve a
general objective.

Figure 3.19. Tree diagram for the formation of product families

 7 management and planning tools
4- Matrix Diagram.
• The matrix diagram organizes information such as
characteristics, functions, and tasks into sets of items to be
compared. This tool provides visibility to key contact on
specific issues and helps identify individuals who are assigned
to too many teams.

Table 3.7 Matrix diagram for team participation

 7 management and planning tools
5- Contingency Diagram
• The contingency diagram formally known as process decision
program chart, maps conceivable events and contingencies that
might occur during implementation. It particularly is useful
when the project being planned consists of unfamiliar tasks.
• The benefit of preventing or responding effectively to
contingencies makes it worthwhile to look at these possibilities
during the planning phase.
 7 management and planning tools
6- Activity Network Diagram
• The activity network diagram is used to develop a work schedule
for the facilities design effort. This diagram is synonymous to the
critical path method (CPM) graph. It can also be replaced by a
Gantt chart.
 7 management and planning tools
6- Activity Network Diagram

Figure 3.20 Activity network diagram for a production line expansion facilities design project
 7 management and planning tools
7- Prioritization Matrix
In developing facilities design alternatives it is important to consider:
(a) Layout characteristics
• total distance travelled
• manufacturing floor visibility
• overall aesthetics of the layout
• ease of adding future business
(b) Material handling equipment
• use of current material handling equipment
• investment requirements on new equipment
• space and people requirements
 7 management and planning tools
7- Prioritization Matrix
(c) Unit load implied
• impact on WIP levels
• space requirements
• impact on material handling equipment
(d) Storage strategies
• space and people requirements
• impact on material handling equipment
• human factor risk
(e) Overall building impact
• estimated cost of the alternative
• opportunities for new business.
The prioritization matrix can be used to judge the relative
importance of each criterion as compared to each other.
 7 management and planning tools
7- Prioritization Matrix
The prioritization matrix can be used to judge the relative importance
of each criterion as compared to each other.
A. Total distance travelled G. Space requirements
B. Manufacturing floor visibility H. People requirements
C. Overall aesthetics of the layout I. Impact on WIP levels
D. Ease of adding future business J- Human factor risks
E. Use of current MH equipment K. Estimated cost of alternative
F. Investment in new MH equipment
The weights typically used to compare the importance of each pair of
criteria are
1 = equally important 1/5 = significantly less important
5 = significantly more important 1/10 = extremely less important
10 = extremely more important
 7 management and planning tools
7- Prioritization Matrix

Table 3.9. Prioritization matrix for the evaluation of facilities design alternatives
How the seven management and planning tools
facilitate the planning of a
facilities design project
Facilities Design
 CHAPTER 4
FLOW, SPACE, AND ACTIVITY
RELATIONSHIPS
 Introduction
In determining the requirements of a facility, three
important considerations are flow, space, and activity
relationships.
1- Flow : the movement of all elements from sources of
supply to delivery points of use within the facility and
through distribution channel of product or service to
customers. It depends on:
• Lot size
• Unit load size
• Material handling equipment and strategies
• Layout arrangement
• Building configuration
 Introduction
2- Space : Area required for production system, storage,
inventories, handling equipment.
A function of:
• Lot size
• Storage system
• production equipment type and size
• Material handling equipment
• Layout arrangement
• Building configuration
• Housekeeping and organization policies
• Office, cafeteria, and restroom design
 Introduction
3. Activity relationships: Relationships between production
activities, between production and service, and between
two services. Defined by:
• Material or personal flow
• Environmental consideration
• Organizational structure
• Continuous improvement methodology (Teamwork
activities)
• Control issues
• Process requirement
 Departmental Planning
Depending on product volume-variety,
production planning departments. Can be
classified as:
1. Production line department or Product layout
2. Fixed material location department or Fixed
location layout
3. Product family department or Group
Technology layout
4. Process department or Process layout
Volume-Variety layout classification
Volume-Variety layout classification
Fixed Product Layout
 Fixed Product Layout
• Advantages
1. Material movement is reduced.
2. Promotes job enlargement by allowing individuals or
teams to perform the “whole job”.
3. Continuity of operations and responsibility results
from team.
4. Highly flexible; can accommodate changes in product
design, product mix, and product volume.
5. Independence of production centers allowing
scheduling to achieve minimum total production
time
 Fixed Product Layout
• Limitations
1. Increased movement of personnel and equipment.
2. Equipment duplication may occur.
3. Higher skill requirements for personnel.
4. General supervision required.
5. Cumbersome and costly positioning of material and
machinery.
6. Low equipment utilization
Product Layout
 Product Layout
• Advantages
1. Since the layout corresponds to the sequence of operations,
smooth and logical flow lines result.
2. Since the work from a process is fed directly into the next one,
small in-process inventories result.
3. Total production time per unit is short.
4. Since the machines are located so as to minimize distances
between consecutive operations, material handling is reduced.
5. Little skill is usually required by operators at the production line;
hence, training is simple, short, and inexpensive.
6. Simple production planning control systems are possible.
7. Less space is occupied by work in transit and for temporary
storage.
 Product Layout
Limitations
1. A breakdown of one machine may lead to a complete
stoppage of the line that follows that machine.
2. Since the layout is determined by the product, a change in
product design may require major alternations in the layout.
3. The “pace” of production is determined by the slowest
machine.
4. Supervision is general, rather than specialized.
5. Comparatively high investment is required, as identical
machines (a few not fully utilized) are sometimes distributed
along the line.
Process Layout
 Process Layout
• Advantages
1. Better utilization of machines can result;
consequently, fewer machines are required.
2. A high degree of flexibility exists relative to
equipment or man power allocation for specific
tasks.
3. Comparatively low investment in machines is
required.
4. The diversity of tasks offers a more interesting and
satisfying occupation for the operator.
5. Specialized supervision is possible.
 Process Layout
• Limitations
1. Since longer flow lines usually exist, material handling is
more expensive.
2. Production planning and control systems are more
involved.
3. Total production time is usually longer.
4. Comparatively large amounts of in-process inventory result.
5. Space and capital are tied up by work in process.
6. Because of the diversity of the jobs in specialized
departments, higher grades of skill are required.
Group Layout
 Group Layout
• Advantages
1. Increased machine utilization.
2. Team attitude and job enlargement tend to occur.
3. Compromise between product layout and process
layout, with associated advantages.
4. Supports the use of general purpose equipment.
5. Shorter travel distances and smoother flow lines
than for process layout.
 Group Layout
• Limitations
1. General supervision required.
2. Higher skill levels required of employees than for
product layout.
3. Compromise between product layout and process
layout, with associated limitations.
4. Depends on balanced material flow through the cell;
otherwise, buffers and work-in-process storage are
required.
5. Lower machine utilization than for process layout.
Material management system
Material flow system
Physical Distribution system
Flow Patterns: Flow within
Departments
 Flow Patterns: Flow within
Departments

Figure 4-13 Flow within product departments, (a) End-to-end. (b ) Back-to-back, (c )

Front to- front. (d ) Circular, (e) Odd-angle.
 Flow Patterns: Flow within
Departments
In a process department, little flow should occur between
workstations within departments. Flow occurs between
workstations and isles.

Figure 3.6 Flow within process departments, (a) Parallel. (b) Perpendicular,
(c) Diagonal.
Flow Patterns: Flow within
Departments

The spine flow pattern

Flow patterns

The loop flow pattern

Flow patterns

The tree flow pattern

Flow within department
Considering
The location of
Input/output
points

a. At the same location

b. On adjacent side
c. On the same side
d. On opposite sides
Thank you