Ch2 IE 173 Letran Calamba

WINTER 2012 IE 368.FACILITY DESIGN AND OPERATIONS MANAGEMENT

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IE 173: FACILITIES PLANNING AND DESIGN

Lecture Notes #2

Product, Process and Schedule Design


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Facilities Planning Process

1. Define the products to be manufactured

2. Specify the manufacturing processes and related activities required to produce the products

3. Determine the interrelationships among all activities

4. Determine the space requirements for all activities

5. Generate alternative facilities plans

6. Evaluate the alternative facilities plan

7. Select the preferred facilities plan

8. Implement the facilities plan

9. Maintain and adapt the facilities plan

10. Update the products to be manufactured and redefine the objective of the facility


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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?


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Relationship of PP&S

Product

Design

Process

Design

Facilities

Design

Schedule

Design


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Product Design

The determination of which products are to be produced

The detailed design of individual products Aesthetics

Function

Materials

Man

Need help from other depts. Marketing, Purchasing, IE, Mfg, Product Engg, Quality Control

Using Quality Function Deployment


Exploded assembly drawing

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Product Design


Exploded part photograph

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Product Design


Component part drawing

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Product Design


Computer Aided Design (CAD)

Creation and manipulation of design prototypes

Area measurement

Building and interior design

Block and detailed layouts of manufacturing systems

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Product Design


Concurrent Engineering

70% of manufacturing costs on design

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Product Design


Responsible for determining how the product is to be produced

Who should do the processing: in-house or subcontracted make-or-buy decision

How the part will be produced

Which equipment will be used

How long it will take to perform the operation

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Process Design


Parts List

Part numbers

Part name

Number of parts per product

Drawing references

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Process Design


Parts List

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Process Design


Bill of Materials

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Process Design


Bill of Materials

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Process Design


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

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Process Design


Route Sheet

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Process Design


Assembly Chart

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Process Design


Operation Process Chart

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Process Design


Precedence Diagram

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Process Design


Elements Lot sizing (how much to produce)

Production scheduling (when to produce)

Product life status (how long to produce)

Dynamic vs Static Design Demand Volatility

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Schedule Design


Machine selection

Number of machines

Number of shifts

Number of employees

Space requirements

Material handling equipment

Personnel requirement

Storage policies

Unit load design

Building size

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Schedule Design


Marketing Information

Stochastic nature

Volume, trend and predicability

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Schedule Design


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Schedule Design


Paretos Law

80% of the product volume

20% of the product line

Volume-variability chart

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Schedule Design


Process requirements

Production Requirements (rejects and scrap)

Equipment Fractions

Total Machine Requirements

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Schedule Design


Production Requirements

Output = Input - Defects

=

= /(1 )

For products with 2 sequential processes

= 1 1 (1 2)

= /[ 1 1 (1 2)]

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Schedule Design


Problem #1

A product has a market estimate of 97,000 components and requires three processing steps (turning, milling, and drilling) having scrap estimates of P1=0.04, P2=0.01, P3=0.03. Calculate the production input to operation 1.

Answer: 105,219

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Schedule Design


Problem #2

Answer: 103,280

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Schedule Design

?????

3%

40%

2%

Rework

100,000


Equipment Fractions

=

M = number of machines required per period

t = standard time per unit produced

Q = quantity to be produced

P = actual performance, expressed as % of t

A = available time per machine

R = reliability of machine / up-time

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Schedule Design


Problem #3

A machine part has a 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 time 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?

Answer: 2 machines

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Schedule Design


Assignment #1

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 machine required.

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Schedule Design


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, 18 hours per day. The following information is known:

Extension: If the milling machine requires tool changes and PM after every lot of 500 parts. These changes require 30 mins

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Schedule Design

Operation Standard Time

Efficiency Reliability Scrap

A 3 min 95% 95% 2%

B 5 min 95% 90% 5%


Total Machine Requirements

Machine assignment problem

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Schedule Design


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Schedule Design

Multiple activity chart


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Schedule Design


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Schedule Design

Cost Determination


Once all PP&S decisions have been made, next will be:

Layout

Handling

Storage

Unit Load Design

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Facilities Design


Affinity Diagram - used to gather verbal data

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Facilities Design


Interrelationship diagram - used to map the logical links among related items, trying to identify which items impact others the most.

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Facilities Design


Tree diagram - used to map in increasing detail the actions that need to be accomplished in order to achieve a general objective

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Facilities Design


Matrix diagram - organizes information such as characteristics, functions, and tasks into sets of items to be compared

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Facilities Design


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.

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Facilities Design


Activity network diagram - 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.

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Facilities Design


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

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Facilities Design


Prioritization Matrix 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

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Facilities Design


Prioritization Matrix A. Total distance travelled

B. Manufacturing floor visibility

C. Overall aesthetics of the layout

D. Ease of adding future business

E. Use of current MH equipment

F. Investment in new MH equipment

G. Space requirement

H. People requirement

I. Impact on WIP level

J. Human factor risks

K. Estimated cost of alternative

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Facilities Design


Prioritization Matrix

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Facilities Design


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Seven Mgt and Planning Tool


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Seven Mgt and Planning Tool


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Project Topics

Methods Lab Dela Cruz Group

Ergo Lab Dayo Group

ME Lab Cruz Group

Machine Shop Borja Group

CpE Lab Espaol Group

EE Lab Manas Group

ECE Lab Palma Group

Chairs Office Berbano Group

Deans Office including Board Room Alonzo Group

Faculty Room Almeyda Group

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Documents

Ch2 IE 173 Letran Calamba