PDF Flow, Space, and Activity Relationships - Production Layout

FLOW, SPACE, AND ACTIVITY RELATIONSHIPS June 2021 CONSIDERATIONS IN DETERMINING FACILITY REQUIREMENTS FLOW SPACE ACTIVITY RELATIONSHIPS FLOW 1. lot sizes 2. material handling equipment and strategies 3. layout arrangement 4. building configuration  SPACE 1. lot sizes...

FLOW, SPACE, AND ACTIVITY RELATIONSHIPS June 2021 CONSIDERATIONS IN DETERMINING FACILITY REQUIREMENTS FLOW SPACE ACTIVITY RELATIONSHIPS FLOW 1. lot sizes 2. material handling equipment and strategies 3. layout arrangement 4. building configuration  SPACE 1. lot sizes 2. storage system 3. production equipment type and size 4. layout arrangement 5. building configuration 6. housekeeping and organization ACTIVITY RELATIONSHIPS 1. material or personnel flow 2. environmental considerations 3. organizational structure 4. continuous improvement methodology 5. control issues 6. process requirements DEPARTMENTAL PLANNING  Departmental Planning considers flow, space, and Production Planning Departments are collections of activity relationships. workstations to be group  Can be applied to together during the facilities production, support, layout process. administrative, and service areas.  May be determined by combining workstations that perform “like” functions PRODUCTION PLANNING DEPARTMENT CLASSIFICATION Product Planning Departments o Production Line Department o Fixed Material Location Planning Departments o Product Family Planning Department (Group Technology) Process Planning Departments VOLUME-VARIETY LAYOUT CLASSIFICATION Product Layout Group Layout Product Volume Process Fixed Layout Layout Product Variety PROCEDURAL GUIDE FOR COMBINING WORKSTATIONS IN PLANNING DEPARTMENTS Method of Combining Type of Planning If the Product is Workstations into Planning Department Departments 1. Standardized and has a large Product Planning Department - Combine all workstations demand Production Line Department required to produce the product 2. Physically large, awkward to Product Planning Department - Combine all workstations move Fixed Material Location required to produce the product Department with the area requirement for staging the product 3. Capable of being grouped Product Planning Department - Combine all workstations into families of similar parts Product Family Department required to produce the family that may be produced by a of products group of workstation 4. None of the Above Process Department Combine identical (“similar”) workstations into planning departments without obscuring important interrelationships within departments MATERIAL FLOW SYSTEM FOR PRODUCT PLANNING DEPARTMENT MATERIAL FLOW SYSTEM FOR FIXED MATERIAL LOCATION Complicating Factors: Limited space at site and Changing material needs MATERIAL FLOW SYSTEM FOR PRODUCT FAMILY PLANNING DEPARTMENT MATERIAL FLOW SYSTEM FOR PROCESS PLANNING DEPARTMENT PROCESS-ORIENTED LAYOUT  Design places departments with large flows of material or people together  Department areas having similar processes located in close proximity  e.g., All x-ray machines in same area  Used with process-focused processes EMERGENCY ROOM LAYOUT E.R.Triage Patient A - broken leg room Patient B - erratic pacemaker Hallway E.R. beds Pharmacy Billing/exit ACTIVITY RELATIONSHIPS  It provides the basis for many decisions in the facilities planning process.  Relationships can be expressed quantitatively or qualitatively. Quantitative Relationships may expressed by measuring the FLOW. Qualitative Relationships may expressed by using SUBJECTIVE ASSESSMENT. TYPES OF FLOW  Discrete Flow  Movement of individual, discrete items  Continuous Flow  Movement is perpetual (e.g., flow of electricity, oil flowing through a pipeline) COMPONENTS OF FLOW  Subject to be processed/moved  Resources  These are the processing and transporting facilities required to accomplish the flow  Communications  For purposes of coordinating resources, these would include the procedures that facilitate the management of the flow process.  THE LOGISTICS SYSTEM  The material management, material flow and physical distribution system combined into one overall flow system is called as the logistics system. Vendor Flow into a Material Management System manufacturing facility Flow within a Material Flow System manufacturing facility Physical Distribution System Flow from a manufacturing facility Vendor THE LOGISTICS SYSTEM  If the flow process being considered is the flow of materials into a manufacturing facility, the flow process is typically referred to as a material management system.  If the flow of materials, parts, and supplies within a manufacturing facility is to be the subject of the flow process, the process is called the material flow system.  If the flow of products from a manufacturing facility is to be the subject of the flow, the flow process is referred to as the physical distribution system. MATERIAL MANAGEMENT SYSTEM MATERIAL FLOW SYSTEM PHYSICAL DISTRIBUTION SYSTEM FLOW PATTERNS  FLOW WITHIN WORKSTATIONS  FLOW WITHIN DEPARTMENTS  FLOW BETWEEN DEPARTMENTS FLOW PATTERNS  Flow within workstations  Motion studies and ergonomics considerations  Flow should be simultaneous, coordinated, symmetrical, natural, rhythmical, and habitual  Flow within departments  Is dependent on the type of department (product vs. process dept.)  Flow between departments  Used to evaluate overall flow within facility FLOW WITHIN PRODUCT DEPARTMENTS More 2 machines per operator CIRCULAR FLOW WITHIN PROCESS DEPARTMENTS  Parallel Little flow between workstations  Perpendicular Flow occurs between workstations  Diagonal and aisles FLOW PATTERNS: FLOW WITHIN DEPARTMENTS With material handling considerations → Line flow patterns FLOW PATTERNS: FLOW WITHIN DEPARTMENTS With material handling considerations → Spine, Tree, and Loop Flow Patterns Back FLOW PATTERNS BETWEEN DEPARTMENTS Flow within a facility considering the locations of entrance and exit FLOW PATTERNS BETWEEN DEPARTMENTS Flow within a facility - Pattern Categories FLOW PLANNING HIERARCHY Effective Flow between departments Effective Flow within departments Effective flow within workstation SIGNS OF A GOOD GENERAL FLOW PATTERN  A flow starts at receiving and terminates at shipping  Straight and short lines of flow  Minimum backtracking  Material is moved directly to point of use  Minimum WIP  Flow pattern is easily expandable, new processes can easily be merged in THE IMPACT OF INTERRUPTIONS ON FLOW PATHS A B C D E F G H Objective: Maximize Uninterrupted Flow Paths directed A B C D (uninterrupted) flow path E F G H Interrupted Flow Paths WORK SIMPLIFICATION TO MATERIAL FLOW 1. Eliminate flow by planning the delivery of materials to the point of ultimate use 2. Minimize flow between two points by planning it to take place in few movements 3. Combine flows and operations PRINCIPLES OF EFFECTIVE FLOW PRINCIPLES OF EFFECTIVE FLOW  Minimize flow  Deliver materials, information, or people directly to the point of ultimate use  Plan for flow between two consecutive points of use to take place in a few moments as possible  Combine flows and operations  Maximize directed flow path  Minimize the cost of the flow  Minimize manual handling (automate or mechanize the flow)  Minimize trips of empty carriers FLOW MEASUREMENT Quantitative flow measurement Large volumes of materials, information, a number of people moving between departments In terms of amount moved or distance travelled Qualitative flow measurement Very little actual movement of materials, information, and people flowing between departments Significant communication and organizational interrelation between departments In terms of the level of relationship between units (departments) in the organizations Usually both measurements are used FLOW ANALYSIS VS ACTIVITY ANALYSIS  Flow analysis -  Activity analysis – quantitatively focus on non- measures the flow of quantitative factors people between that influence the departments or location of activities departments within a facility  FLOW MATRIX (FROM-TO CHART) From-To Chart: Fr\To Store Milling Turning Press Plate Assembly Warehouse Stores - 24 12 16 1 8 - Milling - - - - 14 3 1 Turning - 3 - - 8 - 1 Press - - - - 3 1 1 Plate - 3 2 - - 4 3 Assembly 2 - - - - - 7 Warehouse - - - - - - - STEPS IN DEVELOPING A LAYOUT – FLOW ANALYSIS 1 Construct a “from-to matrix” 2 Determine space requirements for each department 3 Develop an initial schematic diagram 4 Determine the cost of this layout 5 By trial-and-error (or more sophisticated means), try to improve the initial layout 6 Prepare a detailed plan that evaluates factors in addition to transportation cost LAYOUT EVALUATION FOR FLOW ANALYSIS 𝑀𝑖𝑛 𝑍 = ෍ ෍ 𝑓𝑖𝑗 𝑐𝑖𝑗 𝑑𝑖𝑗 𝑖 𝑗 Where: i, j = individual departments fij = number of loads moved from department i to j cij = cost to move a load between department i and j dij = distance between department i and j  EXAMPLE PROBLEM: FLOW ANALYSIS 1 2 3 4 5 6 1 50 100 0 0 20 2 30 50 10 0 3 20 0 100 4 50 0 5 0 6  INITIAL LAYOUT Room 1 Room 2 Room 2 Assembly Printing Machine shop Department Department Department (1) (2) (3) Receiving Shipping Testing 40’ Department Department Department (4) (5) (6) Room 4 Room 5 Room 6 60’ TC = 50(20)+100(40)+20(60)+30(20)+50(40)+10(20)+20(60)+100(20)+50(20) = 13,200 INTERDEPARTMENTAL FLOW GRAPH SHOWING NUMBER OF WEEKLY LOADS 100 1 2 3 50 30 100 10 4 5 6 50 INTERDEPARTMENTAL FLOW GRAPH SHOWING NUMBER OF WEEKLY LOADS 30 2 1 3 50 100 100 4 5 6 50  ALTERNATIVE LAYOUT Room 1 Room 2 Room 2 Printing Assembly Machine shop Department Department Department (2) (1) (3) Receiving Shipping Testing 40’ Department Department Department (4) (5) (6) Back Room 4 Room 5 Room 6 60’ TC = 50(20)+100(20)+20(40)+30(40)+50(20)+10(40)+20(60)+100(20)+50(20) = 10,600 ACTIVITY RELATIONSHIP CHART Relationship Chart measures the flows qualitatively using the closeness relationships values ACTIVITY RELATIONSHIP CHART Relationship Chart may include the closeness values in conjunction with reasons for the value DEVELOPMENT OF LAYOUT – ACTIVITY ANALYSIS  List all departments or activities to be included  Obtain closeness ratings by interviewing or surveying persons involved in the activity  Determine reasons for closeness ratings and record in the Relationship chart  Assign a closeness rating for each pair of activities RULES OF THUMB IN ACTIVITY RELATIONSHIP ANALYSIS if hindi indicated relationship, you put U  No more than 5% of the closeness ratings to be an A or X  No more than 10% to be an E  No more than 15% to be an I  No more than 20% to be an O  At least 50% to be U EXAMPLE PROBLEM: ACTIVITY ANALYSIS Relationship Chart: Initial Layout D1 D2 D3 D4 S1 S2 EXAMPLE PROBLEM: ACTIVITY ANALYSIS Alternative Layout: D3 D4 D1 D2 S2 S1 SYSTEMATIC PROCEDURE  Place the departments among which there is “A” relationship  Add the departments among which there is “E” relationship to the previously placed departments. Rearrange.  Add the departments among which there is “X” relationship to the previously placed departments. Rearrange. SYSTEMATIC PROCEDURE  Add the departments among which there is “I” relationship. Rearrange.  Add the departments among which there is “O” relationship. Rearrange.  Add the rest of the departments. Rearrange.  Verify if all the departments are placed and if the important relations are respected. SPACE REQUIREMENTS  Most difficult task in the facilities planning process.  The design year for a facility is 5 to 10 years so space requirements have to be projected.  Things to be considered for determining space requirements:  Workstation specification  Department specification  Aisle arrangement (these should be located in a facility to promote effective flow) PARKINSON’S LAW  The law states that things will expand to fill all available capacity sooner than you plan.  Hence, even though the facility might be constructed with sufficient space for the future, when the future arrives there will be no space available for it. WORKSTATION REQUIREMENTS  Equipment space  The equipment  Machine travel  Machine maintenance  Plant services  Materials space  Receiving and storing materials  In-process materials  Storing and shipping materials  Storing and shipping waste and scrap  Tools, fixtures, jigs, dies, and maintenance materials  Personnel area  The operator (motion & ergonomic study)  Material handling ◦ Operator way in and way out DEPARTMENTAL SPECIFICATION  Once the space requirements for the workstations have been determined, the department space requirements should be defined.  Departmental area:  Sum of areas of workstations  Equipment maintenance  Tooling, dies, plant services These may be shared  Storage area  Spare parts etc.  Material handling within department  Aisle space DEPARTMENTAL SPECIFICATION  The total area required for the department is determined on Departmental Service and Area Requirement Sheet