FLOW, SPACE, ANDACTIVITY RELATIONSHIPS

FLOW

lot sizesunit load sizesmaterial handling equipment and

strategieslayout arrangementbuilding configuration.

SPACE

lot sizesstorage systemproduction equipment

typesizelayout arrangementbuilding configuration

housekeeping and organization policies

material handling equipment

officecafeteriarestroom design

ACTIVITY RELATIONSHIPS

material or personnel flowenvironmental considerationsorganizational structurecontinuous improvement methodology

(teamwork activities)control issuesprocess requirements

DEPARTMENTAL PLANNING

Planning departmentproduction, support, administrative, service

areas

Production planning departmentscollections of workstations to be grouped

together during the facilities layout process. As a general rule, planning departments may

be determined by combining workstations that perform "like" functions (similar products or processes)

VOLUME-VARIETY IMPACT

Variety

Volume

MANUFACTURING CELLS

Product family or group technology departments aggregate medium volume-variety parts into families based on similar manufacturing operations or design attributes.

The machines that are required to manufacture the part family are grouped together to form a "cell."

Manufacturing cells group machines, employees, materials, tooling, and material handling and storage equipment to produce families of parts.

Classification

Production Flow AnalysisClustering MethodologiesMathematical ModelsHeuristicsGenetic Algorithms, Simulated AnnealingOthers

DCA (Direct Clustering Algorithm)Part-machine matrix

Chan&Milner – 1982Algorithm

Step.1 Order the rows and columns

Step.2 Sort the columns

Step.3 Sort the rowsStep.4 Form cells

  Machine#

Part# 1 2 3 4 5

1 1   1    

2 1        

3   1   1 1

4 1   1    

5   1      

6       1 1

Step.1 Ordering machine-part matrix

  Machine#

Part# 1 2 3 4 5

1 1   1    

2 1        

3   1   1 1

4 1   1    

5   1      

6       1 1

Part# 5 4 3 2 1

#of 1s

3 1 1   1   3

6 1 1       2

4     1   1 2

1     1   1 2

5       1   1

2         1 1

# of 1s 2 2 2 2 3  

Step.2 Column-sorted machine-part matrix

Column-sorted

M-P matrix

Part# 5 4 2 3 1

# of 1s

3 1 1 1     3

6 1 1       2

4       1 1 2

1       1 1 2

5     1     1

2         1 1

# of 1s 2 2 2 2 3  

Previous Matrix

Part# 5 4 3 2 1

#of 1s

3 1 1   1   3

6 1 1       2

4     1   1 2

1     1   1 2

5       1   1

2         1 1

# of 1s 2 2 2 2 3  

Step.3 Row-sorted machine-part matrix

Column-sorted

M-P matrix

Part# 5 4 2 3 1

# of 1s

3 1 1 1     3

6 1 1       2

4       1 1 2

1       1 1 2

5     1     1

2         1 1

# of 1s 2 2 2 2 3  

Row-sorted

M-P matrix Part# 5 4 2 3 1 #1

3 1 1 1     3

6 1 1       2

5     1     1

4       1 1 2

1       1 1 2

2         1 1

# of 1s 2 2 2 2 3  

CELLULAR MANUFACTURING: BenefitsJust-In-Time (JIT)Total Quality Management (TQM)Total Employee Involvement (TEI)JIT Manufacturing Cells: small lots,

kanbans, standardized containers, simple material handling systems, short set-ups, decentralized storage areas, deliveries to the points of use, horizontal organizational structures, and total productive maintenance

TQM principles in Manufacturing Cells

to satisfy customer needsuse process inspectionprevention measuresfeedback and quick reaction

mechanisms (in process verification, quality at the source, self-inspection, individual responsibility, SPC, parameter design, design for quality, permanent solution of problems, and self-correction of errors)

Manufacturing cells: Benefits

designedcontrolledoperated using JIT, TQM, and

TEI principles,

reduction of inventories, space machine breakdowns rework paperwork, warranty claims storage and handl. equipment employee turnover absenteeism production leadtimes cost, and stockouts

simplification of communication, handling, production scheduling

improvement of productivity, flexibility, inventory

turnover, quality, and customer and employee satisfaction.

ACTIVITY RELATIONSHIPS

Organizational relationships (org. chart)Flow relationships (no. of moves per hour)Control relationships Environmental relationshipsProcess relationships

FLOW

SubjectResourcesCommunications

Flow process

Flow of materials into a manufacturing facility

MATERIAL MANAGEMENT SYSTEM

SubjectMaterials PartsSupplies

ResourcesThe prod.contr. &

purchasing functionsThe vendorsThe transp.&mat.handl.

equipmentThe receiving, storage

and accounting functions

CommunicationsProduction forecasts,

inventory records, etc.

Within a manufacturing facility

MATERIAL

FLOW

SYSTEM

Subject Materials, parts and supplies used in

production (within facility)

Resources Production control & qual.cot.dep. Manuf., Assembly, and Storage Dp. Material handling equipment Warehouse

Communication Prod.Schedules, work order rel. Bar codes, route sheets, assmb. charts Warehouse records

Product planning department

Fixed materials location planning dept.

Product family planning departments

Process planning departmetns

Flow of products from a manufacturing facility

Physical

Distribution

Systems

SubjectFinished goods produced by a firm

ResourcesThe customerSales and accounting dpts.WarehousesMater.Handling and transp. equipmentThe distributors of the finished product

CommunicationSales orders, packing lists, shipping

reports, shipping releases Invoices, bills of lading

MATERIAL MANAGEMENT

+MATERIAL FLOW

+PHYSICAL

DISTRIBUTION

LOGISTICS

SYSTEM

FLOW PATTERNS

Flow within workstationsSimultaneousSymmetricalNaturalRhythmicalHabitual

Flow within product departments

Flow within process departments

General Flow Patterns

Flow within a facility

Flow within a facility

FLOW PLANNING

Effective flowwithin a facilitywithin a departmentwithin a workstation

Progressive movement of materials, information or people

FLOW PLANNING

Principles of effective flowMaximize directed flow pathsMinimize flowMinimize the cost of flow

FLOW PLANNING Work simplification approaches:

Eliminating flow by planning for the delivery of materials, information, or people directly to the point of ultimate use and eliminate intermediate steps.

Minimizing multiple flows by planning for the flow between two consecutive points of use to take place in as few movements as possible, preferably one.

Combining flows and operations wherever possible by planning for the movement of materials, information, or people to be combined with a processing step.

FLOW PLANNING: Perspective

Minimize manual handling by minimizing: walking, manual travel distances, and motions.

Eliminate manual handling by mechanizing or automating flow to allow workers to spend full time on their assigned tasks

BACKTRACKING PENALTY

MEASURING FLOW

QuantitativePieces per hourMoves per dayKilos per week

QualitativeNecessity for closeness

Large volumes of material, information, people: Quantitative

Little actual movement but significant communication and organizational interrelations: Qualitative

QUANTITATIVE FLOW MEASUREMENTAmount moved between departments

QUANTITATIVE FLOW MEASUREMENT

EXAMPLE 3.4A firm produces three components. Components 1 and 2 have

the same size and weight and are equivalent with respect to movement. Component 3 is almost twice as large and moving two units of either component 1 or 2 is equivalent to moving 1 unit of component 3. The departments included in the facility are A, B, C, D, and E. The quantities to be produced and the component routings are as follows:

Component Prod.Qnty/day Routing

1 30 A-C-B-D-E

2 12 A-B-D-E

3 7 A-C-D-B-E

Ex.4.2 (Cont.) EXCEL

QUALITATIVE FLOW MEASUREMENTCloseness relationships values

1. List all departments on the relationship chart.

2. Conduct interviews or surveys

3. Define the criteria for assigning closeness relationships

4. Establish the relationship value and the reason for the value for all pairs ofdepartments.

5. Allow everyone having input to the development of the relationship chart tohave an opportunity to evaluate and discuss changes in the chart.

Value Closeness

A Absolutely necessary

E Especially important

I Important

O Ordinary

U Unimportant

X Undesirable

Qualitative Flow Measurement:Relationship Chart

Qualitative Flow Measurement

Proximity requirementsNon-distance related solutions

SPACE REQUIREMENTS

True space requirementsA facility: the fixed assets required to

accomplish a specific objective.A workstation

Space Requirements

WorkstationEquipment space

Equipment: Available from machinery data sheets

Machine travel: Floor area requirements

Machine maintenancePlant services

The materials areasReceiving and storing materials.In-process materials.Storing and shipping materials.Storing and shipping waste and scrap.Tools, fixtures, jigs, dies, and maintenance

materials.

Space requirements

WorkstationThe personnel area

The operator.Material handling.Operator ingress and

egress.

Department SpecificationAisle Allowance Estimates

Expressed as a percentage of the net area required for equipment, material, and personnel.

If the largest load is Percentage is

Less than 6 ftsq 5-10

Between 6 and 12 ftsq 10-20

Between 12 and 18 ftsq 20-30

Greater than 18 ftsq 30-40

Example 4.3

Work station

Quantity Area sqft

Equip. Mater. Persl. TotalTurret

Lathe5 240 100 100 440

Screw mach.

6 280 240 120 640

Chucker 2 60 100 40 200

1280

Aisle Allowance 13% 167

Total Area Required 1447

Recommended Aisle Widths

Type of flow Aisle Width (feet)

Tractors 12(x0,3=3,6m)

3-ton Forklift 11

Narrow aisle truck 9

Manual platform truck 5

Personnel 3

Personnel with doors opening into the aisle from one side

6

Personnel with doors opening into the aisle from two sides

8

Visual Management

Visual Control: To make line failures visible to anyone

Kanban: Flow arrangement, “signals” or “instruction cards”

Andon: Line stop alarm light