ISE 460/ETM 593ISE 460/ETM 593Facilities Planning & DesignFacilities Planning & Design

Dr. Laura Moody

Spring 2012

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Chapter 1: IntroductionChapter 1: Introduction

• Background• Types of layout problems

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Chronological list of facilities planning & Chronological list of facilities planning & design activitiesdesign activities

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Date Event

4000 B.C.

Egyptians developed expertise in finding suitable locations for

pyramids according to their astrological calculations

100 B.C. B 100

A.D.

Romans developed full-fledged methods for the construction of

temples, arenas, and other buildings. Detailed planning of public

and residential buildings

1700 B 1900 Industrial revolution period

1910 First industrial engineering text book Factory Organization and

Administration published by Hugo Diemer.

1913 First moving automotive assembly line introduced by Henry

Ford.

Chronological list of facilities planning and Chronological list of facilities planning and design activitiesdesign activities

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1954 Quadratic assignment problem for micro- andmcro-levl location

problems introduced by Koopmans and Beckman

1955-1995 Optimal and heuristic algorithms for the quadratic assignment

problem

1959 Systematic layout planning approach introduced by Muther

1963 CRAFT (Computerized relative allocation of facilities technique)

introduced by Armour and Buffa

Chronological list of facilities planning and Chronological list of facilities planning and design activitiesdesign activities

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Early 1980s The flexible manufacturing system concept is introduced and

attention shifts towards achieving plant-wide flexibility via

medium-volume, medium-variety production using cellular

manufacturing techniques

Late 1980s The term automation introduced to cope with plant flexibility

requirements

1985-present Modern software for facilities design problems

1990s-present Research on new layout concepts including dynamic layouts,

robust layouts, and reconfigurable layouts introduced to support

mass customization techniques

Chronological list of sustainable building Chronological list of sustainable building design activitiesdesign activities

Date: Event:

?? - 1000 AD Anasazi peoples build whole villages so the houses all received solar heat in the winter to cut down on wood usage

1970’s Energy crisis and environmental movement spurs the search for more energy efficient & environmentally friendly building practices

1989 - 1992 American Institute of Architects (AIA) forms the Committee on the Environment, releases Environmental Resource Guide in 1992

1992 EPA releases Energy Star guidelines; local green housing program in Austin, TX

1993 United States Green Building Council (USGBC) founded

1998 Leadership in Energy and Environmental Design (LEED) program launched

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Source: http://www.thehistorycalendar.com/history-of-building-green.html

Typical design and planning problemsTypical design and planning problems

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Facility Location

Type, Volume of Products to be

Manufactured or Services to be

Provided

Manufacturing (Service) Processes

Required

Design of Components (Services)

Type, Number of Equipment Required

Process Planning

Type, Number of Mat'l. Handling

Devices

Determining Mat'l. Handling Methods

Layout of Equipment Within

Each Cell

Layout of Machine (Service) Cells

Determination of Machine (Service)

Cells

Tooling, Fixture Determination

Determining Flow of Products (People)

Scheduling & planning of Jobs

(Services)

Overall System Design

Inventory Control

Distribution of Goods

Quality Control & Customer Service

Levels of decisionsLevels of decisions

• Strategic or Design or Long-termo Involves most or all of the processo Infrequent

• Planning or Intermediateo A few of the blocks (cell layout, inventory systems, etc.)o Can happen relatively frequently

(monthly/quarterly/semi-annually/etc.)

• Operational or short-termo Involves one or two blocks at a time (e.g., scheduling,

inventory control)o Can happen on a daily or weekly basis

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Why is facilities layout important?Why is facilities layout important?

• 20-75% of product cost attributed to materials handling (Sule, 1991 and Tompkins et al. 2003)

• Layout of facilities affects materials handling costs

• Facilities includes machines, departments, workstations, locker rooms, service areas, etc.

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Why is facilities layout important?Why is facilities layout important?

• Good layout increases productivity efficiency• Reducing congestion permits smooth flow of

people and material• Space utilization is effective and efficient• Facilitates communication and supervision• Safe and pleasant working environment

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Constraints in developing facilities layoutConstraints in developing facilities layout

• Some pairs of departments must be adjacent• Some pairs of departments must not be adjacent• Some departments only in specific locations• Existing building constraints• OSHA regulations, fire codes, etc.

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Types of layout problems – Some examplesTypes of layout problems – Some examples

• JIT manufacturer• Relayout of an existing facility• Relayout due to increased traffic (resulting from

a merger)• Consolidation of manufacturing operations from

two or more sites to one• Leasing of office space in a multi-story building• Find a better layout in existing space• Introduction of new product lines

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Types of layout problemsTypes of layout problems

• Layout of a service system• Layout of a manufacturing facility• Warehouse layout• Nontraditional layout

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ApplicationsApplications

• Manufacturing • Healthcare• Service• Restaurants• Banks• Airports• Entertainment• Logistics and

Distribution• Ports/Terminals• Distribution Centers

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Types of ProjectsTypes of Projects

• New Facility• General Re-layout (retrofit)

o Expansion due to new product(s)o Expansion due to sales growth in existing productso Re-organization of work areas (evolutionary design)o Outsourcing of logistics capabilityo Addition of automation technologyo Problem eliminationo Cost reductiono Product discontinuation

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Service system layout – DentistService system layout – Dentist’’s offices office

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Staff Lounge

Dentist’s Room

Oral Hygienist’s Room

X-Ray Room Records Room

Orthodontist’s Room

Oral Hygienist’s Room

Men’s Rest Room

Women’s Rest RoomWaiting

Area

Reception

Service system layout – Grocery storeService system layout – Grocery store

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Operations review for office layouts Operations review for office layouts (Suskind, 1989)(Suskind, 1989)

• Is the company outgrowing its space?• Is available space too expensive?• Is building in the proper location?• How will a new layout affect the organization and

service?• Are office operations too centralized or

decentralized?• Does the office structure support the strategic

plan?• Is the new layout in tune with the company’s image• Does customer physically participate in service

delivery?

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Office structuresOffice structures

• Closed structure• Semiclosed structure• Open structure• Semiopen structure

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Closed structureClosed structure

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Semiclosed structureSemiclosed structure

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Teller Teller Teller

Open structureOpen structure

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Semiopen structureSemiopen structure

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Manufacturing layoutManufacturing layout

• Minimize transportation cost of raw materials, sub-assemblies, work-in-process inventory, tools, parts, finished products, etc.

• Facilitate traffic flow• Improve employee morale• Minimize or eliminate risk of injury and property

damage• Ease of supervision and face-to-face

communication

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Assembly facility layoutAssembly facility layout

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Driveway layoutDriveway layout

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Warehouse layoutWarehouse layout

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Nontraditional layoutNontraditional layout

• Keyboard layout• IC board layout• Computer disk storage layout• Airport gate layout

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Chapter 2: Product and equipment analysisChapter 2: Product and equipment analysis

• Product analysis• Equipment selection• Personnel requirement analysis• Space requirement & availability

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Data required for developing good layoutsData required for developing good layouts

• Product Analysis• Process Analysis

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• What data are critical to the facility plan?• Muther categorizes the information as:

• P – Product (what?)

• Q – Quantity (how

much?)

• R – Routing (where?)

• S – Support (with what?)

• T – Timing (when?)

Input data and activitiesInput data and activities

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Product analysisProduct analysis

• Bill of Materials• Assembly Charts• Engineering Drawing• Operation Process Chart• Route Sheet

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Product designProduct design

• Based ono Functiono Aestheticso Costso Materialso Manufacturing Methods

• Key pointo The product design MUST be finalized before designing

the facility. Otherwise a flexible facility is needed.

Driven by market demand

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Tools used in product designTools used in product design

• Product/Part Drawingso 2-D, 3-D visualization

• Exploded Assembly Diagrams

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Tools used in process designTools used in process design

A partial list (dependent on product and service):• Process Flowcharts and Process Maps• Make vs. Buy • Parts Lists • Bill of Materials• Route Sheets• Assembly Charts• Operations Process Charts• Precedence Diagrams

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Process flowchartsProcess flowcharts

Reserve Storage

Quality Assurance

Back to Vendor

UPS

Parcel Post

Next-Day UPS

Mono-gramming

Embroid-ering

Hemming

Gift Boxing

Receiving Active Bins Picking Packing Shipping

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Process mapsProcess maps

Place order

Drink

Eat salad or soup

Eat dinner

Receives check

Gives payment to waiter

Collect change, leave tip

Fill in tip amount

Give order to waiter

Prepare dinner order

Prepare soup or salad order

Give order to waiter

Is order complete?

Give soup or salad order to chef

Give dinner order to chef

Get drinks for customer

Deliver salad or soup order to customer

Deliver dinner to customer

Deliver check to customer

Receive payment for meal

Cash or Credit?

Bring change to customer

Run credit card through

Return credit slip to customer

Collect tip

Y

N

Credit

Cash

CustomerCustomer WaiterWaiter Salad ChefSalad Chef Dinner ChefDinner Chef

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Make vs. Buy?Make vs. Buy?

Can item be purchased?

MAKE

Can we make the

item?

BUY

Is it cheaper for us to make?

BUY

Is the capital available?

MAKE

Yes

No

YesYes

No

NoNo

BUY

Yes

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Parts listParts list

• A listing of component parts.

Company: TW Inc. Prepared By: JSUProduct: Air Flow Regulator Date: 6/30/2003

Part No. Name Drwg. No. Qty/unit Material Size Make/Buy1050 Pipe plug 4006 1 Steel 0.5" x 1.00" Buy2200 Body 1003 1 Aluminum 2.75" x 2.5" x 1.5" Make3250 Seat Ring 1005 1 Stainless Steel 2.97" x 0.87" Make3251 O-Ring - 1 Rubber 0.75" diam. Buy3252 Plunger 1007 1 Brass 0.812" x 0.715" Make3253 Spring - 1 Steel 1.4" x 0.225" Buy3254 Plunger Housing 1009 1 Aluminum 1.6" x 0.225" Make3255 O-Ring - 1 Rubber 0.925" diam. Buy4150 Plunger Retainer 1011 1 Aluminum 0.42" x 1.2" Make4250 Lock Nut 4007 1 Aluminum 0.21" x 1.00" Buy

PARTS LIST

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Bill of Materials (BOM)Bill of Materials (BOM)

• Many different types of “structured parts lists”

Company: TW Inc. Prepared By: JSUProduct: Air Flow Regulator Date: 6/30/2003

Level Part No. Name Drwg. No. Qty/unit Make/Buy0 0021 Air Flow Regulator 0999 1 Make1 1050 Pipe plug 4006 1 Buy1 6023 Main assembly - 1 Make2 4250 Lock Nut 4007 1 Buy2 6022 Body Assembly - 1 Make3 2200 Body 1003 1 Make3 6021 Plunger Assembly - 1 Make4 3250 Seat ring 1005 1 Make4 3251 O-Ring - 1 Buy4 3252 Plunger 1007 1 Make4 3253 Spring - 1 Buy4 3254 Plunger Housing 1009 1 Make4 3255 O-ring - 1 Buy4 4150 Plunger retainer 1011 1 Make

BILL OF MATERIALS

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Route sheetRoute sheet

Oper. No.

Operation Description

Machine

Type

Tooling Setup

(hr.)

Oper. Time (hr.)

Mtls.

Parts

0104 Shape, drill, cut off

Auto sc. Machine

.5 in dia coller, cir. Form tool, .45” diam center drill

5 0.0057 Alum

1”x12’

0204 Machine Slot and thread

Chucker 0.045” slot saw, turret slot

2.25 0.0067

0304 Drill 8 holes Auto dr. unit 0.078” diam twist drill 1.25 0.0038

0404 Debur and Blow out

Drill press Deburring tool with pilot

0.5 0.0031

SA 1 Enclose subassembly

Dennison hydraulic press

None 0.25 0.0100

Company: ARC Inc.

Produce: Air Flow Regulator

Part: Plunger Housing

Part No. 3254

Prepared by: JSU

Part No. 6/6/03

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Analog model of the assembly

process.

• Circles denote components

• Links denote

operations/subassemblies

• Squares represent inspections

operation

• Begin with the original product and

to trace the product disassembly

back to its basic components.

Assembly chart 2200

3254

3253

3252

3251

3250

3255

4150

4250

A-1

Pack

SA-1

A-2

A-3

I-11050

A-4

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Symbols for 5 basic manufacturing activitiesSymbols for 5 basic manufacturing activities

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Operation

Transportation

Inspection

Storage

Delay

How much is required?How much is required?

Product Units/year PercentC 14000 47%F 6000 67%G 3250 78%J 3000 88%K 1120 92%A 1000 95%E 650 98%D 450 99%B 100 99%H 100 100%I 81 100%

0

2000

4000

6000

8000

10000

12000

14000

16000

C F G J K A E D B H I

Products

Un

its/

yr

0%

20%

40%

60%

80%

100%

120%

Per

cen

t

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Volume variety charts (aka, Pareto charts)

Production requirements – yield lossProduction requirements – yield loss

)1( iii

iiii

sPO

sPPO

)1( i

ii s

OP

i

Pisi

OiPi

Pi – Production input to operation i

si – Fraction of Pi lost (scrap)

Oi – output of process i

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Production requirements – series systemsProduction requirements – series systems

)1()1)(1( 211

n

n

sss

OP

1

P1s1

2 n OnP1

Pnsn

. . .

P2s2

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ExampleExample• 5 processes in series

• Need 2000 units out

2190)03.1)(02.1)(01.1)(02.1)(01.1(

20001

P

Process Loss Out In5 3% 2000 20624 2% 2062 21043 1% 2104 21252 2% 2125 21691 1% 2169 2190

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Simple equipment selection modelSimple equipment selection model

P desired production rate t time (in hours)to process one part machine time available (in hours) machine efficiencyNM Number of units of the machine required

tPNM

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Simple equipment selection modelSimple equipment selection model

Nol Number of good units at output of stage l

Nil Number of units reqd at input of stage l

Sl Scrap at stage l

1ol

ill

NN

S

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Simple exampleSimple example

1. Consider a simple jobshop manufacturing system that makes three major “Class A” products requiring five types of machines. The three products include seven parts shown in Table 2.1. Table 2.1 also shows the time standards in units per hour.

2. Assume we an hour has only 55 minutes of productive time and that 5 minutes are lost due to operator or machine unavailability and machine downtime.

3. Dividing the value 55 by the values in Table 2.1, we get the as well as time per unit.

4. Determine the quantities of machines of each type required to make the standard time per unit.

5. Assuming 12000 “representative” parts are to be made and that only 440 minutes of productive time is available per shift, we can find that we need 4.9 units of machine A, 5.85 units of machine B, and 4.3 units of machine C.

6. Rounding up these numbers gives us 5, 6, and 5 units of machine types A, B, and C, respectively.

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Table 2.1Table 2.1 PartMachine

1 2 3 4 5 6 7

A 2000 - 1200 1500 - 2300 1200

B 1200 1800 1200 - 1600 2000 1000

C - - 1200 2000 1200 - 1400

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PartMachine

1 2 3 4 5 6 7 Total Time

A 0.0275 - 0.0459 0.0367 - 0.0239 0.0459 0.1799

B 0.0459 0.3056 0.0459 - 0.0344 0.0275 0.0550 0.2143

C - - 0.0459 0.0275 0.0459 - 0.0393 0.1586

Table 2.2Table 2.2

Parameters for an LP equipment selection modelParameters for an LP equipment selection model

• Oi Operation type i, i=1,2,...,o• Mi Production equipment type i, i=1,2,...,m• Pi Part type i, i=1,2,...,p• MHi Material handling system type i, i=1,2,...,n• cij cost of performing operation Oi on production equipment type Mj

• hij cost of handling part type Pi using material handling system type MHj

• tij time required to perform operation Oi on production equipment type Mj

• sij time required to transport part type Pi using material handling carrier type MHj

• τj time available on production equipment type Mj

• σj time available on material handling carrier type MHj

• NOi number of operations Oi to be performed• NPi number of units of part type Pi to be manufactured• Cj cost of production equipment type Mj

• Hj cost of material handling system MHj

• B total budget available

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Decision Variables for LP equipment selection Decision Variables for LP equipment selection modelmodel

• xij number of operations Oi to be performed on production equipment type Mj

• yij number of units of part type Pi to be transported on material handling system type MHj

• NMj number of units of production equipment type Mj selected

• NMHj number of units of material handling system type MHj selected

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LP equipment selection modelLP equipment selection model

• Min

• Subject to1

=1,2,...,m

ij ij

x NO i o

1

=1,2,...,o

ij ij j ji

t x NM j m

1 1 1 1 1 1

po m n m n

ij ij ij ij i i i ii j i j j i

c x h y C NM H NMH

1

=1,2,...,n

ij ij

y NP i p

1

=1,2,...,p

ij ij j ji

s y NMH j m

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LP equipment selection model (cont)LP equipment selection model (cont)

1 1

m n

i i i ii i

C NM H NMH B

0 and integer 1, 2,..., ; 1, 2,...,ijx i o j m

0 and integer 1, 2,..., ; 1, 2,...,ijy i o j m

0 and integer 1, 2,...,jNM j m

0 and integer 1, 2,...,jNMH j m

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Queuing modelQueuing model

Manufacturing engineers at the Widget Manufacturing Company recently convinced their manger to purchase a more expensive, but flexible machine that can do multiple operations simultaneously. The rate at which parts arrived at the machine that was replaced by the flexible machines follows a Poisson process with a mean of 10 parts per hour.The service rate of the flexible machine is 15 units parts per hour compared with the 11 units per hour service rate of the machine it replaced. (All service times follow an exponential distribution.)

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Queuing modelQueuing model

The engineers and manager were convinced that the company would have sufficient capacity to meet higher levels of demand, but just after a two months of purchasing the machines it turned out that the input queue to the flexible machine was excessively long and part flow times at this station were so long, that the flexible machine became a severe bottleneck.The engineers noticed that more parts were routed through this machine, and that the parts arrival rate to the flexible machines had increased from 10 per hour to about 20 per hour, but were puzzled why the part flow time at this station doubled from 30 minutes to one hour and the work-n-process (WIP) inventory increased nearly threefold from 5 o 14 when the arrival rte only increased 40%.Use a queuing model to justify the results observed at Widget Manufacturing Company.

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M/M/1 model solutionM/M/1 model solution

Parameters Replaced Machine Flexible MachineArrival rate 10 14

Service Rate 12 15Machine Utilization

0.83 0.93

WIP 5 14

Flow Time 0.5 1

Parameters Replaced Machine Flexible MachineArrival rate 10 14

Service Rate 12 15Machine Utilization

0.83 0.93

WIP 5 14

Flow Time 0.5 1

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Personnel requirements analysisPersonnel requirements analysis

• n number of types of operations• Oi aggregate number of operation type i

required on all the pseudo (or real) products manufactured per day

• Ti standard time required for an average operation Oi

• H total production time available per day• η assumed production efficiency of the plant

1

ni i

i

TON

H

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Queuing modelQueuing modelThe American Automobile Drivers’ Association (AADA) is the only office serving customers in New York’s greater capital district area. Ahead of the busy summer season, the office manager wants to hire additional staff members to help provide these services to members effectively - summer travel planning, membership renewal, disbursing traveler’s checks, airline, hotel, and cruise booking, and other travel related services.It is anticipated that each customer typically requires 10 minutes of service time and customers arrive at the rate of one customer every three minutes.The arrival process is Poisson and the service times are exponentially distributed.Determine how many staff members are required if the average wages and benefits per staff member are $20 per hour and the “cost” to AADA for every hour that a customer waits to be served is $40.

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M/M/m model solutionM/M/m model solution

Number of staff members (m) 4 5 6Arrival rate 20 20 20

Service Rate 6 6 6

Machine Utilization 0.83 0.67 0.56

Time in queue 0.1447 0.0261 0.0075Hourly Cost $195.74 $120.85 $126.01

Number of staff members (m) 4 5 6Arrival rate 20 20 20

Service Rate 6 6 6

Machine Utilization 0.83 0.67 0.56

Time in queue 0.1447 0.0261 0.0075Hourly Cost $195.74 $120.85 $126.01

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Production space requirement sheetProduction space requirement sheet

Department Name

WorkCenterName

WorkCenterCode

Length(feet)

Width(feet)

Area(feet2)

Auxiliary Area(feet2)

Operator Space(feet2)

Material Space(feet2)

Sub-Total(feet2)

Allowance (feet2)

Totalspace permachine(feet2)

NumberofMachines

TotalSpace MachineType(feet2)

GeneralMachining

VerticalMilling

1202 15 15 225 70 30 50 375 150% 565 2 1130

Planer 2005L 25 5 125 40 20 40 225 125% 290 1 290

PunchPress

3058 10 10 100 30 20 20 170 140% 240 2 480

InjectionMolding

6078 20 10 200 60 50 100 410 150% 615 3 1845

OtoscopeCell

NC-Machine

9087 20 8 160 50 30 30 270 125% 340 2 680

Lathe 1212 15 8 120 40 20 30 210 150% 315 1 315

Auto-Chucker

2056 5 5 25 10 5 5 45 125% 60 1 60

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HOMEWORK: Due at the beginning of lesson 2HOMEWORK: Due at the beginning of lesson 2

• Chapter 1o 1o 5

• Chapter 2o 2o 6o 7o 10o 11

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