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FLOW, SPACE, ANDACTIVITY RELATIONSHIPS
FLOWlot 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 PLANNINGPlanning department
production, 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
Sporadic متقطع
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
ACTIVITY RELATIONSHIPS
Organizational relationships (org. chart)Flow relationships (no. of moves per hour)Control relationships Environmental relationshipsProcess relationships
FLOW
SubjectResourcesCommunications
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 values1. 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 RequirementsWorkstation
Equipment spaceEquipment: 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 sqft 5-10
Between 6 and 12 sqft 10-20
Between 12 and 18 sqft 20-30
Greater than 18 sqft 30-40
Example 4.3Work 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 WidthsType 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
