9/25/2024

• Course title: Facilities Planning

• Instructor : Dr Mahmoud Alkaoud
• Office :
• Email: mg_rtc@hotmail.com
• Communication: through email and blackboard
• Text book:
James A. Tompkins , John A. White, Yavuz A. Bozer, and J.
Tanchoco, "Facilities Planning ", 4 Edition (2010), John Wiley
th

& Sons

• Grades :100
• Grades are distributed as follow:

1st 2nd Final

Quizzes Homework Total
midterm midterm Exam
10 10
20 20 40 100
20
Project bonus : group of 3 students 10
• Notes:
• Quizzes will be almost weekly at the beginning
of the class within first ten minutes
• Quizzes will not be repeated for any reason
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ch content Week # time

1 Introduction to Facilities Planning 1 3
2 Product, Process and Schedule Design 2,3 6
3 Flow Systems, Activity Relationships, and 4,5 6
Space Requirements
First midterm 6
5 Material Handling (MH) 6,7 9
6 Layout Planning models and Design 8,9 9
Alternatives
9 Facilities system 10,11 6
Second midterm 12
10 Quantitative Facilities Planning Models 12,13 6
12 Preparing and Evaluating the Facilities Plan 14,15 6
Final exam

FACILITIES PLANNING
• Introduction
• Facility : the company fixed assets
• Such as:
– building
– (people, materials, machines)
• Planning : the act of establishing an intended
method of accomplishing something
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• FACILITIES PLANNING DEFINED

• Facilities planning determines how an
activity's tangible fixed assets best support
achieving the activity's objectives i.e. what is
the objective of the facility? How the facility
achieves that objective?

A poor facility design can be costly and may

result in:
• poor quality products,
• low employee morale,
• customer dissatisfaction.

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• Examples
• In the case of a manufacturing firm:
Facilities Planning (FP) involves the determination
of how the manufacturing facility best supports
production.
• In the case of an airport:
Facilities Planning (FP) involves determining how
the airport facility is to support the passenger-
airplane interface.
• In the case of a hospital:
Facilities Planning (FP) for a hospital determines
how the hospital facility supports providing
medical care to patients.

Applications of Facilities Planning (FP)

Facilities Planning (FP) can be applied to planning of:
• a new hospital,
• an assembly department,
• an existing warehouse,
• the baggage department in an airport,
• department building of IE in EMU,
• a production plant,
• a retail store,
• a dormitory,
• a bank,
• an office,
• a cinema,
• a parking lot,
• or any portion of these activities etc… 8

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Facilities Location
• The location of the facility refers to its
placement with respect to customers,
suppliers, and other facilities with which it
interfaces.
• Also, the location includes its placement and
orientation on a specific plot of land.

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Facilities Design
Design components of a facility consists of:
• the structure,
• the layout
• and the handling systems

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• Facilities Design
• The structure for a manufacturing facility
includes the manufacturing building and such
services such as gas, water, power, heat, light,
air and sewage.
• The layout consists of the production areas,
production-related or support areas, and
personnel areas within the building.
• The handling system consists of the materials,
personnel, information, and equipment
handling systems required by the layout.

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Facilities planning for specific types of facilities

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Some remarks
• Facilities planning must be a continuing activity in
any organization that plans to keep abreast of
developments in its field.
• Productivity improvements must be realized as
quickly as they become available for
implementation.
• Under the provisions of the law an employer is
required to provide a place of employment free
from recognized hazards and to comply with
those occupational safety and health standards
set forth in the act.
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• adequate consideration be given to

established health and safety norms and that
possible hazardous conditions within the work
environment be eliminated or minimized.
• Equipment and/or processes that may create
hazards to workers' health and safety must be
located in areas where the potential for
employee contact is minimal
• Facilities planning is the composite of
facilities location and facilities design.

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The engineering design process

The facilities planning can be approached using
the engineering design process :
1. Define the problem.
2. Analyze the problem.
3. Generate alternative designs.
4. Evaluate the alternatives.
5. Select the preferred design.
6. Implement the design.

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• The traditional engineering design process can be applied to

facilities planning as follows:
1. Define the problem.
● Define (or redefine) the objective of the facility. Whether planning a
new facility or the improvement of an existing facility, it is
essential that the product(s) to be produced and/or service(s) to
be provided be specified quantitatively. Volumes or levels of
activity are to be identified whenever possible. The role of the
facility within the supply chain must also be defined.
● Specify the primary and support activities to be performed in
accomplishing the objective. The primary and support activities to be
performed and requirements to be met should be specified in
terms of the operations, equipment, personnel, and material
flows involved. Support activities allow primary activities to
function with minimal interruption and delay. As an example,
maintenance is a support activity for manufacturing.

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• 2. Analyze the problem.

● Determine the interrelationships among all activities. Establish whether
and how activities interact with or support one another within the
boundaries of the facility and how this is to be undertaken. Both
quantitative and qualitative relationships should be defined.
3. Determine the space requirements for all activities. All equipment, material,
and personnel requirements must be considered when calculating
space requirements for each activity. Generate alternative designs.
● Generate alternative facilities plans. The alternative facilities plans will
include both alternative facilities locations and alternative designs for
the facility. The facilities design alternatives will include alternative
layout designs, structural designs, and material handling system designs.
Depending on the particular situation, the facility location decision and
the facility design decision can be decoupled.

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• 4. Evaluate the alternatives.

● Evaluate alternative facilities plans. On the basis of
accepted criteria, rank the plans specified. For each,
determine the subjective factors involved and evaluate
whether and how these factors will affect the facility or
its operation.
5. Select the preferred design.
● Select a facilities plan. The problem is to determine
which plan, if any, will be the most acceptable in
satisfying the goals and objectives of the organization.
Most often, cost is not the only major consideration
when evaluating a facilities plan. The information
generated in the previous step should be utilized to
arrive at the final selection of a plan.
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• 6. Implement the design.

● Implement the facilities plan. Once the plan has been selected, a
considerable amount of planning must precede the actual construction
of a facility or the layout of an area. Supervising installation of a layout,
getting ready to start up, actually starting up, running, and debugging
are all part of the implementation phase of facilities planning.
● Maintain and adapt the facilities plan. As new requirements are placed on
the facility, the overall facilities plan must be modified accordingly. It
should reflect any energy-saving measures or improved material
handling equipment that becomes available. Changes in product design
or mix may require changes in handling equipment or flow patterns
that, in turn, require an updated facilities plan.
● Redefine the objective of the facility. As indicated in the first step, it is
necessary to identify the products to be produced or services to be
provided in specific, quantifiable terms. In the case of potential
modifications, expansions, and so on for existing facilities, all
recognized changes must be considered and integrated into the layout
plan. 24

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The facilities planning process for manufacturing and

assembly facilities can be listed as follows:
1. Define the products to be manufactured and/or
assembled.
2. Specify the required manufacturing and/or assembly
processes and related activities.
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 plans.
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/or
assembled and redefine the objective of the facility.

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FACILITIES PLANNING PROCESS

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• The first phase of the facilities life cycle

involves either the initial definition of the
objectives of a facility or the updating of the
objectives of an existing facility.
• The second phase of the facilities life cycle,
developing the facilities plan, consists of the
four steps of the engineering design process
(analyze, generate, evaluate, and select)
• The third phase of the facilities life cycle
involves implementing the facility design
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Figure 1.6 The facilities planning process. (a) General and manufacturing facilities.

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Chapter 2
PRODUCT, PROCESS, AND SCHEDULE DESIGN
The facilities planning process for manufacturing and assembly
facilities can be listed as follows:
1. Define the products to be manufactured and/or assembled.
2. Specify the required manufacturing and/or assembly processes
and related activities.
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 plans.
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/or assembled and
redefine the objective of the facility.

Among the questions to be answered before

alternative facility plans can be generated are the
following:
1. What is to be produced?
2. How are the products to be produced?
3. When are the products to be produced?
4. How much of each product will be produced?
5. For how long will the products be produced?
6. Where are the products to be produced?

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• The answers to the first five questions are

obtained from product design, process design,
and schedule design, respectively.
• The sixth question might be answered by
facilities location determination or it might be
answered by schedule design when
production is to be allocated among several
existing facilities.

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Example Data for Facility planning

1. What is to be produced?
1/16 scale models of new and old tractors
2. How are the products to be produced?
Die & sand casting, trimming/drilling, painting, assembling, direct
shipping
3. When are the products to be produced?
Within 1/2 month prior to introduction, and 2 months after order
4. How much of the product is to be produced?
Batch production runs of 100 to 1000, ~ 8 new & 20 total models/yr
5. How long will the product be produced?
2 – 3 yrs/model, product lifecycle of 15 – 30 yrs, facility life >50 yrs
6. Where are the products to be produced?
Small, rural Iowa town (~ 3000 pop.; supplied from Chicago, WI; adjacent
to rail, near major U.S. highway; OEMs in IL, WI, IA

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• Product designers specify what the end product is to

be in terms of dimensions, material composition, and
perhaps packaging.
• The process planner determines how the product
will be produced.
• The production planner specifies the production
quantities and schedules the production equipment.
• The facilities planner is dependent on timely and
accurate input from product, process, and schedule
designers.

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• The success of a firm is dependent on having

an efficient production system.
• Hence, it is essential that product designs,
process selections, production schedules, and
facilities plans be mutually supportive.
• Figure 2.1 illustrates the need for close
coordination among the four functions.

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Figure 2.1 Relationship between product, process, and

schedule (PP&S) design and facilities planning
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• Frequently, organizations create teams with product,

process, scheduling, and facilities design planners and with
personnel from marketing, purchasing, and accounting to
address the design process in an integrated, simultaneous,
or concurrent way.
• Customer and supplier representatives are often involved
in this process.
• These teams are referred to as concurrent or
simultaneous engineering teams.
• The team approach reduces the design cycle time,
improves the design process, and minimizes engineering
changes.

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PRODUCT DESIGN
• Product design involves both
– The determination of which products are to be
produced
– The detailed design of individual products.
• Decisions regarding the product, to be
produced are generally made by upper level
management based on input from marketing,
manufacturing, and finance concerning
projected economic performance.

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• The design of product is influenced by several factors:

Aesthetics,
functions,
materials and manufacturing considerations,
marketing,
purchasing,
industrial engineering,
manufacturing engineering,
product engineering,
quality control
In the final, the product must meet the needs of
customer

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• Tools used in product design:

Product design involves both the determination of
which products are to be produced
and the detailed design of individual products.
Decisions regarding the products to be
produced are generally made by upper-level
management based on input from marketing,
manufacturing, and finance concerning projected
economic performance.

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• Exploded assembly drawings, such as that

given in Figure 2.2, are useful in designing the
layout and handling system.
• These drawings generally omit specifications and
dimensions, although they are drawn to scale.

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• As an alternative to the exploded assembly drawing,

a photograph can be used to show the parts
properly oriented. Such a photograph is given in
Figure 2.3.
• Photographs and drawings allow the planner to
visualize how the product is assembled, provide a
reference for part numbers, and promote clearer
communications during oral presentations.

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• Both of them allow the planner to:

– visualize how the product is assembled,
– provide a reference for part number, and
– promote clearer communications during oral
presentation

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• Detailed component part drawings are needed for each

component part. The drawings should provide part
specifications and dimensions in sufficient detail to
allow part fabrication. Examples of component part
drawings are given in Figures 2.4 and 2.5. The
combination of exploded assembly drawings and
component part drawings fully documents the design
of the products.
• The drawings can be prepared and analyzed with
computer-aided design (CAD) systems.

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• In addition to the design tools we have

described, many other tools can be used to help
the product/process designer in the evaluation
and selection of the best product and process
design combination

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Process Design
• The process designer or process planner is
responsible for determining how the products to be
produced.
• As a part of that determination, the process planner
addresses who should do the processing; namely,
should a particular product, subassembly, or part be
produced in-house or subcontracted to a outside
supplier or contractor?

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• The “make-or-buy” decision is part of the process

planning function.
In addition to determining whether a part will be
purchased or produced, the process designer must
determine
– how the part will be produced,
– which equipment will be used, and
– how long it will take to perform the operation.
• The final process design is dependent on both the
product and schedule designs.

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Identifying required processes

• Determine the scope of facility is a basic
decision and must be made early the facility
planning process.
• The scope and magnitude of activities within
a manufacturing facility are dependent on the
decisions concerning the level of vertical
integration. Such decisions are often referred
to as “make-or-buy“ decisions.
• Large corporations have downsized large
facilities and broken them into small business
units
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• The “make-or-buy” decision is part of the

process planning function.
• Make-or-buy decisions are typically
managerial decisions requiring input from
finance, industrial engineering, marketing,
process engineering, purchasing, and perhaps
human resources, among others.

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• The parts list provides a listing of the component parts

of a product. In addition to make-or-buy decisions, a
parts list includes at least the following:
1. Part numbers
2. Part names
3. Number of parts per product
4. Drawing references

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• A bill of materials is often referred to as a structured

parts list, as it contains the same information as a parts
list plus information on the structure of the product.
Typically, the product structure is a hierarchy referring to
the level of product assembly. Level 0 usually indicates
the final product; level 1 applies to subassemblies and
components that feed directly into the final product; level
2 refers to the subassemblies and components that feed
directly into the first level, and so on.
• A bill of materials in table format is given in Figure 2.8
and is illustrated in an assembly tree format in Figure 2.9
for the product described in the parts list in Figure 2.7.

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• A bill of materials is often referred to as a

structured parts list, as it contains the same
information as a parts list plus information on the
structure of the product.
• Typically, the product structure is a hierarchy
referring to the level of product assembly.
• Level 0 usually indicates the final product;
• level 1 applies to subassemblies and components
that feed directly into the final product;
• level 2 refers to the subassemblies and
components that feed directly into the first level,
and so on.
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• Selecting the Required Processes

Once a determination has been made concerning the products to
be made inhouse, decisions are needed as to how the
products will be made.
Such decisions are based on:
o previous experiences,
o related requirements,
o available equipment,
o production rates, and
o future expectations.
Therefore, it is not uncommon for different processes to be
selected in different facilities to perform identical operations.
However, the selection procedure used should be the same.

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• Process selection procedure involves the following steps:

Step 1. Define elemental operations.
Step 2. Identify alternative processes for each operation.
Step 3. Analyze alternative processes.
Step 4. Standardize process.
Step 5. Evaluate alternative processes.
Step 6. Select processes.

• Input into the process selection procedure is called process

identification.
• Process identification consists of a description of what is to
be accomplished.
For a manufactured product, process identification consists of:
(a) a parts list indicating what is to be manufactured,
(b) component part drawings describing each component, and
(c) the quantities to be produced 65

• Step 1 Define elemental operations.

Step 1 of the procedure involves the determination of the
operations required to produce each component. In order to make
this determination, alternative forms of raw materials and types of
elemental operations must be considered.
• Step 2 Identify alternative processes for each operation
Step 2 involves the identification of various equipment types
capable of performing elemental operations. Manual, mechanized,
and automated alternatives should be considered.
• Step 3 Analyze alternative processes.
Step 3 includes the determination of unit production times and
equipment utilizations for various elemental operations and
alternative equipment types.

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• Step 4 Standardize process.

The utilizations are inputs into step 4 of the procedure.
• Step 5 Evaluate alternative processes.
Step 5 involves an economic evaluation of alternative
equipment types.
• Step 6 Select processes.
The results of the economic evaluation along with
intangible factors such as flexibility, versatility,
reliability, maintainability, and safety serve as the basis
for step 6.

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Foundation for the facilities plan Process

Identification steps
Step 1 of the process involves the determination of the operations Define elemental
required to produce each component. operations
In order to make this determination alternative forms of raw
materials and types of elemental operations must be considered
Step 2 involves the identification of various equipment types Identify alternative
capable of performing elemental operations. Manual, mechanized, process for
and automated alternatives should be considered. each operation
Step 3 includes the determination of unit production times and Analyze alternative
equipment utilizations for various elemental operations and processes
alternative equipment types.
Step 4 involves about the utilizations of equipment for the Standardize
procedure. processes
Step 5 involves an economic evaluation of alternative equipment Evaluate alternative
types. The results of the economic evaluation along with intangible processes
factors such as flexibility, versatility, reliability, maintainability, and
safety serve as the basis for step 6.
Step 6 involves about selecting the process based on step 5 Select processes
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• The outputs from the process selection procedure are the

processes, equipment, and raw materials required for the in-
house production of products.
• Output is generally given in the form of a route sheet. A route
sheet should contain at least the data given in Table 2.1. Figure
2.10 is a route sheet for the production given in part in Table 2.1.

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• Sequencing the Required Processes

The only process selection information not yet
documented is the method of assembling the product.
An assembly chart, given in Figure 2.11, provides such
documentation. The easiest method of constructing an
assembly chart is to begin with the completed product
and to trace the product disassembly back to its basic
components.

• Circles denote assembly operation; inspections are

indicated on assembly charts as squares.

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• Although route sheets provide information on

production methods and assembly charts indicate how
components are combined, neither provides an overall
understanding of the flow within the facility.
• However, by superimposing the route sheets on the
assembly chart, a chart results that does give an
overview of the flow within the facility.
• This chart is an operation process chart.
• An example of an operation process chart is given in
Figure 2.12.

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• To construct an operation process chart, begin at the upper-right

side of the chart with the components included in the first
assembly operation.
• If the components are purchased, they should be shown as
feeding horizontally into the appropriate assembly operation.
• If the components are manufactured, the production methods
should be extracted from the route sheets and shown as feeding
vertically into the appropriate assembly operation.
• The operation process chart may be completed by continuing in
this manner through all required steps until the product is ready
for release to the warehouse.

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• The operation process chart can also include materials

needed for the fabricated components.
• This information can be placed below the name of the
component.
• Additionally, operation times can be included in this
chart and placed to the left of operations and
inspections.
• A summary of the number of operations and
inspections and operation times can be provided below
the chart.

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• The precedence diagram is a directed network and is often

used in project planning.
A precedence diagram for the air flow regulator is given in
Figure 2.13.
• The precedence diagram shows part numbers on the arcs
and denotes operations and inspections by circles and
squares, respectively.
• A procurement operation, 0100, is used in Figure 2.13 to initiate
the process.

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• The following convention is used in the construction of

the precedence diagram as illustrated in Figure 2.13.
• Purchased parts and materials that do not require
modifications are placed on the top and bottom part
of the diagram so that they can be inserted in the center
part of the diagram when needed (packaging materials,
pipe plug, lock nut, spring, and O-rings).
• The center part of the diagram is then used to
include purchased materials and/or components
that require some work before being assembled
(body, plunger housing, plunger, seat ring, and plunger
retainer).
• Fabrication and assembly operations are placed in the
center part of the diagram.

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Homework 1
(group of 3 students)
Imagine you need to design a product.
Choose a product you want to design.
Develop all tools of product design and process design that you
studied for the selected product.
Assume all needed information.
Take one part as an example to apply some operations to show how to
apply the operations.
Use the book example as a guidance to solve the problem.

Send the answer through blackboard due to 29/9/2024.

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SCHEDULE DESIGN
• Schedule design decisions provide answers to
questions involving:
– how much to produce
– when to produce.
– how long production will continue; such a
determination is obtained from market forecasts
• Production quantity decisions are referred to as
lot size decisions;
• Determining when to produce is referred to as
production scheduling.
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• In addition to how much and when to produce,

it is important to know how long production
will continue. Such a determination is obtained
from market forecasts

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Schedule design decisions impact:

• machine selection,
• number of machines,
• number of shifts,
• number of employees,
• space requirements,
• storage equipment,
• Material handling equipment,
• personnel requirements,
• storage policies,
• unit load design,
• building size,
• and so on.
Consequently, schedule planners need to interface continuously
with marketing and sales personnel and with the largest customers
to provide the best information possible to facilities design
planners.
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• To plan a facility, information is needed concerning production

volumes, trends, and the predictability of future demands for the
products to be produced.
• The less specificity provided regarding product, process, and
schedule designs, the more general purpose will be the facility
plan.
• The more specific the inputs from product, process, and
schedule designs, the greater the likelihood of optimizing the
facility and meeting the needs of manufacturing.

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Marketing Information
• A facility that produces 10,000 television sets
per month should differ from a facility that
produces 1000 television sets per month.
• Likewise, a facility that produces 10,000
television sets for the first month and
increases production 10% per month
thereafter should not be considered the same
as a facility that produces 10,000 television
sets per month for the foreseeable future.

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• Lastly, consider a facility that produces 10,000

television sets per month for the next 10 years
versus one that produces 10,000 television
sets per month for 3 months and is unable to
predict what product or volume will be
produced thereafter; they too should differ.

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• As a minimum, the market information given

in Table 2.2 is needed.
• Preferably, information regarding the dynamic
value of demands to be placed on the facility
is desired.

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facilities typically are planned using deterministic data. The assumptions

of deterministic data and known demands must be dealt with when evaluating
alternative facilities plans

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Process Requirements
• Process design determines the specific
equipment types required to produce the
product.
• Schedule design determines the number of
each equipment type required to meet the
production schedule.

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Specification of process requirements typically

occurs in three phases:
1. Determining the quantity of components that
must be produces, including scrap allowance, in
order to meet the market estimate.
2. Determining equipment requirements for each
operation.
3. Combination of the operation requirements to
obtain overall equipment requirements.

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• Calculation of production requirements

• The market estimate specifies the annual volume to be produced
for each product.
• To produce the required amount of product, the number of units
scheduled through production must account for defects generated
at each component/assembly operation.
• We define an item to be defective when the final attributes after
processing do not meet the control limits specified by quality
control standards.
• A review of Figure 2.5 shows the acceptable tolerance limits,
which can be used in specifying quality control bounds.
• The concept is general in the sense that the component used in an
assembly may be a purchased component, and the defective
percentage gives the estimate of the percent of rejects from an
arriving lot

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• It is always better to achieve zero defects for many

reasons, including the elimination of wasteful activities
related to handling defective items.
• Some parts might be scrapped while others may be
reworked.
• Fewer defects usually result from more automated
processing, looser part tolerance, the use of certified
suppliers, quality at the source, prevention techniques,
and use of higher-grade materials.
• All of these factors point to fundamental economic
trade-offs

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The required inputs to manufacturing and assembly operations can

be determined as follows.
Let;
𝑑 =percentage of scrap produced on the k th
operation,
𝑂 =the desired output of non defective product
from operation k,
𝐼 = the production input to operation k.
𝑂 = 𝐼 − 𝑑 𝐼 = 𝐼 (1 − 𝑑 )

Hence 𝐼 =

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𝑂
𝐼 =
1−𝑑 1−𝑑 … (1 − 𝑑 )

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Thus, the expected number of units to start into

production for a part having n operations is
𝐼 =
…( )

where in this case 𝑂 is the market estimate.

99

• Scrap is the material waste generated in the

manufacturing process due to geometric or
quality considerations.
• For example, scrap due to geometry is
generated when a rectangular steel plate is
used to create circular components or when
rolls of fabric are used to make shirt.

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Example 2.1
A product has a market estimate of 97,000 components
and requires three processing steps (turning, milling,
and drilling) having scrap estimates of 𝑑 = 0.04, 𝑑
= 0.01 , 𝑎𝑛𝑑 𝑑 = 0.03
Calculate the production input to operation 1.

𝑂
𝐼

101

• 𝐼 =

• 𝐼 = = 100000
.

• 𝐼 = = 101010
.

• 𝐼 = = 105219 or
.

• 𝐼 = = 105219
( . )( . )( . )

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• Calculations with rework

• Allowing for rework involves a modification of
the procedure for sequential operation

103

• 𝑂 = (1 − 𝑑 )𝐼
• 𝐼 =𝑑 𝐼
• 𝑂 = (1 − 𝑑 )𝐼
• 𝐼 =𝑂 +𝑂

• 𝑂 = (1 − 𝑑 )𝐼
• 𝐼 =𝐼 [ 1−𝑑 +𝑑 1−𝑑 ]
• 𝐼 = 𝑂 /( 1 − 𝑑 1−𝑑 +𝑑 1−𝑑 )

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• Example 2.2
• Calculating production requirements for operations with
rework
• The end product requirement is 100000 pieces given that
rework is performed based on the assumptions above,
calculate the number of units required for processing at the
first operation. Assume that the defective rates are
• 𝑑 = 0.03, 𝑑 = 0.4 , 𝑎𝑛𝑑 𝑑 = 0.02
• Solution
• 𝐼 = 𝑂 /( 1 − 𝑑 1−𝑑 +𝑑 1−𝑑 )
• 𝐼 = 100000/( 1 − 0.02 1 − 0.03 + 0.03 1 − 0.4 )
• 𝐼 = 103280
• The initial input required is 103,280

105

• EXAMPLE
• Calculating production requirements for operations with
rework
• 𝑑 = 0.2, 𝑑 = 0.4, 𝑑 = 0.25, 𝑑 = 0.1, 𝑑 = 0.3
• A product requires 5 processing steps. A product obtained
from process 3 is 12000 components. If the scrap obtained
from process 2 is reused and entered into process 4, find the
input components that get into the system and the produced
components from the system.

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𝑂3 = 12000
𝑂𝑘
𝐼𝑘 =
1−𝑝 𝑘

𝑂3 12000
𝐼3 = = = 16000
1−𝑝 3 1−0.25

𝑂 16000
𝐼2 = 1−𝑝2 = 1−0.4
= 26666.7
2

𝑂1 26666 .7
𝐼1 = = = 33333
1−𝑝 1 1−0.2

𝐼4 = 𝑂3 + 𝐼2 𝑝2 = 12000 + 26666.7 × 0.4 = 22666.7

𝑂4 = 𝐼4 (1 − 𝑝4 ) = 22666.7(1 − 0.1) = 20400

𝑂5 = 𝐼5 (1 − 𝑝5 ) = 20400(1 − 0.3) = 14280

107

Calculating production requirements for assembled products

Example for Calculating production requirements for assembled

products
• This example illustrates calculating component requirement for
assembled products.
• We assume that the components are outsourced and the final
assembly is performed locally.
• The final products are two assembles requiring three components.
Assembly 1 requires four units of component 1 and three units of
component 2.
• Assembly 2 requires two units of component 2 and one unit of
component 3.
• The percentage defectives are 𝑑 = 0.06, 𝑑 = 0.05 , 𝑎𝑛𝑑 𝑑
= 0.04, 𝑑 = 0.03 , 𝑎𝑛𝑑 𝑑 = 0.02
• The initial requirements for component/assembly 1 through 5 are
438693, 432968, 53146, 103093, and 51020 , respectively

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The initial requirements for component/assembly 1 through 5 are

438693, 432968, 53146, 103093, and 51020

109

𝐼 = 103092.8 of 4 parts
𝐼 = 438692.8
𝐼

𝐼 = 103092.8 𝑜𝑓 3 𝑝𝑎𝑟𝑡𝑠
𝑂 𝐼 = 51020.4 𝑜𝑓 2 𝑝𝑎𝑟𝑡𝑠
𝐼 = 432967.6 = 411319.2
𝐼

𝐼 = 51020.4 𝑜𝑓 1 𝑝𝑎𝑟𝑡

𝐼 = 53146.3

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• Example 2.3
• 𝐼 = 438693 , 𝐼 = 432968 , 𝐼 = 53146,
𝑑 = 0.06 , 𝑑 = 0.05 , 𝑑 = 0.04 , 𝑑
= 0.03 , and 𝑑 = 0.02

111

The initial requirements for

component/assembly 1 through 5
are 438693, 432968, 53146, 103093,
and 51020

𝑂 = 𝐼 1 − 𝑑 = 438693 1 − 0.06 = 412371.2

products
Each 4 products from 𝑂 form one part participating to
form one piece, then the quantity entered to operation 4 is
.
𝐼 = = 103092.8

𝑂 =𝐼 1−𝑑 = 53146.3 1 − 0.04 = 51020.4

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Each one product forms a part participating to form one

piece, then the quantity entered to operation 5 is
𝐼 = 51020.4
𝑂 = 𝐼 1 − 𝑑 = 432967.6 1 − 0.05 = 411319.2
𝑂 is divided into two groups. One group consists of 3
products to form a part with quantity of 𝐼 participating
with 𝐼 to form one piece entered to operation 4.

113

The other consists of two parts with quantity of 𝐼 participating with

𝐼 to form one piece entered to operation 5
103092.8 groups of 3 parts of 𝑂 should be combined with 103092.8
groups of 4 parts of 𝑂
𝑂 = 411319.2 then
𝑂 = 3 × 103092.8 + 2 × 51020.4 = 411319.2
Or 𝑂 = 309278.4 + 102040.8 = 411319.2
.
𝐼 = = 103092.8
.
𝐼 = = 51020.4
Then
𝐼 is assembled with 𝐼 to form 𝐼
𝐼 = 103092.8 then
𝑂 = 𝐼 1 − 𝑑 = 103092.8(1-0.03)=100000
𝐼 is assembled with 𝐼 to form 𝐼
𝐼 = 51020.4 then
𝑂 = 𝐼 1 − 𝑑 = 51020.4 (1-0.02)=50000

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Estimation of number of machines required

• The estimation of total number of machines required
begins with the identification of the machine use by
individual operations.
• We use the term of machine fractions.
• The machine fraction for an operation is determined by
dividing the total time required to perform the operation
by the time available to complete the operation.
• The total time required to perform an operation is the
product of the standard time for the operation and the
number of times the operation is to be performed.
• For example , if it takes 0.5 hours to process one part, and if
the six parts are to be made in two hours, then it follows
that 1.5 machines are needed to complete the operation.

115

• The following deterministic model can be used to

estimate the machine fraction required:
• 𝐹=

• 𝐹= where
• 𝐹 = number of machines required per shift
• 𝑆 =standard time (minutes) per unit produced
• 𝑄 = 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑢𝑛𝑖𝑡𝑠 𝑡𝑜 𝑏𝑒 𝑝𝑟𝑜𝑑𝑢𝑐𝑒𝑑 𝑝𝑒𝑟 𝑠ℎ𝑖𝑓𝑡
• 𝐻 =amount of time (minutes) available per machine
• 𝑅 =reliability of machine, expressed as percent uptime
• E = actual performance, expressed as a percentage
standard time

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• Equipment requirements are a function of the

following factors:
– Number of shifts (the same machine can work in more
than one shift).
– Setup times (if machines are not dedicated, the longer the
setup, the more machines needed).
– Degree of flexibility (customers may require small lot sizes
of different products delivered frequently – extra machine
capacity will be required to handle these requests).
– Layout type (dedicating manufacturing cells or focused
factories to the production of product families may require
more machines).
– Total productive maintenance (will increase machine up
time and improve quality, thus fewer machines will be
needed).

117

Example:
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 480 min
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?

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𝐹= where
𝐹 = number of machines required per shift
𝑆 =standard time (minutes) per unit produced
𝑄 = 𝑛𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝑢𝑛𝑖𝑡𝑠 𝑡𝑜 𝑏𝑒 𝑝𝑟𝑜𝑑𝑢𝑐𝑒𝑑 𝑝𝑒𝑟 𝑠ℎ𝑖𝑓𝑡
𝐻 =amount of time (minutes) available per machine
𝑅 =reliability of machine, expressed as percent uptime
E = actual performance, expressed as a percentage standard time

𝑆 = 2.8 𝑚𝑖𝑛/𝑝𝑎𝑟𝑡 𝑄 = 200 𝑢𝑛𝑖𝑡𝑠/ 𝑠ℎ𝑖𝑓𝑡

𝐸 = 0.95 , 𝐻 = 480 𝑚𝑖𝑛/𝑠ℎ𝑖𝑓𝑡, 𝑅 = 0.80
𝑆𝑄 2.8 × 200
𝐹= = = 1.535 𝑚𝑎𝑐ℎ𝑖𝑛𝑒𝑠
𝐸𝐻𝑅 0.95 × 480 × 0.8

119

Example
A machine part has a machinery time of 2.5 min per part on a
turning machine. 500 units are to be produced per 10 hours.
During the time the machine is operational, parts are
produced at a rate equal to 75% of the standard rate. If the
machine operation is 80% of the time, how many turning
machines are required? What are the maximum machines
should be used?
• 𝑆 = 2.5 𝑚𝑖𝑛/𝑝𝑎𝑟𝑡 𝑄 = 500 𝑢𝑛𝑖𝑡𝑠/ 𝑠ℎ𝑖𝑓𝑡
• 𝐸 = 0.75 , 𝐻 = 600 𝑚𝑖𝑛/𝑠ℎ𝑖𝑓𝑡, 𝑅 = 0.80
. ×
• 𝐹= = = 3.47 𝑚𝑎𝑐ℎ𝑖𝑛𝑒𝑠/𝑠ℎ𝑖𝑓𝑡
. × × .
• The maximum number of machines should be 4

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Specifying Total Equipment Requirements

The next step in determining process requirements is to combine
the equipment fractions for identical equipment types.
Such a determination is not necessarily straightforward.
Even if only one operation is to be performed on a particular
equipment type, overtime and subcontracting must be
considered.
If more than one operation is to be run on a particular
equipment type, several alternatives must be considered.

121

Example 2.6
Determining number of machines required based on machine
fraction calculation
The machine fractions for an ABC drill press are given in Table
2.9. No drill press operator, overtime, or subcontracting is
available for any operations on the ABC drill press. It may be
seen that a minimum of four and a maximum of six machines
are required. How many should be purchased?

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• The answer is either four, five, or six.

• 'With no further information, a specific recommendation
cannot be made.
• The following must be analyzed to reach a decision.
– Information on the cost of the equipment,
– the length of machine setups,
– the cost of in-process inventories,
– the cost and feasibility of overtime,
– production, and/or setups, the expected future growth of
demand,
– and several other qualitative factors must be analyzed to
reach a decision.

123

Machine Assignment Problem

CYCLE TIME 8 min

Operation Idle 5.5 min
Machine Idle 0 min
Production Rate 0.125pc/min

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CYCLE TIME 8 min

Operation Idle 2 min
Machine Idle 0 min
Production Rate 0.25pc/min

125

CYCLE TIME 9 min

Operation Idle 0 min
Machine Idle 1 min
Production Rate 0.333pc/min

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127

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129

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3- ACTIVITY RELATIONSHIPS AND SPACE

REQUIREMENTS

INTRODUCTION
• ln determining the requirements for a facility, three important
considerations are:
– Flow systems
– Space requirements which determine size and influence its
design
– Activity relationships for the facility which influence the
location and design of a facility.

131

• Flow depends on production and transfer lot sizes, unit load

sizes, material handling systems, layout arrangement, and
building configuration.
• Measuring flow involves the calculation of activity
relationships between machines and departments.
• Space is a function of lot sizes, storage systems, production
equipment type and size, layout arrangement, building
configuration, housekeeping and organization policies,
material handling equipment, office design, cafeteria design,
and restroom design.

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3.2 FLOW SYSTEMS

Flow systems are very important to the facilities planner, who
views flow as the movement of goods, materials, energy,
information, and/or people.
For example:
• The movement of refrigerators from the manufacturer
through various levels of distribution to the ultimate customer
is a product flow process.
• The transmission of sales orders from the sales department to
the production control department is an example of an
information flow process.
• The movement of patients, staff, and visitors through a
hospital are examples of flow processes involving people.

133

Types of flow processes

• Discrete flow processes
• A continuous flow process

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• Discrete flow processes where discrete items move through

the flow process.
• Example:
– the movement of refrigerators from the manufacturer
through various levels of distribution to the ultimate
customer.
– The movement of patients, staff, and visitors through a
hospital

135

• A continuous flow process differs from a discrete flow

process in that the products contentiously move through
successive production states.
• Examples of continuous flow processes include
– the flow of electric current,
– chemicals flowing through a processional facility, and
– oil flowing through a pipeline.

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• A flow process may be described in terms of:

(a) the subject of flow,
(b) the resources that bring about flow, and
(c) the communications that coordinate the resources.
• The subject is the item to be processed.
• The resources that bring about flow are the processing and
transporting facilities required to accomplish the required
flow.
• The communications that coordinate the resources include
the procedures that facilitate the management of the flow
process.

137

• Flow systems for discrete parts processes can be categorized

according to the stages of the:
– supply,
– manufacture, and
– distribution cycles.
• The three categories are:
1. Materials management system
2. Material flow system
3. Physical distribution system

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• The materials management, material flow, and physical

distribution systems may be combined into one overall flow
system.
• Such an overall flow process is referred to as the logistics
system.
• A schematic of the logistics system is given in Figure 3.1.
• It should be noted that the activities associated with the
materials management system and the physical distribution
system are often referred to as the supply chain management
system.
• Supply chain (buy-make-move-store-sell)

139

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• Materials Management System

If the flow process being considered is the flow of
materials into a manufacturing facility, then the flow
process is typically referred to as a materials
management system.
• The subjects of material management systems are :
• the materials,
• parts, and
• supplies purchased by a firm and required for the
production of its product.

141

• The resources of material management systems

include:
1. The production control and purchasing functions
2. The vendors
3. The transportation and material handling
equipment required to move the materials, parts,
and supplies
4. The receiving, storage, and accounting functions.

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• The communications within materials management systems

include:
– production forecasts,
– inventory records,
– stock requisitions,
– purchase orders,
– bills of lading,
– move tickets,
– receiving reports,
– electronic data interchange (EDI), and
– order payment.
A schematic of the materials management system is shown in
Figure 3.2.

143

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• Material Flow System

If the flow of materials, parts, and supplies within a
manufacturing facility is to be the subject of the flow
process, then the process is called the material flow
system.
The subjects of material flow systems are:
– the materials,
– parts, and
– supplies used by a firm in manufacturing products
and components within its facility.

145

• The resources of material flow systems include:

– The production control and quality control
departments.
– The manufacturing, assembly, and storage
departments.
– The material handling equipment required to
move materials, parts, and supplies.
– The factory warehouse

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• Communication within the material flow system

includes:
– production schedules,
– work order releases,
– move tickets,
– kanbans,
– bar codes,
– route sheets,
– assembly charts, and
– warehouse records.
A schematic of the material flow system is given in
Figure 3.3.

147

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• Physical Distribution System

If the flow of products from a manufacturing facility is to be
the subject of the flow, then the flow process is referred to as
the physical distribution system.
• The subjects of physical distribution systems are the finished
goods produced by a firm.
• The resources of physical distribution systems include:
1. The customer
2. The sales and accounting departments, and warehouses
3. The material handling and transportation equipment
required to move the finished product
4. The distributors of the finished product

149

• The communications within the physical distribution

system include sales orders, packing lists, shipping
reports, shipping releases, kanbans, electronic data
interchange (EDI) invoices, and bills of lading.
• A schematic of the physical distribution system is
given in Figure 3.4.

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151

3.3 MATERIAL FLOW SYSTEM

The work simplification approach to material flow
includes
1. Eliminating flow by planning for the delivery of
materials, information, or people directly to the point
of ultimate use and eliminating intermediate steps
2. 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
3. Combining flows and operations wherever possible
by planning for the movement of materials,
information, or people to be combined with a
processing step

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• The principle of minimizing the cost of flow may be

viewed from any of the following perspectives:
1. Eliminate unnecessary movements of material by
reducing the number of
manufacturing steps.
2. Minimize manual handling by minimizing travel
distances.
3. Eliminate manual handling by mechanizing or
automating flow.
4. Minimize material handling by reducing the flow
density through containerization.

153

Flow patterns and structures

• flow within workstations,
• flow within departments, and
• flow between departments.

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• 3.3.1 Flow within Workstations

• Motion studies and economics considerations
are important in establishing the flow within
workstations.
• For example, flow within a workstation should
be simultaneous, symmetrical, natural,
rhythmical, and habitual.
• Simultaneous flow implies the coordinated
use of hands, arms, and feet

155

• 3.3.2 Flow within Departments

• The flow pattern within departments is
dependent on the type of department.
• The discussion below will focus on flow within
product, process, and product family
departments.

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• 3.3.2.1 Flow Within a Product Departments

• The processing is sequential with minimal or no
backtracking. The flow of work follows the
product flow
• Product flows typically follow one of the patterns
shown in Figure 3.5.
• End-to-end, back-to-back, and odd-angle flow
patterns are indicative of product departments
where one operator works at each workstation.
• Front-to-front flow patterns are used when one
operator works on two workstations.
• Circular flow patterns are used when one
operator works on more than two workstations.

157

Figure 3.5 Flow within production departments. (a) End to-end.

(b) Back-to-back. (c) Front-to-front. (d) Circular. (e) Odd angle.

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• 3.3.2.2 Flow within a Process Department

• In a process department, similar or identical machines are
grouped in the same department.
• A minimal amount of flow should occur between workstations
within departments.
• Flow typically occurs between workstations and aisles.
• Flow patterns are dictated by the orientation of the
workstations to the aisles.
• Figure 3.6 illustrates three workstation-aisle arrangements
and the resulting flow patterns.
• The determination of the preferred workstation-aisle
arrangement pattern is dependent on the interactions among
workstation areas, the available space, and the size of the
materials to be handled.

159

Flow within process departments

Figure 3.6 Flow within process departments. (a) Parallel. (b)

Perpendicular. (c) Diagonal

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• 3.3.2.3 Flow within Product and Process Departments with

Material Handling Considerations
• The flow patterns within departments will be different in the
case of mechanized and automated systems involving the use
of continuously running conveyors, shuttle carts, automated
guided vehicles, robots, and other devices.
• For these systems, we can identify several primitive flow
structures or patterns, namely:
• (a) the line flow,
• (b) the spine flow,
• (c) the loop flow, and
• (d) the tree flow.
• These flow structures are illustrated in Figures 3.7–3.10.

161

The Line Flow Pattern.

The line flow, as shown
in Figure 3.7, is typical of
the flow structures found
in the automotive
industry.
Variants of the line flow
are the I-flow, the U-flow,
the S-flow, the W-flow,
and the O-flow.
The line flow structure is
most effective for
transfer line– or assembly
line–type production,
where there is minimal or
no backtracking.
The automotive assembly
line illustrates the line
flow.

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• The Spine Flow Pattern.

• The one-sided/two-sided spine flow patterns are shown
in Figure 3.8.
• The spine flow is characterized by the presence ofa
unidirectional or bidirectional material handling device
operating along a central spine.
• The workstations are situated along the main flow line with
connection through the use of spurs.
• The spine flow structure can be used for both within-
department flows and between-department flows.

163

• The Loop Flow Pattern.

• The loop flow is characterized by the presence of a loop that
services the workstations around it.
• The flow direction can be unidirectional or bidirectional.
• The workstations are positioned either in the inside of the
loop or along the outside area of the loop.
• These two cases of the loop flow are illustrated in Figure 3.9.

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• The Tree Flow Pattern.

• The tree flow pattern is illustrated in Figure 3.10.
• The workstations can be positioned in a single tree or in
multiple trees that are linked together by a centralized
material handling device.
• This type of flow structure can be found in facilities that
utilize robotic-type material handling for moving parts from
workstation to workstation.

165

• 3.3.3 Flow between Departments

• Flow between departments is a criterion often
used to evaluate overall flow within a facility.
• An important consideration in the flow
between departments is the location of the
pickup and delivery stations for each
department.
• The locations of the pickup and delivery
stations are often fixed.
• A few examples of the locations of the pickup
and delivery stations are given in Figure 3.11

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Figure 3.11 Flow within a department considering the locations of

input/output points. (a) At the same location. (b) On adjacent
sides. (c) On the same side. (d ) On opposite sides
167

Interrupted and uninterrupted flow path

• A directed flow path is an uninterrupted flow path
progressing directly from origination to destination.
• An uninterrupted flow path is a flow path that does
not intersect with other paths.
• Figure 3.18 illustrates the congestion and undesirable
intersections that may occur when flow paths are
interrupted.
• A directed flow path progressing from origination to
destination is a flow path with no backtracking.
• As can be seen in Figure 3.19, backtracking increases
the length of the flow path.
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169

Backtracking
• A directed flow path progressing from
origination to destination is a flow path with no
backtracking.
• As can be seen in Figure 3.19, backtracking
increases the length of the flow path.
• Consider the case of the loop flow shown in
Figure 3.19. For the flow path A-B-C-D in a loop
flow, the total distance is 250 feet; for A-B-A-C-D,
the total distance is 450 feet. The backtracking
penalty is 200 feet.

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171

• The concept of backtracking is not as direct in the

case of flow patterns that are not linear. In a loop
flow, parts have to travel following the direction of
theloop. Consider the case of the loop flow shown in
Figure 3.20. For the flow path A-B-C-D in a loop flow,
the total distance is 250 feet; for A-B-A-C-D, the total
distance is 950 feet. The backtracking penalty is 700
feet.

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173

• 3.4 Departmental planning

• In this section, we address the problem of forming planning
departments.
• Planning departments can involve production, support,
administrative, and service areas.
• Production planning departments are collections 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. The
difficulty with this general rule is the definition of the term like.
Like could refer to workstations performing operations on similar
products or components or to workstations performing similar
processes.
• Production planning departments can be classified as product,
fixed materials location, product family (or group technology), or
process planning departments (see Figure 3.21). 174

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175

• As examples of planning departments that

consist of a combination of workstations
performing operations on similar products or
components, consider engine block
production line departments, aircraft fuselage
assembly departments, and uniform flat sheet
metal departments.
• These are referred to as product planning
departments because they are formed by
combining workstations that produce similar
products or components
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• 3.4.1 Product Family Department (PFD)

• Product family or group technology department
aggregate parts into families based on similar
manufacturing operations or design attributes.
• Machines required to manufacture the part
family are grouped together to form a "cell"-thus,
the label cellular manufacturing.
• The direct clustering algorithms (DCA)
methodology is a simple procedure that clearly
illustrates the important features of the cell
clustering problem.
• DCA is based on a machine-part matrix in which
indicates that the part requires processing by the
indicated machine
177

• Cellular manufacturing involves the use of

manufacturing cells. The manufacturing cells
can be formed in a variety of ways, with the
most popular involving the grouping of
machines, employees, materials, tooling, and
material handling and storage equipment to
produce families of parts.

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• The DCA methodology is a simple procedure;

however it clearly illustrates the important
features of the cell clustering problem. DCA is
based on a machine-part matrix in which
indicates that the part requires processing by
the indicated machine, a blank indicates the
machine is not used for the particular part.

179

• Example 3.1
Applying the DCA method to group 5 machines
Consider the machine-part matrix shown in Figure 3.22 for a
situation involving six parts to be processed; five machines are
required. As noted above, the entries in the matrix indicate
the machine-part combination that is required; for example,
part 1 requires machining by machines 1 and 3.

Machine #

Part #

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181

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• Example 3.2
Using the DCA method to determine alternative groupings of
machines
Consider the machine-part matrix shown in Figure 3.27.
Applying the DCA methodology results in the ordered
machine-part matrix shown in Figure 3.28.

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185

• Example 3.3
Clustering 26 machines
Consider the machine-part matrix for a situation involving 13
parts and 26 machines given in Figure 3.31. Applying the DCA
algorithm yields the results depicted in Figures 3.32 through
3.34.

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189

190

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191

192

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Machines
Parts 1 2 3 4 5 6 7 8 9 10 11 12
A x x x x x
B x x x x
C x x x
D x x x x x
E x x x
F x x x
G x x x x
H x x x

193

Machines
Parts 1 2 4 3 5 6 7 8 9 10 11 12
A x x x x x
B x x x x
C x x x
D x x x x x
E x x x
F x x x
G x x x x
H x x x

194

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Machines
Parts 1 2 4 3 5 6 7 8 9 10 11 12
A x x x x x
D x x x x x
B x x x x
C x x x
E x x x
F x x x
G x x x x
H x x x

195

Machines
Parts 1 2 4 8 3 5 6 7 9 10 11 12
A x x x x x
D x x x x x
B x x x x
C x x x
E x x x
F x x x
G x x x x
H x x x

196

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Machines
Parts 1 2 4 8 3 5 6 7 9 10 11 12
A x x x x x
D x x x x x
F x x x
B x x x x
C x x x
E x x x
G x x x x
H x x x

197

Machines
Parts 1 2 4 8 10 3 5 6 7 9 11 12
A x x x x x
D x x x x x
F x x x
B x x x x
C x x x
E x x x
G x x x x
H x x x

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Machines
Parts 1 2 4 8 10 3 6 9 5 7 11 12
A x x x x x
D x x x x x
F x x x
C x x x
G x x x x
B x x x x
E x x x
H x x x

199

Machines

Parts 1 2 4 8 10 3 9 6a 12b 12a 6b 5 7 11

A X X X X X

D X X X X X

F X X X

C X X X

G X X X X

B X X X X

E X X X

H X X X

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3.4.2 Layout Types Based on Material Flow System

The type of material flow system is determined by the
makeup of the activities or planning departments
among which materials flow. As noted previously there
are four types of production planning departments:
1. Production line departments
2. Fixed materials location departments
3. Product family departments
4. Process departments
Typical material flow systems for the four types of
departmental layouts are shown in Figure 3.37.

201

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Production line departments

• The layout for the production line department
is based on the processing sequence for the
parts being produced on the line.
• Materials typically flow from one workstation
directly to the next adjacent one. Nice, well-
planned flow paths generally result in this
high-volume variety environment such layouts
will be referred to as product layouts.

203

• Suppose a large, stable demand for a

standardized product, like an engine block, is
to be met by production.
• In such a situation, the workstations should be
combined into a planning department so that
all workstations required to produce the
product are combined.

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Material flow system for production

line product departments

205

• Product:
• Standardized
• Large stable demand

• Layout:
• Combines all workstations required to
produce the product

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207

• Fixed materials location departments

• The layout for a fixed material location
department differs in concept from the other
three.
• With the other layouts, material is brought to the
workstation; in the case of the fixed material
location departments, the workstations are
brought to the material.
• It is used in aircraft assembly, shipbuilding, and
most construction projects.
• The layout of the fixed material location
department involves the sequencing and
placement of workstations around the material or
product.
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• suppose a low, sporadic demand exists for a product

that is very large and awkward to move, for example,
an aircraft fuselage.
• The workstations should be combined into a
planning department that includes all workstations
required to produce the product and the staging area

209

Layout:
•Combines all workstations required to produce the
product with the area required for staging the product

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• Product:
• Physically large
• Awkward to move
• Low sporadic demand

211

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• Product family departments

• The layout for a product family department is based on the
grouping of parts to form product families.
• Nonidentical parts may be grouped into families based on
common processing sequences, shapes, material
composition, tooling requirements handling storage/control
requirements. and so on.
• The product family is treated as a pseudo-product and a
pseudo-product layout is developed.
• The processing equipment required for the pseudo-
product is grouped together and placed in a manufacturing
cell.
• The resulting layout typically has a high degree of
intradepartmental flow and little interdepartmental flow; it
is variously referred to as a group technology layout and a
product family layout.

213

Material flow system for product

family departments
Layout:
•Combine all workstations required to produce the family of products

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• Product:
• Capable of being grouped into families of
similar parts

215

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• Process Department
• The layout for a process department is obtained by
grouping like processes together and placing
individual process departments relative to one
another based on flow between departments.
• Typically, there exists a high degree of
interdepartmental flow and little intradepartmental
flow.
• Such a layout is referred to as a process layout, or a
job shop layout, and is used when the volume of
activity for individual parts or groups of parts is not
sufficient to justify a product layout or group layout

217

• Examples of planning departments based on

the combination of workstations containing
"similar" processes are metal cutting
departments, gear cutting departments, and
so on

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Material flow system for process

planning departments

219

• Product:
• Great variety
• Intermittent demand

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Layout:
• Combines identical workstations into
departments
• Combines similar departments

221

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ACTIVITY RELATIONSHIPS
• Measuring the activities among departments is
one of the most important elements in the layout
of departments within a facility
• To evaluate alternative arrangements, activity
relationships must be established
• Activity relationships may be specified in a
quantitative or qualitative manner
• Quantitative measures may include pieces per
hour, moves per day, or bounds per week.
Qualitative measures may range from an
absolute necessity that two departments be
closed to each other to a preference that two
departments not be close to each other
223

• In facilities having large volumes of materials,

information, and people moving between
departments, a quantitative measure of flow will
typically be the basis for the arrangements of
departments.
• On the contrary, in facilities having very little actual
movement of materials, information, and people
flowing between departments, but having significant
communication and organizational interrelations, a
qualitative measures of flow will typically serve as the
basis for the arrangement of departments

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A chart that can be useful in flow measurement is the mileage

chart shown in Figure 3.38.

225

Chart when distances between two cities are symmetric

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3.5.1 Quantitative Flow Measurement

• Flows may be measured qualitatively in terms of
the amount moved between departments.
• The chart most often used to record these flows
is a from-to chart. As shown in Figure 3.40, a
from-to chart resembles the mileage chart given
in Figure 3.38. The from to chart is a square
matrix but is seldom symmetric. The lack of
symmetry is because there is no definite reason
for the flows from stores to milling to be the
same as the flows from milling to stores

227

3.5.1 Quantitative Flow Measurement

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229

Example 3.1
• A 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 overall flow path is A-B-C-D-E. The
quantities to be produced and the component
routings are as follows:

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231

From-to chart

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233

Qualitative Flow Measurement

• Flows may be measured qualitatively using the
closeness relationships values and given in
table 3.3

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235

1
1
Conference room 2
I 3
2 President I 4
O U
3 5
Sales department
U O 6
U O U
4 Personnel 7
I
U U 8
O O
U U
5 Plant manager 9
O O U
I
A O E O
6 Plant engineering
A O I
office
Production I O O
7 O O
supervisor
U E
8 Controller office
O
I
9 Purchasing
department

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A relationship chart may be constructed as follows:

1- List all departments on the relationship chart.
2- Conduct interviews or surveys with persons from each
department listed on the relationship chart and with the
management responsible for all departments.
3- Define the criteria for assigning closeness
relationships and itemize and record the criteria as the
reasons for relationship values on the relationship chart.
4- Establish the relationship value and the reason for the
value for all pairs of departments.
5- Allow everyone having input to the development of
the relationship chart an opportunity to evaluate and
discuss changes in the chart.

237

• If there are n departments, for example, then

n(n - 1)/2 pairwise combinations must be
considered.
• Hence, in the case of 10 departments, there
are 45 pairwise combinations to consider.
• Likewise, for 50 departments, there are 1.225
pairwise combinations to consider.

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3.6 SPACE REQUIREMENTS

• Perhaps the most difficult determination in
facilities planning is the amount of space
required in the facility
• The facilities planner then has the difficult
task of projecting true space requirements for
the uncertain future.
• To further complicate matters, there exists
Parkinson's law.
• Parkinson's law states that things will expand
to fill all available capacity sooner than you
plan
239

• Because of the nature of the problem

involving the determination of space
requirements, a systematic approach is
needed.
• Specifically, space requirements should be
developed "from the ground up."

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• In determining space requirements for

warehousing activities, inventory levels,
storage units, storage methods and strategies,
equipment requirements, building constraints,
and personnel requirements must be
considered.
• In manufacturing and office environments:
– space requirements should be determined first
for individual workstations;
– next, departmental requirements should be
determined, based on the collection of
workstations in the department.

241

3.6.1 Workstation Specification

• Because a workstation consists of the fixed
assets needed to perform specific operations,
a workstation can be considered to be a
facility.
• Although it has a rather narrow objective, the
workstation is quite important
• Productivity of a firm is definitely related to
the productivity of each workstation

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• A workstation, like all facilities, includes space

for:
– equipment,
– materials,
– and personnel.

243

1) The equipment space for a workstation

consists of space for:
1. Equipment
2. Machine travel
3. Machine maintenance
4. Plant services

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Machinery Data Sheets

Equipment space requirements should be
readily available from machinery data sheets.
• For machines already in operation, machinery
data sheets should be available from either
the maintenance department's equipment
history records or the accounting
department's equipment inventory records.
• For new machines, machinery data sheets
should be available from the equipment
supplier

245

If machinery data sheets are not available, then a

physical inventory should be performed to determine
at least the following:
• 1. Machine manufacturer and type
• 2. Machine model and serial number
• 3. Location of machine safety stops
• 4. Floor loading requirement
• 5. Static height at maximum point
• 6. Maximum vertical travel
• 7. Static width at maximum point
• 8. Maximum travel to the left
• 9. Maximum travel to the right
• 10. Static depth at maximum point
• 11. Maximum travel toward the operator
• 12. Maximum travel away from the operator
• 13. Maintenance requirements and areas
• 14. Plant service requirements and areas

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• Floor area requirements for each machine,

including machine travel, can be determined by
multiplying total width (static width plus
maximum travel to the left and right) by total
depth (static depth plus maximum travel toward
and away from the operator).
• Add the maintenance and plant service area
requirements to the floor area requirement of
the machine.
• The resulting sum represents the total machinery
area for a machine.
• The sum of the machinery areas for all machines
within a workstation gives the machinery area
requirement for the workstation.

247

2) The materials areas for a workstation

consist of space for:
• l. Receiving and storing inbound materials
• 2. Holding in-process materials
• 3. Storing outbound materials and shipping
• 4. Storing and shipping waste and scrap
• 5. Holding tools, fixtures, jigs, dies, and
maintenance materials

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3) The personnel area for a workstation consists

of space for:
1. The operator work area
2. Material handling
3. Operator ingress and egress

249

• Space requirements for the operator and for

material handling depend on the method used
to perform the operation.
• The method should be determined using a
motion study of the task and an ergonomics
study of the operator.

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The following general guidelines are given to

illustrate the factors to be considered:
1. Workstations should be designed so the operator can
pick up and discharge materials without walking or
making long or awkward reaches.
2. Workstations should be designed for efficient and
effective utilization of the operator.
3. Workstations should be designed to minimize the
time spent manually handling materials.
4. Workstations should be designed to maximize
operator safety, comfort, and productivity.
5. Workstations should be designed to minimize
hazards, fatigue, and eye strain'

251

Allowed apace for operator

• A minimum of a 30 inch-aisle is needed for
operator travel past stationary objects.
• If the operator walks between a stationary object
and an operating machine, then a minimum of a
36 inch aisle is required.
• If the operator walks between two operating
machines, then a minimum of a 42 inch aisle is
needed.
• Figure 3.44 should be provided for each
workstation in order to visualize the operator's
activities.

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253

3.6.2 Department Specification

• Once the space requirements for individual
workstations have been determined, the space
requirements for each department can be
established
• To do this, we need to establish the departmental
service requirements.
• we can approximate the space requirement for
aisles, since the relative sizes of the loads to be
handled are known. Table 3.4 provides guidelines
for estimating aisle space requirements.
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Example 3.5
Calculating floor space requirements
• A planning department for the ABC Company consists of 13
machines that perform turning operations.
• Five turret lathes, six automatic screw machines and two
chuckers are included in the planning department. Bar
stock, in 8 feet bundles, is delivered to the machines.
• The "footprints" for the machines are 4 feet X 12 feet for
turret lathes, 4 feet X 14 feet for screw machines, and 5
feet x 6 feet for chuckers.
• Personnel space footprints of 4 feet x 5 feet are used.
• Material storage requirements are estimated to be 20
square feet per turret lathe, 40 square feet per screw
machine, and 50 square feet per chucker.
• An aisle space allowance of 13% is used. The space
calculations are summarized in Figure 3.45.

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3.45

257

• A total of 1447 square feet of floor space is

required for the planning department.
• If space is to be provided in the planning
department for a supervisor desk, it must be
added to the total for equipment, materials,
personnel and aisles.

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3.6.3 Aisle Space Specifications

• Aisles should be designed to promote
effective flow.
• Aisles may be classified as departmental
aisles and main aisles

259

• Planning aisles that are too narrow may result

in congested facilities having high levels of
damage and safety problems.
• Conversely, planning aisles that are too wide
may result in wasted space and poor
housekeeping practices.
• Aisle widths should be determined by
considering the type and volume of flow to be
handled by the aisle.

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• It should be noted that there are safety issues

when people and material handling
equipment use the same aisles.
• A common practice is to clearly mark the work
envelope used by the material handling
equipment.

261

Table 3.5 specifies aisle widths for various types of flow

End of part 1

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