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Facmgt 2

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15 views4 pages

Facmgt 2

Uploaded by

lenardlouis.santiago
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Introduction:

● Product, process, schedule, and facilities design decisions are crafted related and
sequential to each other.
● In this chapter, we focus on the product, process, and schedule (PP&S) design functions
as they relate to facilities planning.

Product Design
● Involves both:
- the determination of which product are to be manufactured
- the comprehensive design of individual products
● The design of a product is influenced by aesthetics, function, materials, and
manufacturing considerations.
● Marketing, purchasing, industrial engineering, manufacturing engineering, product
engineering, and quality control, among other factors, will likewise influence the design
of the product.
● In the final analysis, the product must meet the needs of the customer.
● The challenge of meeting customer needs can be accomplished through the use of
quality function deployment QFD is an organized planning approach to identify customer
needs and to decode the needs to product characteristics, process design, and
tolerance requirements.
● Benchmarking is used to identify what the competition is doing to satisfy the needs of
customers or to exceed customer expectations. It can also be used to identify best
practices from the most successful organizations.
● Comprehensive operational specifications, pictorial representations, and prototypes of
the product could also be utilized by facilities planner as essential inputs. Photographs
and drawings can also be used to show how the products are assembled.
● Determination of how the product is to be produced.
- Who should do the processing? (Which part of the products should be made?,
should the product be subassembly, or part be produced in-house or
subcontracted to an outside supplier or contractor? The “make-or-buy”
decision?.)
- How will the part be produced?
- Which equipment will be used? (for the parts which will be made in-house)
- How long will it take to perform the operation?
● Production methods are the most fundamental factor affecting the physical layout.
● Within the process design, we need to consider following issues;
1. Process identification
- Make-or-buy analysis
- Parts identification
2. Process selection
- How the product will be made (operations, equipment, raw material, etc.)
3. Process sequencing
- How components are put together
Process Design - Process Identification
● Make-or-buy analysis
- How are the make-or-buy decisions made?
- Can the item be purchased?
- Should we go for subcontracting?
- Can we make the item?
- Is it cheaper for us to make than to buy?
- Is the capital available so that we can make it?
● Managerial decisions requiring input from finance, industrial engineering, marketing,
process engineering, purchasing, human resources, etc.
● The input to the facility planner is a listing of the items to be made/purchased.
- Parts list – component parts of a product:
1. part numbers
2. part name
3. number of parts per product
4. drawing references
- Bill of materials - structured parts list:
1. contains hierarchy referring to the level of product assembly
● In manufacturing, 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.

Process Design - Process Selection


● How the product will be made (operations, equipment, raw material, etc.)
● 6 steps;
1. Identify fundamental operations
2. Define substitute process for each operations (manual, mechanized or
automated)
3. Analyze substitute processes (unit production time, equipment utilization,
alternative equipment types)
4. Standardize the process (utilization of inputs)
5. Evaluate substitute process (economic evaluation)
6. Select processes (flexibility, versatility, reliability, maintainability, and safety)

● Computer aided process planning (CAPP) can be used to automate the manual planning
process.
● There are two types of CAPP systems:
- Variant CAPP, standard process plans for each part family are stored within the
computer and called up whenever required.
- Generative CAPP, process plans are generated automatically for new
components without requiring the existing plans.
● Selection of these systems basically depends on product structure and cost
considerations.
● Typically, variant process planning is less expensive and easier to implement.
Process Design – Process Sequencing
● Route sheet - provides information on production methods,
- It identifies processes, equipment and raw materials
● Assembly chart - determines how components are put together.
● Operation process chart – gives an overview of the flow within the facility
- A combination of route sheets and assembly charts

Schedule Design
● How much to produce and when to produce?
● Production quantity decisions (lot size decisions); determining when to produce is
referred to as production scheduling.
● 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.
● Schedule design decisions are influenced by machine choice, number of machines,
number of shifts, number of employees, space necessities, storage equipment, material
handling equipment, personnel requirements, storage policies, unit load design, building
size, and so on

Facility Layout and Design


● Facility layouts refer to how workers, machines, equipment, and products are organized
in a facility.
● The basic objective of layout is to ensure a smooth flow of work, materials, and
information throughout the system.
● The key to good facility layout and design is the integration of the needs of people,
materials, and machines in such a way that they create a single and well functioning
system.
● Two distinct types of layout:
1. product layout
- Synonymous with assembly lines and is oriented toward the products that
are being made.
- Applicable for high volume repetitive operations.
2. process layout
- Oriented around the processes that are used to make the products.
- Applicable for low volume custom made goods

Factors in Determining Layout and Design


1. Ease of future expansion or change
● Easily expanded or adjusted to meet changing production needs.
● Flexible manufacturing systems most often are highly automated facilities having
intermediate-volume production of a variety of products.
● Minimize changeover or setup times while still achieving close-to-assembly line
(single-product) production rates.
2. Flow of movement
● Reflect a recognition of the importance of smooth process flow.
● Show the raw materials entering the plant at one end and the finished product
emerging at the other.
● Straight line flow
● Parallel flows, u-shaped patterns, zigzag at the shipping and receiving can be
functional.
3. Materials handling
● Possible to handle materials (product, equipment, and containers)
- Output needs: laid out in a way that is conducive to helping the business
meet its production needs.
- Space utilization: making sure traffic lanes are wide enough, vertical
space.
- Shipping and receiving: leave ample room. Receiving and shipping
rarely get enough space for the work to be done efficiently.
4. Ease of communication and support
● Communication and interactions with vendors and customers.
5. Impact on employee morale and job satisfaction
● Major impact on productivity. Providing light colored walls, windows, and space.
E.g. Cafeteria
6. Promotional values
● Attractive one that further shines the company’s reputation.
7. Safety
● Occupational safety and health administration guidelines and other legal
restrictions.

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