Facilities planning tompkins 3rd edition pdf free download

Furthermore, there are consulting firms that specialize in this type of work, so not as much time would have to be taken by these individuals who are too busy, but their input would still be required while the consultants are working on the problem. For example, a company that supplies the automobile industry builds a warehouse during a downturn in automotive sales. If good strategic planning has occurred, the company will not build the warehouse based on the storage requirement of the sales volume during the downturn; instead, the company will build on some large percentage of the maximum sales volume they had during an upswing in the economy and on the forecast of automotive sales over some time frame.

Otherwise, the supplier could run out of storage space in the new facility and have to add on or build another warehouse before it has the financial capacity to do so.

It takes much work and research to determine what alternatives are available besides the one the company is using. Data collection is needed to determine product throughput, production flow, storage capacities, and inventory control procedures so that the proper facility size and alternative control systems can be determined.

Development of labor standards and evaluation of material handling methods is needed to look at different alternatives. If this information is gathered and certain types of vendors are brought in to look at the problem, numerous alternatives for a facility can be generated. Those that apply must meet scientific and financial criteria that are determined at the beginning of the project. Technologies come and go, and a good facilities plan will enable a company to adapt to rapidly changing technologies as well as to discard those that will not help the company achieve its goals.

A strategic plan is a plan for the future, not the present. Do not incorporate technologies into a facility for the present product mix—incorporate those technologies that can be used to produce the future product mix. However, a facilities plan cannot take into account technologies that have not yet been created; if a company creates a strategic facility plan that incorporates technologies that have not been created, there is no guarantee that the technology will be available when the company is ready to implement the facilities plan and it will be doomed to failure.

However, examination of past trends and the prices of Answers to Problems at the End of Chapter 1 different types of technologies can give the strategic planner a good estimate of the costs and the savings. The only way to get exact costs is to get quotes from vendors, and the only way to determine the exact savings is to implement the facility plan.

This should not stop a company from doing strategic planning, however. Sometimes the plan may be infeasible and may not be implemented, but a company that does not engage in strategic planning will not get a return on an investment because the investment will never be made, or there will never have been a determination on how much money the investment would make or lose.

The production flow can be examined by simulation, and potential bottlenecks can be smoothed. Also, a facilities plan for a manufacturing facility outlines the skill levels of employees required to operate the equipment on the manufacturing floor, and it discovers the latest and best equipment to make the product.

Companies that do not engage in facilities planning usually end up having uneven production flows, improper labor skills, too much or too little labor on the floor, and outdated equipment that must be heavily maintained.

These problems as well as many others that could be eliminated by facilities planning cause companies to lose their competitive edge. If you have fallen short of your goals, it allows you to easily evaluate why and determine how you intend to correct the shortcoming, if it is possible.

Furthermore, it can show you if your career is at a dead end and where you need to go to make a change in your career. Strategic planning gives you a path to follow once the plan is in place. However, this plan should be continuously updated just like any other strategic plan or you will lose your competitive edge over others on the same career path.

If there is a large product throughput, automation can reduce costs by reducing labor requirements, improving quality, and perhaps improving product throughput. However, many things could go wrong, and a facilities planner needs to be aware of them. First, the automation may not justify itself. If the throughput required to meet sales is 1, units per day and automation equipment is purchased that can produce 20, units per day, cost justification probably will not occur. Also, is the automated equipment flexible enough to handle changes in product design or production methods?

While the first example showed the automation that could produce 20, units per day had too much excess capacity and therefore was not cost-justifiable, when a process is automated, there needs to be extra capacity built into it so that it is not obsolete when the manufacturing requirement increases to meet future sales.

Also, the automated process needs to be able to make product of higher quality than if it was made manually or with a cheaper automated process. It does no good to have a machine that can produce 5, units per hour to meet production requirements of 4, units per hour when only half of the pieces pass a quality inspection. Finally, it is necessary to examine how the automated process will fit within the existing facility and how much rearrangement will have to Answers to Problems at the End of Chapter 1 occur so that production will continue to flow smoothly.

Automation is a wonderful way to improve the quality and throughput of a product, but only if it is done properly. Automation that does not do what it is supposed to do ends up giving manufacturing personnel more problems than the process it replaced.

Also, proper product storage and product shipment will reduce the amount of damaged product that a customer receives. Cost implications are that if excess inventory has to be carried due to inaccurate inventory control data, then a larger facility has to be built, more rack has to be installed, more labor has to be used to find the inventory in a larger building, capital is tied up in inventory rather than earning money or being used in a more productive way, and more inventory will have to be thrown away because it is outdated.

A proper facilities plan will enable a company to achieve synthesis much more quickly than a competitor who does not use facilities planning. Strategic facilities issues in manufacturing such as smoothing the production flow, Answers to Problems at the End of Chapter 1 eliminating bottlenecks, using the proper amount of labor that has the appropriate skill level, using the proper equipment that can meet or exceed throughput at a high level of quality will help reduce manufacturing costs, enable manufacturing and marketing to work together to achieve sales goals, reduce lead-times, reduce setup times and production lot sizes, reduce work-in-process inventories, simplify process, balance the production flow, adapt to changing product and technologies, reduce uncertainty, increase quality, and reduce process failures.

Also, reducing problems in the manufacturing process will increase the number of happy employees and encourage them to become team players. In order for facilities planning to be done properly, sufficient lead-time in the implementation project must be granted.

The amount of lead-time is never the same for two different projects because each project has a different level of complexity. Identify the key entities for which flow requirements will be needed, e. Identify the various criteria that will be used to evaluate the alternative facilities plans generated, e. Determine the time period over which the facilities requirements will be estimated. Estimate space and flow requirements and determine activity relationships. Generate alternative facilities plans.

Overall optimization is the goal, rather than piecewise optimization. Knowledgeable representatives from each of the activities or functions need to be involved in the design process. Several concurrent engineering techniques can be used to improve the design process. Quality Function Deployment is one technique that can prove extremely beneficial. However, all of the approaches described in Section 2.

Since the text is devoted to facilities planning, every technique presented in the text is a candidate for use in a specific application.

Depending on the comprehensiveness of the collection of periodicals and manuscripts in the university library, it might be more helpful to the students to modify the assignment and encourage them to use the Internet in performing the assigned search.

Research question. The Internet will likely be the best source of information needed to answer this question. Likewise, the chart submitted for a taco will vary depending on the ingredients included. It is important to verify that the student follows the steps described in Section 2. The operation process chart includes all operations and inspections, fabrication and assembly operations and processing times, and purchased materials.

All Ik values are rounded to the nearest integer. Given system: Following the derivation method given in Section 2. Based solely on the total rework costs of the two systems, the system with reversed scrap rates is preferred, which is consistent with the result of Problem 2. You should note, however, that the system with reversed scrap rates requires more input to the system to meet the demand.

Answers to Problems at the End of Chapter 2 2. Solving for I1 and substituting in the appropriate parameters, we have the following: 2. For machines 1, 2, and 3: Machine 4 operates for half of the amount of time as machines 1, 2, and 3. So, Running the rework operation on the same shift as the remainder of the cell would cause the machine fraction to reduce to 0.

This may allow for the addition of the rework machine to the cell. Let A1 denote the first step in the production process, and A2 denote the last step.

So, 2. Setup times are identical for machines A, B, and C for a particular product. The setup time for product X, regardless of the machine, is 20 mins; the setup time for product Y is 40 mins.

A critical piece of information needed to determine the number of machines required is the length of production runs between setups. If a single setup is needed to produce the annual requirement of a product on a machine, then the number of machines required is determined as follows: Answers to Problems at the End of Chapter 2 If setups occur more frequently, then additional machines might be required due to the lost production time consumed by setups. Let represent the new scrap percentage.

You could also view the problem statement as indicating that. Part A: This represents a Part B: This represents a Part C: This represents a The opinion response will depend on the student. However, the response should look something like the following.

Estimation Perspective: For most tasks that a process designer may have to plan for there are likely to be many alternatives. The designer must be able to identify the issues related to each alternative and be able to generate an accurate estimate of the scrap rate. Even in the case where there may be only a single alternative the ability to accurately estimate the scrap rate is of great significance.

Continuous Improvement Perspective: Being able to reduce the scrap produced by a process can be shown to significantly reduce the input requirement to a process. Any value will provide sufficient illustration for the follow-up opinion question. For the purposes of this solution, we will assume H is a variable value and solve symbolically. Thus, It should be apparent that by reducing the scrap percentage will reduce the number of machines necessary. Assuming one 8 hour shift per day, 5 days per week, reducing the scrap percentage as indicated in Problem 2.

This could be a significant reduction in the floor space required to perform a specific process. For the facilities planner, space is at a premium, so every advantage should be taken to either improve processes or select processes that produce less scrap. In addition, let Mxx represent molding operations for specific components; Pxx represent painting operations for specific components; and INx represent inspection stations in order of occurrence. Answers to Problems at the End of Chapter 2 To find the number of units of the bottom cover to mold, we'll assume that it only goes through the inspection process once.

Thus, 2. Shown below is the matrix of net income for each combination of Q and x. Answers to Problems at the End of Chapter 2 For a given value of Q, multiplying the net income in the column by the probability of its occurrence and summing over all values of x yields the following expected profits for each value of Q.

Answers to Problems at the End of Chapter 2 Shown below is the matrix of net income for each combination of Q and x. For a given value of Q, multiplying the net income in the column by the probability of its occurrence and summing over all values of x yields the following expected profits for each value of Q.

Net incomes for feasible combinations of Q and x are shown below. From above, a negative net cash flow occurs if less than 4 good castings are produced. The probability of producing less than 4 good castings equals 0. We could not find a cost that would reduce the optimum production batch to 4 and still have a positive expected profit. For example, if the probability of a good casting is reduced to 0. Answers to Problems at the End of Chapter 2 Shown below is the matrix of net income for batch sizes of 10, 11, and Also shown below is the expected profit based on batch sizes of 10, 11, and 12, as well as the probability of losing money.

A batch size of 12 yields the smallest expected profit. Based on the probability of losing money, the least attractive alternative is a batch size of Shown below is the matrix of net profit resulting from combinations of Q and x. Shown below are the expected profits and probabilities of losing money for various batch sizes. The optimum batch size is 7, with a 0. Shown below is the matrix of net profits resulting from various combinations of Q and x.

Shown below are the expected profits and probabilities of losing money for various values of Q, the batch size. From the results obtained, the optimum batch size is The probability of losing money, which is the probability of less than 25 die cast parts being acceptable, equals 0. Also shown below is a matrix of net profits resulting from the combination of Q and x. Finally, the expected profit is shown for various values of Q. Without other constraints the optimum number of machines to assign to an operator was shown to equal 2.

In steady state conditions, the repeating cycle is 9 minutes. Hence, in steady state conditions a total of units are produced. If replacement labor is provided to keep the machines working during the entire 8-hour shift and 3 shifts operate per day, then steady state production will result in units being produced per 8-hour shift.

This situation is illustrated in the following multiple activity charts. Also, it is assumed that a machine is dedicated to producing either product 1 or product 2 and cannot be assigned to produce a combination of the two products due to changeover times. From Example 2. Thus, 3. Hence, 9. In general, the centroid-to-centroid distance measure can give unrealistic results when the centroid of a department lies outside the department. Answers to Problems at the End of Chapter 6 6.

Cost: AB 48 AC The actual cost of this new layout is 48 units. Cost: 48 Note that the area of department B is equal to the area of department D. All the cij values are equal to 6. Again, all the cij values are equal to 1. That is, the final solution obtained by either algorithm depends on the starting point and the particular set of departments exchanged in arriving at the final solution.

Therefore, both algorithms using two-way exchanges only will follow the same path and terminate at the same solution. CRAFT can capture the details of the initial layout, such as fixed departments, unusable space, and obstacles; 2. CRAFT can generate many alternative layouts in a short period of time. Since the two programs will not necessarily follow the same path, they will most likely terminate with different layouts, and there is no guarantee that the cost of a layout generated by NEWCRAFT will be less than that obtained with CRAFT.

BLOCPLAN uses three bands; if two non-adjacent or unequal-area departments are exchanged, it simply recomputes the width of the two bands affected by the exchange. If the two departments are in the same band, the band width remains the same.

Limitations: If fixed departments or obstacles are present, it may be difficult or impossible to maintain rectangular department shapes; also, in some cases an L-shape may be acceptable or preferable for some departments. We obtain the results shown in the following Table by using the linear MIP model given by equations 6.

Therefore, any two departments can be exchanged or more general exchange routines such as those implemented within simulated annealing can be used and the resulting layout can be constructed rapidly. Spacefilling curves should not visit fixed departments or obstacles. Note that all the empty space if any will automatically appear at the end of the spacefilling curve. In part a , for example, department 4 D attains a "long-and-narrow" L-shape primarily due to the shape of department 5 E in the initial layout.

The following is a partial list of such aspects that warrant attention. For some materials, e. Reduce or eliminate staging in the receiving and shipping area. Determine the location assignment and product identification prior to receiving the product so that materials are stored as soon as they arrive, reducing the need for large staging area. Employ the fastest and most productive receiving process possible, i. Palletized materials with a single SKU per pallet, floor-stacked loose cases, and backordered merchandise are excellent candidates for crossdocking.

Bypass receiving staging and put materials away directly to primary picking locations, essentially replenishing those locations from receiving. In direct putaway systems, the staging and inspection activities are eliminated, saving the time, space, and labor associated with those operations.

Minimize the floor space required for staging by providing storage locations for receiving staging. Prepare shipping from the time the materials are received, thus reducing the area for shipping. Ship materials in larger quantities and preferably in unit loads, i. Ship directly from storage and without the need for staging, having prepared the shipping information prior to picking.

Reduce the number of docks, if possible. For example, can receiving and shipping be modified so that less frequent visits to docks are necessary? This will save more space in and around the receiving and shipping areas. Modify docks to degree docks. Finger docks should be eliminated, if possible. Otherwise, can the largest angle finger docks be used?

This will allow shrinking of maneuvering and staging areas inside the receiving and shipping areas. Eliminate dock levelers by requiring uniform-height carriers for loading and unloading, thus reducing or eliminating dock maintenance costs. Remove dock shelters in favor of a more streamlined dock, if dock shelters exist. Again, maintenance costs will be reduced or eliminated.

This problem should not be assigned if the students have not been exposed to either Monte Carlo simulation or queueing theory. In Chapter 10, we provide queueing models to address problems of this type. The instructor might want to assign this problem before covering the material in Chapter 10 to motivate the students to learn the material on queueing theory.

Answers to Problems at the End of Chapter 7 Based on the material in Chapter 10, we provide the following solution to the dock design problem. The problem reduces to determining the smallest value of c number of docks such that the average time trucks spend in the system W is less than 50 minutes. Hence, since it is desired that W 2. Therefore, 3 docks are required to ensure that the average amount of time spent waiting and being loaded or unloaded is less than 50 minutes.

Answers to Problems at the End of Chapter 7 7. Finger docks, however, require greater inside maneuvering area. Because inside space costs considerably more to construct and maintain than outside space, finger docks should be used as little as possible. If outside space is sparse, then finger docks should be used, although keeping the angle closer to 90 degrees.

If degree finger docks are utilized, the bay width is increased from the width of the truck to about 45 feet. Furthe rmore, the dock width will increase from about the width of Answers to Problems at the End of Chapter 7 the truck to about 40 percent more than the width of the truck. That is, assuming that the old dock width is about 10 feet, then the new dock width would have to be around 14 feet to accommodate a degree finger dock. Therefore, the dock board may be longer and wider than portable dockboards.

The extra length results in a smaller incline between the dock and the carrier. This allows easier and safer handling of hand carts, reduced power drain on electrically powered trucks, and less of a problem with fork and undercarriage fouling on the dockboard. The greater width allows for safer and more efficient carrier loading and unloading.

Permanent, adjustable dockboards also eliminate the safety, pilferage, and alignment problems associated with dockboards. For these reasons, permanent adjustable dockboards should always be given serious consideration, despite their high installation costs.

In many areas, however, the problem is solved by walking up or down a step to accommodate the difference in carrier and dock height. Because surveys indicate that the campus has scattered receiving docks with minimal carrier visits, it is not justified to invest in expensive dock shelters. The bookstore docking area, ho wever, may benefit from a dock shelter because more frequent stops are made at this location in delivering and shipping more valuable products.

Increases in both width and height of trucks and trailers imply that docks may have to be modified to accept taller and, in many cases, wider trucks and trailers. Some of the changes can be handled by using permanent adjustable dockboards whose dynamic ranges can accept taller or wider trucks. SKUs with high rankings should be assigned to the most accessible locations.

A distribution illustrating SKUs ranked by popularity and the portion of total picking activity they represent is the ABC or Pareto plot used in intelligent stock assignment planning. Correlated stock assignment planning ranks SKUs by popularity as well as considering the correlations between various items in storage.

A small picking zone dedicated to high- density, high-throughput order picking is used for SKUs with high correlations. For example, liquid products in barrels 55 gallon drums are often stored directly on the floor.

In particular, tight-block stacking wastes the least amount of storage space and thus has a high storage space utilization. Pallet racks are mostly used when product mix is high and accessibility to a particular product must be quick for faster order-processing. Pallet flow racks provide good storage space cube utilization and allow products to be processed in first-in, first-out FIFO fashion. They are very good for dated products with high product mix, but lower volume.

Drive-in racks allow large pallet counts product volume of high product mixes to be stored and still obtain good storage space cube utilization. Drive-in racks are best used along the walls of plants or warehouses.

Drive-through racks can be used the same as drive-in racks, but they also allow accessing the product from both sides of the rack. They are thus used for areas in the middle of the plant or the warehouse. It also allows for faster replenishment, but it does lower the storage space cube utilization factor.

Storing in cantilever racks provides long, unobstructed storage spans. They are mostly helpful in sorting self-supporting long stock, such as bar stocks, pipes, and lumber. Portable racks are mostly good for loads open stock , such as pipes, that need to be protected against crushing and other damage. Portable racks result in flexibility and good space utilization of bulk storage, and are also useful for crushable materials and allow access to materials on all levels. Orders that require picking items, rather than cartons or pallets, use bin racks or shelving systems.

A detailed approach to storage space planning for the different SKUs this warehouse would have to receive, store, and ship is not possible with the data given. However, the information from the shipping and receiving analysis chart and the storage analysis chart can be used to determine the space requirement of the SKUs. As part of the storage space planning, certain inventory parameters would have to be determined.

For example, determining the safety stock and knowing the order quantity are crucial in determining the average quantity to be stored for each of the SKUs. The average quantity to be stored will then help in choosing among dedicated storage, randomized storage, and class-based dedicated storage.

The main difference between dedicated storage and randomized storage is it implication for what happens when a storage location becomes empty or available. In randomized storage, the closest-available-slot is designated as the storage location; retrievals are performed on a first-in, first-out FIFO basis, which provides a uniform stock rotation policy.

Dedicated storage locations and class-based dedicated storage locations remain active even after stock has been removed from that location and the location is empty. This is partly due to the fact that the number of openings assigned to an SKU must accommodate its maximum inventory level. The planned quantity of unit loads to be stored for dedicated storage is thus equal to the sum of the openings required for each SKU.

With randomized storage, however, the planned quantity of unit loads to be stored in the system is the number of openings required to store all SKUs. Since typically all SKUs will not be at their maximum inventory levels at the same time, randomized storage will generally require fewer openings than dedicated storage. As part of the storage space planning, consideration must be given to throughput as well. For example, when using dedicated storage, SKUs should be assigned to storage locations based on the ratio of their activity to the number of openings or slots assigned to Answers to Problems at the End of Chapter 7 the SKU.

The SKU having the highest ranking is assigned to the preferred opening, with the lowest-ranking SKU assigned to the least-preferred openings.

Because fast movers are up front and slow movers are in back, throughput is maximized. Therefore, for products B, G, I, and L, the travel distance will be the same no matter where along the main aisle the products are stored.

Therefore, products having ratios less than 1. Therefore, products having ratios greater than 1. The layout shown is typical of an aisle-based system.

Products are distributed according to throughput, quantity receipt, and the ratio of receiving to shipping trips.

In Chapter 10, we provide guidelines for minimizing travel distances. Maximum no. Layout for the Warehouse: A rectangular block stacking area of feet wide by feet deep, minimum dimensions. The 30 products will be stacked in 90 side-by-side lanes 30 aisles , with one foot separating each product aisle. This scheme tries to reduce the pick face of the stacks, which increases congestion and the time it takes to empty a deep lane.

Addressing those issues requires a more rectangular block stacking area at the expense of cube utilization. A typical layout is depicted below. Thus, cube utilization and product accessibility are inversely proportional. For example, in block stacking storage scheme, cube utilization increases as lane depth increases.

This makes accessing deep product s more difficult. In general, however, layouts b and c are preferred over a because they allow more stock accessibility. Layout c is preferred over layout b because it allows the most accessibility of all layouts. The disadvantage of layout c is that it uses more aisle space and its overall storage space utilization factor will be slightly less.

The overall preference is thus c over b , which are both preferred over a. There are three components in an automatic factory — manufacturing, material handling, and the information system. In terms of manufacturing, some decisive factors to justify automation are: Volume of production. Economics of scale can be achieved by mass production and the financial benefit can compensate the high capital cost of an automatic factory. Expensive machinery. Some industries, such as semiconductor, require expensive machinery.

By automating, these machines can be fully utilized to reduce production cost. Variability reduction. Manual machining, while still within tolerance, often produce parts with high variability. This variability can be reduced significantly by automation. From a material handling perspective, automation is desirable to reduce cost in time due to savings in labor cost. In addition to cost saving, some product may require careful handling; therefore automation is an alternative to prevent product damage.

In addition, the declining costs of computing and data storage continue to fuel the desire to invest in automation. Machinery for semiconductor production cost dearly and should be fully utilized. Product value is also very high; material-handling automation is needed to avert damage. Another sector would be continuous flow manufacturing such as chemical products.

User interface and training Obsolescence Lack of flexibility Risk of having all eggs in one basket if a disaster should strike the warehouse Answers to Problems at the End of Chapter 8 8. A list that is required for a fully automated cross docking facility with respect to the material handling aspect: Software for warehouse management. Automatic material transport equipment for moving the materials. For example: conveyors, racks that are designed to accommodate cross docking facility, i.

Industrial vehicles for transporting from the dock to storage or storage to dock. This device will allow automated retrieval of loads from truck. This device will allow automated retrieval of loads from dock. Facilities planning tompkins 3rd edition pdf.

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