Facilities planning 4th edition tompkins pdf download

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usually end up having uneven production flows, improper labor skills, too much or too little labor on the floor, and outdated equipment that must be heavily maintained.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. Using strategic planning to assist with your career allows you to evaluate where you are compared with the goals you set for yourself. 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.

Automation, if planned properly, can have a positive impact upon facilities planning. 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.

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.

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. Material handling device used Spacing between workstations buffer size 8. The student may also come up with other types of systems. Instead of using AGVs, conveyors can be used for transporting materials. When using conveyors, a spine layout can also be implemented. When using a spine layout, there is no more loop around the system.

This trend is perpetuated by limited tool magazine size and more importantly; keeping a complete set of tools in a magazine may not be economically feasible since tools are generally expensive. Tools can be categorized into two types: resident, which reside in a machine permanently and transient, which is shared among machines and kept in central tool storage.

Determining how many resident and transient tools is the problem. This also translates to how to allocate the transient tools among machines and how many transport devices is needed.

Given the machining schedule, usually based on order priority, the required tool sequence can be known. Simulation or integer programming can be used to find the optimal solution. In practice, keeping active inventory of all tools in the cell with their size, type, number and location, improving tool forecasts and warnings of tools changes, reducing delays in the system, and improving tool information reliability are the core of a tool management system. Tools are still separated into resident tools and transient tools; however the proportion of resident tools is considerably higher than in a FMS setting.

This can be attributed to the nature of SSMS where part only visit a machine once; thus more resident tools are needed. This arrangement is more costly; in return it offers more versatility, more machine utilization, easier part scheduling and higher throughput. Answers to Problems at the End of Chapter 8 The handling device needs to be flexible in the sense that it must be able to handle all of the part types produced within the flexible cell.

The WIP storage must also conform to the limitations of the cell and material handling system design. In addition, the manual handling that would normally be involved moving a part from a storage device e. Therefore, each of the rules-of-thumb are satisfied in at least one way. Therefore, a worker may save time to perform the task, thus opening the worker to handling more machines.

In addition, the operator will not have to spend time arranging components. Therefore, at least 4 of the 7 wastes are reduced. Both strive for eliminating or minimize waste, produce only what is demanded, minimize the use of time and space resources, and manufacture in the shortest cycle time possible.

Mass production is still the best process to use for high volume, repetitive products. JIT may also be difficult to Answers to Problems at the End of Chapter 8 implement to very low volume or unique products such as in a job shop environment unless there is flexibility in reordering the machine.

Like discrete-part production systems, a continuous production system starts with a batch that is processed; however, the batch is processed in a continuous manner from process to process. So, the batch size can be determined by the actual demand, and therefore, be thought of as a pull system. By limiting the size of the batch the WIP is naturally limited in the system as well. However, it should be noted that most continuous production systems are used in very large scale production, so reducing batch sizes may reduce the utilization of the system.

Response will be based on the paper chosen for review. In a U line balancing problem, the set of assignable task is enlarge by those tasks whose successors have been assigned, therefore U line balancing problem is more complex since now task grouping not only move in forward or backward direction as in a straight line, but it can also move in both directions at the same time.

In practice, rebalancing of the line is done quite often following demand changes. Rebalancing involves adding or removing machine from on the line or changing the standard time bases on new layout configuration; it also involves determining the number of operators required and assigning the machines that each operator tends.

The workers should be cross-trained so they can fix each others mistakes or aide in the quality resolution process. There would be cases of overlap, where the one worker would obstruct the path of another worker. Answers to Problems at the End of Chapter 8 8. The assignments are as follows: Processes Worker Assigned 1 1, 2, 3, 10 2 4, 5 3 6, 7, 8, 9 In this case each worker is not obstructed by any other worker; therefore, it would be a preferable arrangement compared with that of the solution to Problem 8.

A good roof design will also help thermal performance. A membrane layer to prevent water penetration, an insulation layer to assist with thermal comfort, and a vapor check to stop vapor migration are all requirements of a good roof. The floor should have integral water-proofing and an applied membrane to seal the floor against water migration. The primary purpose of an enclosure system for a manufacturing facility is to keep out undesirables.

The CU is approximately 0. Using Equation 9. If there are 2 lamps per luminary, then luminaries are required for the facility. This will allow luminaries to be placed within the facility. This result changes the coefficient of utilization in Table 9. This result yields luminaries that can be placed within the facility. From Equation 9. The ECR is determined by examining Table 9. Since the ECR changed, this affects the coefficient of utilization slightly.

The CU decreases to 0. As in Problem 9. This changes the value of the CU to 0. There are 20 classifications or groups of buildings governed by the UBC. Safety of regular building occupants 2. Safety of firefighters 3. Salvage of the building 4. The goods and equipment in the building 9. Answers to Problems at the End of Chapter 9 9. Any point on the defined line segment is an optimum location. Any point in the defined square is an optimum location.

Note: the vertical line from 6,10 to 6,12 is not supposed to be present. This was an error that was created in production that was not caught during the editing process. Show below are plots of the cumulative weights along each axis. After poor performance, the manage- ment team soon began to question the rationale of the separate organizations. Management re- ceived proposals that required approximately equivalent funding for large warehouses at two sites having essentially the same storage and throughput requirements.

One system was designed for random storage, the other for dedicated storage. The storage and through- put requirements were approximately the same for the two systems; however, different suppliers had provided the equipment and software.

Management raised the questions: Why are they different? And which is best? The amount and size of the product to be stored subsequently changed.

Other changes in technology were projected. The system became obsolete before it was operational. Decisions had not been made concerning which products would be off-loaded to the new site, nor what effect the off-load would have on requirements for moving, pro- tecting, storing, and controlling material.

A subsequent analysis showed the use of an all-water route from Vietnam through the Panama Canal into the east coast of the United States to provide significant cost savings, thus making the west coast facility obsolete. The facilities planners and architects were designing the first building for the site. No pro- jections of space and throughput had been developed since decisions had not been made concerning the occupant of the building.

The throughput, storage, and control require- ments for the new customers were significantly different from those for which the system was originally designed.

However, no modifications to the system were funded. The manufacturing team designed the layout, and the architect began designing the facility before the movement, protection, storage, and control system was designed. No analyses had been performed to determine queue or flow require- ments. Subsequent analyses showed the manufacturing cells were substantially less efficient as a result of their impact on movement, protection, storage, and control of work-in-process.

The supporting distribution cen- ters required major renovation that was not considered when the shift to Thailand was made. The volume of orders received during the holiday season peak could not be processed by its distribution center. In practically every case, the projects were interrupted and significant delays were incurred because proper facilities planning had not been performed.

These examples emphasize once more the importance of providing adequate lead times for planning. The previous list of examples of inadequate facilities planning could possibly create a false impression that no one is doing an adequate planning job. Such is not the case; several firms have recognized the need for strategic facilities planning and are doing it.

A major U. Maintenance and support facilities re- quirements were analyzed for wide-body and mid-sized aircraft. The impact of route planning, mergers and acquisitions, and changes in market regions to include international flights were considered in developing the plan. The airline industry operates in a dynamic environment.

Governmental regu- lations and attitudes toward business are changeable, energy costs and inflationary effects are significant, and long lead times are required for aircraft procurement. For new-generation aircraft, an airline company might negotiate procurement condi- tions, including options, eight years before taking delivery of the airplane.

The methodology contin- ues to change as technology evolves and new approaches are developed. The focus at the current time is on the customer and the view that all components of a supply chain must band together to plan the facilities that will successfully support all of the activities of the supply chain. No longer is the focus of strategic facil- ities planning only internal. The focus now is on how our facilities planning process supports the entire supply chain from basic raw materials to the final customer.

If the facilities planning process does not support the entire supply chain, it is at a dis- advantage. Other supply chains may be able to leverage themselves into an advan- tage by focusing on the customer and on the big picture, rather than simply one location or one company.

Moving forward, this focus on the entire supply chain will grow even stronger, and those companies and those supply chains that do not real- ize this fact will no longer exist. Cullinane, T. Ganster, S. Goren, W. Haselbach, L.

Radford, K. Rothschild, W. Tompkins, J. Tyndall, G. White, J. Consider baseball, football, soccer, and track and field. The firm where you are interviewing is a consulting firm that specializes in problem solving for transportation, communication, and the service in- dustries. Why would you consider these?

Why or why not? Discuss the extent to which the definition applies to facilities planning. There are more critical short-term problems to be solved.

The right people internally are too busy to be involved in the project. The future is too hard to predict, and it will probably change anyway. Nobody really knows what alternatives are available and which ones might apply.

Technology is developing very rapidly; any decisions we make will be obsolete before they can be implemented. The return on investment in strategic planning is hard to measure. What are the cost and customer services implications? Determine the interrelationships among all activities. Generate alternative facilities plans. Evaluate the alternative facilities plans. Select the preferred facilities plan. Implement the facilities plan. Maintain and adapt the facilities plan.

The facilities planning process will be greatly impacted by the business strategic plan and the concepts, techniques, and technologies to be considered in the manu- facturing and assembly strategy. Among the questions to be answered before alternative facility plans can be generated are the following: 1.

What is to be produced? How are the products to be produced? When are the products to be produced? How much of each product will be produced?

For how long will the products be produced? Where are the products to be produced? The answers to the first five questions are obtained from product design, process design, and schedule design. The sixth question might be answered by fa- cilities location determination, or it might be answered by schedule design when production is to be allocated among several existing factories.

Many firms have global production strategies and utilize com- binations of contract manufacturing and contract assembly. As an example, the tex- tile industry has undergone tremendous change, with global sourcing occurring for yarn and textile production as well as for garment assembly.

Few domestic sewing operations currently exist in the United States. The automobile is another example of global sourcing, resulting in the final product being called a world car; engines, power trains, bodies, electronic assem- blies, seating, and tires are manufactured in different countries.

Similar conditions exist for the production of home appliances, computers, and televisions, with sub- assemblies and components being produced around the world. Product designers specify what the end product is to be in terms of dimen- sions, material composition, and perhaps packaging. The process planner deter- mines how the product will be produced.

The production planner specifies the production quantities and schedules the production equipment. The facilities plan- ner is dependent on timely and accurate input from product, process, and schedule designers. 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 support- ive. Figure 2. Frequently, organizations create teams with product, process, scheduling, and facilities design planners and with personnel from marketing, purchasing, and ac- counting to address the design process in an integrated, simultaneous, or concur- rent 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. Product design. Facilities design. Process Schedule design design. Product, process, schedule, and facilities design decisions are not made inde- pendently and sequentially.

A clear vision is needed of what to do and how to do it including concepts, techniques, and technologies to consider. For example, man- agement commitment to the use of multiple receiving docks, smaller lot sizes, de- centralized storage areas, open offices, decentralized cafeterias, self-managing teams, and focused factories will guide the design team in the generation of the best alternatives to satisfy business objectives and goals and make the organization more competitive.

In the case of an existing facility with ongoing production operations, a change in the design of a product, the introduction of a new product, changes in the processing of products, and modifications to the production schedule can occur without influencing the location or design of the facility. The seven management and planning tools methodology presented in Section 2. Decisions regarding the products to be produced are generally made by upper-level management based on input from mar- keting, manufacturing, and finance concerning projected economic performance.

The facilities planner must be aware of the degree of uncertainty that exists concerning the mission of the facility being planned, the specific activities to be per- formed, and the direction of those activities [19]. As an illustration, a major electronics firm initially designed a facility for semi- conductor manufacture. Before the facility was occupied, changes occurred in space requirements and another division of the company was assigned to the facility; the new occupant of the site used the space for manufacturing and assembling con- sumer electronic products.

As the division grew in size, many of the manufacturing and assembly operations were off-loaded to newly developed sites, and the original facility was converted to predominantly an administrative and engineering site.

Depending on the type of products being produced, the business philosophy concerning facilities, and such external factors as the economy, labor availability and attitudes, and competition, the occupants of a facility might change frequently or never change at all.

Decisions must be made very early in the facilities planning process regarding the assumptions concerning the objectives of the facility. If it is decided that the facility is to be designed to accommodate changes in occupants and mission, then a highly flexible design is required and very general space will be planned. On the other hand, if it is determined that the products to be produced can be stated with a high degree of confidence, then the facility can be designed to optimize the production of those particular products.

Minor changes in product design and the addition of similar products to the product family would be included in this scenario.

The design of a product is influenced by aesthetics, function, materials, and manufacturing considerations. Marketing, purchasing, industrial engineering, manu- facturing engineering, product engineering, and quality control, among other fac- tors, will influence the design of the product.

In the final analysis, the product must meet the needs of the customer. This challenge can be accomplished through the use of quality function de- ployment QFD [1]. QFD is an organized planning approach to identify customer needs and to translate the needs to product characteristics, process design, and tol- erance requirements.

Benchmarking can also be used to identify what the competition is doing to satisfy the needs of customers or to exceed customer expectations [7].

It can also be used to identify best practices from the most successful organizations. Through QFD and benchmarking, product designers can focus their work on customer needs being met marginally or not at all compared to the competition and to the best organizations. Detailed operational specifications, pictorial representations, and prototypes of the product are important inputs for the facilities planner. Exploded assembly drawings, such as that given in Figure 2.

These drawings generally omit specifications and dimensions, al- though they are drawn to scale. 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. B 11 1 — Part no. B 2 — Part no. B 3 — Part no. A 4 — Part no. A 5 — Part no. B 6 — Part no. B 7 — Part no. A 8 — Part no. A 9 — Part no. A 10 — Part no. B 11 — Part no.

Crosshatching shows portion of stock allowed for cutting. A shows part placement Material in relation to Aluminum bar stock stock cut. Detailed component part drawings are needed for each component part. The drawings should provide part specifications and dimensions in sufficient detail to al- low part fabrication.

Examples of component part drawings are given in Figures 2. 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. CAD is the creation and manipulation of design prototypes on a computer to assist the design process of the product. A CAD system consists of a collection of many application modules under a common database and graphics ed- itor.

The blending of computers and the human ability to make decisions enables the use of CAD systems in design, analysis, and manufacturing [8]. The CAD system also can be used for area measurement, building and interior. In addition to CAD, concurrent engineering CE can be used to improve the relationship between the function of a component or product and its cost. Concur- rent engineering provides a simultaneous consideration in the design phase of life- cycle factors such as product, function, design, materials, manufacturing processes, testability, serviceability, quality, and reliability.

As a result of this analysis, a less ex- pensive but functionally equivalent product design might be identified. Concurrent engineering is important because it is at the design stage that many of the costs of a product are specified. As a part of that determination, the process planner ad- dresses who should do the processing; namely, should a particular product, sub- assembly, or part be produced in-house or subcontracted to an outside supplier or contractor?

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.

The excluded services, although needed by the community, may not be feasible for a particular hospital. Patients requiring care provided elsewhere would be referred to other hospitals.

Similarly, the scope of a manufacturing facility must be established by determining the processes that are to be included within the facility. The extremes for a manufacturing facility may range from a vertically integrated firm that purchases raw materials and pro- ceeds through a multitude of refining, processing, and assembly steps to obtain a finished product, to another firm that purchases components and assembles fin- ished products.

It is obvious that the scope and magnitude of activities within a manufacturing facility are dependent on the decisions concerning the level of ver- tical integration.

Large corporations have downsized large facilities and broken them into small business units that keep only economically feasible processes that are within their core competencies. Small business units operate with low overhead, low manage- ment levels, and frequently with self-managing operator teams. Buildings for this type of organization are smaller, and management functions and offices are usually decentralized.

Make-or-buy decisions are typically managerial decisions requiring input from finance, industrial engineering, marketing, process engineering, purchasing, and perhaps human resources, among others. A brief overview of the succession of questions leading to make-or-buy decisions is given in Figure 2.

The input to the facilities planner is a listing of the items to be made and the items to be purchased. The listing often takes the form of a parts list or a bill of materials. Secondary Questions Primary Questions Decisions. Is the item available? Can 2. Will our union allow us to purchase the item? Is the quality satisfactory?

Are the available sources reliable? Do we possess the technical expertise? Can No we make BUY 3. Is the labor and manufacturing capacity available?

Is the manufacturing of this item required to utilize existing labor and production capacities? What are the alternative methods of manufacturing this item?

What quantities of this item will be demanded in Is it the future? What are the fixed, variable, and investment costs make BUY of the alternative methods and of purchasing the than item? What are the product liability issues that impact the purchase or manufacture of this item? Is the 1. What are the other opportunities for the utilization capital of our capital?

What are the future investment implications if this us to item is manufactured? What are the costs of receiving external financing? Prepared by J. Product Air Flow Regulator Date. Part Drwg. Part Name No. Buy Plunger 1 Brass. Buy Plunger retainer 1 Aluminum. The parts list provides a listing of the component parts of a product. In addi- tion 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 A typical parts list is given in Figure 2. 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 prod- uct.

Typically, the product structure is a hierarchy referring to the level of prod- uct 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. Air flow Level 0 A-3 regulator.

Therefore, it is not uncommon for differ- ent processes to be selected in different facilities to perform identical operations. However, the selection procedure used should be the same. Process selection pro- cedure 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 compo- nent, and c the quantities to be produced.

Computer aided process planning CAPP can be used to automate the manual planning process [8]. There are two types of CAPP systems: variant and generative. In a variant CAPP, standard process plans for each part family are stored within the com- puter and called up whenever required.

In generative process planning, process plans are generated automatically for new components without requiring the existing plans. Selection of these systems basically depends on product structure and cost considera- tions.

Typically, variant process planning is less expensive and easier to implement. Since process planning is a critical bridge between design and manufacturing, CAPP systems can be used to test the different alternative routes and provide inter- action with the facility design process. The input of a CAPP system is commonly a three-dimensional model from a CAD database including information related to tol- erances and special features. Based on these inputs, manufacturing lead-time and resource requirements can also be determined.

The facilities planner will not typically perform process selection. However, an understanding of the overall procedure provides the foundation for the facilities plan.

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 in- volves the identification of various equipment types capable of performing elemental operations. Manual, mechanized, and automated alternatives should be considered. Step 3 includes the determination of unit production times and equipment utiliza- tions for various elemental operations and alternative equipment types.

The utiliza- tions are inputs into step 4 of the procedure. Step 5 involves an economic evaluation of alternative equipment types. 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.

The outputs from the process selection procedure are the processes, equip- ment, 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. Table 2. An assembly chart, given in Figure 2. 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 compo- nents. For example, the assembly chart given in Figure 2. The first disassembly operation would be to unpack the air flow regulator operation A The operation that precedes packaging is the inspection of the air flow regulator.

Circles denote assembly operation; inspections are indicated on as- sembly charts as squares. Therefore, in Figure 2. The first component to be disassembled from the air flow regulator is part number , the pipe plug, indicated by operation A The lock nut is then disassembled, followed by the disassembly of the body assembly the subassembly made during subassembly operation SA-1 and the body. The only remaining steps required to complete the assembly chart are the labeling of the circles and lines of the seven components flowing into SA Although route sheets provide information on production methods and assem- bly charts indicate how components are combined, neither provides an overall un- derstanding 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.

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