The second part concepts and techniques fordeveloping alternatives focuses on material handling and layout planning. That partcontains a comprehensive view on the different aspects objectives, principles, systems,equipment, cost, safety, methods, algorithms and tools of the two topics.
Part three isabout facility design for various functions. According to the necessary functions that canbe found in almost any industry the text gives insight into warehouse operations includingshipping and receiving, picking, storage , manufacturing systems and facilities systems.
Especially this part, with its explanations about structural systems, enclosures, atmo-spheric, electrical, lighting and safety systems, sanitation and building automation, roundsout the holistic view on and the knowledge about facilities planning.
In part four theauthors present several quantitative approaches, especially for location problems, machinelayout design, storage models, picking systems, material handling and waiting lines.
Partfive is about evaluating, selecting, preparing, presenting, implementing and maintainingfacilities. This part of the book provides a very extensive collection of tools and techniquesfor the evaluation of different alternatives and also gives an overview about differentapproaches for documentation including 2D and 3D models etc.
The readership is provided with a hugeamount of examples and practical problems which help to understand the theoreticaland methodical explanations. There are only a few shortcomings worth mentioning. Aventail Vpn Client Download Windows 7.
PDF site license. PDF book. Available for immediate download. Hospital planning demands the same careful thought that is the foundation of any modern Much of these No signup or install This book is a Download full-text PDF The process of planning, design and construction of hospitals involves the coordination of many groups and agencies on many levels.
Planning, organisation and management of healthcare facilities are more and Employee health and safety is an area that has become a major source of mo- tivation behind many facilities planning studies. Under the law, an employer is required to provide a place of em- ployment free from recognized hazards and to comply with occupational safety and health standards set forth in the act.
Because of these stringent requirements and attendant penalties, it is imperative during the initial design phase of a new facility or the redesign and revamping of an existing facility to give adequate consideration to health and safety norms and to elim- inate or minimize possible hazardous conditions within the work environment. By in- corporating vital health and safety measures into the initial design phase, the em- ployer may avoid fines for unsafe conditions and losses in money and human resources resulting from industrial accidents.
Energy conservation is another major motivation for the redesign of a facility. En- ergy has become an important and expensive raw material. Equipment, procedures, and materials for conserving energy are introduced to the industrial marketplace as fast as they can be developed.
As these energy-conserving measures are introduced, com- panies should incorporate them into their facilities and manufacturing process. Since its introduction in , LEED has become an important factor in assuring that the envi- ronmental and energy implications of facilities planning are fully addressed. These changes often necessitate changes in other aspects of the facility design. For example, in some of the energy-intensive industries, companies have found it economically feasible to modify their facilities to use the energy discharged from the manufacturing processes to heat water and office areas.
In some cases, the addition of ducting and service lines has forced changes in material flows and the relocation of in-process inventories. If a company is going to retain a competitive edge today, it must reduce its consumption of energy. One method of doing this is to modify facilities or redesign material handling systems and manufacturing processes to accommodate new en- ergy-saving measures. Other factors that motivate investment in new facilities or the alteration of ex- isting facilities are community considerations, fire protection, security, and the Americans with Disabilities Act ADA of Community rules and regulations re- garding noise, air pollution, and liquid and solid waste disposal are frequently cited as reasons for the installation of new equipment that requires modification of facili- ties and systems operating policies.
The enactment of this legislation has resulted in a significant increase in the alteration of existing facilities and has radi- cally shaped the way facilities planners approach planning and design. The act impacts all elements of the facility, from parking space allocation and space design, ingress and egress ramp requirements, and restroom layout to drinking-fountain rim heights.
Com- panies are aggressively spending billions of dollars to comply with the law, and those involved with facilities planning must be the leaders in pursuing the required changes. In many instances, these fires can be at- tributed to poor housekeeping or poor facilities design.
Companies are now care- fully seeking modifications to existing material handling systems, storage systems, and manufacturing processes to lower the risk of fire. Pilferage is yet another major and growing problem in many industries today. The amount of control designed into material handling, flow of materials, and design of the physical facility can help reduce losses to a firm. This will ensure that the other objectives are in alignment with what drives the enterprise, namely revenues and profits from customers.
Many entities lose sight of the importance their customers have to their existence. Looking at customers as an internal element of the supply chain allows the focus to sustain itself indefinitely. Too many companies, governmental agencies, educational institutions, and services become so focused on the other internal ele- ments and issues that the primary end-customer focus is lost. Many cannot properly define who their primary end customers are, and they fail as a result.
By incorporating the primary end customer into the supply chain and building the communication links and other infrastructure, the primary end cus- tomer is now a part of the entire supply chain, as it should be. As a result, the facil- ities planning process will take place with this primary end customer as the focus. It is not reasonable to expect that one facility design will be superior to all oth- ers for every objective listed.
Some of the objectives conflict. Hence, it is important to evaluate carefully the performance of each alternative, using each of the appro- priate criteria. Although a facility is planned only once, it is frequently replanned to synchronize the facility and its constantly changing objectives. The facilities planning and replanning processes are linked by the continuous improvement facilities plan- ning cycle shown in Figure 1.
This process continues until a facility is torn down. The facility is continuously improved to satisfy its constantly changing objectives. Even though facilities planning is not an exact science, it can be approached in an organized, systematic way.
The traditional engineering design process can be applied to facilities planning as follows: 1. Define the problem. Volumes or levels of activity are to be identified when- ever possible. The role of the facility within the supply chain must also be defined.
The primary and support activities to be per- formed and requirements to be met should be specified in terms of the operations, equipment, personnel, and material flows involved. Sup- port activities allow primary activities to function with minimal inter- ruption and delay. As an example, maintenance is a support activity for manufacturing. Analyze the problem. 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 quanti- tative and qualitative relationships should be defined. Determine the space requirements for all activities. All equipment, material, and personnel requirements must be considered when calculating space re- quirements for each activity.
Generate alternative designs. 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. De- pending on the particular situation, the facility location decision and the facility design decision can be decoupled.
Evaluate the alternatives. On the basis of accepted criteria, rank the plans specified. For each, determine the subjective factors in- volved and evaluate whether and how these factors will affect the facil- ity or its operation. Select the preferred design. 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. Implement the design. Understand external issues 1B. Understand the Establish facilities Obtain Implement plans Audit results organization planning design organization's 11 12 model of success criteria commitment 1A 2 3.
Obtain support for improvement Understand Establish teams plans internal issues 4 10 1C. Define Evaluate Identify Assess Identify improvement alternative alternative present specific goals plans approaches approaches status 6 9 8 7 5.
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.
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 han- dling 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. As indicated in the first step, it is necessary to identify the products to be produced or services to be pro- vided in specific, quantifiable terms.
In the case of potential modifica- tions, expansions, and so on for existing facilities, all recognized changes must be considered and integrated into the layout plan.
A novel approach to contemporary facilities planning is the winning facilities planning process, as shown in Figure 1. A more detailed explanation of the win- ning facilities planning process is shown in Table 1. The model of success referred to in Figure 1. Experience has shown that in order for the facilities plan to be successful, a clear understanding is needed of not only the vision but also the mission, the requirements of success, the guiding principles, and the evidence of success.
The definitions of these five elements are 1. Vision: A description of where you are headed 2. A coor- dinated effort is required if external issues are to be well understood. This step requires that management determine the criteria. This commitment must be uncompromised. Teams having a broad-based representation and the ability to make decisions should be established for each design requirement. These teams must be uncompromised. This assessment will result in the baseline against which improvements will be measured.
Both quantitative and qualitative factors should be assessed. The investigation of all feasible alternatives. The economic evaluation should adhere to corporate guidelines while estimating the full economic benefit of pursuing each alternative.
Define a detailed implementation and cash flow schedule. Document the improvement plans. Help management visualize the improved operation. Oversee development, installation, soft load, startup, and debugging. Train operators and assure proper systems utilization. Stay with effort until results are achieved. Document actual systems operation. Compare results with the specified goal and anticipated performance.
Identify and document discrepancies. Provide appropriate feedback. Requirements of success. Requirement of Success: The science of your business 4. Guiding Principles: The values to be used while pursuing the vision 5.
Evidence of Success: Measurable results that will demonstrate when an organi- zation is moving toward its vision To help people understand where their organization is headed, it is often use- ful to illustrate the first four elements of the model of success in graphical form, as shown in Figure 1.
In Table 1. The first phases of the facilities planning process involve either the initial definition of the objectives of a new facility or the updating of an existing facility. These first phases are undertaken by the people charged with overall responsibility for facilities planning and management of the facility. The second phase of the facilities planning process is assessing the present status, identifying specific goals, identifying alternative approaches, evaluating alter- native approaches, defining improvement plans, and obtaining support for im- provement.
The final phase consists of implementing the plans and auditing the results. In applying the facilities planning concepts, an iterative process is often re- quired to develop satisfactory facilities plans. The iterative process might involve considerable overlap, backtracking, and cycling through the analysis, generation, evaluation, and selection steps of the engineering design process.
At this point, a word of caution seems in order. You should not infer from our emphasis on a unified approach to facilities planning that the process of replanning a pantry in a cafeteria is identical to planning a new manufacturing facility. The scope of a project does affect the intensity, magnitude, and thoroughness of the study. However, the facility planning process described above and depicted in Figure 1.
Define or redefine 1A. Understand the organiza- objective of the tion model of success. Understand external issues. Specify primary and 1C. Understand internal issues. Establish facilities planning design criteria. Obtain organizational commitment. Phase II Analyze the 3. Determine the 4.
Establish teams. Assess present status. Generate 4. Determine space 6. Identify specific goals. Identify alternative Evaluate the 5. Generate alternative approaches. Evaluate alternative Select the 6. Evaluate alternative approach. Define improvement plans. Select a facilities Obtain support for plan. Phase III Implement the 8. Implement the plan. Implement plans.
Maintain and adopt Audit results. Redefine the objective of the facility. As shown in Figure 1. The term strategic planning appears to have originated in the military.
Our concern is with the latter usage. Define or 9. Maintain and redefine the adapt the 2. Determine the interrelationships 7. Determine 6. Evaluate the space alternative requirements facilities 5. Generate plans for all alternative activities facilities plans. Define 9. Maintain and or redefine adapt the health needs hospital plan.
Specify the medical services 8. Evaluate the space alternative requirements hospital 5. Generate plans for all alternative services hospital plans. Cost of making design changes. Among the resources available are marketing resources, manufacturing resources, distribution resources, and supply chain resources. Hence, marketing strategies, manufacturing strategies, distribution strategies, and supply chain strate- gies can be developed to support the achievement of the business objectives.
In a real sense, facilities planning is itself a strategic process and must be an integral part of overall corporate strategy. Furthermore, business strategies tended to be limited to a consideration of such issues as acquisition, finance, and marketing.
Consequently, decisions were often made without a clear understanding of the impact on the supply chain or on such support functions as facilities, material handling, information systems, and purchasing. As an illustration, suppose an aggressive market plan is approved without the realization that supply chain capacity is inadequate to meet the plan. Furthermore, suppose the lead times required to achieve the required capacity are excessive. As a result, the market plan will fail because the impact of the plan on people, equipment, and space was not adequately comprehended.
A winning facilities plan must consider integrating all elements that will impact the plan. An example of the accumulating benefits that can result from integrating operations is shown in Figure 1. Business Week, Industry Week, Time, Fortune, and other business publications have focused on the competitiveness of America. This attention reflects the growing awareness in the business community of the importance of improved supply chains and technology.
Because of this, Increase we can improve the number customer service of units sold. Because of this, Because of this, Because of this, we can invest in we can produce we can produce improved, flexible in smaller a broader line manufacturing lot sizes of options facilities.
Because of this, Because of this, we can reduce we can increase inventories quality. Because of this, manufacturing unit costs decrease. It is from these supply chain strategies that facilities strategies must be developed, and from these strategies, facilities plans developed.
Team-based im- plementation of company objectives will ensure that all members of the organiza- tion are involved in their achievement. It is important to recognize that each functional strategy is multidimensional. Namely, each must sup- port or contribute to the strategic plan for the entire organization. Furthermore, each must have its own set of objectives, strategies, and tactics. As previously stated, one method used to ensure that the objectives are effec- tively translated into action is the model of success.
The model of success is effec- tive because it is lateral rather than hierarchical in its approach. With the traditional top-down approach, only a handful of people are actively involved in ensuring that the objectives are met by driving these goals and plans into action.
The lateral struc- ture of the model of success communicates to everyone in an organization where the organization is headed. The facilities planning process can be improved in a number of ways. Three po- tential dimensions for improvement are illustrated in Figure 1. Suppose the objective is to increase the size of the box shown. One approach is to make it taller by focusing on the physical aspects of facilities planning, for example, buildings, equipment, and people.
Another approach is to make the box wider by focusing on control aspects of facilities planning, for example, space standards, materials control, stock locator sys- tems, and productivity measures. While it is possible to make the box taller and wider, we must not overlook the benefits provided by the third dimension: time. To make the box deeper requires time for planning. Sufficient lead time is needed to do it right!
Another way to improve this process is to do it in the context of supply chain synthesis, a process that is well defined, integrated, and based on continuous im- provement for maximized supply chain performance. It also harnesses the energy of change and has no information delays. The facilities planning process should also be well defined as to how each function fits, interacts, and integrates.
Otherwise, critical information will be lost or an important link will be missing, and all will be lost. The facilities planning process should be integrated and not allow selfishness. This includes eliminating silos and focusing all functions on customer satisfaction. To eliminate silos, we synthesize the whole supply chain from its origination point to the ultimate customer. The result is a focus on continuous improvement.
In the facilities planning process, everyone involved should understand the en- ergy of change and have a desire to harness this energy for the competitive advantage of the total pipeline. This involves courage and innovation. By harnessing change, we can turn it into an asset. It requires true partnerships and an integration of information.
Communication is critical, robust, and simultaneous. Facilities planning should be a continuous improvement process focused on achieving total performance excellence with the objectives presented earlier.
Be- cause all parties involved in the plan focus on these objectives, facilities planning excellence will be achieved. A number of internal functional areas tend to have a significant impact on fa- cilities planning, including supply chain marketing, product development, manufac- turing, production and inventory control, human resources, and finance.
For example, facility location will be impacted by the sourcing decision of materials, and material handling will be affected by decisions related to unit volume, product mix, packaging, service levels for spares, and delivery times.
Product development and design decisions affect processing and materials re- quirements, which in turn affect layout and material handling. Changes in materials, component shapes, product complexity, number of new part numbers and package sizes introduced due to a lack of standardization in design , stability of product de- sign, and the number of products introduced will affect the handling, storage, and control of materials.
Decisions concerning the global supply chain, the degree of vertical integration, the types and levels of automation, the types and levels of con- trol over tooling and work-in-process, plant sizes, and general-purpose versus spe- cial-purpose equipment can affect the location and design of facilities.
Planning and inventory control decisions affect the layout and handling sys- tem. Lot size decisions, scheduling, in-process inventory requirements, inventory turnover goals, inventory storage location in the supply chain, and approaches used to deal with seasonal demand affect the facilities plan.
Human resources and finance decisions related to capital availability, labor skills and stability, staffing levels, inventory investment levels, organizational design, and employee services and benefits will impact the size and design of facilities, as well as their number and location.
Space and flow requirements will be affected by financial and human resources decisions. In turn, they have an impact on the stor- age, movement, protection, and control of material. For the facilities plan to support the overall strategic plan, it is necessary for fa- cilities planners to participate in the development of the plan.
Typically, facilities planners tend to react to the needs defined by others, rather than participate in the decision making that creates the needs. A proactive rather than a reactive role for fa- cilities planning is recommended. The model of success approach will ensure that facilities planners are on board, focusing on the overall direction of the company.
Close coordination is required in developing facilities plans to support the global supply chain. Manufacturing—facilities planning and distribution—facilities plan- ning interfaces are especially important. Five- and year technology targets should be identified and an implementation plan developed to facilitate the required evolution.
By asking such questions, an uncer- tainty envelope can be developed for facility requirements. Also, in translating market projections to requirements for facilities, it is important to consider learn- ing-curve effects, productivity improvements, technological forecasts, and site- capacity limits. The following 10 issues may have a long-range impact on the strategic facili- ties plan: 1.
Centralized versus decentralized storage of supplies, raw materials, work- in-process, and finished goods for single- and multibuilding sites, as well as single- and multisite companies 3.
Acquisition of existing facilities versus design of modern factories and distribu- tion centers of the future 4. Flexibility required because of market and technological uncertainties 5. Interface between storage and manufacturing 6. Control systems, including material control and equipment control, as well as level of distributed processing 8.
Movement of material between buildings and between sites, both inbound and outbound 9. Design-to-cost goals for facilities. The following actual situations are presented to illustrate the need for improved planning. The supply chains consisted of duplicate planning functions, execution systems, and facility locations. 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.
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