Oscillating Tower Fan Case Study

OSCILLATING TOWER
FAN CASE STUDY

Bryan Maula 32996
Deewan Persaud 26871
Arya Russell 90939
IND 303
Work Measurement Analysis and Design
Dr. K. Donald Tham
November 28, 2011
A Manufacturing and
Feasibility Study
Table of Contents
1.0 Executive Summary
2.0 Introduction
3.0 Reverse Engineering Process
3.1 Product Structure Tree
3.2 Indented Bill of Materials
3.3 Operations Process Chart
4.0 Operational Work Specifications
4.1 Human Factors and Ergonomics Engineering
4.1.1 Elbow Rest Height (ERH)
4.1.2 Eye Height Sitting (EHS)
4.1.3 Elbow to Elbow Breadth (EEB)
4.1.4 Thigh Clearance Height (TCH)
4.1.5 Knee Height (KH)
4.1.6 Buttock-Knee Length (BKL)
4.1.7 Hip Breadth (HB)
4.1.8 Vertical Arm Reach (VAR)
4.1.9 Functional Arm Reach (FAR)
4.1.10 Popliteal Height (PH)
4.1.11 Human Factors and Ergonomics Engineering Summary
4.2 Work Station Layout, Fixtures and Operator Job Instructions
4.2.1 Assembly Group 1 (Oscillator Assembly)
4.2.2 Assembly Group 2 (Assembly of Synchronous Motor and Oscillator)

4.2.3 Assembly Group 3 (Assembly of Motor)
4.2.4 Assembly Group 4 (Motor Wiring)
4.2.5 Assembly Group 5 (Welding to Chip and Chip Housing)
4.2.6 Assembly Group 6 (Motor Assembly to Upper Body)
4.2.7 Assembly Group 7 (Fan Blade Cylinder to Upper Body)
4.2.8 Assembly Group 8 (Assembly of Motor and Upper Body and Lower Body)
4.2.9 Assembly Group 9 (Packaging I)
4.2.10 Assembly Group 10 (Packaging II)
4.3 Pre-Determined Time Measurement
4.3.1 MTM-1 Analysis
4.3.2 MOST Analysis
5.0 Customer Fulfilment Planning
5.1 Customer Demand Forecast
5.2 Warehouse Storage
5.3 Just-in-Time Delivery Schedules
5.3.1 Sears Just In Time Deliveries
5.3.2 Canadian Tire Just In Time Deliveries
5.3.3 Wal-Mart Just In Time Deliveries
5.3.4 Just In Time Delivery Summary
6.0 Human Resource Planning
7.0 Plant Layout
7.1 Facilities Planning
7.2 Plant Description
8.0 Cost Analysis
Cost of supply of all manufactured parts and packaging materials

Cost of labour
Cost of employee benefits
Cost of plant and warehouse space
Cost of property tax
Cost of building insurance
Cost of hydro and water
Cost of ergonomic workbench and operator chairs
Cost of assembly bins
Cost of tools
Cost of fixtures
Cost of conveyors
Cost of pallets
Cost of shrink wrapping equipment
Cost of shrink wrap material
Cost of electric forklifts
Total cost
9.0 Conclusions and Recommendations
Appendix A – CAD Drawings
Appendix B – Customer Demand Forecasts
Appendix C – Evaluation Schema
Bibliography
1.0 Executive Summary
Industrial engineers design systems by considering both the procedures for planning, measuring and
controlling all activities within the organization, and the physical workplace where human activity
occurs. This case study describes and analyzes the specifics of product design including reverse
engineering, human factors, work measurement, simultaneous engineering and method study. These
specific factors of product design along with production planning and inventory control allow for the
design of a plant layout including all workstations, administrative offices, shipping and receiving docks,
and storage facilities. A cost analysis is conducted to determine the feasibility of the manufacturing
process and the suggested sales price to allow for profit. Based on the cost analysis, it was found that
the production of this tower fan is feasible and should be distributed and sold. Several other
conclusions were drawn and recommendations were made to improve the assembly operations.
2.0 Introduction
Global Manufacturing Inc. has decided to carry out a feasibility study for a Honeywell HY-145C 40”
Tower Fan model. As a start, they have identified the suppliers that can provide us with the parts that
will be required to carry out the assembly of the tower fan.
This report will break down the entire assembly and packaging processes after the required parts as per
the bill of materials are received from the suppliers. From the bill of materials, a product structure tree
and exploded view will be developed. Proper workplace layouts will be determined in order to meet
ergonomic and human factors requirements while promoting the best motion economy possible.
Following this, proper job instructions for each assembly station as well as fair and equitable time
standards will be established using MTM-1 analysis and taking into account simultaneous motions
where possible. Once the products are assembled and packaged, they will be shipped to our three
customers – Sears, Canadian Tire and Wal-Mart. Cost-analysis methods and operations management will
be used to determine the most efficient and effective ways to go about workers’ regular and overtime
scheduling, warehouse capacity needed and delivery to ensure customer demands are met in regards to
both quality and quantity.
In order to ensure all of these requirements were met, effective project management techniques were
necessary. This included a Gantt chart which was followed as much as possible. However, due to
complications such as other term projects, midterms and group issues the deadline was postponed a
week past the original due date. The MTM-1 analysis was delayed slightly causing all of the tasks
following it to be delayed as well as nothing else could be done until it was complete. With some
productive group meetings throughout the course of the project, it was ensured that the completion
date was not pushed back even further than it had already been.
Figure 1.0 Project Gantt chart

3.0 Reverse Engineering Process
The reverse engineering process involves breaking the product and its assembly into all its basic
components. The fan is broken down into subassemblies in the product structure tree. Also, each part
including every type of screw and washer used is outlined and given a part number in the indented bill
of materials. The quantity of each part found in the entire fan is also listed in the bill of materials.
Finally, the major steps taken at each workstation in the assembly line are shown in the operations
process chart.
3.1 Product Structure Tree

The product structure tree outlines the relationship between the parts used to make up the entire fan.
In order to create the product structure tree, the indented bill of materials was first created to show
every single part that goes into assembling the fan. The part numbers were coded especially so that
inventory could be made easy and also to make it easier for changes to be made to the design if
necessary. A sample coding is shown below followed by the bill of materials and product structure tree
itself.
F-02-05-04-09
MAIN PART 2nd ITEM IN FIRST LAYER OF PRODUCT TREE 9th ITEM IN FOURH LAYER OF PRODUCT TREE
Figure 3.1.0 Product Structure Tree
3.2 Indented Bill of Materials

The products listed in the bill of materials are shown as they are ordered from outsourced companies.
That is to say that if a part such as the motor is ordered, it is understood that the motor itself is a sub-
assembly which contains its own sub-assemblies. However it will just be listed as motor as that is the
way it was received by our company. It was not in any way assembled from two or more separate parts.
F-16 and its sub-parts are not included in the product structure tree as it is merely just an accessories
bag. It is included here to outline the number of the different types of screws, washers, etc. that are
necessary for the tower fan assembly.
Table 3.2.0 Indented bill of materials
Part Number Part Description Qty.
F Packaged Tower Fan 1
F-01 Tape N/A
F-02 Cardboard Box 1
F-02-01 Small Plastic Bag 1
F-02-01-01 Remote 1
F-02-02 Medium Plastic Bag 2
F-02-02-01 Front Fan Base 1
F-02-02-02 Back Fan Base 1
F-02-03 Large Plastic Bag 1
F-02-03-01 Assembled Tower Fan 1
F-02-03-01-01 Front Section of Lower Body 1
F-02-03-01-01-01 Long Screws 4
F-02-03-01-02 Upper Body Assembly 1
F-02-03-01-02-01 Front Section of Upper Body 1
F-02-03-01-02-02 Back Section of Upper Body 1
F-02-03-01-02-02-01 Short Screws 2
F-02-03-01-02-02-02 Medium Screws 2
F-02-03-01-02-03 Wire Housing 1
F-02-03-01-02-03-01 Short Screw 1
F-02-03-01-02-04 Wired Motor Assembly w/ Chip 1
F-02-03-01-02-04-01 Chip 1
F-02-03-01-02-04-02 Wired Motor Assembly 1
F-02-03-01-02-04-02-01 Capacitor 1
F-02-03-01-02-04-02-01-01 Medium Screw 1
F-02-03-01-02-04-02-02 Motor Assembly 1
F-02-03-01-02-04-02-02-01 Motor Mount 1
F-02-03-01-02-04-02-02-01-01 Long Screws 4
F-02-03-01-02-04-02-02-03 Fan Motor 1
F-02-03-01-02-04-02-02-02-01 Long Screws 4
F-02-03-01-02-04-02-02-02 Oscillator w/ Synchronous Motor Assembly 1
F-02-03-01-02-04-02-02-02-01 Connector Arm 1
F-02-03-01-02-04-02-02-02-01-01 Medium Screws 2
F-02-03-01-02-04-02-02-02-01-02 Washers 2
F-02-03-01-02-04-02-02-02-02 Oscillator Assembly 1
F-02-03-01-02-04-02-02-02-02-01 Oscillator Arm 1
F-02-03-01-02-04-02-02-02-02-01-01 Clamp 1
F-02-03-01-02-04-02-02-02-02-02 Oscillator Plate 1
F-02-03-01-02-04-02-02-02-02-03 Oscillator Body 1
F-02-03-01-02-04-02-02-02-02-03-01 Washer 1
F-02-03-01-02-04-02-02-02-03 Synchronous Motor 1
F-02-03-01-02-04-02-02-02-03-01 Short Screws 2
F-02-03-01-02-04-02-03 Wire Protector N/A
F-02-03-01-02-04-02-04 Insulator Caps 8
F-02-03-01-02-04-03 Chip Housing Base 1
F-02-03-01-02-04-03-01 Short Screws 4
F-02-03-01-02-05 Button Grid 1
F-02-03-01-02-06 Protective Shield 1
F-02-03-01-02-06-01 Short Screws 3
F-02-03-01-02-07 Fan Blade Cylinder 1
F-02-03-01-02-07-01 Short Screws 3
F-02-03-01-02-08 Chip Housing Cover 1
F-02-03-01-02-08-01 Short Screws 4
F-02-03-01-02-09 Medium Screws 4
F-02-03-01-02-10 Fan Blade Cylinder Plate 1
F-02-03-01-03 Back Section of Lower Body 1
F-02-03-01-03-01 Short Screws 2
F-02-03-01-03-02 Medium Screws 4
F-02-04 Styrofoam End-caps 2
F-02-05 Central Styrofoam 1
F-02-06 Re-sealable Plastic Bag 1
F-02-06-01 Owner’s Manual 1
F-02-06-02 AAA Batteries 2
3.3 Operations Process Chart

The operations process chart below breaks down the production of this fan into the individual steps that
occur at each workstation of the assembly line. These steps consist of operations such as mating parts
together, inspections and movements such as placing parts on conveyors. It also includes the standard
time necessary to complete each step of the process.
4.0 Operational Work Specifications
4.1 Human Factors and Ergonomics Engineering

Ergonomics and human factors are very important when it comes to designing workstations for the
human operator. By utilizing various human factors tools, companies are able to reduce grievances
significantly, especially in operations where workers are performing repetitive tasks. In our company, all
operators but the ones working in the packaging stations are seated while they work. In order to design
ergonomic workstations for these operators, the ranges of distance/heights for the main factors
associated with sitting must be determined. These factors are: elbow rest height,eye height sitting,
elbow to elbow breadth, thigh clearance height, knee height, buttock-knee distance, hip breadth,
vertical and functional arm reach when sitting and popliteal height. To carry out the calculations, the
standard deviation using the 95th percentile male and 5th percentile female are determined. The reason
for the 95th percentile male is because this accounts for the larger side of the desired population.
Likewise, the 5th percentile female accounts for the smaller side of the desired population. Combining
and designing for both, accounts for as much of the desired population as possible that one is trying to
cover. In this case, we are trying to design for the middle 70% of the male and female population. The
calculations of the ranges of heights for the factors mentioned above are shown below. All values are
calculated using their respective fractions of stature.
4.1.1 Elbow Rest Height (ERH)

The reason we wish to know the elbow rest height is because it gives us the range of the sitting working
height of the operator so that we may design the chair accordingly. For the assembly tasks to be
performed within this plant, high precision is not necessary so it will be optimal to design the worktable
height according to the range specified here to be the resting elbow height.
Male
𝑥0.95 –𝑥𝑥𝑥50𝑥
Z0.95 = 1.645 =
𝑥
0.15(185)− 0.135(175)
𝑥= = 2.51
1.645
Now, the elbow rest height applicable to the male population being designed for can be
calculated.
𝑥0.85 –𝑥𝑥𝑥50𝑥
Z0.85 = 1.037 = 𝑥
𝑥0.85 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.85
𝑥0.85 = 1.037(2.51) + 0.135(175) = 26.23 𝑥𝑥
Female
𝑥0.05 –𝑥𝑥𝑥50𝑥
Z0.05 = -1.645 = 𝑥
0.122(152)− 0.14(162)
𝑥= = 2.51
−1.645
Now, the elbow rest height applicable to the female population being designed for can be
calculated.
𝑥0.15 –𝑥𝑥𝑥50𝑥
Z0.15 = 0.384 = 𝑥
𝑥0.15 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.15

𝑥0.15 = 0.384(2.51) + 0.14(162) = 23.6 𝑥𝑥
This yields a range of 23.6 cm to 26.2 cm for the elbow rest height.
4.1.2 Eye Height Sitting (EHS)

This is a crucial factor because it lets us know exactly where visual displays should be placed to
suit the operators. This is especially important for workstation job instruction sheets.
Male
𝑥0.95 –𝑥𝑥𝑥50𝑥
Z0.95 = 1.645 = 𝑥
0.457(185)− 0.454(175)
𝑥= = 3.1
1.645
Now, the seated eye height applicable to the male population being designed for can be
calculated.
𝑥0.85 –𝑥𝑥𝑥50𝑥
Z0.85 = 1.037 = 𝑥
𝑥0.85 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.85

𝑥0.85 = 1.037(3.1) + 0.454(175) = 82.7 𝑥𝑥
Female
𝑥0.05 –𝑥𝑥𝑥50𝑥
Z0.05 = -1.645 = 𝑥
0.45(152)− 0.455(162)
𝑥= = 3.2
−1.645
Now, the seated eye height applicable to the female population being designed for can be
calculated.
𝑥0.15 –𝑥𝑥𝑥50𝑥
Z0.15 = 0.384 = 𝑥
𝑥0.15 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.15

𝑥0.15 = 0.384(3.2) + 0.455(162) = 75.0 𝑥𝑥
This gives a range of 75.0 cm to 82.7 cm for the sitting eye height. This means visual displays
should be placed above the seat between this range.
4.1.3 Elbow to Elbow Breadth (EEB)

This factor helps to give an indication of how wide the back rest of the chair should be.
Male
𝑥0.95 –𝑥𝑥𝑥50𝑥
Z0.95 = 1.645 = 𝑥
0.276(185)− 0.256(175)
𝑥= = 3.8
1.645
Now, the elbow to elbow breadth applicable to the male population being designed for can be
calculated.
𝑥0.85 –𝑥𝑥𝑥50𝑥
Z0.85 = 1.037 = 𝑥
𝑥0.85 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.85

𝑥0.85 = 1.037(3.8) + 0.256(175) = 48.7 𝑥𝑥
Female
𝑥0.05 –𝑥𝑥𝑥50𝑥
Z0.05 = -1.645 = 𝑥
0.197(152)− 0.22(162)
𝑥= = 3.5
−1.645
Now, the elbow to elbow breadth applicable to the female population being designed for can be
calculated.
𝑥0.15 –𝑥𝑥𝑥50𝑥
Z0.15 = 0.384 = 𝑥
𝑥0.15 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.15

𝑥0.15 = 0.384(3.5) + 0.22(162) = 37.0 𝑥𝑥
This yields a range of 37.0 cm to 48.7 cm for the back rest width. It should also be noted that the
backrest should be designed in such a way that it contours to match the lower back of the
operator to allow for even pressure and support.
4.1.4 Thigh Clearance Height (TCH)

This factor is all about ensuring that the operator’s thighs have enough room underneath the
worktable. If the thighs are restricted, this may cause discomfort and possibly slow circulation
throughout the legs.
Male
𝑥0.95 –𝑥𝑥𝑥50𝑥
Z0.95 = 1.645 = 𝑥
0.093(185)− 0.086(175)
𝑥= = 1.3
1.645
Now, the thigh clearance applicable to the male population being designed for can be calculated.
𝑥0.85 –𝑥𝑥𝑥50𝑥
Z0.85 = 1.037 = 𝑥
𝑥0.85 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.85

𝑥0.85 = 1.037(1.3) + 0.086(175) = 16.4 𝑥𝑥
Female
𝑥0.05 –𝑥𝑥𝑥50𝑥
Z0.05 = -1.645 = 𝑥
0.077(152)− 0.087(162)
𝑥= = 1.5
−1.645
Now, the thigh clearance applicable to the female population being designed for can be
calculated.
𝑥0.15 –𝑥𝑥𝑥50𝑥
Z0.15 = 0.384 = 𝑥
𝑥0.15 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.15

𝑥0.15 = 0.384(1.5) + 0.087(162) = 14.7 𝑥𝑥
This yields a range of 14.7 cm to 16.4 cm for the thigh clearance beneath the table. It should also
be added that an addition could be made to ease circulation when concerned with the legs
underneath the table. That is to make the seat with a “waterfall” front to naturally slope the
thighs downwards and increase circulation to the legs.
4.1.5 Knee Height (KH)
In addition to thigh clearance, when the operator sits down, they will need a certain amount of
vertical leg room. This can be accounted for by determining the knee height range as shown
below.
Male
𝑥0.95 –𝑥𝑥50𝑥
Z0.95 = 1.645 = 𝑥
0.317(185)− 0.311(175)
𝑥= = 2.6
1.645
Now, the knee height applicable to the male population being designed for can be calculated.
𝑥0.85 –𝑥𝑥50𝑥
Z0.85 = 1.037 = 𝑥
𝑥0.85 𝑥 + 𝑥𝑥50𝑥 = 𝑥0.85

𝑥0.85 = 1.037(2.6) + 0.311(175) = 57.12 𝑥𝑥
Female
𝑥0.05 –𝑥𝑥50𝑥
Z0.05 = -1.645 = 𝑥
0.300(152)− 0.305(162)
𝑥= = 2.32
−1.645
Now, the knee height applicable to the female population being designed for can be calculated.
𝑥0.15 –𝑥𝑥50𝑥
Z0.15 = 0.384 = 𝑥
𝑥0.15 𝑥 + 𝑥𝑥50𝑥 = 𝑥0.15

𝑥0.15 = 0.384(2.32) + 0.305(162) = 50.30 𝑥𝑥
This gives a range of 50.30 cm to 57.12 cm for the knee height.
4.1.6 Buttock-Knee Length (BKL)

There should be ample room for the operator’s legs under the table i.e. the worker’s knees should
not touch the back section under the table. This distance is defined as the buttock-knee length
and a range that would account for the middle 70% of the male and female population is
calculated below.
Male
𝑥0.95 –𝑥𝑥𝑥50𝑥
Z0.95 = 1.645 = 𝑥
0.346(185)− 0.342(175)
𝑥= = 2.53
1.645
Now, the buttock-knee length applicable to the male population being designed for can be
calculated.
𝑥0.85 –𝑥𝑥𝑥50𝑥
Z0.85 = 1.037 = 𝑥
𝑥0.85 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.85

𝑥0.85 = 1.037(2.53) + 0.342(175) = 62.47 𝑥𝑥
Female
𝑥0.05 –𝑥𝑥𝑥50𝑥
Z0.05 = -1.645 = 𝑥
0.344(152)− 0.353(162)
𝑥= = 2.98
−1.645
Now, the buttock knee length applicable to the female population being designed for can be
calculated.
𝑥0.15 –𝑥𝑥𝑥50𝑥
Z0.15 = 0.384 = 𝑥
𝑥0.15 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.15

𝑥0.15 = 0.384(2.98) + 0.353(162) = 58.33 𝑥𝑥
This yields a range of 58.33 cm to 62.47 cm for the buttock knee length.
4.1.7 Hip Breadth (HB)

In order to make the chair as comfortable as possible, it would be necessary that the seat width
accommodates all of the population we are targeting. To do, we will calculate the hip breadth
range of the operator.
Male
𝑥0.95 –𝑥𝑥50𝑥
Z0.95 = 1.645 = 𝑥
0.213(185)− 0.203(175)
𝑥= = 2.36
1.645
Now, the hip breadth applicable to the male population being designed for can be calculated.
𝑥0.85 –𝑥𝑥50𝑥
Z0.85 = 1.037 = 𝑥
𝑥0.85 𝑥 + 𝑥𝑥50𝑥 = 𝑥0.85

𝑥0.85 = 1.037(2.36) + 0.203(175) = 37.97 𝑥𝑥
Female
𝑥0.05 –𝑥𝑥50𝑥
Z0.05 = -1.645 = 𝑥
0.213(152)− 0.224(162)
𝑥= = 2.38
−1.645
Now, the hip breadth applicable to the female population being designed for can be calculated.
𝑥0.15 –𝑥𝑥50𝑥
Z0.15 = 0.384 = 𝑥
𝑥0.15 𝑥 + 𝑥𝑥50𝑥 = 𝑥0.15

𝑥0.15 = 0.384(2.38) + 0.224(162) = 37.20 𝑥𝑥
This gives a range of 37.20 cm to 37.97 cm for hip breadth.
4.1.8 Vertical Arm Reach (VAR)

When the operator is sitting down, it is important that any overhead tools or shelves that need to
be accessed be included within this reach. The range for this factor is calculated as shown below.
Male
𝑥0.95 –𝑥𝑥𝑥50𝑥
Z0.95 = 1.645 = 𝑥
0.800(185)− 0.795(175)
𝑥= = 5.40
1.645
Now, the vertical arm reach applicable to the male population being designed for can be
calculated.
𝑥0.85 –𝑥𝑥𝑥50𝑥
Z0.85 = 1.037 = 𝑥
𝑥0.85 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.85

𝑥0.85 = 1.037(5.40) + 0.795(175) = 144.72 𝑥𝑥
Female
𝑥0.05 –𝑥𝑥𝑥50𝑥
Z0.05 = -1.645 = 𝑥
0.785(152)− 0.799(162)
𝑥= = 6.15
−1.645
Now, the vertical arm reach applicable to the female population being designed for can be
calculated.
𝑥0.15 –𝑥𝑥𝑥50𝑥
Z0.15 = 0.384 = 𝑥
𝑥0.15 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.15

𝑥0.15 = 0.384(6.15) + 0.799(162) = 131.80 𝑥𝑥
This gives a range of 131.80 cm to 144.72 cm for vertical arm reach. This means if tools are to be
hung overhead such as the air wrench used for screws, it cannot be placed higher than 144.72 cm
above the worktable where the operator’s hands rest.
4.1.9 Functional Arm Reach (FAR)

The operator will also be required to grasp objects in front of him on the worktable. To
determine the range of reach for our desired population, we will calculate the functional arm
reach.
Male
𝑥0.95 –𝑥𝑥𝑥50𝑥
Z0.95 = 1.645 = 𝑥
0.476(185)− 0.462(175)
𝑥= = 4.38
1.645
Now, the functional arm reach applicable to the male population being designed for can be
calculated.
𝑥0.85 –𝑥𝑥𝑥50𝑥
Z0.85 = 1.037 = 𝑥
𝑥0.85 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.85

𝑥0.85 = 1.037(4.38) + 0.462(175) = 85.39 𝑥𝑥
Female
𝑥0.05 –𝑥𝑥𝑥50𝑥
Z0.05 = -1.645 = 𝑥
0.435(152)− 0.445(162)
𝑥= = 3.63
−1.645
Now, the functional arm reach applicable to the female population being designed for can be
calculated.
𝑥0.15 –𝑥𝑥𝑥50𝑥
Z0.15 = 0.384 = 𝑥
𝑥0.15 𝑥 + 𝑥𝑥𝑥50𝑥 = 𝑥0.15

𝑥0.15 = 0.384(3.63) + 0.445(162) = 73.48 𝑥𝑥
This gives a range of 73.48 cm to 85.39 cm for functional arm reach. This means the farthest the
operator should have to reach for a tool or part is about 29 inches. Anything beyond that could
severely stress the arm of the operator and could cause muscle pains.
4.1.10 Popliteal Height (PH)

Last but definitely not the least of the factors that were chosen to help determine the most
ergonomic design for our workstations and chairs is popliteal height. This factor is probably the
most important out of all the relevant factors stated above as it aids in determining the ideal seat
height. If the seat is too high, it will compress the underside of the operator’s thighs. If it is too
low, it will cause the operator’s knees to rise uncomfortably and decrease the trunk angle. This
will cause an increase in disk pressure and could play a major role in grievances for the
company.
Male
𝑥0.95 –𝑥𝑥50𝑥
Z0.95 = 1.645 = 𝑥
0.255(185)− 0.249(175)
𝑥= = 2.19
1.645
Now, the popliteal height applicable to the male population being designed for can be calculated.
𝑥0.85 –𝑥𝑥50𝑥
Z0.85 = 1.037 = 𝑥
𝑥0.85 𝑥 + 𝑥𝑥50𝑥 = 𝑥0.85

𝑥0.85 = 1.037(2.19) + 0.249(175) = 45.85 𝑥𝑥
Female
𝑥0.05 –𝑥𝑥50𝑥
Z0.05 = -1.645 =
𝑥
0.245(152)− 0.251(162)
𝑥= = 2.08
−1.645
Now, the popliteal height applicable to the female population being designed for can be
calculated.
𝑥0.15 –𝑥𝑥50𝑥
Z0.15 = 0.384 = 𝑥
𝑥0.15 𝑥 + 𝑥𝑥50𝑥 = 𝑥0.15

𝑥0.15 = 0.384(2.08) + 0.251(162) = 41.46 𝑥𝑥
This yields a range of 41.46 cm to 45.85 cm for popliteal height. This means the seat should be
designed to be adjustable within this range. This will ensure that the operator’s feet always rests
flat on the ground as it should to promote good sitting posture.
4.1.11 Human Factors and Ergonomics Engineering Summary

By taking these factors into account when designing the workstations and acquiring ergonomic
chairs for the operators within our company, it will ultimately reduce fatigue and injuries, hence
allowing our operators to work at their maximum potential throughout the day. The table below
outlines the different factors as well as their ranges in cm.
Table 4.1.0. Ergonomic Factor Ranges

Factor Range (cm) Range (in)
Elbow rest height (ERH) 23.60 – 26.20 9.29 – 10.31
Eye height, sitting (EHS) 75.00 – 82.70 29.53 – 32.56
Elbow to elbow breadth (EEB) 37.0 – 48.70 14.57 – 19.17
Thigh clearance height (TCH) 14.70 – 16.4 5.79 – 6.46
Knee height (KH) 50.3 – 57.12 19.8 – 22.49
Buttock-knee length (BKL) 58.33 – 62.47 22.96 – 24.59
Hip breadth (HB) 37.20 – 37.97 14.65 – 14.95
Vertical arm reach (VAR) 131.80 – 144.72 51.89 – 56.98
Functional arm reach (FAR) 73.48 – 85.39 28.93 – 33.62
Popliteal Height (PH) 41.46 – 45.85 16.32 – 18.05
4.2 Work Station Layout, Fixtures and Operator Job Instructions

When designing our workstations, we carefully considered the principles of work design and motion
economy. For parts that are large, tubs were placed beside the operator. For smaller parts, gravity bins
were used. Their inner surface where the parts sit are titled on an angle to allow all parts to come to the
front to minimize reaching distance (gravity bins). These bins were also stacked one on top of the other
and so on meaning that the operator will not need to reach to a different position for a different part. By
stacking, it means that there is a set of clips on which bins can be attached and one bin is clipped above
the other. The bins are colour-coded to allow for easy distinguishing between parts. These bins were
also arranged on the side of the fixture corresponding to the hand which will be reaching to it and it was
also taken into account how far this reach would be from the previous location of the hand. To receive
parts from the previous workstation, such as the motor assembly, etc., the conveyor from the previous
workstation attaches to another conveyor which is controlled by the operator whose workstation the
part is going to. This conveyor is slower and takes the part down a slight slope into a tote pan. In the
case that there’s no more room in the tote pan, the operator can stop the conveyor belt so that the
parts do not contact each other and possibly cause damage. For large parts that are outsourced and
need to be used in a certain part of the assembly, they are brought in on a conveyor which stores the
skid holding the box of parts so the operator takes it straight out of the box as necessary. This idea can
be seen in Appendix A – CAD Drawings. Everything on the workstations is placed within the normal
range of reach and vision and fixtures specifically were placed in the optimal range of distance from the
worker. These fixtures are designed to aid the worker by assisting the worker with locating, clamping,
supporting and holding all elements of the work in place during the assembly process. All the fixtures in
our assembly line are to be first designed using wood as a mock-up and then refinements are made and
the actual fixture is constructed by casting it in iron and fabricating it from steel plates using welding.
The material to be used is magnesium. This ensures a long-lasting fixture life and protects it from wear
and tear of high production. Also, the foot pedal that activates the conveyor to send parts to the next
workstation is located right near where the worker rests his/her feet. This gives the worker a chance to
do this while he/she finishes putting the part on the conveyor and due to the pedal’s placement, it
won’t take much strength to press it. Each workstation is described in detail below along with their
fixtures and an overall and technical drawing of both the fixtures and the workstation as a whole. Front
views of the first five workstations and what the bins look like are shown to give a better idea of the
layout if necessary.
4.2.1 Assembly Group 1 (Oscillator Assembly)
Workplace Layout/Description
This workstation is where the oscillator assembling is done. There are 2 bins on the left side of the
fixture which are for the oscillator arm and clamping gasket. These bins are 3”x3”x4” and are stacked
one on top of the other. The bin on the right side of the fixture is a 2”x2”x4” gravity bin as well which
holds the washers. Near that bin is a can of grease and under that are two 1” diameter holes beside
each other that are used to hold the clamping tool. There is also a 7.5”x5” surface raised above the
ground used to hold the oscillator body which comes in on a conveyor in compartmental boxes as
delivered by the outsourced part supplier. The drawings below show both the workstation as a whole
with the table dimensions and the one following that shows a detailed, technical drawing of the
workstation with all of the dimensions that will be necessary to set it up.
Figure 4.2.0. Assembly group 1 top view table dimensions

Figure 4.2.1. Assembly group 1 top view detailed dimensions
Fixture/Fixture Description
For this workstation, like many of the others to follow, the fixture is simply a block 2” high with
dimensions as shown in the drawing. There is a 2”x3” slot within the fixture 0.5” deep to hold the
oscillator plate which is simply placed in the fixture to hold it steady so work can be done on it. A
dimensioned, technical drawing with a cross-section of the top view is shown below to better portray
the fixture in its entirety.
Figure 4.2.2. Assembly group 1 fixture
Job Instructions
1. Position oscillator plate within the fixture on the workstation itself and apply grease at the lower
end of the shaft
2. Connect oscillator arm to oscillator body and secure this assembly on shaft by applying pressure
3. Place washer around top of shaft protruding through oscillator arm and body assembly and use
special clamp-dilating tool to open clamp and place over washer
4. Place assembly on conveyor and activate to send to next workstation (AG2)
4.2.2 Assembly Group 2 (Assembly of Synchronous Motor and Oscillator)
In this workstation, there are two stacked bins on either side of the fixture. All four bins are 2”x2”. The
two bins on the left are for short screws and synchronous motors while the two on the right are for
connector arms and medium screws. The bins are 4” deep also so they can hold quite a few of the parts
they are designated for so as to reduce the amount of time necessary for re-filling. These bins, like
AG1’s bins, are also gravity-fed so that all parts are at the front lip of the bin. There is also an overhead
air wrench for securing screws. It was placed 24” above the worktable so it is within the vertical arm
reach of the operator while sitting. Also in this workstation is a bigger bin, otherwise known as a tote
pan of size 8”x6”x6” to hold the oscillator assembly as it comes in on a conveyor from station 1. The
conveyor is run at a slow speed so that the part is not thrown into the tote pan in a way that can cause
damage to it. That conveyor, although connected to the one bringing the part from AG1, is still
independently-controlled by the AG2 operator so if there is a backup of oscillators in the tote pan (which
shouldn’t happen), he/she can stop the belt until they are able to clear enough room for more
assemblies in the tote pan.
For this workstation, there is a 14”x4.5”x2” fixture which consists of a large diameter hole on the left
side and a small diameter hole on the right side. The large diameter hole is used to hold the oscillator
assembly from AG1 in place with the oscillator plate facing upwards so that the synchronous motor can
be attached. The fixture with the smaller diameter hole is used to hold the assembly completed in the
first fixture upside down with the synchronous motor now facing down so that the connector arm can
be attached. The diameter of the larger hole is 3” and the diameter of the smaller hole is 1.25”. The
depth and diameter of the larger hole is meant to be able to hold enough of the oscillator body in it to
ensure that the assembly does not move around during the process. The depth of the smaller hole is the
same as well but the diameter is less because it only needs to hold the synchronous motor after the
assembly is flipped. A dimensioned top view as well as a cross section of the fixture can be seen below.
Job Instructions
1. Get the oscillator assembly from the bin that it enters off of the conveyor from AG1 and position it
in the fixture with the bigger hole
2. Use the overhead air wrench to attach the synchronous motor to oscillator plate (2 short screws)
3. Flip assembly upside down and place into next fixture i.e. the one with the smaller hole
4. Attach connector arm to both the synchronous motor and to oscillator assembly (2 medium screws
and 2 washers)
5. Place the assembly on the conveyor and activate to send to next workstation (AG3)
4.2.3 Assembly Group 3 (Assembly of Motor)
This workstation is where the motor assembly takes place. Because the motor assembly requires screws
at some point, an overhead air wrench is also located 24” over the worktable as in the previous
workstation. In the centre- top of the workstation, a conveyor belt brings the oscillator assembly with
the synchronous motor attached and leaves it in an 8”x5.5” tote pan. On the left side of the fixture are
three vertically stacked bins of size 7”x9”. These bins are large because one of them contains the motor
and although the other two which contain the medium screws and AC wire do not need such a large bin,
they have to be the same size to be stacked on top. This isn’t a problem at all because they are stacked
so they do not take up more room in any way. Also, since they’re larger, they hold more of the parts
they contain so re-filling is not as frequent. The three 6”x6” bins on the right are slightly smaller and are
also stacked. These three bins contain long screws, the wire protectors and the motor mount. On the
operator’s left side beside his ergonomic chair is the conveyor belt which will transport the assembly to
the next workstation. In the centre of the worktable is a fixture which is explained in more detail
following the overview and detailed schematic of this workstation’s layout.

The fixture on this table is 18”x6.5”x2” and consists of two rods protruding 6” upwards from the top of
the fixture base with clamps on each. The clamp is used to hold the assembly of the synchronous motor
and oscillator so that the wire may be passed through. After that, the same fixture is used to clamp the
motor mount in place so that the previous assembly may be attached to it and so that the wires may be
passed through the motor mount as well. While the motor mount is still clamped, the motor can also be
mounted to it. Also, it should be noted that the knob that controls the clamp is located on both sides so
regardless of which hand the operator currently has a part in or is doing work with, he may release or
activate the clamp using the other hand. There are also two holes on either side so the operator may
choose where to place the assembly from the previous workstation by fitting the synchronous motor
into one of the holes while wires are passed through the motor mount. These two holes are 12.2” apart
from centre to centre with a 4” diameter. The depth of the holes is 1.75”. A detailed drawing of this
fixture is shown below.
Job Instructions
1. Place protective cover over wire and pass through hole in oscillator with synchronous motor
assembly by first clamping assembly within fixture
2. Remove oscillator assembly and clamp motor mount into fixture and secure position by locking axel
3. Bring oscillator with synchronous motor near motor mount by placing in hole on fixture, pass wires
including AC power cord through respective holes in motor mount and secure (4 medium screws)
4. Mount motor to the motor mount (4 long screws)
5. Release clamp and put assembly on conveyor to be sent to next assembly station (AG4)
4.2.4 Assembly Group 4 (Motor Wiring)
Once the motor assembly has been brought to this workstation via conveyor, it arrives in an 8”x5.5” tote
pan which is exactly the same as the one in AG3. The bin sizes from left to right along an arc around the
workstation are 3”x4”, 2”x4”, 2”x2” and 3”x4” and they contain chip wiring, wire protectors, insulator
caps and capacitors respectively. Beneath the farthest bin on the right, there is a tool holder for the
wire stripper. By having the tool in a fixed location it reduces the time it takes to acquire and put it back
when using pre-determined time systems. The two holes where the tool handles are placed are both of
1” in diameter and separated 2” from centre to centre. This workstation layout can be seen below.
Figure 4.2.9. Assembly group 4 table dimensions
This fixture is simply a 7.5”x4”x2” block with a 6.5” wide slot in it for holding the motor steady on its side
so that wiring can be done. The slot is also 1.5” deep to ensure that the motor is deep enough in so it
does not move around. The motor is not heavier than 8 lbs. but it is definitely heavy enough already to
not move while wiring is done. This fixture is just for added security. A cross-sectional view of this fixture
can be seen below to show the depth of the indent in which the motor sits.
Job Instructions
1. Position motor assembly in fixture (slot within block to fit motor assembly on its side and hold in
place for wiring) and strip and join capacitor and fan motor wires
2. Cover wire ends (2 insulator caps) and secure by squeezing with wire stripper
3. Get chip wiring and place protector over it then place wire near the fixture
4. Strip the 5 appropriate motor and chip wires, join them respectively and cover ends (5 insulator
caps) and secure by squeezing with wire stripper
5. Get the appropriate single wire each from the motor, power cord, chip and synchronous motor and
strip each and join all four
6. Cover ends (1 insulator cap) and secure by squeezing with wire stripper
7. Place assembly on conveyor and activate to send to next workstation AG5
4.2.5 Assembly Group 5 (Welding to Chip and Chip Housing)
Like the previous workstations, there is a fixture as well as a centre-top tote pan which 8”x5.5”. This tote
pan houses the wired motor assembly from AG4 as it comes in off of the conveyor belt. On the left side
of the fixture, there are two vertically stacked gravity bins. These bins are 2”x4” and they are used to
hold screws and the chip housing base. The bin on the right is 2”x2” and it is for the chip itself. This bin is
raised slightly on a platform to allow easier access since the bin is small and the fixture will be in the way
of the operator’s reach. On the bottom left-hand side of the worktable, there is a 1.25” hole for the
solder iron while the bottom right hand side table there are two holes where the tool handles of the
wire stripper are placed. These two holes are both of 1” in diameter and separated 2” from centre to
centre. A layout of this workstation can be seen below complete with all dimensions necessary to set it
up.
This workstation has one fixture which holds three different parts in place so that additional wiring and
soldering can be done. The base of the fixture itself is 4” thick. The motor assembly is placed on its spot
in the fixture which is the same as the previous workstation – a block with a slot to hold it in place for
wiring purposes. This block is 4”x3” and goes 3” deep into the fixture. This is in the upper centre of the
fixture – closer to the bin from which it is taken. On the bottom left hand corner of the fixture is a slot to
hold the chip housing base. This slot is 4”x3” and goes 2” into the fixture. It was designed to fit the chip
housing base very snug as it is a close fit. The chip is placed on the right side of the fixture which is
basically four round legs protruding 3” upwards from the fixture base so that there is room for wires
beneath the chip. The horizontal distance between the legs is 3” and the distance from one hole further
up from the other hole on the fixture is 1.5” from centre to centre. The thickness of each leg is 0.45”.
This fixture is shown below with a cross section so the depths of the slots can be seen.
Job Instructions
1. Get wired motor assembly from compartmental conveyor and chip from bin and place in each of
their respective positions on the fixture. Place chip with lights facing upwards
2. Take the 6 appropriate chip wirings and strip them and push wirings appropriate distance through
respective holes in chip then flip chip upside down and put back into same fixture
3. Solder wires and cut off excess using wire stripper
4. Place chip housing base in fixture and secure chip to it (4 short screws)
5. Put completed assembly on conveyor and activate to send to next workstation, AG6.
4.2.6 Assembly Group 6 (Motor Assembly to Upper Body)
In this workstation, there are two stacked bins on the left of the fixture and three stacked bins on the
right of the fixture. The two left bins are 3”x4” and they are not too big because they are used to hold
the wire housing base and the chip housing lid which are of a slightly smaller size than the bins. The
three bins on the right are 4”x5” and they are used to hold the medium screws, short screws and wire
housing lid. The reason these bins were strategically placed on the left and right sides as they are is
because it is the best way that could be found, given the scenario, to minimize reaching distances for the
operator. Again, above the fixture in the centre of the table is an 8”x5.5” tote pan which holds the
assembly from the previous workstation. Beside the operator’s chair, there is a 15”x10” tub that is used
to house the front section of the upper body which is a long part so it could not fit on the worktable
itself. The layout of this workstation can be seen below.
In this workstation, it was necessary just to have a fixture that was large enough to hold the front
section of the upper body in place while the other parts such as the motor assembly and chip are mated
to it. The idea for this fixture originated with the thought of a half-pipe. The front section of the upper
body has such a shape as well so it will sit perfectly within such a fixture. The fixture is 34”x7”x4”. The
half-pipe feature is about 3” in diameter (radius of full-pipe would be 3”). Underneath the half-pipe, the
depth of the fixture is 0.85”. This fixture can be seen below.
Job Instructions
1. Put motor assembly on table so wire connections can be placed in wire housing
2. Place the front section of upper body in fixture and lock swivel
3. Mount wire housing above motor mount slot(1 short screw) and mount capacitor beside wire
housing (1 medium screw)
4. Mount the motor mount onto the front section of the upper body (4 medium screws – 2 on top, 2
on bottom)
5. Mount the chip housing with the cover to the body (4 short screws) while ensuring that wires from
motor to chipboard are run along the side of the upper body that is closer to the operator
4.2.7 Assembly Group 7 (Fan Blade Cylinder to Upper Body)
Because the part now coming in to this workstation is a large on which could easily get damaged as it is
still not fully secure and finished, the conveyor brings it to a stop on a rubber-coated platform to
prevent it from sliding further once it arrives. It stops there and awaits the operator. The conveyor on
the left of this platform is where the assembly is sent off after being finished with at this assembly
group. The three bins on the left of the fixture are 4”x3” and they contain, short screws, medium screws
and the button grids. The bin at the top of the fixture is 12”x5” and it is used to house the fan blade
cylinder. This bin contains separators whereby a stack of fan blade cylinders are separated from another
stack in an attempt to lessen the contact between them to avoid scratching. The 4”x5” bin to the right of
that contains the fan blade cylinder plate and the longer 3”x14” bin contains the protective shields
stacked on top of each other. Besides the operator, as it was in the previous station, there is a 15”x10”
tub to hold the back section of the upper body. The fixture as always is in the centre of it all. The
workstation and its arrangement are portrayed in the technical drawing shown below.

The fixture used in this workstation is the exact same as the one used in AG6. The reason for that is
because the same part is being worked on still. Although, it is understood that the part being worked on
is not as large as the fixture, it seemed to be the right way to go to design a universal fixture that can be
used in workstation 6, 7 and also 8 as will be seen later on within this section of the report. Just for re-
iteration purposes, the size of the fixture is 34”x7”x4” and it can be seen below.
Job Instructions
1. Cover wires on the side closest to the operator using protective shield and secure (3 short screws)
2. Mate fan blade cylinder to fan blade cylinder plate
3. Position fan blade cylinder and apply pressure to slide it onto motor shaft and secure (1 short screw)
and secure the plate on top of fan blade cylinder to body (2 short screws)
4. Position button grid over chip housing at the very top of the front section of the body
5. Attach back section of the upper body by positioning and applying pressure to mate clips between
the front and back sections of the upper body. Secure by using screws (2 short screws on upper
holes and 2 medium screws on lower holes)
4.2.8 Assembly Group 8 (Assembly of Motor and Upper Body and Lower Body)
In this assembly group, there are 4 gravity bins – 2 stacked on either side of the fixture, which are 3”x4”
each. The bins on the left side contain long screws and short screws while the bins on the right contain
washers and medium screws. Like the previous two workstations, there is a 15”x10” tub to hold the
back and front sections of the lower body. However, since there are two parts to be held in this tub,
there is a separator horizontally across which is lower than the depth of the tub so the operator can
reach the part on the back side easily. Also, as it was in the other station, the part coming in is getting
larger and more fragile so the rubber platform is implemented here as well to stop it until the operator
is ready for it. The conveyor to the packaging station is located on the left of this rubber-coated
platform. The dimensioned workstation can be seen below.
As mentioned in the previous workstation, the fixture remains the same but its size is actually fully
utilized in this workstation as the part that sits on it is the entire length of the fan itself which is about
40”. However, it was decided that the fixture not be made to fit the entire 40” of the fan but just enough
so that the final parts can be assembled to it. Again, the size of the fixture is 34”x7”x4” and it is shown
below.
Job Instructions
1. Place assembly from Assembly Group 6 and front section of lower body in fixture and pass AC cord
through hole in lower body
2. Secure front section of lower body to oscillator (4 long screws)
3. Pass AC cord around stump located in the middle of the front of the lower body and secure (1 short
screw and plastic washer)
4. Ensure cord passes out the bottom hole in the lower body
5. Position the back section of the lower body over the front section and apply pressure to mate clips
between them (2 short screws at upper-most holes and 2 medium screws in remaining holes)
6. Send completed fan to packaging station 1
4.2.9 Assembly Group 9 (Packaging I)
In this first packaging station, as well as the second, the worker is standing so he isn’t as confined to a
certain work area as in the seated stations seen prior to this. The operator begins at the island of the
work station connected to the incoming conveyor belt. This is where the finished fan comes in. On the
right side of him/her, there are two 2”x2” vertically stacked bins which contain twist ties and small
plastic bags. Again, at the end of the entry conveyor, there is a platform coated with rubber to stop the
fan. Above this platform a roll of large plastic bags for the fan is suspended. Behind the operator at this
particular time are two tubs which contain Styrofoam centre-caps and bottom Styrofoam end caps. To
secure the centre-caps, tape is required to tape the two halves together. For that reason, this
workstation is equipped with a tape gun. Further up from the operator is a standalone fixture which will
be shown following the layout of the workstation below.
Figure 4.2.24. Assembly group 9 dimensions of islands and main worktable
As mentioned above, this workstation design utilizes some space-saving techniques as well as minimizes
numerous possible costs. The idea is that a stand-alone fixture be created for helping with the packaging
to be done at this workstation. Since no other bin, etc. is necessary; an entire worktable would be a
waste to create. It was also decided to add an adjustability feature to the stand because it is not as hefty
as a table so adjusting it won’t take much effort. The layout shows this fixture idea in more detail. Note
that the two halves are displayed as well as a side view. The reason for the two 12” halves with a 10”
gap in between is to allow the centre caps to be put on.
Job Instructions
1. While fan is still on conveyor, coil AC cord, tie with twist tie, cover in plastic bag and seal bag with
another twist tie
2. Gently pull roll of plastic bag in front of fan and slide it into the plastic bag with open end on top and
seal open end of bag with twist tie
3. Place fan on first fixture and place Styrofoam end cap on bottom end of fan as well as two half
pieces of Styrofoam around the middle of fan and tape halves together
4. Slide fan onto conveyor to send to AG10
4.2.10 Assembly Group 10 (Packaging II)
This assembly group is the final packaging station. The fan comes in from the first packaging station and
lands on yet another platform with rubber surface to stop it. At the bottom-left end on the main
worktable, there is a wall against which the fan’s box is pushed. That wall is 9.3” wide to adequately
accommodate the bottom of the fan box. Below this main worktable, on the left side, there is a 50”x18”
flat surface that is used to hold the stacks of unmade cardboard fan boxes. It is raised 30”above the
ground so when the pile gets low, the operator does not have to bend too much to reach it. Underneath
this platform is a 15.8”x18” tub which holds the bottom Styrofoam end caps. Below the main worktable
on the right of the operator, is a small island which is used to hold a number of part bins with parts
needed to complete the packaging process. The first 3 7”x7” bins are stacked one on top of the other
and they contain re-sealable plastic bags, batteries, and owner’s manual and above them is a rod, similar
to the one in workstation 9, from which is suspended a set of medium and small plastic bags. The next
two bins over from that are 7”x10” and are used to house front and back halves of the fan base. These
are also stacked on top each other. Above the area where the fan box is made, there is a conveyor belt
which leads to a chute which leads to a stop. From this stop the box can be picked up by the operator
and loaded onto a pallet 38” away from the chute which sits on a 40”x48” Econo-lift which is a flat
surface that is adjustable by the press of a button. Further up from this Econo-lift is a 10”x10”x10”
shrink-wrapping booth which contains a large roll of shrink wrap to be wrapped around the pallet by the
operator. This entire layout is shown below in parts as it is too large to fit in one drawing and show
dimensions at the same time.
Part 1 (Main worktable, island, entry conveyor)
Figure 4.2.27. Assembly group 10 part 1 overall dimensions

Part 2 (Palletization)
This is where the skid is loaded and the shrink-wrapping is done. No layout of the overall dimensions is
needed as there is not much to dimension in this portion of the workstation. Therefore, the detailed
dimensions of this section of the second packaging station is portrayed below.
Figure 4.2.29. Assembly group 10 part 2 top view detailed dimensions
The fixture used in this workstation is basically the main worktable as it was called prior to this. It is
similar to the fixture in the first packaging station in the way that it is an adjustable stand-alone fixture.
However, there is no gap in this fixture. It consists of a flat surface connected to the entry conveyor with
a wall at the end acting as a stop. A portrayal of this is shown below.
Job Instructions
1. Take flat unmade box from Econo-lift and close back flaps and push against back wall of jig
2. Slide fan off of conveyor and into box
3. Put front fan base and back fan base into medium plastic bag from overhead bar on side-table and
slide into box with fan
4. Take re-sealable plastic bag from bin on side-table, put 2 AAA batteries and the owner’s manual into
it and put in box with fan
5. Place Styrofoam end cap on top of fan and place small plastic bag with remote into slot on top of
end cap
6. Close top flaps of box and seal with tape
7. Remove box and seal the bottom end flaps with tape and gently slide fan on to conveyor to take it
down the chute to stop where it will await placement onto pallet
8. Place fan on pallet and once pallet is full, shrink wrap and take to shipping area
4.3 Pre-Determined Time Measurement

After setting up the method which the operators will use to carry out their daily tasks, the next step in a
methods engineering process is to set fair and equitable time standards that provide that give operators
not too much time to complete a task but also not too little time. In this project, MTM-1 will be used for
the assembly stations and MOST will be used for the packaging stations. By using these methods of pre-
determined time systems, it gives a very good estimate of what the production rate will be and this can
be used in further developing our plant.
4.3.1 MTM-1 Analysis

The determination of the MTM-1 coding involved the consideration of several factors including what
would be the quickest and easiest method for the operator, as well as giving the benefit of the doubt to
the operator. Simo-motions were used as often as possible to minimize the total TMUs. This involved
adding re-grasps as simo-combination moves while moving screws, to avoid using a D–case position.
Soldering requires 166 TMUs (Rose, Voytko, & Davolt, 1984). Tools such as wire strippers and overhead
air wrenches were given specific positions on the table in order to make a B-case reach an A-case reach,
thus minimizing the TMUs for that reach. Foot motions were also utilized to activate the conveyor belts.
Assembly Group 1
Operation: Oscillator Assembly
Description – LH No. LH TMU RH No. Description – RH
Greasing oscillator plate
Reach for oscillator plate R12C 14.2

Get plate from bin G4A 7.3
Move plate to fixture M2C 5.2
Position plate in fixture P1SSE 9.1 R9A’ Reach for grease brush
Grasp brush from
Release plate RL1’ 2.0 G1A
grease can
Move brush to rim of
2.0 MfB
can
10.6 APA Remove excess grease
11.8 M8C Move brush to plate
10.6 APA Brush grease onto plate
Brush grease onto shaft
10.6 APA
of plate
11.8 M8C Move brush back to can
5.6 P1SE Position brush in can
2.0 RL1 Release brush
Element Total 102.8
Mating oscillator arm and body with shaft
Reach for oscillator

Reach for oscillator arm R3C’ 12.9 R10C
body
Get oscillator arm from
G4A 7.3
bin
Get oscillator body from
7.3 G4A
bin
Move to oscillator plate M3C’ 17.8 M15C Move to oscillator plate
Position on shaft P2SE 16.2
Position on shaft above
Release oscillator arm RL1’ 16.2 P2SE
oscillator arm
Mate oscillator body to
10.6 APA
oscillator arm
2.0 RL1 Release oscillator body
8.4 R4C Reach for washer
12.9 G4C Get washer from bin
8.0 M4C Move washer to shaft
Position washer on
5.6 P1SE
shaft
2.0 RL1 Release washer
Reach for clamping
R3C’ 8.3 R9A Reach for tool
gasket
Get gasket from bin G4C 12.9 G1A’ Grasp tool
Move gasket above shaft M3C’ 19.6 M9C Move tool above shaft
Re-grasp tool while
G2’
moving
21.0 P2NSE Position tool in gasket
Release gasket RL1’ 10.6 APA Use tool to open gasket
21.8 P2SD Position gasket on shaft
Move tool to designated
19.6 M9C
location
Re-grasp tool while
G2’
moving
R2A 4.0 RL1’ Release tool
assembly
Grasp assembly G1A 2.0
Move to conveyor M12B 13.4
Release assembly RL1’ 8.5 FM Activate conveyor
69.5 PT Process Time
Element Total 268.9
Conversion
Element Factor Element Occurrence
Element 14% Total Time
Time 1.00 Time per Piece or
Description Allowance Allowed
TMU Allowed Cycle
Leveled Time
Greasing
102.8 102.8 14.4 117.2 1 117.2
oscillator plate
Mating
oscillator arm
268.9 268.9 37.6 306.5 1 306.5
and body with
shaft
Total Time 423.7
TMU +69.5PT
Assembly Group 2
Operation: Synchronous Motor and Oscillator Assembly
Attaching synchronous motor to oscillator plate

R14C 15.6
assembly
Get assembly from bin G4A 7.3
Move to fixture M7C 11.1
Position in fixture P1SE 5.6
Release assembly RL1’ 2.0
Reach for screw R5C’ 14.9 R24A Reach for air wrench
Get screw from bin G4C 17.0 G1A’ Grasp air wrench
Move screw to air Move air wrench near
M8C’ 17.0 M18B
wrench oscillator
Re-grasp screw while
G2’
moving
Position screw on air
P2SE 16.2
wrench
Release screw RL1 2.0
Reach for synchronous
R5C 9.4
motor
Get synchronous motor
G4A 7.3
from bin
Move to oscillator plate M5C 9.2
Position on plate P3NSE 47.8
Move air wrench with
10.3 M6C screw to hole in
synchronous motor
16.2 P2SE Position screw in hole
10.6 APA Activate air wrench
Release synchronous
RL1’ 8.9 M6B Move air wrench aside
motor
Reach for screw R5C 9.4
Get screw from bin G4C 12.9
Move screw to
M5C 9.2
synchronous motor
G2’
moving
Position screw in hole P2SE 16.2
in synchronous motor
Move air wrench to
10.3 M6C
screw
Position air wrench on
16.2 P2SE
screw
Release screw RL1’ 10.6 APA Activate air wrench
Move air wrench to
12.2 M10B
initial position
2.0 RL1 Release air wrench
Element Total 327.4
Attach connector arm to synchronous motor and oscillator assembly
Reach for assembly R2A 4.0

Raise assembly M4B 6.9
Flip assembly upside
G2 5.6
down
Move to second fixture M9C 12.7
Position in fixture P1NSE 10.4
Reach for connector
Release assembly RL1’ 12.2 R9C
arm
Get connector arm
7.3 G4A
from bin
Move arm to oscillator
9.2 M5C arm and synchronous
motor
47.8 P3NSE Position connector arm
2.0 RL1 Release connector arm
Reach for screw R5C’ 14.9 R24A Reach for air wrench
Get screw from bin G4C 12.9 G1A’ Grasp air wrench
Move screw to air Move air wrench above
M9C’ 17.0 M18B
wrench connector arm
G2’
moving
Release screw RL1’ 5.6 P1SE screw before releasing
the screw
Reach for washer R9C 19.1
Get washer from bin G4C 12.9
Move washer to
M5C 9.2
connector arm
Position washer over
P1SD 11.2
hole in connector arm
10.3 M6C
screw to hole
Release washer RL1’ 10.6 APA Activate air wrench
8.9 M6B Move air wrench aside
Move screw to air
M9C 12.7
wrench
G2’
moving
P2SE 16.2
wrench
Reach for washer R9C 12.2
Get washer from bin G4C 12.9
Move washer to
M9C 12.7
connector arm
Position washer over
P1SD 11.2
hole in connector arm
10.3 M6C
screw to hole
Release washer RL1’ 10.6 APA Activate air wrench
Move air wrench to
12.2 M10B
initial position
Reach for assembly R2A 4.0 RL1’ Release air wrench
Element Total 451.9
Element Conversion Element Occurrence Total

Element 14%
Time Factor Time per Piece or Time
Description Allowance
TMU 1.00 Allowed Cycle Allowed
Leveled
Time
Attaching
synchronous
327.4 327.4 45.8 373.2 1 373.2
motor to oscillator
plate
Attach connector
arm to
synchronous 451.9 451.9 63.3 515.2 1 515.2
motor and
oscillator assembly
888.4
Total Time
+347.5P
TMU
T
Assembly Group 3
Operation: Motor Assembly
Passing AC and synchronous motor wires through motor mount
Reach for AC wire R15C’ 17.0 R16C Reach for protector

Grasp wire G4A 7.3
7.3 G4A Grasp protector
Move wire in front of
M7B’ 22.1 M20C Move protector to wire
operator (left side)
16.2 P2SE Place protector on wire
Re-grasp wire G2 5.6
10.6 APA Slide protector on wire
2.0 RL1 Release protector
Move wire to table M2B 4.6
Release wire RL1 2.0
14.2 R12C Reach for oscillator
7.3 G4A Grasp oscillator
Move oscillator to
10.3 M6C
clamp
Reach to clamp R6A 7.0 P1SE’ Position in clamp
Secure clamp T135S 7.4
Reach for wire R6A 7.0 RL1’ Release oscillator
Grasp wire G1A 2.0
Move wire to oscillator M8C 11.8
Position wire in hole P2SE 16.2
Pass wire through hole APA 10.6
Grasp oscillator with
G1A’ 6.1 R4A Reach to clamp
wire
7.4 T135S Release clamp
Move oscillator to table M8B’ 12.2 R9C Reach for motor mount
7.3 G4A Grasp motor mount
15.2 M12C Move to clamp
Reach for clamp R7A’ 9.1 P1SSE Position in clamp
Secure clamp T135 7.4
2.0 RL1 Release motor mount
14.9 R13C Reach for screw
12.9 G4C Grasp screw
23.0 M21C Move screw to air
wrench
G2’
moving
Reach for oscillator R6A’ 16.2 P2SE
wrench
Grasp oscillator G1A 2.0 RL1 Release screw
Move oscillator to
M6C 10.3
motor mount
Reach for synchronous
11.4 R16A
motor wire
2.0 G1A Grasp wire
16.2 P2SE Position wire in hole
2.0 RL1 Release wire
4.0 R2A Reach for AC wire
2.0 G1A Grasp wire
Element Total 395.9
Join oscillator with synchronous motor to motor mount
Position oscillator in
P3NSD 53.4
motor mount
Reach for air wrench
11.4 R16A
with screw
2.0 G1A
Move air wrench to
18.7 M16C
oscillator
Move air wrench a little
4.6 M2B up to avoid bouncing
around once released
12.9 G4C Grasp screw
Move screw to air
25.5 M24C
wrench
G2’
moving
16.2 P2SE Position screw on air
wrench
2.0 RL1 Release screw
4.0 R2A
with screw
18.7 M16C
screw to oscillator
Release oscillator RL1’ 8.9 M6B Move air wrench aside
Grasp screw G4C 12.9
Move screw to oscillator M12C 15.2
G2’
moving
Move air wrench to
10.3 M6C
screw
16.2 P2SE
screw
Grasp screw G4C 12.9
Move screw to oscillator M12C 15.2
G2’
moving
Move air wrench to
10.3 M6C
screw
43.0 P3SE
screw
Move air wrench up a
4.6 M2B little before releasing
so it does not recoil
Element Total 481.6

Mount motor to the motor mount

12.9 G4C Get screw from bin
Move screw to air
23.8 M22C
wrench
Re-grasp while moving
G2’
screw
16.2 P2SE
wrench
Reach for motor R12C 14.2 RL1’ Release screw
Get motor from bin G4A 7.3
Move motor to motor
M12C 15.2
mount
Position motor in mount P3NSD 53.4
4.0 R2A
with screw
Move air wrench to
18.7 M16C
motor
Move air wrench to
4.6 M2B
initial position
Move screw to air
23.8 M22C
wrench
G2’
moving
11.2 P1SD
wrench
4.0 R2A Reach for air wrench
2.0 G1A Grasp air wrench
Move air wrench to
18.7 M16C
motor
Release motor RL1’ 6.9 M4B Move air wrench aside
Move screw to motor M12C 15.2
G2’
moving
Move air wrench to
8.0 M4C
screw
16.2 P2SE
screw
Move screw to motor M12C 15.2
G2’
moving
Move air wrench to
8.0 M4C
screw
16.2 P2SE
screw
Move air wrench to
4.6 M2B
initial position
Reach for motor
R2A 4.0 RL1’ Release air wrench
assembly
Grasp assembly G1A’ 4.0 R2A Reach to clamp
10.6 APA Release clamp
Move assembly to
M14B 14.6
conveyor
Element Total 581.2
Conversion
Element Factor Element Occurrence Total
Element 14%
Time 1.00 Time per Piece or Time
Description Allowance
TMU Leveled Allowed Cycle Allowed
Time
Passing AC and
synchronous
motor wires 395.9 395.9 55.4 451.3 1 451.3
through motor
mount
Join oscillator with
synchronous
481.6 481.6 67.4 549.0 1 549.0
motor to motor
mount
Mount motor to
581.2 581.2 81.4 662.6 1 662.6
the motor mount
1662.9
Total Time
+625.5P
TMU
T
Assembly Group 4
Operation: Motor Wiring
Join capacitor and motor wires
Reach for motor

R12C 14.2 R8C’ Reach for capacitor
assembly
Get motor assembly
G4A’ 2.0 G4A Get capacitor from bin
from bin
Move to fixture M3C’ 6.9 M4B Move near fixture
Position in fixture P1NSD 16.0 RL1’ Release capacitor
Release assembly RL1 2.0
Reach for wire from
2 R4B’ 7.9 R8A 2 Reach for wire stripper
capacitor
Grasp wire 2 G1B 3.5 G1A’ 2 Grasp wire stripper
11.8 M8C 2 Move to wire
Position on wire and
16.2 P2SE 2
squeeze
Disengage insulation
4.0 D1E 2
from wiring
Move wire stripper
Release wire 2 RL1’ 4.6 M2B 2
aside
Reach for wire from
2 R4A 6.1
motor
Move wire stripper to
Grasp wire 2 G1B’ 10.3 M6C 2
wire
16.2 P2SE 2
squeeze
4.0 D1E 2
from wiring
Move to designated
Release wire 2 RL1’ 14.4 M11C 2
holder
9.1 P1SSE 2 Position in holder
2.0 RL1 2 Release wire stripper
Reach for stripped wire Reach for stripped wire
2 R4B’ 12.2 R11B 2
from capacitor from motor
Grasp wire 2 G1B 3.5 G1B 2 Grasp wire
Move wires together 2 M2C 5.2 M2C 2 Move wires together
Position wire tips
2 P2SD 21.8
together
Grasp both wires 2 G2 5.6
Release wire from
2.0 RL1 2
motor
2.0 RfA 2 Reach for wire tips
2.0 G1A 2 Grasp wire tips
9.4 T180S 2 Twist wires together
2.0 RL1 2 Release wires
7.3 R3C 2 Reach for insulator cap
9.1 G4B 2 Get cap from bin
6.7 M3C 2 Move cap to wire tips
21.8 P2SD 2 Position cap on wires
2.0 RL1 2 Release cap
7.9 R8A 2 Reach for wire stripper
2.0 G1A 2 Grasp wire stripper
11.8 M8C 2
insulator cap
Position wire stripper
16.2 P2SE 2
on cap and squeeze
4.0 D1E 2
from wire
Move to designated
11.8 M8C 2
holder
9.1 P1SSE 2 Position in holder
Release wires 2 RL1 2.0 RL1 2 Release wire stripper
Element Total 616.1
Join motor, synchronous motor and chip wires
Reach for wire

Reach for chip wiring R8C’ 16.3 R15C
protector
Get wiring from bin G4A 7.3
7.3 G4A Get protector from bin
Move wire near bottom
M3B’ 9.2 M5C Move protector to wire
left side of fixture
Place protector on
16.2 P2SE
wire
10.6 APA Slide protector on wire
2.0 RL1 Release protector
Reach for single wire
5 RfB’ 9.2 R11A 5 Reach for wire stripper
from chip
Grasp wire 5 G1B 3.5 G1A’ 5 Grasp wire stripper
14.4 M11C 5 Move to wire
16.2 P2SE 5
squeeze
4.0 D1E 5
from wire
Move wire stripper
Release wire 5 RL1’ 4.6 M2B 5
aside
Reach for wire from
5 R3A 5.3
motor
Grasp wire 5 G1B’ 5.2 M2C 5 Move to wire
16.2 P2SE 5
squeeze
4.0 D1E 5
from wire
Release wire 5 RL1 4.6 M2B 5 Move aside
2.0 RL1 5 Release wire stripper
5 R3B 5.3 R2A’ 5
from chip from motor
Grasp wire 5 G1B 3.5 G1B 5 Grasp wire
Move wires together 5 M2C 5.2 M2C 5 Move wires together
Position wire tips
5 P2SD 21.8
together
Grasp both wires 5 G2 5.6
Release wire from
2.0 RL1 5
motor
2.0 RfA 5 Reach for wire tips
2.0 G1A 5 Grasp wire tips
9.4 T180S 5 Twist wires together
2.0 RL1 5 Release wires
13.6 R7C 5 Reach for insulator cap
9.1 G4B 5 Get cap from bin
11.1 M11C 5 Move cap to wire tips
21.8 P2SD 5 Position cap on wires
2.0 RL1 5 Release cap
4.6 R2B 5 Reach for wire stripper
2.0 G1A 5 Grasp wire stripper
5.2 M2C 5
insulator cap
16.2 P2SE 5
on cap and squeeze
Move wire stripper
4.6 M2B 5
aside
Release wires 5 RL1 2.0
Element Total 1277.5
Joining main motor, power cord, chip and synchronous motor wires
Reach for last un-

RfB 2.0
stripped wire from chip
Grasp wire G1B 3.5
5.2 M2C Move to wire
16.2 P2SE
squeeze
4.0 D1E
from wire
Release wire RL1’ 4.6 M2B Move aside
Reach for wire from
R3A 5.3
motor
Grasp wire G1B 3.5 G1A’ Grasp wire stripper
16.2 P2SE
squeeze
4.0 D1E
from wire
Reach for wire from
R1A 2.5
synchronous motor
Grasp wire G1B 3.5
16.2 P2SE
squeeze
4.0 D1E
from wire
Reach for wire from
R3A 5.3
power cord
Grasp wire G1B 3.5
16.2 P2SE
squeeze
4.0 D1E
from wire
Move wire stripper on
Release wire RL1’ 6.9 M4B
table beside fixture
2.0 RL1 Release wire stripper
R3B’ 6.1 R4A
from chip from motor
Grasp wire G1B 3.5 G1B’ Grasp wire
Move wires together M1C 3.4 M1C Move wires together
Position wire tips
P2SD 21.8
together
Grasp both wires G2 5.6
Release wire from
2.0 RL1
motor
Reach for stripped wire
4.0 R2A from synchronous
motor
3.5 G1B Grasp wire
5.2 M2C Move wires together
Position wire tips
P2SD 21.8
together
Grasp all three wires G2 5.6
Release wire from
2.0 RL1
synchronous motor
Reach for stripped wire
5.3 R3A
from power cord
3.5 G1B Grasp wire
6.7 M3C Move wires together
Position wire tips
P2SD 21.8
together
Grasp all four wires G2 5.6
Release wire from
2.0 RL1
power cord
4.0 R2A Reach for wire tips
2.0 G1A Grasp wire tips
9.4 T180S Twist wires together
2.0 RL1 Release wires
10.8 R7C Reach for insulator cap
9.1 G4B Get cap from bin
11.1 M7C Move cap to wire tips
21.8 P2SD Position cap on wires
2.0 RL1 Release cap
4.0 R2A Reach for wire stripper
2.0 G1A Grasp wire stripper
5.2 M2C
insulator cap
16.2 P2SE
on cap and squeeze
8.7 M10A Move to designated
holder
9.1 P1SSE Position in holder
Release wires RL1 2.0 RL1’ Release wire stripper
Reach for wired
R3A 4.9
assembly
Element Total 436.5
Conversion
Element Element Occurrence Total
Element Factor 14%
Time Time per Piece or Time
Description 1.00 Allowance
TMU Allowed Cycle Allowed
Leveled Time
Join capacitor and
616.1 616.1 86.3 702.4 1 702.4
motor wires
Join motor,
synchronous
1277.5 1277.5 178.8 1456.3 1 1456.3
motor and chip
wires
Joining main
motor, power
cord, chip and 436.5 436.5 61.1 497.6 1 497.6
synchronous
motor wires
Total Time 2656.3
TMU +69.5PT
Assembly Group 5
Operation: Chip Housing
Strip chip wiring
Reach for wired motor

R13A 10.1
assembly
Get assembly from
compartmental G1A 2.0
conveyor
Move to Fixture A M4C 8.0
Position in fixture P1NSD 16.0
Release assembly RL1’ 14.2 R12C Reach for chip
7.3 G4A Get chip from tray
Move to Fixture B with
9.2 M5C
lights facing upwards
26.6 P2NSD Position in fixture
Reach for chip wiring R4B 6.4 RL1’ Release chip
Grasp wire G1A 2.0
RfB’ 7.9 R8A Reach for wire stripper
from chip wiring
Grasp wire G1B 3.5 G1A’ Grasp wire stripper
16.2 P2SE
squeeze
4.0 D1E
from wire
Release wire RL1’ 5.7 M3B Move stripper aside
4 RfB 2.0
from chip wiring
Grasp wire 4 G1B 3.5
6.7 M3C 4 Move stripper to wire
16.2 P2SE 4
squeeze
4.0 D1E 4
from wire
Release wire 4 RL1’ 5.7 M3B 4 Move stripper aside
RfB 2.0
from chip wiring
Grasp wire G1B 3.5
6.7 M3C Move stripper to wire
16.2 P2SE
squeeze
4.0 D1E
from wire
Move to designated
Release wire RL1’ 12.7 M9C
holder
Element Total 360.4
Setting up chip wiring in chip
Reach for single

6 RfB 2.0
stripped wire
Grasp wire 6 G1A 2.0
Move wire tip to
6 M3C 6.7
respective hole in chip
Position wire tip 6 P3SE 43.0
Re-grasp wire 6 G2 5.6
Push wire through hole 6 APA 10.6
Reach for chip with
Release wire 6 RL1’ 8.3 R9A
wires
2.0 G1A Grasp chip
Raise chip out of
5.7 M3B
Fixture B
Flip chip so lights face
5.6 G2
downwards
6.7 M3C Move back to Fixture B
26.6 P2NSD Position in fixture
Element Total 474.3
Soldering chip wiring to chip
Reach for soldering iron R16A 11.4 RL1’ Release chip

Grasp soldering iron G1A 2.0
Move to stripped wires M16C 18.7
Solder 166
Move to stripped wires 5 MfC 2.0
Solder 5 SLDR 166
Move back to M16C 18.7
designated holder
Position in holder P1SSD 14.7
Element Total 1071.5
Strip excess wiring
Release soldering iron RL1’ 8.3 R9A Reach for wire stripper
2.0 G1A Grasp wire stripper
12.7 M9C 6
solder
Position over excess
26.6 P2NSD 6 solder and stripped
wire and cut
Move to designated
12.7 M9C
holder
Element Total 269.9
Mounting chip to chip housing base
Reach for chip housing

19.8 R20C
base
Get chip housing base
7.3 G4A
from bin
8.0 M4C Move to Fixture C
10.4 P1NSE Position in fixture
Reach for soldered chip Release chip housing
R17A 11.9 RL1
base
Grasp chip G1A 2.0
Move chip to chip
M10C 13.5
housing base
Position on chip housing
P2NSD 26.6
base
Release chip RL1 2.0
Get screw from bin G4C’ 14.9 R24A Reach for air wrench
Move screw to chip M4C 8.0 G1A’ Grasp air wrench
G2’
moving
Move air wrench to
23.8 M22C
screw
16.2 P2SE
screw
Move screw to chip M4C 8.0
G2’
moving
Move air wrench to
8.0 M4C
screw
16.2 P2SE
screw
G2’
moving
Move air wrench to
8.0 M4C
screw
16.2 P2SE
screw
G2’
moving
Move air wrench to
8.0 M4C
screw
16.2 P2SE
screw
Move air wrench to
11.3 M10A
original position
Reach for motor Reach for chip housing
R7A’ 8.7 R10A
assembly
Grasp assembly G1A 2.0 G1A Grasp chip housing
Move to conveyor M15B’ M10B’ Move to conveyor
Turn body while moving
motor assembly and TBC1 18.6
chip housing
Release assembly RL1 2.0 RL1’ Release chip housing
Turn back to face
TBC1 18.6
straight ahead
8.5 FM Activate conveyor
Element Total 532.9
Conversion
Element Element Occurrence Total
Element Factor 14%
Time Time per Piece or Time
Description 1.00 Allowance
TMU Allowed Cycle Allowed
Leveled Time
Strip chip wiring 360.4 360.4 50.5 410.9 1 410.9
Setting up chip
474.3 474.3 66.4 540.7 1 540.7
wiring in chip
Soldering chip
1071.5 1071.5 150.0 1221.5 1 1221.5
wiring to chip
Strip excess wiring 269.9 269.9 37.8 307.7 1 307.7
Mounting chip to
532.9 532.9 74.6 607.5 1 607.5
chip housing base
3088.3
Total Time
+347.5P
TMU
T
Assembly Group 6
Operation: Motor Assembly to Upper Body
Place wires in wire housing
Reach for wire housing Reach for wired motor

R14C 15.6 R13A’
base assembly
Get wire housing base Get wired motor
G4A 7.3 G1A’
from bin assembly
Move wire housing Move motor assembly
base near motor M12B 13.4 M6B’ in front of fixture
assembly
Release wire housing Release motor
RL1 2.0 RL1
base assembly
Reach for wires on
4.0 R2A
motor assembly
2.0 G1A Grasp wires
Move wires to wire
6.7 M3C
housing base
Grasp wires with both Grasp wires with both
G1A’ 5.6 G2
hands hands
Put wires into wire Put wires into wire
housing base using P2NSE 21.0 P2NSE housing base using
both hands both hands
2.0 RL1 Release wires
Reach for wire housing
14.9 R13C
lid
7.3 G4A Grasp wire housing lid
Release wires RL1’ 16.1 M13C Move lid to base
26.6 P2NSD Snap lid onto base
2.0 RL1 Release lid
Element Total 146.5
Mount wire housing and capacitor to front section of upper body
Reach for front section

15.6 R14C
of upper body
7.3 G4A Get front section of
upper body from tub
Move upper body to
17.8 M15C
fixture
Position upper body in
16.0 P1NSD
fixture
2.0 RL1 Release upper body
Reach for chip attached Reach for wired motor
R2A’ 5.3 R3A
to motor assembly assembly
Grasp the motor
Grasp the chip G1A 2.0 G1A
assembly
Move into bottom of
Move into top of front
M7B’ 10.8 M8B front section of upper
section of upper body
body
Release motor
Release chip RL1 2.0 RL1
assembly
Reach for screw R19C 19.1 R3A Reach for wire housing
Get screw from bin G4C 12.9 G1A’ Grasp wire housing
Move wire housing into
Move screw to wire
M8C 11.8 M2C’ place on front section
housing
of upper body
16.0 P1NSD Position wire housing
Position screw in hole P2SE 16.2 R20A’ Reach for air wrench
Release screw RL1 2.0 G1A Grasp air wrench
Move air wrench to
22.1 M20C
screw
16.2 P2SE
screw
Reach for screw R8C 11.5 R4A’ Reach for capacitor
Get screw from bin G4C 12.0 G1A’ Grasp capacitor
Move capacitor into
Move screw to
M5C 9.2 M4C’ place on front section
capacitor
of upper body
16.0 P1NSD Position capacitor
Position screw in hole P2SE 16.2 RL1’ Release capacitor
Release screw RL1’ 13.1 R20A Reach for air wrench
Move air wrench to
22.1 M20C
screw
16.2 P2SE
screw
Element Total 360.0
Mount motor assembly to front section of upper body
Reach for motor

R2A’ 9.4 R5C Reach for screw
assembly
Grasp motor assembly G1A’ 12.0 G4C Get screw from bin
Move motor assembly Move screw to motor
M2C’ 8.0 M4C
into place assembly
Position motor
P3NSD 53.4
assembly
Move air wrench to
22.1 M20C
screw
16.2 P2SE
screw
Release motor
RL1’ 5.7 M3B 3 Move air wrench aside
assembly
Reach for screw 3 R4C 6.1
Get screw from bin 3 G4C 12.0
Move screw to motor
3 M4C 8.4
assembly
Position screw in hole 3 P2SE 16.2
Move air wrench to
6.7 M3C 3
screw
16.2 P2SE 3
screw
Release screw 3 RL1’ 10.6 APA 3 Activate air wrench
69.5 PT 3 Process Time
Element Total 424.9
Mount chip to front section of upper body

R12A 9.6 R7A’ Reach for chip wire
base
Grasp chip housing
G1A 2.0 G1A Grasp chip wire
base
Move into place on
Move into slot below
front section of upper M3C 6.7 M2C’
position for chip
body
Position chip housing
P1NSE 10.4
base
Release chip housing
RL1’ 5.6 P1SE Position wire in slot
base
2.0 RL1
R5C’ 18.4 R18C Reach for screw
lid
Get lid from bin G4A 7.3
Move lid into place M5C’ 22.1 M20C Move screw to lid
Re-grasp screw G2 5.6 G2 Re-grasp screw
Position lid on chip
P1NSE 10.4
housing
Move air wrench to
22.1 M20C
screw
5.6 P1SE
screw
Release chip housing lid RL1’ 5.7 M3B 3 Move air wrench aside
Move screw to chip
3 M20C 22.1
housing
Re-grasp screw 3 G2 5.6
6.7 M3C 3 Move air wrench to
screw
16.2 P2SE 3
screw
Reach for front section Reach for front section
of upper body with R2A’ 8.7 R10A of upper body with
Grasp assembly G1A 2.0 G1A Grasp chip housing
Move to conveyor M14B’ 19.4 M21B Move to conveyor
Turn body while
moving front section of TBC1’
upper body
Release assembly RL1 2.0 RL1’ Release chip housing
Turn back to face
TBC1 18.6
straight ahead
Element Total 591.2
Conversion
TMU Leveled Allowed Cycle
Time
Place wires in
146.5 146.5 20.5 167.0 1 167.0
wire housing
Mount wire
housing and
capacitor to front 360.0 360.0 50.4 410.4 1 410.4
section of upper
body
Mount motor
assembly to front
424.9 424.9 59.5 484.4 1 484.4
section of upper
body
Mount chip to
front section of 591.2 591.2 82.8 674.0 1 674.0
upper body
Total Time 1735.8
TMU +625.5PT
Assembly Group 7
Operation: Motor Mounting
Cover wires using protective shield
Turn body to face left

side incoming conveyor TBC1 18.6
belt
Reach for front section Reach for front section
of upper body with of upper body with
R20A’ R19A’
motor and chip with motor and chip with
Get front section of Get front section of
upper body with motor G1A 2.0 G1A upper body with motor
and chip and chip
Move to fixture with Move to fixture with
M9C’ M9C
Turn body to face
fixture straight ahead TBC1 18.6
while moving
Position in fixture with Position in fixture with
P1NSE 10.4 P1NSE
Release front section of Release front section of
upper body with motor RL1 2.0 RL1 upper body with motor
and chip and chip
Reach for protective
Reach for screw R7C’ 11.5 R8C
shield
Get protective shield
Get screw from bin G4C 12.9 G4A’
from bin
Move into place
Move near chip wiring M8B’ 12.7 M9C
covering chip wiring
Position in place
26.6 P2NSD
covering chip wiring
Move to hole to the left
M2C 5.2
in protective shield
Re-grasp screw G2’
Position in hole to the Release protective
P1SE 5.6 RL1’
left shield
Reach for screw R10C’ 17.0 R16C Reach for screw
Get screw from bin G4C 12.9 G4C Get screw from bin
Move to hole in the Move to hole to the
middle in protective M14C’ 23.0 M21C right in protective
shield shield
Re-grasp screw G2’ G2’ Re-grasp screw
Position in hole in the Position in hole to the
P1SE 5.6 P1SE
middle right
Move air wrench to
22.1 M20C
middle screw
5.6 P1SE
middle screw
Release middle screw RL1’ 10.6 APA Activate air wrench
Move air wrench to
10.3 M6C
screw to the left
5.6 P1SE
screw to the left
Move air wrench to
15.2 M12C
screw to the right
5.6 P1SE
screw to the right
Element Total 314.1
Mating fan blade cylinder
Reach for fan blade Reach for fan blade

R15C 16.3 R12C’
cylinder plate cylinder
Get fan blade cylinder
Get plate from bin G4A 7.3 G1A’
from
Move near fan blade Move to fan blade
M18B 17.0 M8C’
cylinder cylinder plate
5.6 P1SE Position shaft in plate
Move into place in Move into place in front
M3C’ 8.0 M4C
front section of upper section of upper body
body
26.6 P2NSD Position on motor shaft
Position under chip Release fan blade
P1NSD 11.2 RL1’
housing cylinder
Release fan blade
RL1 2.0
cylinder plate
Move to hole closest to Move to hole furthest
operator in the fan M8C’ 13.5 M10C from operator in the
blade cylinder plate fan blade cylinder plate
Position in hole P1SE 5.6 P1SE Position in hole
Release screw RL1 2.0 RL1 Release screw
Move screw to hole in
fan blade cylinder and M19C 21.3
motor shaft
Position in hole P2SE 16.2
Turn screw to get it
T135S 7.4
started
Release screw RL1’ 13.1 R20A Reach for air wrench
Move air wrench to
22.1 M20C
middle screw
5.6 P1SE
middle screw
Move air wrench to
13.5 M10C screw in fan blade
cylinder plate
5.6 P1SE
screw
Move air wrench to
8.0 M4C screw in fan blade
cylinder plate
5.6 P1SE
screw
Element Total 337.2
Position button grid and mate back section of upper body to front section
Reach for button grid R20C 19.8

Get button grid from
G4A 7.3
bin
Move button grid
M7C 11.1
above chip housing
Re-grasp button grid G2’ 5.6
Position button grid in
holes above chip P1NSE 10.4
housing
Release button grid RL1 2.0
Reach for back section Reach for back section
of upper body with R22A 14.0 R16A’ of upper body with
Get back section of Get back section of
G1A 2.0 G1A
upper body from tub upper body from tub
Move over front Move over front section
section of upper body M23C 24.7 M11C’ of upper body with
with both hands both hands
Position front and back Position front and back
sections together with P1NSE 10.4 P1NSE sections together with
Apply pressure to top Apply pressure to
portion and snap top APA 10.6 APA bottom portion and
clips in snap bottom clips in
Apply pressure to Apply pressure to
upper-mid portion and APA 10.6 APA lower-mid portion and
snap middle clips in snap middle clips in
Move to bottom hole in Move to bottom hole in
M20C’ 23.0 M21C
back section of upper back section of upper
body closest to body furthest from
operator operator
Move to top hole in Move to top hole in
M6C’ 11.1 M7C
body closest to body furthest from
operator operator
Move air wrench to
23.8 M22C 4
screw
5.6 P1SE 4
screw
10.6 APA 4 Activate air wrench
Reach for assembled Reach for assembled
upper body with both R2A’ 10.5 R14A upper body with both
hands hands
Grasp upper body with Grasp upper body with
G1A 2.0 G1A
Move to conveyor with Move to conveyor with
M24B 20.6 M23B’
Turn body to face
TBC1’
conveyor while moving
Push upper body
slightly to get top end
APB 16.2
onto conveyor belt so it
starts moving
Release front section RL1 2.0 RL1 Release front section
Turn body back to face
TBC1 18.6
front
Element Total 524.2
Conversion
Time
Cover wires using
524.2 524.2 73.4 597.6 1 597.6
protective shield
Mating fan blade
337.2 337.2 47.2 384.4 1 384.4
cylinder
Position button
grid and mate
back section of 314.1 314.1 44.0 358.1 1 358.1
upper body to
front section
Total Time 1340.1
TMU +764.5PT
Assembly Group 8
Operation: Assembly of Motor and Upper Body and Lower Body
Pass AC wire through front section of lower body
Turn body to face left

side incoming conveyor TBC1 18.6
belt
Reach for upper body Reach for upper body
R20A’ R19A’
with both hands with both hands
Get upper section from Get upper section from
G1A 2.0 G1A
tub tub
Move to fixture with Move to fixture with
M16C’ 33.3 M33C
fixture while moving TBC1’
part
Position in fixture with Position in fixture with
P1NSE 10.4 P1NSE
Release front section of Release front section of
RL1 2.0 RL1
upper body with motor upper body with motor
and chip and chip
11.9 R17A
of lower body
Get front section of
2.0 G1A
lower body from tub
Move near upper body
15.2 M15B
on fixture
10.4 P1NSE Position on fixture
Reach for AC wire from Release front section of
R25A 15.4 RL1’
upper body lower body
Grasp wire G1A 2.0
Move wire to hole in
front section of lower M6C 10.3
body
Position wire and pass Reach for AC wire
P2SE 16.2 R4A’
through hole coming out of hole
Release wire RL1 2.0 G1A Grasp wire
Pull wire all the way
8.9 M6B
through the hole
Element Total 162.6
Secure front section of lower body to oscillator

R4A 6.1
of lower body
Grasp front section of
G1A’ 25.3 R28C Reach for screw
lower body
Move to upper body M6C’ 12.9 G4C Get screw from bin
Position on oscillator P1NSD 16.0
23.8 M22C front section of lower
body
G2’ Re-grasp screw
Move air wrench to
22.1 M20C
screw
5.6 P1SE
screw
Release front section of
RL1’ 5.7 M3B 3 Move air wrench aside
lower body
front section of lower 3 M22C 23.8
body
Re-grasp screw 3 G2’
Move air wrench to
6.7 M3C 3
screw
5.6 P1SE 3
screw
Reach for wire near
centre of front section R6A 10.1
of lower body
Grasp wire G1A 2.0
Move wire to stump M6C 10.3
Position wire around
P3SD 43.0
stump
Reach for screw R10C’ 15.6 R14C Reach for washer
Get screw from bin G4C 12.9 G4C Get washer from bin
Move screw near
M10B’ 13.5 M10C Move washer to stump
stump
G2’ Re-grasp washer
Position washer on
10.4 P1NSE
stump
Move screw to washer M2C 5.2 RL1’ Release washer
Position screw in hole P1SE’ 13.1 R20A Reach for air wrench
Move air wrench to
23.0 M21C
screw
5.6 P1SE
screw
Reach for wire near
hole in very bottom of
7.9 R8A
front section of lower
body
2.0 G1A Grasp wire
3.6 M1C Move wire to hole
Element Total 643.3
Mate back section of lower body
Turn body to face tub

18.6
while reaching
Reach for back section Reach for back section
of lower body with R17A’ R11A’ of lower body with both
both hands hands
Grasp back section of Get back section of
lower body from tub G1A 2.0 G1A lower body from tub
with both hands with both hands
Move over front Move over front section
section of lower body M13C 16.1 M12C’ of lower body with both
with both hands hands
Position front and back Position front and back
sections together with P1NSE 10.4 P1NSE sections together with
Apply pressure to top Apply pressure to
portion and snap top APA 10.6 APA bottom portion and
clips in snap bottom clips in
Apply pressure to Apply pressure to
upper-mid portion and APA 10.6 APA lower-mid portion and
snap middle clips in snap middle clips in
Reach for screw R26C 23.9 R12C’ Reach for screw
Move to top hole in Move to bottom hole in
M22C 23.8 M10C’
body closest to body closest to
operator operator
Reach for screw R22C 21.2 R10C’ Reach for screw
Move to top hole in Move to bottom hole in
M26C 27.3 M14C’
body furthest from body furthest from
operator operator
Move air wrench to
24.7 M23C bottom screw furthest
from operator
5.6 P1SE
screw
Move air wrench to
8.0 M4C bottom screw closest to
operator
5.6 P1SE
screw
Move air wrench to top
11.8 M8C screw closest to
operator
5.6 P1SE
screw
Move air wrench to top
8.0 M4C screw furthest from
operator
5.6 P1SE
screw
Reach for assembled Reach for assembled
R26A 15.8 R19A’
fan with both hands fan with both hands
Grasp an with both Grasp fan with both
G1A 2.0 G1A
hands hands
Move to conveyor with Move to conveyor with
M17B’ 24.3 M30B
Turn body to face
TBC1’
conveyor while moving
Push upper body
slightly to get top end
APB 16.2
onto conveyor belt so it
starts moving
Release fan RL1 2.0 RL1 Release fan
TBC1 18.6
front
Element Total 439.5
Conversion
Time
Pass AC wire
through front
162.6 162.6 22.8 185.4 1 185.4
section of lower
body
Secure front
section of lower 643.3 643.3 90.1 733.4 1 733.4
body to oscillator
Mate back
section of lower 439.5 439.5 61.5 501.0 1 501.0
body
Total Time 1419.8

TMU +695.0PT
4.3.2 MOST Analysis

MOST was used to determine the time taken at each packaging station involved in production. Most is
accurate within 5% 95 times out of a 100 so it is a very reliable technique. When using MOST, it is
necessary to determine how an object is being moved. This can be done simply by figuring out how the
operator gets the item (ABG), how the operator puts the item (ABP) and whether or not the operator
returns or clears his/her hand afterwards. Some other forms of MOST such as tool use sequences for the
tape gun as well as a controlled move sequences for sliding the fan box, were also used in the analysis
below.
Table 4.3.2.0. MOST analysis for packaging station 1
Area: Packaging station 1
Activity: Bagging fan and placing Styrofoam on bottom and middle
No Sequence Model
No. Method Fr. TMU
. A B G A B P A
1 Get and coil AC cord 1 1 0 3 0 0 3 0 70
2 Tie with twist tie 2 1 0 1 1 0 6 0 90
3 Put in plastic bag 3 1 0 1 1 0 1 0 40
4 Tie plastic bag with twist tie 4 1 0 1 1 0 6 0 90
5 Get and set up plastic bag for 5 1 0 1 1 0 6 0 90
fan 6 3 0 3 3 0 6 0 150
6 Push fan into bag 7 1 0 1 1 0 6 0 90
7 Tie plastic bag with twist tie 8 1 0 3 3 0 3 0 100
8 Pick up fan and put on fixture 9 1 3 1 1 3 3 0 120
9 Get and place bottom 10 1 3 1 1 3 3 0 120
Styrofoam end cap on fan 11 1 3 1 1 3 3 0 120
10 Get and place first half of 13 1 0 3 3 0 1 0 80
centre Styrofoam piece on
fan
No A B G M X I A Fr. TMU
11 Get and place second half of
.
centre Styrofoam piece on
fan
12 Tape two halves of
Styrofoam together with
13 tape gun
Pick up fan and put on
conveyor and activate No A B G A P B * A B P A Fr TMU
. .
12 1 0 1 1 0 3 F6 1 0 0 0 130
TIME = 0.77 minutes 1290

Table 4.3.2.1. MOST analysis for packaging station 2
Area: Packaging station 2
Activity: Bagging base, remote and manual and placing fan in box
No Sequence Model
No. Method Fr. TMU
. A B G A B P A
1 Get un-made box from stack, 1 3 3 3 1 3 6 3 220
close bottom flaps and take 2 1 0 0 1 0 6 0 80
to fixture 4 1 0 1 0 0 3 3 80
2 Put box on fixture with 5 1 0 1 1 0 1 3 70
closed flaps against stop 6 0 0 0 1 0 3 0 40
3 Slide fan off of conveyor into 7 1 0 1 0 0 3 3 80
box 8 1 0 1 1 0 1 3 70
4 Get medium plastic bag from 9 0 0 0 1 0 3 0 40
overhead rod and open 10 1 0 1 0 0 3 0 50
5 Put front fan base into 11 1 0 1 1 0 1 0 40
medium plastic bag 12 1 0 1 1 0 1 0 40
6 Put bag with front fan base 13 0 0 0 0 0 3 1 40
into box
14 0 0 0 1 0 3 0 40
7 Get medium plastic bag from
15 3 3 1 3 0 6 0 160
overhead rod and open
16 1 0 1 1 0 3 3 90
8 Put back fan base into
17 1 0 1 1 0 1 3 70
medium plastic bag
9 Put bag with back fan base 18 0 0 0 1 0 3 0 40
into box 19 1 0 1 1 0 3 0 60
10 Get re-sealable plastic bag 25 1 6 3 3 6 6 1 260
and open
11 Put 2 AAA batteries into re-
sealable bag
12 Put owner's manual into re- No A B G M X I A Fr. TMU
sealable bag .
13 Close re-sealable bag and 3 3 0 3 3 1 6 3 190
take to fixture 21 1 0 3 3 1 1 0 90
14 Put re-sealable bag into box 23 1 0 3 3 3 3 0 130
15 Get top Styrofoam end cap 24 1 0 3 1 1 1 1 80
from tub and place on top of
fan in box
16 Get small plastic bag from
overhead rod and open
17 Put remote into small plastic No A B G A P B * A B P A Fr TMU
bag . .
18 Put bag with remote in slot 20 1 0 1 1 0 3 F6 1 0 0 0 130
of top Styrofoam end cap
22 1 0 1 1 0 3 F6 1 0 0 0 130
19 Close top flaps of box
20 Tape top flaps together
21 Slide box forward along
fixture slightly
22 Tape bottom flaps together
23 Slide fan onto conveyor
24 Turn conveyor on using knob
on front of table
25 Place fan on pallet
TIME = 1.39 minutes 2320
5.0 Customer Fulfilment Planning
5.1 Customer Demand Forecast

The table below outlines the customer demand forecast for Sears, Canadian Tire and Wal-Mart, over the
years of 2012-2016 including the compound annual growth rate and the quarterly seasonal fluctuations.
Table 5.1.0. Customer demand forecast
Sears Canadian Tire Wal-Mart
2012 Demand 205,000 185,00 225,000
2013 growth rate 2.3% 2.5% 2.9%
Quarterly seasonal
fluctuations as a 8%, 34%, 38%, 20% 10%, 30%, 45%, 15% 12%, 26%, 45%, 17%
percent of annual respectively respectively respectively
demand
The values in this table are used to determine the weekly production and the weekly shipments required
to meet customer demands. This entails the amount of desired and consequent warehouse storage per
week, and the amount of overtime hours required per week. We found three possible alternatives with
different weekly overtime schedules for each customer for the year of 2012.
Overtime production in Alternative 1 is focused entirely in quarters two and three, with 26.8% of
overtime production for the first ten weeks and 17.0% of overtime production for the last three weeks
of each of these quarters. This alternative was proposed to account for the surplus in production in
quarters one and four. If any overtime production was allocated to quarter one, the maximum
warehouse storage would raise as more units are already being produced than shipped. The same idea
applies to quarter four, where if any extra units were produced, the warehouse storage at the end of the
year would be higher than necessary. To account for the increase in demand in year 2013, the standard
weekly production will increase from 11,200 to 11,400. This means extra workstations will be added to
the plant floor and additional operators will be hired for year 2013. In 2013, the weekly overtime
production is approximately half of that in 2012. This is due to the fact that 38,783 units are being
stored in the warehouse at the end of 2012, and so units can be pulled from the warehouse to meet the
higher customer demand.
Alternative 2 was proposed to implement lower weekly overtime production and percentage.To do this,
the overtime production was distributed across quarters one through three. 17.9% of overtime
production will be required for the first eleven weeks of each quarter and 16.1% will be required for the
twelfth week. There will be no overtime production in the last week of each quarter. This follows the
idea of lower overtime production at the end of each quarter in Alternative 1. The reason this idea is
included in these alternatives is to give the operators a break from working overtime each quarter to
increase worker moral. In 2013, the standard weekly productionremains 11,200 units, however just as
in Alternative 1, the overtime production is almost half of that in 2012.
Alternative 3 is different because the weekly production of 11,827 units was found by dividing the yearly
demand by 52 weeks. This alternative follows a similar overtime production scheme as Alternative 2,
however since the weekly production is higher, the overtime rate is lower. 11.8% overtime production
is required for the first week of each quarter, 10.1% is required for weeks 2-12, and 8.5% is required for
the final week of each quarter. In 2013, the weekly production increases to 12,132 units per week as it
is also found by dividing the demand by 52 weeks. Similar to Alternative 1, additional workstations will
be added to the plant floor and extra staff will be hired to produce the extra fans.
Below are the summaries of each alternative for 2012 and 2013. These tables show the total weekly
production proposed by each alternative, as well as the total weekly demand of all the customers
combined. From this, the difference in production and shipment is shown. The table then sums up
difference in production and shipment at the end of each quarter. The number of overtime units
produced for each quarter is also shown in each of these summary tables. From the difference in
production and shipment, and the overtime production, the warehouse storage at the end of each
quarter is shown. The complete, week by week alternatives are shown in Appendix B – Customer
Demand Forecasts. These tables showcase the overtime production per week, in terms of fans and as a
percentage of the weekly production. They also show how the warehouse storage fluctuates each week
of the year.
Table 5.1.0. Alternative 1 – 2012

615,00
Yearly Demand
0
Weekly Production 11,200
Weekly Weekly Quarterly Overtime End of
Quarter
Demand Difference Difference Production Quarter
(Weekly (Production - Warehouse
Shipment) Shipment) Storage
Q1 4,762 6,438 83,694 0 83,694
Q2 14,131 -2,931 -38,103 35,700 81,291
Q3 20,185 -8,985 -116,805 35,700 186
Q4 8,231 2,969 38,597 0 38,783

630,86
Yearly Demand
5
Weekly Weekly End of
Demand Difference Quarterly Overtime Quarter
Quarter
(Weekly (Production - Difference Production Warehouse
Q1 4,887 6,513 84,669 0 123,452
Q2 14,492 -3,092 -40,196 18,900 102,156
Q3 20,709 -9,309 -121,017 18,900 39
Q4 8,442 2,958 38,454 0 38,493

615,00
Yearly Demand
0
Quarter
Q1 4,762 6,438 83,694 23,800 107,494
Q2 14,131 -2,931 -38,103 23,800 93,191
Q3 20,185 -8,985 -116,805 23,800 186
Q4 8,231 2,969 38,597 0 38,783

630,86
Yearly Demand
5
Quarter
Q1 4,887 6,313 82,069 15,200 136,052
Q2 14,492 -3,292 -42,796 15,200 108,456
Q3 20,709 -9,509 -123,617 15,200 39
Q4 8,442 2,758 35,854 0 35,893

615,00
Yearly Demand
0
Quarter
Q1 4,762 7,065 91,844 15,600 107,444
Q2 14,131 -2,304 -29,953 15,600 93,091
Q3 20,185 -8,358 -108,655 15,600 36
Q4 8,231 3,596 46,747 0 46,783

630,86
Yearly Demand
5
Quarter
Q1 4,887 7,245 94,185 15,200 156,168
Q2 14,492 -2,360 -30,680 15,200 140,689
Q3 20,709 -8,577 -111,501 15,200 44,388
Q4 8,442 3,690 47,970 0 92,358
Alternative 1 was selected due to its low maximum warehouse storage. The significance of this will
show in the cost analysis as the size of the storage facility is very important. Also, with less units being
stored, there are less units to incur errors while being stored such as damaged inventory. This
alternative was also selected because it does not rely on operators committing to working overtime
every week for the first three quarters of the year but instead work a higher percentage of overtime in
the summer months for just in time production. The week by week forecast of Alternative 1 is shown in
the table below.
Table 5.1.6. Alternative 1 – 2012 week by week forecast.
Yearly Demand 615,000
Weekly
Demand Difference Overtime Quarter
Quarter Week Overtime
(Weekly (Production - Production Warehouse
Percentage
Q1 1 4,762 6,438 0 0.0% 6,438
2 4,762 6,438 0 0.0% 12,876
3 4,762 6,438 0 0.0% 19,314
4 4,762 6,438 0 0.0% 25,752
5 4,762 6,438 0 0.0% 32,190
6 4,762 6,438 0 0.0% 38,628
7 4,762 6,438 0 0.0% 45,066
8 4,762 6,438 0 0.0% 51,504
9 4,762 6,438 0 0.0% 57,942
10 4,762 6,438 0 0.0% 64,380
11 4,762 6,438 0 0.0% 70,818
12 4,762 6,438 0 0.0% 77,256
13 4,762 6,438 0 0.0% 83,694
Q2 14 14,131 -2,931 3,000 26.8% 83,763
15 14,131 -2,931 3,000 26.8% 83,832
16 14,131 -2,931 3,000 26.8% 83,901
17 14,131 -2,931 3,000 26.8% 83,970
18 14,131 -2,931 3,000 26.8% 84,039
19 14,131 -2,931 3,000 26.8% 84,108
20 14,131 -2,931 3,000 26.8% 84,177
21 14,131 -2,931 3,000 26.8% 84,246
22 14,131 -2,931 3,000 26.8% 84,315
23 14,131 -2,931 3,000 26.8% 84,384
24 14,131 -2,931 1,900 17.0% 83,353
25 14,131 -2,931 1,900 17.0% 82,322
26 14,131 -2,931 1,900 17.0% 81,291
Q3 27 20,185 -8,985 3,000 26.8% 75,306
28 20,185 -8,985 3,000 26.8% 69,321
29 20,185 -8,985 3,000 26.8% 63,336
30 20,185 -8,985 3,000 26.8% 57,351
31 20,185 -8,985 3,000 26.8% 51,366
32 20,185 -8,985 3,000 26.8% 45,381
33 20,185 -8,985 3,000 26.8% 39,396
34 20,185 -8,985 3,000 26.8% 33,411
35 20,185 -8,985 3,000 26.8% 27,426
36 20,185 -8,985 3,000 26.8% 21,441
37 20,185 -8,985 1,900 17.0% 14,356
38 20,185 -8,985 1,900 17.0% 7,271
39 20,185 -8,985 1,900 17.0% 186
Q4 40 8,231 2,969 0 0.0% 3,155
41 8,231 2,969 0 0.0% 6,124
42 8,231 2,969 0 0.0% 9,093
43 8,231 2,969 0 0.0% 12,062
44 8,231 2,969 0 0.0% 15,031
45 8,231 2,969 0 0.0% 18,000
46 8,231 2,969 0 0.0% 20,969
47 8,231 2,969 0 0.0% 23,938
48 8,231 2,969 0 0.0% 26,907
49 8,231 2,969 0 0.0% 29,876
50 8,231 2,969 0 0.0% 32,845
51 8,231 2,969 0 0.0% 35,814
52 8,231 2,969 0 0.0% 38,783
Total 615,017 -32,617 71,400 38,783

Table 5.1.7. Alternative 1 – 2013 week by week forecast.
Weekly
Percentage
Q1 1 4,887 6,513 0 0.0% 45,296
2 4,887 6,513 0 0.0% 51,809
3 4,887 6,513 0 0.0% 58,322
4 4,887 6,513 0 0.0% 64,835
5 4,887 6,513 0 0.0% 71,348
6 4,887 6,513 0 0.0% 77,861
7 4,887 6,513 0 0.0% 84,374
8 4,887 6,513 0 0.0% 90,887
9 4,887 6,513 0 0.0% 97,400
10 4,887 6,513 0 0.0% 103,913
11 4,887 6,513 0 0.0% 110,426
12 4,887 6,513 0 0.0% 116,939
13 4,887 6,513 0 0.0% 123,452
Q2 14 14,492 -3,092 1,500 13.2% 121,860
15 14,492 -3,092 1,500 13.2% 120,268
16 14,492 -3,092 1,500 13.2% 118,676
17 14,492 -3,092 1,500 13.2% 117,084
18 14,492 -3,092 1,500 13.2% 115,492
19 14,492 -3,092 1,500 13.2% 113,900
20 14,492 -3,092 1,500 13.2% 112,308
21 14,492 -3,092 1,500 13.2% 110,716
22 14,492 -3,092 1,500 13.2% 109,124
23 14,492 -3,092 1,500 13.2% 107,532
24 14,492 -3,092 1,300 11.4% 105,740
25 14,492 -3,092 1,300 11.4% 103,948
26 14,492 -3,092 1,300 11.4% 102,156
Q3 27 20,709 -9,309 1,500 13.2% 94,347
28 20,709 -9,309 1,500 13.2% 86,538
29 20,709 -9,309 1,500 13.2% 78,729
30 20,709 -9,309 1,500 13.2% 70,920
31 20,709 -9,309 1,500 13.2% 63,111
32 20,709 -9,309 1,500 13.2% 55,302
33 20,709 -9,309 1,500 13.2% 47,493
34 20,709 -9,309 1,500 13.2% 39,684
35 20,709 -9,309 1,500 13.2% 31,875
36 20,709 -9,309 1,500 13.2% 24,066
37 20,709 -9,309 1,300 11.4% 16,057
38 20,709 -9,309 1,300 11.4% 8,048
39 20,709 -9,309 1,300 11.4% 39
Q4 40 8,442 2,958 0 0.0% 2,997
41 8,442 2,958 0 0.0% 5,955
42 8,442 2,958 0 0.0% 8,913
43 8,442 2,958 0 0.0% 11,871
44 8,442 2,958 0 0.0% 14,829
45 8,442 2,958 0 0.0% 17,787
46 8,442 2,958 0 0.0% 20,745
47 8,442 2,958 0 0.0% 23,703
48 8,442 2,958 0 0.0% 26,661
49 8,442 2,958 0 0.0% 29,619
50 8,442 2,958 0 0.0% 32,577
51 8,442 2,958 0 0.0% 35,535
52 8,442 2,958 0 0.0% 38,493
Total 630,890 -38,090 37,800 38,493
5.2 Warehouse Storage

The warehouse will be within the same building as the plant. Since the space is available Concord and
Mississauga, it is useful to have the warehouse and production facilities in the same building to avoid
shipment to warehouses that could potentially be further from some customers. The maximum
warehouse storage in 2012 based on Alternative 1 of the customer demand forecast is 83,694 fans and
123,452 in 2013, as seen in tables 5.1.0 and 5.1.1 respectively.
The clear ceiling height below the sprinklers is 22 feet. This allows for the shelving of the three different
height skids (70” for Canadian Tire, 62” for Sears and 60” for Wal-Mart). The skids will be shelved with
the tallest skids (Canadian Tire skids) on the bottom shelf and shortest skids (Wal-Mart skids) on the top
shelf. This allows for 8” shelves to hold each level of skids, as well as a 16” clearance over each skid.
The shelves allow for each skid to have two inches of space on all four sides so that forklifts can easily
place and remove the skids. Since forklifts must navigate between shelving units, forklift aisles will be
12 feet wide and non-forklift aisles for employees will be 6 feet wide. It was possible to minimize the
amount of clearance between each skid and shelf, and lessen the thickness of each shelf to squeeze
another skid in, however this would allow for nearly no clearance at all and would weaken the shelving
units. The clearance and strength of the shelves is very important in keeping the fans safe from serious
damage.
5.3 Just-in-Time Delivery Schedules
The just-in-time delivery schedules are based upon the logistics of the customer demand forecast and
the inventories planned. There will be two deliveries a week to Sears and Canadian Tire. The first
delivery is on Monday and the second is on Wednesday, both between the 7:30 a.m. and 8:45 a.m. at
their receiving docks. Wal-Mart will accept three deliveries per week; with the first on Monday and
second on Wednesday, both between 8:30 a.m. and 9:15 a.m. and the third on Friday between 2:00
p.m. and 2:30 p.m. The weekly shipment in 2012 for each customer is shown in the tables below.
Table 5.3.0. 2012 customer demands per week
Custome
r Sears Canadian Tire Wal-Mart
Demand 205,000 185,000 225,000
Quarterl Weekly Quarterl Weekly Quarterl Weekly
y Deman y Deman y Deman
Quarter Demand d Demand d Demand d
Q1 8% 1,262 10% 1,424 12% 2,077
Q2 34% 5,362 30% 4,270 26% 4,500
Q3 38% 5,993 45% 6,404 45% 7,789
Q4 20% 3,154 15% 2,135 17% 2,943
To find how many shipments must be made for a delivery, it must first be determined how many units
can fit on a single 53’ truck with dimensions 630” by 102” by 102” (Ship North America). This can be
done by finding the amount of units that can be loaded onto one stock keeping unit (SKU) and how
many skids can fit on one truck.
4-way CHEP (Commonwealth Handling Equipment Pool) stringer pallets will be used to load the fans.
The dimensions of each pallet are: 48” long by 40” wide by 6” tall. The dimensions of each box used to
package the fans are 8” long by 8” wide by 40” tall. Based on these dimensions, six boxes can be laid
side by side to create one level of units on the pallet. Since Sears, Canadian Tire and Wal-Mart each
have different regulations as to the height of the skids they accept, separate calculations for the number
of fans that can fit on a single truck must be made for each customer.
5.3.1 Sears Just In Time Deliveries

The maximum height of the pallet load for Sears is 62 inches, including the height of the pallet itself.
The number of fans for Sears that can fit on a 53’ truck is:
62 − 6 𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = = 7 𝑥𝑥𝑥𝑥𝑥𝑥
8 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = 7 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥 × 6 𝑥𝑥𝑥𝑥 = 42 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥 53’ 𝑥𝑥𝑥𝑥𝑥 = 2 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 × 15 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥
= 30 𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥 53’ 𝑥𝑥𝑥𝑥𝑥 = 42 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 × 30 𝑥𝑥𝑥𝑥𝑥 = 1260 𝑥𝑥𝑥𝑥
As seen in Table 5.2.1, Sears requires 1,262 fans each week in quarter one. Since they’ve requested two
shipments per week, the ideal shipment schedule would be 15 skids or 630 fans on both Monday and
Wednesday. However, this shipment would be two fans short of the demand. Therefore, 16 skids will
be sent on Monday so that two fans are not placed alone on a pallet. Also, since the truck will not be
nearly fully loaded, an understanding must be reached with the transportation employees so as to
ensure the fans do not slide around during shipment and become damaged. One solution to the wasted
space on each truck is using a 10’ truck, which can fit up to six skids on Wednesday and sending 25 skids
on a 48’ truck on Monday.
For quarter two, a similar situation exists where five trucks need to be sent over the week, however one
truck would only hold eight skids. To solve this, a 16’ truck can be used which can hold up to eight skids.
Despite the high demand in quarter three, it would still be beneficial to use at least one smaller truck.
One truck out of the five will only be required to ship 23 skids, so a 48’ truck with a maximum capacity of
28 skids can be used on Monday. The rest of the shipment will be transported by two 53’ trucks carrying
a full load of 30 skids on Monday and Wednesday.
In quarter four, one 53’ truck will carry a full load on each Monday and Wednesday, and an additional
48’ truck will carry 16 skids on each Monday.
5.3.2 Canadian Tire Just In Time Deliveries

The maximum height of the pallet load for Canadian Tire is 70 inches, including the height of the pallet
itself. The number of fans for Canadian Tire that can fit on a 53’ truck is:
𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥 53’ 𝑥𝑥𝑥𝑥𝑥 = 2 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 × 15 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 =
30 𝑥𝑥𝑥𝑥𝑥
Since Canadian Tire also wants two shipments per week, a shipment of 15 skids can be made on both
Monday and Wednesday. Similarly to issues with Sears, there will be some extra units shipped each
week so that no pallet is shipped without a full load. To ship these loads, 48’ trucks can be used.
To meet the weekly demand of Canadian Tire in quarter two, two 53’ trucks can be sent on Monday
carrying 30 and 29 skids, and a single 53’ truck can be sent on Wednesday carrying 30 skids.
Since the demand in quarter three is so high, five trucks will be required to make the appropriate
shipment. Two 53’ trucks carrying a full load will be sent on Monday and Wednesday, with an additional
24’ truck with a full load of 14 skids will be sent the Monday.
In the final quarter of the year, 45 skids must be shipped to meet the demand. To do this, two 48’ trucks
will be used. A full load of 28 skids will be shipped on Monday, and 17 skids will be shipped on
Wednesday.
5.3.3 Wal-Mart Just In Time Deliveries

The maximum height of the pallet load for Wal-Mart is 60 inches, including the height of the pallet itself.
The number of fans for Wal-Mart that can fit on a 53’ truck is:
𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥 53’ 𝑥𝑥𝑥𝑥𝑥 = 2 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 × 15 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥
= 30 𝑥𝑥𝑥𝑥𝑥
Since Wal-Mart requests three shipments per week, a 53’ truck with 30 skids can be sent on Monday,
and 24’ truck can be sent with 14 skids on Wednesday and Friday.
In quarter two, two 48’ trucks will ship full loads of 28 skids on Mondays, one 24’ truck will ship 13 skids
and one 48’ truck will ship 28 skids on Wednesdays, and one 48’ truck will ship 28 skids on Fridays. This
quarter involves no extra units added to shipments to allow for full skids; exactly 125 fully loaded pallets
are shipped to Wal-Mart each week.
To meet the high demand of quarter three, eight 48’ trucks will be required. Three fully loaded trucks
will be sent out on Monday containing 28 skids each, two fully loaded trucks will be sent on Wednesday,
and three trucks will be sent on Friday, two fully loaded and one containing 21 skids.
Finally, on each Monday of quarter four, a 48’ truck will ship a full load of 28 skids, and a 48’ truck with
27 skids will be sent on Wednesday and Friday.
5.3.4 Just In Time Delivery Summary
As described in the just in time deliveries above, nearly every shipment made each week to each
customer includes extra units to fill the load of each pallet. This was a preventative measure taken to
avoid damage to any units. This will also maximize the use of space in the customers’ storage facilities.
However, to account for the extra units being shipped each week, there will weeks when the shipments
are one skid less than the shipments outlined in the schedule. Also, there are many instances where the
trucks will not be full, so to account for the wasted space, various sizes of trucks were used in the
schedule to minimize the wasted space. This is beneficial as using smaller trucks will also reduce the
cost of fuel. Sufficient interaction with each customer is necessary to explain these issues and to keep
them satisfied. The weekly just in time delivery schedule per quarter for each customer is outlined in
the table below.
Table 5.3.1 Just In Time Delivery Schedule
Customer Quarter Monday Wednesday Friday
1 48’ Truck: 25skids 10’ Truck: 6skids
53’ Truck: 30 skids
2 53’ Truck: 30 skids
16’ Truck: 8skids
Sears 53’ Truck: 30 skids
4 53’ Truck: 30skids
48’ Truck:16skids
1 48’ Truck: 15 skids 48’ Truck: 15 skids
Canadian Tire 53’ Truck: 30 skids
Truck 3: 14 skids
24’ Truck: 14
skids
48’ Truck: 28 skids 48’ Truck: 28 skids 48’ Truck: 28
2
48’ Truck: 28 skids 24’ Truck: 13 skids skids
48’ Truck: 28
Wal-Mart
skids
48’ Truck: 28 skids 48’ Truck: 28
48’ Truck: 28 skids skids
48’ Truck: 21
skids
48’ Truck: 27
skids
6.0 Human Resource Planning
Figure 6.0. Organizational Chart

Within any organization, there are many members who collectively work as a unit in order to ensure
everything runs smoothly. The chart above is a general outline of the many members that make up our
fan company. There is a general manager who oversees everything. He/she co-ordinates with the sales
managers, purchasing agent, manufacturing manager, industrial relations manager, chief engineer and
controller to ensure the necessary measures are being taken to ensure a profit is being made. That is to
say products are being produced as demanded by customers and that these products are up to
standards. The people who work directly with the operators include the quality control manager and his
quality control staff as well as the production control manager. Of course, there are the people who
work on the shop floor and these include the assembly departments which consist of forklift operators,
assembly line workers and shipping/receiving staff. But that isn’t all an organization requires in order to
function properly. It also needs maintenance staff to ensure that all equipment and facilities are running
properly so that downtime is always at a minimum. The offices, cubicles and areas where all of these
people work are shown in the plant layout which is described within the next section of this report.
7.0 Plant Layout
To design the plant layout, the number of work stations in the plant necessary to meet the weekly
demand must be found. This can be done by using the amount of time it takes to produce a single
packaged oscillating tower fan from the MTM-1 analysis, and the weekly production from the customer
demand forecast based on 7 hours and 25 minutes of work time per day, not including breaks and start
up and clean up time, for 5 days a week.
7.1 Facilities Planning

To determine the number of operators necessary per workstation, the standard time needed for each
workstation must first be calculated.
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 + 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 + 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 1 𝑥𝑥 = (371.7 + 14%) + 69.5
= 423.738 + 69.5
= 493.2 𝑥𝑥𝑥
= 0.296 𝑥𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 2 𝑥𝑥 = (779.3 + 14%) + 347.5
= 888.402 + 347.5
= 1235.9 𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 3 𝑥𝑥 = (1458.7 + 14%) + 625.5
= 1662.918 + 625.5
= 2288.4 𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 4 𝑥𝑥 = (2330.1 + 14%) + 69.5
= 2656.314 + 69.5
= 2725.8 𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 5 𝑥𝑥 = (2709.0 + 14%) + 347.5
= 3088.26 + 347.5
= 3435.8 𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 6 𝑥𝑥 = (1522.6 + 14%) + 625.5
= 1735.764 + 625.5
= 2361.3 𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 7 𝑥𝑥 = (1175.5 + 14%) + 764.5
= 1340.07 + 764.5
= 2104.6 𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 8 𝑥𝑥 = (1245.4 + 14%) + 695.0
= 1419.756 + 695.0
= 2114.8 𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 9 𝑥𝑥 = (1290.0 + 14%)
= 1470.6 𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 10 𝑥𝑥 = (2320.0 + 14%)
= 2644.8 𝑥𝑥𝑥
Table 7.1.0. Standard time for each workstation
Workstation Standard minute to Wait time based on Standard time (min)
perform operation (min) slowest workstation (min)
1 0.296 1.765 2.061
2 0.742 1.319 2.061
3 1.373 0.688 2.061
4 1.635 0.426 2.061
5 2.061 – 2.061
6 1.417 0.644 2.061
7 1.263 0.798 2.061
8 1.269 0.792 2.061
9 0.882 1.179 2.061
10 1.587 0.474 2.061
Totals 12.495 8.115 20.610
The efficiency of this line can be computed as the ratio of the total actual standard minutes to the total
allowed standard minutes.
∑10
1 𝑥𝑥 12.525
𝑥= × 100 = × 100 = 60.77%
∑10
1 𝑥𝑥 20.610
where 𝑥 = efficiency
𝑥𝑥 = standard minutes per operation
𝑥𝑥 = allowed standard minutes per operation
% 𝑥𝑥𝑥𝑥 = 100 − 𝑥 = 100 − 60.63 = 39.23%
The rate production, 𝑥, given 11,200 fans produced a week (as described in 5.1 Customer Demand
Forecast) is:
11200/5 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥
𝑥= = 5.463 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥
410 𝑥𝑥𝑥𝑥𝑥𝑥𝑥
The number of operators or the multiple of each workstation needed for the required rate production
can be estimated by
∑ 𝑥𝑥
𝑥 = 𝑥×∑ 𝑥𝑥 = 𝑥 ×
𝑥
where 𝑥 = number of operators needed in the line

𝑥 = desired rate of production
To plan this assembly line for the most economical set up, the estimated number of operators required
for 95% efficiency is
(0.296 + 0.742 + 1.373 + 1.635 + 2.061 + 1.417 + 1.263 + 1.269 + 0.882 + 1.587)
𝑥 = 5.463 ×
0.95
𝑥 = 71.9
Since it is impossible to have nine tenths of an operator, the line will be set up utilizing 72 operators. An
alternative to this could be using part-time hourly workers. With 2,240 units of work required per day
(11,200/5), it is necessary to produce 1 unit in about 0.183 minutes (410 minutes/2,240 units). The
number of operators needed on each work station is estimated by dividing the number of minutes
allowable to produce one piece into the standard minutes for each operation, as follows:
Table 7.1.1. Estimated number of operators
Workstation Standard minutes Standard minutes Number of operators
(min/unit)
1 0.296 1.618 2
2 0.742 4.055 5
3 1.373 7.503 8
4 1.635 8.935 9
5 2.061 11.263 12
6 1.417 7.744 8
7 1.263 6.902 7
8 1.269 6.935 7
9 0.882 4.82 5
10 1.587 8.673 9
Totals 12.525 72
To identify the slowest operation, the standard minutes for each work station are divided by the
estimated number of operators. The results are shown in the following table.
Table 7.1.2. Standard time per unit
Work station 1 0.296/2 = 0.148
Work station 2 0.742/5 = 0.148
Work station 3 1.373/8 = 0.172
Work station 4 1.635/9 = 0.182
Work station 5 2.061/12 = 0.172
Work station 6 1.417/8 = 0.177
Work station 7 1.263/7 = 0.180
Work station 8 1.269/7 = 0.181
Work station 9 0.882/5 = 0.176
Work station 10 1.587/9 = 0.176
Since work station 4 has the greatest time, this station determines the output from the line. In this case,
9 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 410 𝑥𝑥𝑥𝑥𝑥𝑥𝑥
= 2,256 𝑥𝑥𝑥𝑥𝑥/𝑥𝑥𝑥
1.635 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥
Therefore, with this line balancing method, 16 extra units can be produced per day. Although this rate
of production allows for extra units to be produced, if it is still inadequate or not enough, the rate of
production of workstation 4 should be increased. This can be done by working the operator at this
station overtime, or hiring a tenth part time worker as opposed to the regular nine. It can also be done
by adjusting the current production method by reassigning some of the work of operation 4 to
operation 3, or by improving the method at this workstation to lower the time of this operation. This
may be necessary in 2013 where the daily production will increase to 2,280 units per day.
7.2 Plant Description
In order to have a fully functional plant, it must have several key features including the assembly line
equipped with the necessary number of station as calculated through line balancing, office space,
cafeteria, receptionist desk, conference room, washrooms, shipping and receiving docks as well as
storage space for excess assemblies. The overall layout of our plant is shown below and it is followed by
a close-up view of selected parts and a description of each of these parts.
Figure 7.2.0 Overall Plant Layout
In the above layout, there is a main entrance to the plant from the parking lot which is followed by
another set of doors which leads to the lobby of the plant. Once inside, on the left side, there is a
receptionist’s desk near which is a door to the general manager’s office. Before one can enter actual
plant, they must pass the receptionist’s desk and go straight ahead through the doors which can only be
activated using an ID card’s magnetic stripe. Once in the plant, there is the assembly line and further
past it are the warehouse shelves to house extra fans. On the lower left and right sides of the building,
there are 4 shipping docks each. On the upper right hand side of the plant portion of the building closer
to the assembly line, there are two receiving docks. The main entrance for employees is located on the
upper left portion of the plant which is accessed from the west side employee parking lots. Upon
entering, there is a cafeteria to the left with washrooms through the east-side doors of the cafeteria.
Nearby that area is the offices and cubicles of the production control manager and staff, purchasing
agents, etc.
A closer look at the front portion of the building is shown below.
Figure 7.2.1 Northern portion of building
It is slightly clearer so it is possible to see the conference room with its table and chairs around it on the
top-right corner. The cafeteria is shown with its 7 tables and two fridges at the front. It is connected to
washrooms for easy access before and after eating. The general manager’s office has a blue line on its
north side in the drawing to denote double-pane glass windows. This gives a view of the outside while in
working in the office. The one door on the bottom-right is one of the two receiving doors for trucks
bringing in outsourced parts. West of the general manager’s office is their own personal washroom
followed by public washrooms for employees specifically during a board meeting call in the conference
room. While walking to and even while in a board meeting, one can look through the glass window to
see what is going on in the plant itself. It is also on the bottom left is a set of doors for the employee
entrance. And on the bottom of the drawing above is a cut-off assembly line which will be shown below.
Figure 7.2.2 Assembly Line
In order to form a unified assembly line that will be able to perform at the required level set out by the
organization, the number of workstations was determined via line balancing and their conveyor belts
were connected as shown above. In order to minimize the amount of space necessary for the line, the
operator is confined to his workspace by conveyor belts which can be lifted if the operator needs to exit
or enter the workstation. The line begins at the northern end (top of drawing) with assembly group 1,
and then their conveyor belts lead to assembly group 2 and this trend continues all the way down to the
palletization stations (assembly group 10). Once the pallets are loaded and ready to go, they are either
taken to one of the shipping docks nearby if it necessary or they are stored in the warehouse portion of
the plant which is shown below.
Figure 7.2.3 Warehouse Shelving
Above are 20 shelves which are split into 2 giving 40 total shelves for storage of pallets after they are
shrink-wrapped at assembly group 10. The aisles between the shelves are 12’ for forklifts to maneuver
easily throughout them. There is a 12’ centre aisle as well so that the forklift operators don’t ever have
to travel from one end of a shelf to another if they were to put a pallet there. The amount of warehouse
storage was determined using the maximum storage found for the year 2013 so although all of the
shelves may not be full in 2012, they certainly will be in 2013.
8.0 Cost Analysis
To make recommendations on the production of the tower fan considered in this study, the various
costs involved in the production must first be analyzed. From this, a suggested selling price can be
determined and profit or loss estimates can be made. The costs involved in the production include the
cost of: supply of all manufactured parts and packaging materials, labour including overtime, employee
benefits, the plant and warehouse space, property tax and building insurance, hydro and water,
operator chairs, assembly bins, tools, fixtures, conveyors, pallets, shrink wrapping equipment, and
electric forklifts.
Cost of supply of all manufactured parts and packaging materials

𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 25.85 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = 653,783 𝑥𝑥𝑥𝑥𝑥 × 25.85 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = $16,900,290.55
Cost of labour
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = 88 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 15.65 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 ×
2,080 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = $2,864,576.00
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = 72 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 23.50 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 ×
219 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = $370,548.00
The number of operators consists of workers on the assembly line (72), maintenance and janitorial staff
(4), and the shipping and receiving department workers including forklift operators (12). The number of
hours per year includes 8 paid hours a day, 5 days a week, 52 weeks a year. The overtime hours were
found by determining the ratio of the overtime production per day compared to the regular daily
production. A 15 minute paid break was included for each session of overtime per day, given that this
session is between 3 and 5 hours. Also, it was deemed necessary for only the 72 assembly line
operators to work overtime.
Cost of employee benefits
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 88 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 5.4775 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 ×
2,080 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = $1,002,601.60
Cost of plant and warehouse space

𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥 & 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 ×
𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥 ∙ 𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = 257,567.62 𝑥𝑥 ∙ 𝑥𝑥 × 6.10 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥 ∙ 𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = $1,571,162.48
Cost of property tax

𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥 & 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥 ∙ 𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 = 257,567.62 𝑥𝑥 ∙ 𝑥𝑥 × 2.95 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥 ∙ 𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 = $759,824.48
Cost of building insurance

𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 121 × 1,065 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = $128,865.00
The number of employees includes the workers on the floor (88), production control staff (15),
purchasing agents (2), members of the engineering department (9), managers (8), and the vice president
(1).
Cost of hydro and water

𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 + 𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 + 𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 +
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 + 𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 +
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 = $16,900,290.55 + $3,235,124.00 + $71,712.00 + $27,600.00 + $76,500.00 +
$280,000.00
𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 = $20,591,226.55
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = $20,591,226.55 × 32%
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = $6,589,192.50
Cost of ergonomic workbench and operator chairs

𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 ×
560 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = 58 𝑥𝑥𝑥𝑥𝑥𝑥 × 560 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 = $32,480.00
Cost of assembly bins

𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥 × 9 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 = 353 𝑥𝑥𝑥𝑥 × 9 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 = $3,177.00
Plastic bins were chosen as opposed to metal bins because they are cheaper but still durable. It was
found unnecessary to use metal bins to house any of the parts involved in the assembly of the fan.
Cost of tools
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = 69 × 400 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = $27,600.00
The power tools used throughout the assembly process are an overhead air wrench and a soldering iron.
10 extra tools were included in the cost analysis to account for the possibility of damage or
misplacement of these tools.
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥 − 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥
= 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥 − 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥 − 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥 − 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = 49 × 50 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥 − 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥 − 𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥 = $2,450.00
Since non – power tools were also used in the assembly process, 50 dollars was allocated for each non –
power tool. These tools include a grease brush, a clamp, a wire stripper, and a tape gun. 10 extra tools
were included in the cost analysis to account for the possibility of damage or misplacement of these
tools.
Cost of fixtures
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 72 × 500 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = $36,000.00
Cost of conveyors
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 717.12 𝑥𝑥𝑥𝑥 × 100 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = $71,712.00
Cost of pallets
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 2,670 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 25 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = $66,750.00
The number of pallets used was determined by finding the maximum number of pallets shipped in one
week in year 2012, which occurs in quarter 3. It was assumed all pallets are interchangeable and
returnable from distribution centres.
Cost of shrink wrapping equipment

𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 ×
𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 9 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 8,500 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = $76,500.00
Cost of shrink wrap material

𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 15,567 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 1.55 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = $24,128.85
The number of pallets was found based upon the number of pallets shipped in 2012. This number was
determined using the fan production divided by the number of fans that fit on a skid, while taking into
consideration that each customer allows a different pallet load.
Cost of electric forklifts
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = 8 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 × 35,000 𝑥𝑥𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥 𝑥𝑥 𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥𝑥 = $280,000.00
The number of forklifts was decided based on the number of packaging stations as well as the maximum
number of shipping and receiving docks utilized at once. There are nine packaging stations; however
some of these stations will be placing a larger load onto the pallets compared to the other stations. This
is because each customer has a different required pallet load. Since the trucks will be loaded the night
before, the maximum number of trucks to be loaded at once is six. In order to account for this
possibility, as well as unloading trucks at receiving docks and storing pallets, eight forklifts will be
purchased. Since the forklifts are being fully purchased, this cost will only be incurred in 2012. Also,
since the forklifts are not being leased on a 5 year term, assuming they are well maintained, a savings
will be seen in 2017.
Total cost
𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 = $30,807,858.46
𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 = $30,807,858.46/615,000 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥
𝑥𝑥𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥 𝑥𝑥𝑥𝑥 = $50.10
The total cost for 2012 is found by adding each of the costs calculated together. Although 653,783 fans
are produced in 2012, the surplus in the inventory is not included in the cost per fan as shown above.
This is because these fans will be sold and shipped out in 2013. This cost per fan sold is useful as it is a
necessity in determining the suggested sales price of the fan. With this suggested price, the profit or
loss in 2012 can be found, which essentially describes the feasibility of the manufacturing of this tower
fan. Once the profit or loss is found, recommendations can be made based on sales and production.
9.0 Conclusions and Recommendations
The customer demand alternative chosen entails an effective production plan to meet the demand. It
also creates the lowest amount of warehouse storage necessary out of the three alternatives; however
the amount of storage space necessary is still very high. It was found that to make the amount of
storage space necessary lower, the weekly production would have to be lowered, and the overtime
production would have to increase around quarters 2 and 3 when the demand is higher. Since the
weekly overtime production for quarters 2 and 3 in Alternative 1 is already almost 27% every week, it
was decided that increasing this percentage would be expecting too many overtime hours each week
from the operators.
As seen in section 7.1 Facilities Planning, workstation 4 is the slowest and therefore limiting operation in
the assembly line as a whole. It can also be seen that prior to the line balancing, workstation 5 spends
the longest amount of time to produce a single unit. It is recommended that the time necessary to
produce one unit at workstations 4 and 5 is reduced. This can be done by allocating some of the work
done at these stations to prior or subsequent stations, or by reengineering the process of each
workstation to lower the necessary TMUs.
The design of the plant and warehouse is sufficient in providing the necessary amount of facilities to
meet the demand of each customer. It is also efficient in that the assembly line and shipping and
receiving docks are strategically placed for the ease of transportation of materials and loaded pallets.
Despite the very large size of the plant and warehouse, the cost analysis shows that it is within a
reasonable budget, given that the fan is sold for at least $50.10.
Since 615,000 fans are sold in 2012, if the fan is sold for 10 dollars more than it costs, the total profit for
this year will be $6,150,000.00. This seems to be a reasonable profit for the first year of operation. A
sales price of $60.10 also leaves enough room for the distributers that are Sears, Canadian Tire and Wal-
Mart to make a significant profit by further increasing the price.
Based on the customer fulfilment planning and cost analysis, it is feasible to manufacture and distribute
this tower fan. If sufficient start – up funds are available, it is recommended that production starts in
immediately in January, 2012.
Appendix A – CAD Drawings
Figure A.1. Workstation 1 front view


Figure A.2. Large parts conveyor side view

Appendix B – Customer Demand Forecasts
Table B.1. Alternative 2 – 2012 week by week forecast.
Weekly
Percentage
Q1 1 4,762 6,438 2,000 17.9% 8,438
2 4,762 6,438 2,000 17.9% 16,876
3 4,762 6,438 2,000 17.9% 25,314
4 4,762 6,438 2,000 17.9% 33,752
5 4,762 6,438 2,000 17.9% 42,190
6 4,762 6,438 2,000 17.9% 50,628
7 4,762 6,438 2,000 17.9% 59,066
8 4,762 6,438 2,000 17.9% 67,504
9 4,762 6,438 2,000 17.9% 75,942
10 4,762 6,438 2,000 17.9% 84,380
11 4,762 6,438 2,000 17.9% 92,818
12 4,762 6,438 1,800 16.1% 101,056
13 4,762 6,438 0 0.0% 107,494
Q2 14 14,131 -2,931 2,000 17.9% 106,563
15 14,131 -2,931 2,000 17.9% 105,632
16 14,131 -2,931 2,000 17.9% 104,701
17 14,131 -2,931 2,000 17.9% 103,770
18 14,131 -2,931 2,000 17.9% 102,839
19 14,131 -2,931 2,000 17.9% 101,908
20 14,131 -2,931 2,000 17.9% 100,977
21 14,131 -2,931 2,000 17.9% 100,046
22 14,131 -2,931 2,000 17.9% 99,115
23 14,131 -2,931 2,000 17.9% 98,184
24 14,131 -2,931 2,000 17.9% 97,253
25 14,131 -2,931 1,800 16.1% 96,122
26 14,131 -2,931 0 0.0% 93,191
Q3 27 20,185 -8,985 2,000 17.9% 86,206
28 20,185 -8,985 2,000 17.9% 79,221
29 20,185 -8,985 2,000 17.9% 72,236
30 20,185 -8,985 2,000 17.9% 65,251
31 20,185 -8,985 2,000 17.9% 58,266
32 20,185 -8,985 2,000 17.9% 51,281
33 20,185 -8,985 2,000 17.9% 44,296
34 20,185 -8,985 2,000 17.9% 37,311
35 20,185 -8,985 2,000 17.9% 30,326
36 20,185 -8,985 2,000 17.9% 23,341
37 20,185 -8,985 2,000 17.9% 16,356
38 20,185 -8,985 1,800 16.1% 9,171
39 20,185 -8,985 0 0.0% 186
Q4 40 8,231 2,969 0 0.0% 3,155
41 8,231 2,969 0 0.0% 6,124
42 8,231 2,969 0 0.0% 9,093
43 8,231 2,969 0 0.0% 12,062
44 8,231 2,969 0 0.0% 15,031
45 8,231 2,969 0 0.0% 18,000
46 8,231 2,969 0 0.0% 20,969
47 8,231 2,969 0 0.0% 23,938
48 8,231 2,969 0 0.0% 26,907
49 8,231 2,969 0 0.0% 29,876
50 8,231 2,969 0 0.0% 32,845
51 8,231 2,969 0 0.0% 35,814
52 8,231 2,969 0 0.0% 38,783
Total 615,017 -32,617 71,400 38,783

Weekly
Percentage
Q1 1 4,887 6,313 1,200 10.7% 46,296
2 4,887 6,313 1,200 10.7% 53,809
3 4,887 6,313 1,200 10.7% 61,322
4 4,887 6,313 1,200 10.7% 68,835
5 4,887 6,313 1,200 10.7% 76,348
6 4,887 6,313 1,200 10.7% 83,861
7 4,887 6,313 1,200 10.7% 91,374
8 4,887 6,313 1,200 10.7% 98,887
9 4,887 6,313 1,200 10.7% 106,400
10 4,887 6,313 1,200 10.7% 113,913
11 4,887 6,313 1,200 10.7% 121,426
12 4,887 6,313 1,200 10.7% 128,939
13 4,887 6,313 800 7.1% 136,052
Q2 14 14,492 -3,292 1,200 10.7% 133,960
15 14,492 -3,292 1,200 10.7% 131,868
16 14,492 -3,292 1,200 10.7% 129,776
17 14,492 -3,292 1,200 10.7% 127,684
18 14,492 -3,292 1,200 10.7% 125,592
19 14,492 -3,292 1,200 10.7% 123,500
20 14,492 -3,292 1,200 10.7% 121,408
21 14,492 -3,292 1,200 10.7% 119,316
22 14,492 -3,292 1,200 10.7% 117,224
23 14,492 -3,292 1,200 10.7% 115,132
24 14,492 -3,292 1,200 10.7% 113,040
25 14,492 -3,292 800 7.1% 110,548
26 14,492 -3,292 1,200 10.7% 108,456
Q3 27 20,709 -9,509 1,200 10.7% 100,147
28 20,709 -9,509 1,200 10.7% 91,838
29 20,709 -9,509 1,200 10.7% 83,529
30 20,709 -9,509 1,200 10.7% 75,220
31 20,709 -9,509 1,200 10.7% 66,911
32 20,709 -9,509 1,200 10.7% 58,602
33 20,709 -9,509 1,200 10.7% 50,293
34 20,709 -9,509 1,200 10.7% 41,984
35 20,709 -9,509 1,200 10.7% 33,675
36 20,709 -9,509 1,200 10.7% 25,366
37 20,709 -9,509 1,200 10.7% 17,057
38 20,709 -9,509 1,200 10.7% 8,748
39 20,709 -9,509 800 7.1% 39
Q4 40 8,442 2,758 0 0.0% 2,797
41 8,442 2,758 0 0.0% 5,555
42 8,442 2,758 0 0.0% 8,313
43 8,442 2,758 0 0.0% 11,071
44 8,442 2,758 0 0.0% 13,829
45 8,442 2,758 0 0.0% 16,587
46 8,442 2,758 0 0.0% 19,345
47 8,442 2,758 0 0.0% 22,103
48 8,442 2,758 0 0.0% 24,861
49 8,442 2,758 0 0.0% 27,619
50 8,442 2,758 0 0.0% 30,377
51 8,442 2,758 0 0.0% 33,135
52 8,442 2,758 0 0.0% 35,893
Total 630,890 -48,490 45,600 35,893

Weekly
Percentage
Q1 1 4,762 7,065 1,400 11.8% 8,465
2 4,762 7,065 1,200 10.1% 16,730
3 4,762 7,065 1,200 10.1% 24,995
4 4,762 7,065 1,200 10.1% 33,260
5 4,762 7,065 1,200 10.1% 41,525
6 4,762 7,065 1,200 10.1% 49,790
7 4,762 7,065 1,200 10.1% 58,054
8 4,762 7,065 1,200 10.1% 66,319
9 4,762 7,065 1,200 10.1% 74,584
10 4,762 7,065 1,200 10.1% 82,849
11 4,762 7,065 1,200 10.1% 91,114
12 4,762 7,065 1,200 10.1% 99,379
13 4,762 7,065 1,000 8.5% 107,444
Q2 14 14,131 -2,304 1,400 11.8% 106,540
15 14,131 -2,304 1,200 10.1% 105,436
16 14,131 -2,304 1,200 10.1% 104,332
17 14,131 -2,304 1,200 10.1% 103,228
18 14,131 -2,304 1,200 10.1% 102,124
19 14,131 -2,304 1,200 10.1% 101,020
20 14,131 -2,304 1,200 10.1% 99,915
21 14,131 -2,304 1,200 10.1% 98,811
22 14,131 -2,304 1,200 10.1% 97,707
23 14,131 -2,304 1,200 10.1% 96,603
24 14,131 -2,304 1,200 10.1% 95,499
25 14,131 -2,304 1,200 10.1% 94,395
26 14,131 -2,304 1,000 8.5% 93,091
Q3 27 20,185 -8,358 1,400 11.8% 86,133
28 20,185 -8,358 1,200 10.1% 78,975
29 20,185 -8,358 1,200 10.1% 71,817
30 20,185 -8,358 1,200 10.1% 64,659
31 20,185 -8,358 1,200 10.1% 57,501
32 20,185 -8,358 1,200 10.1% 50,343
33 20,185 -8,358 1,200 10.1% 43,184
34 20,185 -8,358 1,200 10.1% 36,026
35 20,185 -8,358 1,200 10.1% 28,868
36 20,185 -8,358 1,200 10.1% 21,710
37 20,185 -8,358 1,200 10.1% 14,552
38 20,185 -8,358 1,200 10.1% 7,394
39 20,185 -8,358 1,000 8.5% 36
Q4 40 8,231 3,596 0 0.0% 3,632
41 8,231 3,596 0 0.0% 7,228
42 8,231 3,596 0 0.0% 10,824
43 8,231 3,596 0 0.0% 14,420
44 8,231 3,596 0 0.0% 18,016
45 8,231 3,596 0 0.0% 21,612
46 8,231 3,596 0 0.0% 25,207
47 8,231 3,596 0 0.0% 28,803
48 8,231 3,596 0 0.0% 32,399
49 8,231 3,596 0 0.0% 35,995
50 8,231 3,596 0 0.0% 39,591
51 8,231 3,596 0 0.0% 43,187
52 8,231 3,596 0 0.0% 46,783
Total 615,017 -17 46,800 46,783

Weekly
Percentage
Q1 1 4,887 7,245 1,200 9.9% 55,228
2 4,887 7,245 1,200 9.9% 63,673
3 4,887 7,245 1,200 9.9% 72,118
4 4,887 7,245 1,200 9.9% 80,563
5 4,887 7,245 1,200 9.9% 89,008
6 4,887 7,245 1,200 9.9% 97,453
7 4,887 7,245 1,200 9.9% 105,898
8 4,887 7,245 1,200 9.9% 114,343
9 4,887 7,245 1,200 9.9% 122,788
10 4,887 7,245 1,200 9.9% 131,233
11 4,887 7,245 1,200 9.9% 139,678
12 4,887 7,245 1,200 9.9% 148,123
13 4,887 7,245 800 6.6% 156,168
Q2 14 14,492 -2,360 1,200 9.9% 155,008
15 14,492 -2,360 1,200 9.9% 153,848
16 14,492 -2,360 1,200 9.9% 152,688
17 14,492 -2,360 1,200 9.9% 151,528
18 14,492 -2,360 1,200 9.9% 150,368
19 14,492 -2,360 1,200 9.9% 149,208
20 14,492 -2,360 1,200 9.9% 148,048
21 14,492 -2,360 1,200 9.9% 146,888
22 14,492 -2,360 1,200 9.9% 145,728
23 14,492 -2,360 1,200 9.9% 144,568
24 14,492 -2,360 1,200 9.9% 143,408
25 14,492 -2,360 800 6.6% 141,848
26 14,492 -2,360 1,200 9.9% 140,689
Q3 27 20,709 -8,577 1,200 9.9% 133,312
28 20,709 -8,577 1,200 9.9% 125,935
29 20,709 -8,577 1,200 9.9% 118,558
30 20,709 -8,577 1,200 9.9% 111,181
31 20,709 -8,577 1,200 9.9% 103,804
32 20,709 -8,577 1,200 9.9% 96,427
33 20,709 -8,577 1,200 9.9% 89,050
34 20,709 -8,577 1,200 9.9% 81,673
35 20,709 -8,577 1,200 9.9% 74,296
36 20,709 -8,577 1,200 9.9% 66,919
37 20,709 -8,577 1,200 9.9% 59,542
38 20,709 -8,577 1,200 9.9% 52,165
39 20,709 -8,577 800 6.6% 44,388
Q4 40 8,442 3,690 0 0.0% 48,078
41 8,442 3,690 0 0.0% 51,768
42 8,442 3,690 0 0.0% 55,458
43 8,442 3,690 0 0.0% 59,148
44 8,442 3,690 0 0.0% 62,838
45 8,442 3,690 0 0.0% 66,528
46 8,442 3,690 0 0.0% 70,218
47 8,442 3,690 0 0.0% 73,908
48 8,442 3,690 0 0.0% 77,598
49 8,442 3,690 0 0.0% 81,288
50 8,442 3,690 0 0.0% 84,978
51 8,442 3,690 0 0.0% 88,668
52 8,442 3,690 0 0.0% 92,358
Total 630,890 -25 45,600 92,358

Appendix C – Evaluation Schema
Fall 2011 IND-303 Project Evaluation Schema Prof. D. Tham
Team Members:
Name ID Number Ryerson e-mail
Bryan Maula 32996 bmaula@ryerson.ca
Deewan Persaud 26871 deewan.persaud@ryerson.ca
Arya Russell 90939 arya.russell@ryerson.ca
Marks
Comments Obt. Max
Project Management:
Gantt Chart
● Phases included 3
● Logical sequence of phases
● Estimated phase duration
● Milestones planned
Product Design
● BOM
5
● Product Structure Tree
● Exploded Assembly views
CRM re: Customer
Fulfillment Planning (X)
● JIT planning to meet customer
demands and constraints re:
planned production, 5
inventory, overtime per shift
plan, receiving, shipping
● Highlights of alternatives
planned
Work Design/Method
Study
● Consideration to motion
economy principles
● Jigs/fixtures design
● Brief explanation of work
methods and auxiliaries 20
● Operation Process Chart
● Job instructions sheet
● Work place layout
engineering drawings:
feasibility of implementation,
appropriate for work method,
auxiliary considerations
Marks
Comments Obt. Max
Human Factors &
Ergonomic Design
● Chair, workbench, other
work surfaces 10
● Other considerations –
heat, humidity, vision, light,
colour, sound, environment
MTM-1 Analysis
● Accuracy of coding relative
to method and workplace
cross-referenced
● Coding conventions
25
● Establishment of
production standards
● Summary listing of
standards for work content
(Y)
Basic MOST Analysis for
Packaging & Palletizing: 5
● Method description
● Sequence coding
● Establishing Stds. (Z)
Human Resource
Planning:
● Integrating (X),(Y),(Z) for
year 1 and 2 only 5
● HR summary
● Organization structure
chart
Overall plant layout:
● Space requirements 5
● Facilities planning
Cost Analysis:
● Activity Based Costing
(ABC)
● Financing required
7
● Unit cost, unit selling price
● Projected profit & loss
statement (year 1 and 2)
● Rate of return (ROR)
Report
presentation/organization:
title page, abstract, table of
contents ,executive summary 10
(clarity, metrics, cross-
referencing), page nos.,
continuity, readability,
spelling, grammar, neatness,
bibliography, appendices
Total: / 100
Bibliography
Rose, J., Voytko, J. J., & Davolt, J. A. (1984). Maintainability Time Standards for Electronic Equipment.
New York: Rome Air Development Center.
Ship North America. (n.d.). Retrieved October 20, 2011, from Equipment, Truck Trailer Van
Specifications: http://www.shipnorthamerica.com/htmfiles/equipment.htm

Oscillating Tower Fan Case Study

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OSCILLATING TOWER

FAN CASE STUDY

3.0 Reverse Engineering Process

3.1 Product Structure Tree

3.2 Indented Bill of Materials

3.3 Operations Process Chart

4.0 Operational Work Specifications

4.1 Human Factors and Ergonomics Engineering

4.1.1 Elbow Rest Height (ERH)

4.1.2 Eye Height Sitting (EHS)

4.1.3 Elbow to Elbow Breadth (EEB)

4.1.4 Thigh Clearance Height (TCH)

4.1.5 Knee Height (KH)

4.1.6 Buttock-Knee Length (BKL)

4.1.7 Hip Breadth (HB)

4.1.8 Vertical Arm Reach (VAR)

4.1.9 Functional Arm Reach (FAR)

4.1.10 Popliteal Height (PH)

4.1.11 Human Factors and Ergonomics Engineering Summary

4.2 Work Station Layout, Fixtures and Operator Job Instructions

4.2.1 Assembly Group 1 (Oscillator Assembly)

4.2.2 Assembly Group 2 (Assembly of Synchronous Motor and Oscillator)

4.2.4 Assembly Group 4 (Motor Wiring)

4.2.5 Assembly Group 5 (Welding to Chip and Chip Housing)

4.2.6 Assembly Group 6 (Motor Assembly to Upper Body)

4.2.7 Assembly Group 7 (Fan Blade Cylinder to Upper Body)

4.2.9 Assembly Group 9 (Packaging I)

4.2.10 Assembly Group 10 (Packaging II)

4.3 Pre-Determined Time Measurement

4.3.1 MTM-1 Analysis

4.3.2 MOST Analysis

5.0 Customer Fulfilment Planning

5.1 Customer Demand Forecast

5.2 Warehouse Storage

5.3 Just-in-Time Delivery Schedules

5.3.1 Sears Just In Time Deliveries

5.3.2 Canadian Tire Just In Time Deliveries

5.3.3 Wal-Mart Just In Time Deliveries

5.3.4 Just In Time Delivery Summary

6.0 Human Resource Planning

7.0 Plant Layout

7.1 Facilities Planning

7.2 Plant Description

8.0 Cost Analysis

Cost of supply of all manufactured parts and packaging materials

Cost of employee benefits

Cost of plant and warehouse space

Cost of property tax

Cost of building insurance

Cost of hydro and water

Cost of ergonomic workbench and operator chairs

Cost of assembly bins

Cost of shrink wrapping equipment

Cost of shrink wrap material

Cost of electric forklifts

9.0 Conclusions and Recommendations

Appendix A – CAD Drawings

Appendix B – Customer Demand Forecasts

Appendix C – Evaluation Schema

Figure 1.0 Project Gantt chart

3.1 Product Structure Tree

3.2 Indented Bill of Materials

3.3 Operations Process Chart

4.1 Human Factors and Ergonomics Engineering