EMM 5714 – Facilities Layout

Product, Process and Schedule Design

 Outlines
• Product Design
• Process Design
• Schedule Design
• Facilities Design
Product, Process and Schedule Design
Before we start developing alternative facility plans, we should have
answers for the following questions:
1. What is to be produced?

2. How are the products to be produced? Answer for the first 5

questions can be
obtained from:
3. When are the products to be produced? ▪ Product design
▪ Process design
4. How much of each product will be produced? ▪ Schedule design

5. How long will the product be produced? Answer for the last question
might be searched outside
of the company
6. Where will the products be produced?
▪ Facilities design
Answers to these questions will help develop
the first part of your projects!
▪ Market analysis
▪ Product design
▪ Suppliers and vendors selection
▪ Equipment and personnel requirements
▪ Location selection
▪ Plant layouts designs (using CAD) and selection of
the best
▪ Materials handling
▪ Life cycle analysis of both product and facility
Product, Process and Schedule Design
▪ Product design
- Product designers determine:
• Product specifications (dimensions, material, packaging, etc.)
▪ Process design
- Process designers determine:
• How the product will be produced
▪ Schedule design
- Production planners determine:
• Production quantities
• The schedules for the equipment

Where does the facility planner come in?

 Relationship between PPS Design & FP
▪ Facility planner is dependent on timely and accurate input from
product, process and schedule designers
▪ The need for close coordination among the four groups
 Product Design
Product design involves both the
(i) determination of which products are to be produced and
(ii) the detailed design of individual products.

Decisions regarding the products to be produced are generally made by

top management based on input from
▪ marketing,
▪ manufacturing
▪ finance etc.
 Product Design
• Detailed operational specifications, pictorial representations, and
prototypes of the product are important inputs for the facilities
planner.

Exploded assembly drawings

are quite useful in designing the
layout and handling system.

These drawings generally omit

specifications and dimensions,
although they are drawn to
scale.
 Product Design
• As an alternative to the exploded assembly drawing, a photograph
can be used to show the parts properly oriented.
• Photographs and drawings allow the planner to visualize how the
product is assembled, provide a reference for part numbers, and
promote clearer communications during oral presentations.

Exploded parts photograph

 Product Design
• Detailed component part drawings are needed for each
component part.
• The drawings should provide part specifications and dimensions in
sufficient detail to allow part fabrication.
• The combination of exploded assembly drawings and component
part drawings fully documents the design of the products.

Component part drawing

 Product Design - Detailed Design
▪ The detailed design of the product is influenced by aesthetics,
function, materials and manufacturing considerations

▪ Quality Function Deployment (QFD):

translation of the customers’ desires
into product design, and subsequently
into parts characteristics, process
plans and production requirements.

▪ Benchmarking: used to identify the

approach of the competition
 Product Design - Detailed Design
▪ Finally, detailed designs take place
(CAD designs, prototypes, assembly
designs, 2D drawings and dimension
determinations)

▪ Concurrent engineering is a systematic way of enabling

communication between all the related units during the product
development
- The aim is to minimize the changes in design parameters once the
design is finalized
- 70% of the manufacturing cost is set during the design phase
- Changing the design later in the process costs significantly more
 Cost of Design Changes
100
Life-cycle cost committed
80
Cost incurred Product Life-Cycle includes
Total Cost (%)

60
▪ Design phase
40
▪ Manufacturing phase
▪ Product usage phase
20
Ease of change
▪ Disposal phase
0

Conceptual Detailed Manufacturing Distribution,

design design & service, and
prototype disposal

Design phase determines the most of the costs associated with delivering a
product. Typically, 70-80% of the cost of a product is fixed at the design stage.
 Concurrent Approach
Sequential development method Concurrent development method
(Over-the-wall process)
Requirements Analysis & Design
Styling Marketing
Planning Implementation
Marketing
Body Initial Body Deployment
Planning Chassis
Chassis Manufacturing Manufacturing

▪ More complex products and processes
→ different people responsible for
marketing, design and manufacturing,
and overall management
▪ One-way communication
▪ Inefficient, costly, may result in poor-
quality products
Evaluation
Testing
▪ Simultaneous design and manufacturing
▪ Use and support of design teams
▪ Focus on the entire product life
▪ Processes are as important as products
▪ Concern for information
 Sequential vs. Concurrent Engineering

Effort
Effort

Marketing Engineering Operations

Marketing Engineering Operations

Time Time

Sequential Approach Concurrent Approach

▪ The design process moves through each step in a ▪ A nonlinear team approach to design that brings
sequential manner; however, if problems are together the input, processes, and output elements
encountered, the process may return to a previous step. necessary to produce a product.
▪ This repetitive action is called iteration or looping.
Product, Process and Schedule Design
Steps Documentation
▪ Product determination
Product design ▪ Exploded assembly drawing
▪ Detailed design ▪ Exploded assembly photograph
▪ Component part drawing
▪ Parts list
▪ Process identification
▪ Bill of materials
▪ Process selection ▪ Route sheet
Process design
▪ Assembly chart
▪ Process sequencing ▪ Operation process chart
▪ Precedence diagram
▪ Quantity of product
Schedule design ▪ Equipment requirements
▪ Operator requirements
 Process Design
▪ Determination of how the product is to be produced
- Who should do the processing? (Which part of the products should
be made?)
- How the part will be produced?
- Which equipment will be used? (For the parts which will be made in-
house)
- How long will it take to perform the operation?

▪ Production methods are the most fundamental factor affecting the

physical layout
 Process Design
▪ Within the process design process, we need to consider following
issues

1. Process identification
- Make-or-buy analysis
- Parts identification
2. Process selection
- How the product will be made (operations, equipment, raw
material, etc.)?
3. Process sequencing
- How components are put together?
Process Design – Process Identification
Determining the scope of a facility is a basic decision and must be made
early in the facilities planning process.
Example: For a hospital whose objective is to serve the health needs of a community,
it may be necessary to limit the scope of the facility by not including in the facility a
burn-care clinic, specific types of x-ray equipment, and/or a psychiatric ward. The
excluded services, although needed by the community, may not be feasible for a
particular hospital. Patients requiring care provided elsewhere would be referred to
other hospitals.
Similarly, the scope of a manufacturing facility must be established by determining the
processes that are to be included within the facility. The extremes for a manufacturing
facility may range from a vertically integrated firm that purchases raw materials and
proceeds through a multitude of refining, processing, and assembly steps to obtain a
finished product, to another firm that purchases components and assembles finished
products.
Process Design – Process Identification
The scope and magnitude of activities within a manufacturing facility are
dependent on the decisions concerning the level of vertical integration. Such
decisions are often referred to as “make-or-buy” decisions.
How are the make-or-buy decisions made?
▪ Can the item be purchased?
▪ Should we go for subcontracting?
- Supplier
- Contractor
▪ Can we make the item?
▪ Is it cheaper for us to make than to buy?
▪ Is the capital available so that we can make it?
Managerial decisions requiring input from finance, industrial engineering,
marketing, process engineering, purchasing, human resources, etc.
The make-or-buy decision process
Process Design – Process Identification
The input to the facility planner is a listing of the items to be made/purchased
that often takes form of a (i) parts list or a (ii) bill of material.
The part list provides a listing of the component parts of a product.

In addition to make-or-buy
decisions, a part list
includes at least the
following:
▪ part numbers
▪ part name
▪ number of parts per
product
▪ drawing references
Parts list for an air flow regulator
Process Design – Process Identification
A bill of materials is often referred to as a structured parts list, as it
contains the same information as a parts list plus information on the
structure of the product.

Bill of materials for an air flow regulator (Table format)

Process Design – Process Identification
Typically, the product structure is a hierarchy referring to the level of product
assembly. Level 0 usually indicates the final product; level 1 applies to sub-
assemblies and components that feed directly into the final product; level 2
refers to the subassemblies and components that feed directly into the first
level, and so on.
Final product

Sub-assemblies

Bill of materials for an air flow regulator (Assembly tree format)

Process Design – Process Selection
Once a determination has been made concerning the products to be
made “in-house”, decisions are needed as to how the products will be
made.
Process selection procedure involves the following 6-steps:
Step 1. Define elementary operations
Step 2. Identify alternative processes for each operation
Step 3. Analyze alternative processes
Step 4. Standardize processes
Step 5. Evaluate alternative processes
Step 6. Select processes
Process Design – Process Selection
The outputs from the process selection procedure are the processes,
equipment, and raw materials required for the in-house production of
products.
Output is generally given in the form of a route sheet. A route sheet
should contain at least the data given in table below.
Route sheet data requirements
 Process Design – Process Selection
Figure below is a route sheet for the production given in part in previous slide’s table.

Route sheet for one components of the air flow regulator

 Process Design – Process Sequencing
Process sequencing: Method of assembling the product

▪ Assembly chart – shows how the components are

combined

▪ Operation process chart – gives an overview of the flow

within the facility (A combination of route sheets and
assembly charts)

▪ Precedence diagram – establishes precedence

relationships
 Assembly chart

This part was Assemblies

identified in route
sheet already

▪ Route sheet provides

information on
production methods
▪ Assembly chart
determines how
components are
combined
Inspection

Assembly operation

Inspection

Assembly chart for an air flow regulator

 Operation process chart

▪ Route sheet provides

information on
production methods
▪ Assembly chart
determines how
components are
combined
▪ Operation process
chart is a combination
of route sheet and
assembly chart (flow
within the facility)

A Manufactured component

A Purchased component
Operation process chart for the air flow regulator
Precedence diagram The precedence diagram is a directed network and is
used in project planning; critical path diagrams and
▪ In the operation process PERT charts are examples of precedence diagrams.
charts, it is not clear if two
machining operations have
any dependency
▪ Observe the part #3254:
− Operations 0204 and 0304
can be done at the same
time
− Yet, the operation 0104
should be completed before
both 0204 and 0304
▪ We cannot observe this
information in operation
process charts
Note: Because of the limitations of the assembly chart
and the operation process chart, it is recommended a
precedence diagram to be constructed first. Based on
the precedence diagram, alternative assembly charts
and operation process charts should then be
constructed. Precedence diagram for the air flow regulator
Product, Process and Schedule Design
Steps Documentation
▪ Product determination
Product design ▪ Exploded assembly drawing
▪ Detailed design ▪ Exploded assembly photograph
▪ Component part drawing
▪ Parts list
▪ Process identification
▪ Bill of materials
▪ Process selection ▪ Route sheet
Process design
▪ Assembly chart
▪ Process sequencing ▪ Operation process chart
▪ Precedence diagram
▪ Quantity of product
Schedule design ▪ Equipment requirements
▪ Operator requirements