Sa OF THE eres OLYTECHNIC EAS fel aida eed Susy Ie COLLEGE OF Ean ss-itte Ua TelUia trae ERING DEPARTMENT FACILITIES PLANNING AND DESIGN INSTRUCTIONAL MATERIAL DR. MARIA THERESA D. BONGULTO, PIE Faculty, IE DepartmentTable of Contents Topics Page Lesson 1 —Facilties Planning and Design —-————-— - 249 Lesson 2 ~ Designing Material Flow ——-————-——-—~ 20-24 Lesson 3 — Planning Activity Relationships -. — 25-28 Lesson 4 — Production and Physical Plant Services =-wn-wewe-—ee—eeemenremne 3034 Lesson 5 — Manufacturing Layout Concepts —- 35-41 Lesson 6 — Systematic Layout Planning Procedure —-——————---— 42-50LESSON | FACILITIES PLANNING AND DESIGN OBJECTIVES: After successful completion of this module, you should be able to: * Identify the basic principles of facilities planning * Define facility layout and its difference to facilities planning. ‘+ Identify the advantages and disadvantages of the different facility layouts. Facility Planning - IS concemed with the design, layout, and accommodation of people, machines and activities of a system or enterprise within a physical spatial environment (Dwijayanti, Dawal, Jamasri, & Aoyama, 2010). Is making decisions about the facilities a company uses when producing their products and services, - Asa discipline, focuses on the management of the physical setting occupied by an institution or organization. - Or Strategic Facility Planning recognizes that every decision made in business planning has a direct impact on an organization's real estate assets and needs. - Facilitates the organization's strategy by optimizing facilities to satisfy the strategic relationships between the organization, products/services, and facilities. Helps facility managers do a better job and ensures that all employees are working toward the same goals and objectives. 4 STEPS PROCESS OF FACILITY PLANNING: 1 Understanding - requires @ thorough knowledge of your organization's mission, Vision, values, and goals. Thoroughly understanding the organization's mission, vision, values, and goals provides efficiency on how the space available are being utilized. Analyzing - exploration of the range of possible futures and triggers is needed to analyze your organization's facility needs using analytical techniques — such as systematic layout planning (SLP), strengths, weaknesses, opportunities and threats analysis (SWOT), strategic creative analysis (SCAN), or scenario planning8. Planning - once the analysis is completed, plans for potential responses and periodic updates to existing plans in response to changes in the market need to be developed to meet the long-range needs of your specific organization. 4. Acting - take action as planned to implement the strategic facility planning successfully. FACILITY PLANNING & FACILITY MANAGERS Facility managers know that they need to become more proactive and strategic is important, but finding the time to devote to strategic planning is often a struggle. * Strategic facility planning is a process that can lead to better, more proactive delivery of services from a facility management organization to its stakeholders. * Facility managers may stil be unsure how to initiate the strategic facility planning process and need to obtain information on methods and techniques useful for successfully implementing a strategic facility planning to correspond with their organization's needs. What is design? ~The design process is an activity aimed at the production of plan, that if executed leads to no undesired or unanticipated consequences. It is intended to be logical rational and systematic activity. Design problems are often called wicked problems — because of their complexity and intractability (Rittel, 1968)Design Process Example/Exercise Manufacturing Facilit @) Recei bi Storage © Quality control Processing co EMtruding 1 Shipping ] Medical Facility . a) Reception by Waiting | © Examination fi Preliminary testy t 7 Final evamination i 1) Prescription writing | 2) Bill payment J ENit facitity From Chapter ot faces Pann . f Desien, Vitst Laitwn, Atbate Gasca sy Pearson Education. Ine. All hts reserve i CopyHIERARCHICAL CYCLE OF FACILITES PLANNING * CONCEPTUAL DESIGN — refers to the overall design concepts or morphologies embedded within the facilities plan. * PARAMETRIC DESIGN — is concerned with the assignment of numerical values to the parameters of the morphologies. * DETAILED DESIGN ~ is concerned with the final dimensioning, specification of equipment, materials, finishes, and furnishings, and formal approval of the design concept (Garcia-Diaz & Smith, 2014), CYCLIC NATURE OF DESIGN PROCESS ~The cyclic nature of the design process stems from its complexity and the fact that Some issues resolved at the conceptual phase directly affect the planning issues at the detailed phases and vice versa. In other words, you may return to the conceptual or parametric phases during the detailed phase for resolving some aspect of the design. The dichotomy between top-down design and bottom-up design is discussed in the literature top down design proceeds from the general to the particular, while bottom-up design proceeds in t e opposite fashion. Both approaches have merits Neither, however, is adequate by itself, because designers must work both ways simultaneously—a daunting task. Rather than choose one method or another, we Proceed by developing an information system, integrating the issues that transcend these two approaches into one overall methodology.ENGINEERING DESIGN PROCESS Typically, design problems do not have well-defined, unique, optimum solutions. We are interested in obtaining a satisfactory solution. General Procedure for Solving Engineering Design Problems: 1. Formulate the problem. 2. Analyze the problem. 3. Search for alternative solutions, 4. Evaluate the design alternatives. 8. Select the preferred design 6. Implement the design. APPLICATION OF THE ENGINEERING DESIGN PROCESS TO FACILITY PLANNING 1. Define (or redefine) the objective of the facili ity: Specify quantitatively the products to be produced or service to be provided. 2. Specify the primary and support activities to be performed in accomplishing the objective: - Requirements for primary activities include of material flows. perations, equipment, personnel, and 3. Determine the interrelationships among all activities: ~ Both qualitative and quantitative relationships should be defined. 4. Determine the space requirements for all activities: - These are determined considering the equipment, materials, and personnel requirements, 5. Generate alternative facility plans: ~ Including alternative facility locations and alternative designs for the facility. 6. Evaluate alternative facility plans: - Determine the important factors (see list of factors) ). For each candidate pian, evaluate if and how those factors will affect the facility and it iS operations,7. Select a facility plan: ~ Cost may not be the only major consideration. ~ Use the information in step 6 to determine a plan (pair-wise comparison is a good ranking procedure) 8. Implement the facility plan: ~ Considerable amount of planning must precede the construction of a facility or the layout of an area. 9. Maintain and adapt the facility plan: = The facility plan must be modified as new requirements are placed, ¢.g., new energy Saving measures, changes in product design may require different flow pattern or handling equipment, etc. 10. Redefine the objective of the facility - Similar to step 1 ~ Changes in product design and/or quantities may require changes into the layout plan, LAYOUT PLANNING IMPORTANT FACTORS In developing well-thought facities design alternatives it is important to look into issues such as: 2) Layout characteristics - total distance traveled - manufactur aesthetics of the layout - ease of adding future business ) Material handling requirements - use for the current investment requirements on new equipment - space a ing floor visibility - overall material handling equipment - nd people requirements. ¢) Unit load implied - impact on WIP levels - space requirements - impact on material handling equipment 1) Storage strategies - space and people requirements impact on material handling equipment - human factors risks ) Overall building impact - estimated cost of the alternatives - opportunities for new business.