Facility Planning and Safety

Engineering

Topic 1-Week 1-Session 2

Introduction Facility Planning,

Time Study & Process Design
 Learning Outcome

LO 1: Apply some engineering analysis and techniques in designing

the facility and flow interaction
LO 2: Analyze the floor space requirement, machine and facility
requirement based on layout optimization models
LO 3: Utilize basic knowledge Safety, Health and Environment to control
workplace hazards to prevent injuries, illness and property damage
LO 4: Analyze safety management in a TQM (Total Quality Management)
environment on manufacturing/service company
INTRODUCTION FACILITY PLANNING
 Definition of Facility
Planning

Facility Planning determines how an activity’s tangible fixed assets best

support achieving the activity’s objectives.

Examples:

a. In manufacturing, the objective is to support production.

b. In an airport, the objective is to support the passenger airplane
interface.
c. In a hospital, the objective is to provide medical care to patients.
 The objectives of Manufacturing
Facilities Design and Material
Handling
• Subobjectives are added to help achieves specific objectives. Potential
objectives may include :
1. Minimize unit and project costs
2. Optimize quality
3. Promote the effective use of : people, equipment, space, and energy
4. Provide for : employee convenience, employee safety, and employee
comfort
5. Control project costs
6. Achieve the production start date
7. Build flexibility into the plan
8. Reduce or eliminate excessive inventory
9. Achieve miscellaneous goals
 The important of Manufacturing
Facilities Design and Material
Handling

• Facilities design – This includes the site selection, building design, plant
layout, and material handling.

• Often facilities design is used synonymously with plant layout.

• This is the organization of the company’s physical facilities to promote

the efficient us of the company’s resources such as people, equipment,
material, and energy.
 The important of Manufacturing
Facilities Design and Material
Handling
• The cost reduction formula is valuable when working with manufacturing
facilities design and material handling.

ASK For Every So we can

WHY Operation Eliminate
WHO Transportation Combine
WHAT Inspection Change sequence
WHERE Storage Simplify
WHEN Delay
HOW
Some example of a cost reduction
• Implementing the five S’s principles and five why’s will also help reduce
costs.
 The important of Manufacturing
Facilities Design and Material
Handling
• Five S’s principles :
1. Sifting (organization). Keeping the minimum of what is required
will save space (affects the facility layout), inventory, and money.
2. Sorting (arrangement). Everything has specific place, and
everything in its place is a visual management philosophy that
affects the facility layout.
3. Sweeping (cleaning). A clean plant is a result of a facility layout
that has been thought to provide room for everything.
4. Spick and span (hygiene). A safe plant is a result of good layout
planning.
5. Strict (discipline). Following the procedures and standardized
methods and making them a habit will keep the plant operating
efficiently and safely.
 The important of Manufacturing
Facilities Design and Material
Handling
• Five S’s principles :
1. Sifting (organization). Keeping the minimum of what is required
will save space (affects the facility layout), inventory, and money.
2. Sorting (arrangement). Everything has specific place, and
everything in its place is a visual management philosophy that
affects the facility layout.
3. Sweeping (cleaning). A clean plant is a result of a facility layout
that has been thought to provide room for everything.
4. Spick and span (hygiene). A safe plant is a result of good layout
planning.
5. Strict (discipline). Following the procedures and standardized
methods and making them a habit will keep the plant operating
efficiently and safely.
 The important of Manufacturing
Facilities Design and Material
Handling

• Five why’s will ensure that solution to a problem is no a symptom of the

problem, but rather, the cause. For example : a machine broke down.
1. Why?
2. The machine jammed up. Why?
3. The machine was not cleaned. Why?
4. The operator didn’t clean it out at regular intervals. Why?
5. Was it because of lack of training? Why?
6. The supervisors forgot. They make a written instruction to be
mounted on the machine. It will not happen again.
 Important Factors to Evaluate
Facility Plans

In developing well-thought facilities design alternatives it is important to

look into issues such as:
a) Layout characteristics
- total distance traveled
- manufacturing floor visibility
- overall aesthetics of the layout
- ease of adding future business
b) Material handling requirements
- use for the current material handling equipment
- investment requirements on new equipment
- space and people requirements
 Important Factors to Evaluate
Facility Plans

c) Unit load implied

- impact on WIP levels
- space requirements
- impact on material handling equipment
d) Storage strategies
- space and people requirements
- impact on material handling equipment
- human factors risks
e) Overall building impact
- estimated cost of the alternatives
- opportunities for new business
 Lean Thinking and Lean
Manufacturing

• Lean manufacturing is a continuance of lean thinking where less of

everything is better.
• Value added is the funding philosophy, by which all elements of cost
that do not add to the value of the end product are eliminated.
• Muda (waste) id defined as any expense that does not help produce
value.
• There are 8 kinds of muda : overproduction, waiting,
transportation, processing, inventory, motion, rework, and poor
people utilization.
 Types of Plant Layout

• The production process normally determines the type of plant layout

to be applied to the facility:
 Fixed position plant layout
Product stays and resources move to it.
 Product oriented plant layout
Machinery and Materials are placed following the product path.
 Process oriented plant layout (Functional Layout).
Machinery is placed according to what they do and materials go
to them.
 Cell Layout
Hybrid Layout that tries to take advantage of different layouts
types.
 An example of a process layout in a library
showing the path of just one customer

Loan books in subject order On-line and

CD-ROM
access room

Study desks To
journal
sack
Enquiries

Current

Company
journal

reports
s

Reference
section
Reserve
collection
Store Counter staff
room Copying area

Entrance Exit
 Cellular Layout
Process (Functional) Layout Group (Cellular) Layout
A cluster or
cell

T T T CG CG T T T
M
T T T SG SG M M T

D D M D
M M D D D
SG CG CG D

M M D D D SG

Similar resources placed

Resources to produce similar
together
products placed together
 A restaurant complex with all four basic
layout types
Line layout cafeteria

Cell layout buffet

Fixed-position layout
service restaurant

Desert

Starter
buffet

buffet
Main course
buffet Service line
Preparation

Oven
Process layout kitchen
Cool room
Freezer Vegetable prep Grill
TIME STUDY
 Time Study

• What is a Time Standard?

• The Importance and Uses of Time Study
• Techniques of Time Study
• Time Study Procedure and the Step-Step Form
• Allowances
• Time Standards for Manufacturing Facilities Design
 What is a Time Standard?

• A time standard is defined as the time required to produce a

product or a workstation with the following three conditions :
1. A qualified, well-trained operator
2. Working at a normal pace. Normal pace is the pace at
which a trained operator, under normal conditions,
performs a task with a normal level of effort.
3. Doing a specific task, a detailed description of what
must be accomplished.
 The Importance and Uses of
Time Study

• The time standard is used to :

1. Determine the number of machine tools to buy.
2. Determine the number of production people to employ.
3. Determine manufacturing costs and selling prices
4. Schedule the machines, operations, and people to do
the job and to deliver on time with smaller inventories.
5. Determine the work cells and assembly line layouts.
 The Importance and Uses of
Time Study
• The time standard is used to :
1. Determine the number of machine tools to buy.
2. Determine the number of production people to employ.
3. Determine manufacturing costs and selling prices
4. Schedule the machines, operations, and people to do the
job and to deliver on time with smaller inventories.
5. Determine the work cells and assembly line layouts.
6. Determine individual worker performance and identify and
correct problematic operations.
7. Pay incentive wages for outstanding team or individual
performance.
8. Evaluate cost reduction ideas and pick the most economical
method based on cost analysis, not on opinion.
9. Evaluate new equipment purchases to justify their expense.
10. Develop operation personnel budgets to measure
management performance.
 Techniques of Time Study

• Five techniques of time standard development :

1. Predetermined time standard systems
2. Stopwatch time study
3. Work sampling
4. Standard data
5. Expert opinion standard and historical data

Time study is defined as the process of determining the time required

by a skilled, well-trained operator working at a normal pace doing a
specific task.
 Techniques of Time Study

• Predetermined time standard system (PTSS) methods of time

measurement (MTM) must be used if you are building a new
plant.
• Once a machine or workstation has been operational for a
while, the stopwatch technique is used.
• Other methods are work sampling, standard data, and expert
opinion standard and historical data.
 Predetermined Time
Standards System

• The technologist would design a workstation for each step of

the new product manufacturing plan, develop a motion
pattern, measure each motion and assign a time value.
• The total of these time values would be the time standard.
• This time standard would be used to determine the
equipment, space, and people needs of the new product and
its selling price.
 Stopwatch Time Study

• Stopwatch time study is the method that most manufacturing

employees think of when talking about time standards.
• Time study is defined as the process of determining the time
required by a skilled, well-trained operator working at a
normal pace doing a specific task.
• Digital watches and computers are much more accurate and
many have memory functions that improve recording data.
 Rating, Leveling, and
Normalizing

• Rating the operator includes 4 factors: skill, consistency,

working conditions, and effort (which is most important).
• Time study only people that are skilled. If an operator shows
lack of skill, the technologist should find someone else to
time study.
• Operators are consistent when they run the elements of the
job in the same time.
• If the employees are asked to work in hot, cold, dusty, dirty,
noisy environments, their performance will suffer.
• Effort is measured based on the normal operator working at
100 percent – defined as walking 3 miles per hour.
 Time Study Procedure and
the Step-Step Form

• The 10 sequential steps of the time study procedure :

1. Select the job to study
2. Collect information about the job
3. Divide the job into elements
4. Do the actual time study
5. Extend the time study
6. Determine the number of cycles to be timed
7. Rate, level, and normalize the operator’s performance
8. Apply allowances
9. Check for logic
10. Publish the time standard
 Work Sampling

• Work sampling is the same scientific process used in Nielsen

ratings, Gallup polls, attitude surveys, and federal
unemployment statistics.
• You could walk through a plant of 250 people one time and
count people who are working and those who are not
working and calculate the performance of that plant within
+/- 10%.
• Consultants expect 60% performance in plants without
standards and 70 to 75% in plants with better management.
• Ten percent extra time for personal time, fatigue, and delay is
considered normal.
 Standard Data

• Machines like welders have simple formulas, such as 12

inches per minute.
• The machine manufacturers are a good source of standard
data.
• Metal cutting machines are examples of the need for and use
of formulas. Feeds and speeds can be looked up in the
Machinery Handbook and substitute the information into 3
simple formulas to determine the time standard
 Expert Opinion Time
Standards and Historical Data

• An expert opinion time standard is an estimation of the time

required to do a specific job.
• This estimate is made by a person with a great experience
base.
• In well managed companies new maintenance projects will
not be approved until the job is estimated.
• A bad standard is better than no standard at all.
 Expert Opinion Time
Standards and Historical Data

• An expert opinion time standard is an estimation of the time

required to do a specific job.
• This estimate is made by a person with a great experience
base.
• In well managed companies new maintenance projects will
not be approved until the job is estimated.
• A bad standard is better than no standard at all.
 Allowances

• Method 1: 18.5 hours per 1000

• This method is based on a constant allowance of 10 percent.
• Method 2: Constant Allowance added to Total Normal Time
• This method is used in this text and is the most common used
in industry. An explanation of what makes up the allowance
must be included (page 87).
• Method 3: Elemental Allowances Technique
• The theory behind this technique is that each element of a
job can have different allowances (page 88).
• Method 4: The PF&D Elemental Allowance Technique
• The personal fatigue and delay (PD&F) method shows exactly
how the allowance was developed (page 88). It is very
descriptive, but the cost is too high for most companies.
 Time Standards for
Manufacturing Facilities Design

• Time standard are used for five main purposes in facilities

design :
1. Determining the number of workstations and machines
2. Determining the number of people
3. Determining conveyor line speeds
4. Balancing assembly and packout lines
5. Loading work cells
 Example 1
Determine machine to buy

• Marketing Dept. wants you to make 2000 car body per 8

hours ( 1 shift), Standard time machine 0,4 minute to form car
body on a press machine, 50 min breakup ( breaks, clean up),
performance 75% (allowance)
• 8 hours x 60 minute = 480 minute
• 480 min – 50 min = 430 min x 0,75 =322,5 min,
• Effective 322,5 minutes to produce 2000 car body
• Tact time = total daily operating time
total daily production requirement
 Example 1
Determine machine to buy

• Tact time = 322,5 = 0,161 min per unit or 6,21 part per min
2000

• Machine need = 0,4 min. per unit = 2,48 machine

or 0,161 min per unit

• Need 3 machine to produce 2000 car body

 Example 2
determine number of people

• Actual Hours need = 150 hours per 1000 = 214

70%

product Hours/ Unit Hours Performance Actual

1000 need/ at % Hours
unit day 100% need

A 150 1000 150 70 214

B 95 1500 142,5 85 168
C 450 2000 900 120 750
TOTAL 1132
HOURS
 Example 3
People need

• Per day , 1132 hours direct Labor need, each employee will
work 8 hours , therefore:

• People need : 1132 hours = 141,5 employee

8 hours per people
 Example 4
unit cost
• Question:
How many machine need if 3000 unit need per shift in a 75% efficient plant that has
10% allowance? The Machine time standard is 0,284 minute. How much will a unit
cost to produce , if the operator earns $ 15 per hour ? What is tact time ?
• Answer
8 hours = 480 minute per shift
480 – 48 min = 432 minute @ 75% = 324 minute
Tact time = 324 minute = 0,108 minute per unit
3000 unit
• Machine need = 0,284 min = 2,63 machine
0,108 min per unit

• Time standard = 0,284 min per unit = 0,00473 hour/unit

60 min. per hour
Efficient 75% = 0,75 x 0,00473 = 0,00631 hour/unit

• Unit cost = $ 15/hour x 0,00631hour/unit = $0,095/unit

Process Design
The Material Flow Cycle
 Fabrication : Making the
Individual Parts

• The sequence of steps required to produce (manufacture) a

single part is referred to as the routing.
• The part is routed from the first machine to the second
machine and so on until you have a finised part that will be
united with other parts.
• The form used to describe this routing is called the route
sheet.
 Fabrication : Making the
Individual Parts

• The sequence of steps required to produce (manufacture) a

single part is referred to as the routing.
• The part is routed from the first machine to the second
machine and so on until you have a finised part that will be
united with other parts.
• The form used to describe this routing is called the route
sheet.
 Work Cell Load Chart

• A work cell is a collection of equipment required to make a single

part or a family of parts with similar characteristics.
• This equipment is placed in a circle around an operator or
operators. (Fig. Work Cell Layout)
• There are the goals of lean manufacturing and a good description
of eliminating muda. The work cell concept considers operator
utilization to be more important than machine utilization.
• Work cells are being developed at a very fast rate because they
1. Significantly reduce setup time
2. Eliminate all storage between operations
3. Eliminate most of the moving time between operations
4. Eliminate delays spent waiting for the next machine
5. Reduce costs
6. Reduce inventory (work-in-process reductions)
7. Reduce manufacturing in-process time
 Work Cell Layout

Fig. Work Cell Layout

 The 8 Wastes (MUDA)

OVERPRODUCTION

1
MISUSED/UNUSED
TALENT 8 2
WAITING

MOTION DEFECTS
7 3

INAPPROPRIATE
INVENTORY
6 4
PROCESSES

5
TRANSPORTATION
 Step by Step
Procedure for Preparing a
Work Cell Load Chart

1. Operation No: This is a numerical sequence of steps like 2, 4, 6, 8 or 5, 10, 15, 20. This
will allow the insertion of new operations without having to renumber everything.
2. Operation Description: This will include machine names and operations being
performed.
3. Manual: The time it takes the operator to load, unload, inspect and do anything else
the operator is supposed to do.
4. Machine: This machine time is calculated using feed and speed formulas.
5. Walk: The time it takes the operator to move form one machine or operation to the
next. The time standard is .005 minute per foot.
6. Operation accumulation time graph (Refer to : Fig. Work cell load chart ): The time
data are plotted on the chart using 3 standard symbols: solid line for manual or
operator time, dotted line for machine time, and zigzag line for walk time to next
operation.
With analysis and imagination, improvements can be attained.
 Work Cell Load chart

Fig. Work Cell Load chart

 Step by Step Procedure for
Completing the Assembly
Line Balance Form

• Assembly chart shows the sequence of operations in putting

together the product.

• The sequence of assembly may have several alternatives. Time

standards are required to decide which sequence is best. This
process is known as assembly line balancing.
 Step by Step Procedure for
Completing the Assembly
Line Balance Form
The assembly line balancing form (Fig. Assembly line balancing step-by-step form
) includes the following:
1. Product No.: The product drawing or product part number.
2. Date: The completion date of the development of this solution.
3. By I.E.: The name of the industrial engineer doing the assembly line balance.
4. Product Description: The name of the product being assembled.
5. Number of Units Required per Shift: Given by the sales department.
6. Takt time: The plant rate (R value). Existing products have 85% efficiency. New
products average 70% efficiency during the first year.
7. No.: This is the sequential operation number.
8. Operation/Description: A few well chosen words can communicate what is being
done at this workstation.
9. Takt Time: The takt time is calculated for each operation.
10. Cycle Time: The cycle time is the time standard for a job.
 Assembly and Packout
Process Analysis
11. No. of Stations: The number of stations is calculated by dividing the takt time
into the cycle time and rounding up.
12. Average Cycle Time: The average cycle time is found by dividing the cycle time
by the number of workstations. It is the speed at which the workstation
produces parts.
13. % Load: The % load tells how busy each workstation is compared to the busiest
workstation.
14. Hrs./1000 Line Balance: The hours per unit can be calculated by dividing the
average cycle time by by 60 minutes per hour.
15. Pcs./Hr. Line Balance: Divide the hours per unit into 1.
16. Total Hours per Unit: Add the number of hours from all the operations.
17. Average Hourly Wage Rate: This would come from the payroll department.
18. Labor Cost per Unit: The lower the cost, the better the line balance.
19. Total Cycle Time: Tells the exact work content of the whole assembly.
 Assembly line balancing
step-by-step form

Fig. Assembly line balancing step-by-step form

 Calculating the Efficiency of
the Assembly Line

• Remember not all stations are performing at their maximum

capacity.
• A operator can only work as fast as the slowest member of the
team.
• Line efficiency = (sum of 1 cycle time/ total cycle time) * 100 or
 Use of Computer Simulation

• Computer simulation and modeling are powerful tools in

designing work cells and aiding with balancing lines and work
cell loads.
• Computer simulation packages such as ProModel (Refer fig
simulated manufacturing cell) allow the designer to play with
various scenarios in order to optimize the cell.

Fig. simulated manufacturing cell (courtesy of ProModel Corporation).

 References

• Stephens, Matthew P., & Meyers, F. E. (2013). Manufacturing

facilities design and material handling. Purdue University Press.
ISBN-13: 978-1-55753-650-1
Thank You