ASSIGNMENT IN

FACILITIES AND PLANNING

SUBMITTED BY:
PILAC, FROILAND L.
SUBMITTED TO:
DR. NESTOR JAPIS
QUESTIONS:
12.5. Describe specific situations where different two-dimensional approaches would be used.

11.1. List the advantages and disadvantages of leasing production equipments versus purchasing
the equipment.

10.53. Suppose in problem 10.52. it taken the picker, on the average .20 sec to complete a pack.
Further suppose the picker spend .80 min at the P/D station between successive trips.

a. Assuming that the pick points are sequenced in an optimum fashion, compute the throughput
capacity of the system is picks/hr.

b. Solve part (a) assuming that the two-bond heuristic is used.

c. Solve part (a) assuming that the four-bond heuristic is used.

9.11. What is the major benefits of using a sprinkler system?

8.1. Is the concept of an automatic factory still valid in todays manufacturing environment?

7.27. What is the relationship between cube utilization and product accessibility.

6.2. What kind of manufacturing impacts do the material handling decision have on the
effectiveness of a facility layout in a manufacturing environment.

5.14. Compare the following:

a. Drive-in rack vs. drive- through track

b. Reach truck vs. mobile truck

4.7 For pupil use:

Water closets for pupils, In elementary schools, one for each 100 males and one for each
75 females in secondary schools, one for each 100 males and one for each 45 females.

3.14. What is the impact of backtracking in a manufacturing process? Discuss several methods to
prevent backtracking from occurring.

2.2. Why is important to integrate product, process, quality, scheduling, and facilities design
decision? Who should be involved in this integration? Which techniques are available to support
this integrated approach?

1.9. Is facilities planning ever completed for an enterprise? Why or why not?
ANSWERS:
12.5.Three alternatives will be considered:
Sketches, templates, and computer graphics
Sketches can be generated spontaneously on-site or in meetings with users, planners, and managers;
they are easy to generate, requiring no special equipment.
In general, sketches are best used in preliminary discussions and lend themselves to rough-
cut analyses. Templates are useful in representing draft or final layout plans.
They can be reproduced and circulated to appropriate parties for feedback; they can be marked up
by operating and other personnel who might not have access to or familiarity with computer graphics.

11.1. If equipment need change sooner than anticipated, leasing can provide more flexibility than
purchasing equipment. Depending on the lease conditions, lease payments can be treated as annual expenses
and, thus, yield tax advantages over purchased equipment. (Lease payments can be expensed;
depreciation deductions are allowed with purchased equipment.) Lease payments might be affordable in a
managers annual operating budget; capital investments might require higher level approval and, thus,
introduce more uncertainty in the selection process. Leases minimize the uncertainty in maintenance cash
flows resulting from the use of capital equipment. When equipment is purchased, risks of escalating lease
charges in the future are avoided. Purchasing has the advantage of ownership of the asset; if owned, the
equipment can be modified. Because of different types of flexibility, purchasing the equipment can provide
certain types of flexibility not provided by leasing; for example, if the equipment is purchased it can be
relocated to another plant location outside the service region of the leasing company) if changes in
equipment needs occur.

10.53. a.

Average time per trip

min.
Throughputcapacity
2 4 4 2 4 + 20 (8)/60+. 8 = 5 9 0 9 M i n
...

60/5 9 0 9 1 ( 8 ) = 8 1 2 3 p i c k s / h r
b.
Similar to part (a), average time per trip is 6.2627
min,
and the throughput capacity is 76.64 picks/hour.
c.
Similar to part (a), average time per trip is 7.7818
min,
and the throughput capacity is 61.68 picks/hour.

8.1. To some extent, the automatic factory is still valid today. There are three components in an
automatic factory manufacturing, material handling, and the information system. In terms of
manufacturing, some decisive factors to justify automation are:
 -Volume of production. Economics of scale can be achieved by mass production and the
financial benefit can compensate the high capital cost of an automatic factory

-Expensive machinery. Some industries, such as semi conductor, require expensive

machinery. By automating, these machines can be fully utilized to reduce production cost.

-Variability reduction. Manual machining, while still within tolerance, often produce
parts with high variability. This variability can be reduced significantly by automation.

7.27.
Cube utilization increases as products are more densely stored in a warehouse. Thus, cube
utilization and product accessibility are inversely proportional. For example, in block
stacking storage scheme, cube utilization increases as lane depth increases. This makes accessing
(deep) product(s) more difficult.

6.2.
The material handling decisions can have a significant impact on the effectiveness of a layout.
For example:
a. Centralized vs. decentralized storage of WIP, tooling, and supplies.
b. Fixed path vs. variable path handling.
c. Single vs. bi-directional material handling equipments.
d. The handling unit (unit load) planned for the system.
e. The degree of automation used in handling.
f. The type of level of inventory control, physical control, and computer control of materials

5.14.
a. Drive-in rack extends the reduction of aisle space that begun with the double deep rack. Drive-
in rack allows a lift truck to drive in to the rack several positions and store or retrieve a unit load.
A drive-thru rack is a drive-in rack that is accessible from both sides of the rack. It is staged for a
flow-thru fashion where load is loaded at one end and retrieve at the other end. Both racks have
the same design considerations.

b. Push back rack is a carrier with rail guide for each pallet load. Pushback rack provides a last-
in-first-out storage system. A mobile rack is a single deep selective rack on wheels/tracks that
permits the entire row of racks to move on adjacent rows.

4.7
There must be two restrooms, one for males and one for females. There must be a minimum of
three water closets and three lavatories in each restroom (from Table 4.2). In the mens restroom,
one urinal can be substituted for a water closet. Consequently, only l6 ft^2
of space is required for the urinal. For each lavatory, 6 ft^2
of space should be designated. For each water closet, 15 ft^2
of space should be included. Also, 15 ft^2
of space should be allocated for the entrance. Since there are fewer than 100 females employed
in the facility, only one bed or cot should be provided. For each bed, 60 ft^2
of space should be provided. The summation of space required for each genders restroom is as
follows: Men: Urinal (1 @ 6 ft^2= 6Water Closet (3 @ 15 ft^2) = 30Lavatories (3 @ 6
ft^2)= 18Entrance (1 @ 15 ft^2)= 15Subtotal = 6940% allowance = 28
Total = 97 ft^2

Women: Water Closet (3 @ 15 ft^2) = 45Lavatories

(3 @ 6 ft^2)= 18Bed or Cot (1 @ 60 ft^2)= 60Entrance (1 @ 15 ft^2)
= 15Subtotal = 13840% allowance = 55
Total = 193 ft^2

3.14.
Backtracking results in excessive flow or travel, longer lead-times, and complications in scheduling.
Backtracking may be avoided by duplicating machines, redefining the process plans to complete the
machining inconsecutive steps, specifying the use of another machine not requiring
backtracking, or redesigning the product to eliminate the processing requiring backtracking.

2.2.
-It is important for the various design decisions to be integrated so that all critical issues have been
considered before product and process designs are finalized. Using a linear or series approach can result in
multiple re-starts of the design process because of down stream consequences of up stream
design decisions that are made. Overall optimization is the goal, rather than piecewise optimization.
Knowledgeable representatives from each of the activities or functions need to be involved in the design
process. Several concurrent engineering techniques can be used to improve the design process. Quality
Function Deployment is one technique that can prove extremely beneficial. However, all of the approaches
described in Section 2.5should receive serious consideration. Since the text is devoted to facilities planning,
every technique presented in the text is a candidate for use in as specific application.

1.9.
Facilities planning is never completed for an enterprise. If facilities planners believed this, then
numerous enterprises would be doomed to failure. New technologies, different enterprises would be
doomed to failure. New technologies, different packaging methods, better storage methods, and
more advanced material handling equipment make the process of updating and continuously
improving facilities a must, or else the company will be left behind with antiquated structures,
information systems, and storage and material handling mechanisms.