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Facilities Planning: Product & Process Design

This document discusses product, process, and schedule design which are important inputs for facilities planning and design. It outlines the facilities planning process and emphasizes that the product, process, and schedule designers must provide timely and accurate information to the facilities planner. This includes defining the products to be made, specifying the manufacturing processes, determining production quantities and schedules. The document also discusses how product design involves determining what products to make and detailed design of each part. Process design identifies the required manufacturing processes and their sequence. Schedule design addresses issues like bottlenecks.

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0% found this document useful (0 votes)
71 views32 pages

Facilities Planning: Product & Process Design

This document discusses product, process, and schedule design which are important inputs for facilities planning and design. It outlines the facilities planning process and emphasizes that the product, process, and schedule designers must provide timely and accurate information to the facilities planner. This includes defining the products to be made, specifying the manufacturing processes, determining production quantities and schedules. The document also discusses how product design involves determining what products to make and detailed design of each part. Process design identifies the required manufacturing processes and their sequence. Schedule design addresses issues like bottlenecks.

Uploaded by

yehya
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Facilities Planning and Design

INE 425
Lec 2

1
Ch3:
Product, Process, and schedule
Design
PP&S design
Introduction
Facilities planning process for manufacturing and
assembly facilities can be listed as follows
1. Define the products to be manufactured and/or
assembled.
2. Specify the required manufacturing and/or
assembly processes and related activities.
3. Determine the interrelationships among all
activities.
4. Determine the space requirements for all
activities.
5. Generate alternative facilities plans.
Introduction
6. Evaluate the alternative facilities plans.
7. Select the preferred facilities plan.
8. Implement the facilities plan.
9. Maintain and adapt the facilities plan.
10. Update the products to be manufactured and/or
assembled and redefine the objective of the facility.
Introduction
Before any facility plan can be generated, the
following questions should be addressed

Product, process,
1. What is to be produced?

schedule design
2. How are the products to be produced?
3. When are the products to be produced?
4. How much of each product will be produced?
5. For how long will the products be produced?
6. Where are the products to be produced?

Facilities location
Introduction
• Many firms have global production strategies and utilize
combinations of contract manufacturing and contract
assembly
• Product designers specify what the end product is to be
in terms of dimensions, material composition, and
perhaps packaging. The process planner determines
how the product will be produced.
• The production planner specifies the production
quantities and schedules the production equipment.
The facilities planner is dependent on timely and
accurate input from product, process, and schedule
designers.
Relationship between PP, &S design and FP
Facility planning functions relationship
Product
• Change in the design of a product.
• Addition or deleting of a product.
• A significant increase in demand.
Process
• Chang of the design of the process.
• Replacement of a machine.
• A adaptation of new standards.
Facility planning functions relationship
Scheduling:
• Bottlenecks
• Delay and idle time.
• Excessive temporary storage
• Obstacles to material flow.
• High ratio of material handling time/production
time.
Product Design
• Product design involves
– the determination of which products are to be
produced
– 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, and finance
concerning projected economic performance.
Product Design
• If it is decided that the facility is to be designed to
accommodate changes in occupants and mission,
then a highly flexible design is required and very
general space will be planned.

• On the other hand, if it is determined that the


products to be produced can be stated with a high
degree of confidence, then the facility can be
designed to optimize the production of those
particular products.
Product Design

Figure 3.2 Exploded assembly drawing


Product Design
• As an alternative to the exploded assembly drawing, a
photograph can be used to show the parts properly
oriented. Such a photograph is given in figure 3.3.

• 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
Product Design

Figure 3.3. Exploded part 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.
Product Design

Figure 3.4. Component part drawing of a plunger


Product Design

Figure 3.5. Component part drawing of a seat


Product Design
• The drawings can be prepared and analyzed
with computer aided design (CAD) systems.
CAD is the creation and manipulation of
design prototypes on a computer to assist the
design process of the product.

• In addition to CAD, concurrent engineering


(CE) can be used to improve the relationship
between the function of a component or
product and its cost.
Product Design
• CE provides a simultaneous consideration in the
design phase of life cycle factors such as product,
function, design, materials, manufacturing processes,
testability, serviceability, quality, and reliability.
• As a result of this analysis, a less expensive but
functionally equivalent product design might be
identified.
CE is important because it is at the design stage that
many of the costs of a product are specified. It has
been estimated that more than 70% of a product’s
manufacturing cost is dictated by design decisions.
Process design
• How the product is going to be produced, on
which machine, make or buy decision, how
long it will take to perform the operation.
• Identify required process
• Selecting the required process
• Sequencing the required processes

20
Process design

Figure 3.6. The make-or-buy decision process 21


Part list

Figure 3. 7. Part list for an air flow regulator 22


Bill of Materials

23
Figure 3.8. Bill of materials for an air flow regulator
Bill of Materials

24
Figure 3.9. Bill of materials for an air flow regulator
Selecting the required processes
1- Drawings
2- Quantities

Route sheet

25
Selecting Required Processes
• 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 3.1. Figure 3.11 is a route sheet for the
production given in part in table 1.

26
Route sheet data requirements

Table 3.1. Route sheet data requirements


A route sheet

Figure 3.11. Route sheet for one component of the air flow regulator
Assembly chart

Figure 3.12Assembly chart for an air flow regulator


Operation process chart

Figure 4.13. Operation process chart for the air flow regulator
Precedence diagram

Figure 3.14. Precedence diagram for the air flow regulator


Thank you

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