IENG%20471%20Facilities%20Planning%20Dr.%20Frank%20Joseph%20Matejcik

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IENG 471 Facilities Planning Dr. Frank Joseph
Matejcik
11/03 Chapter 8 MANUFACTURING SYSTEMS

• South Dakota School of Mines and Technology,
  Rapid City

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8.1 Introduction

• Economic dependence of the firm on manufacturing
  performance
• Manufacturing is a value-adding function
• Efficiency in manufacturing leads to long and
  short term profit
• Emphasis on quality, decreased inventories, and
  productivity encourages integrated, flexible, and
  responsive facilities

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8.1 Introduction

• Facility layout material handling influenced by
• Product mix and design
• Processing and materials technology
• Handling, storage, and control technology
• Production volumes, schedules, routings
• Management philosophies

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8.1 Introduction

• Automatic factory was the considered a panacea
• Runs lights out
• Essentially paperless (more than automated)
• Automation mechanization are dominant people
  have limited direct and indirect tasks
• People resolve unusual sitituations make
  changes
• Few factories will justify this level of
  automation

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8.1 Introduction

• Few factories will justify an Automatic factory
  level of automation
• Plan for upgrading for
• new technology
• changing attitudes concerning automation
• increased understanding of automation
• Outsourcing can lead to higher automation levels
  (sometimes lower)

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8.1 Introduction

• Factors affecting the facility planning process
  (External?)
• Volume of production
• Variety of production
• Value of each product
• Facilities development is often incremental
  (pockets of automation)
• Sometimes only information integration

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8.1 Introduction

• Critical information needed to integrate material
  handling plantwide
• Identification quantification of items (parts,
  tools, resources, etc.) flowing through a system
• Location of each item
• Current time relative to a master production
  schedule
• Alternate routing and buffer storage protect
  against catastrophic interrupts delays

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8.1 IntroductionObjectives of integrated MH

• Create an environment that results in the
  production of high-quality products.
• Provide planned orderly flows of material,
  equipment, people, information.
• Design a layout material handling system that
  can be easily adapted to changes in product mix
  volumes.
• Reduce work-in-process provide controlled flow
  storage of materials.

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8.1 IntroductionObjectives of integrated MH

• Reduce material handling at between
  workstations.
• Utilize the capabilities that people have from
  the shoulders up, not the shoulders down.
• Deliver parts to workstations in the right
  quantities and physically positioned to allow
  automatic transfer and automatic parts feeding to
  machines.

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8.1 IntroductionObjectives of integrated MH

• Deliver tooling to machines in the right position
  to allow automatic unloading and automatic tool
  change.
• Utilize space most effectively, considering
  overhead space impediments to cross traffic

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8.1 Introduction

• Design (parts,) for manufacturability MH
• Automatic Factory was too ambitious a goal
• Primary goal is to increase customer satisfaction
  at a reasonable price.
• Economic goal leads to
• Reducing WIP
• increasing individual machine performance
• Reducing Capital cost
• higher productivity form factory personnel

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8.2 Fixed Automation SystemsTransfer Line
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8.2 Fixed Automation SystemsTransfer Line

• Materials flow from one workstation to the next
  in a sequential manner
• Production rate for the line is governed by the
  slowest operation
• Example of hard automation
• High-volume production are highly automated
• Buffer storage only for expected breakdowns

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8.2 Fixed Automation SystemsTransfer Line

• Unmatched production rates
• Disadvantages
• Very high equipment cost
• Inflexible in number of products manufactured
• Inflexible layout
• Large deviation in production rates in case of
  equipment failure in the line
• Not manual, paced assembly lines
  (need buffers)

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8.2 Fixed Automation SystemsTransfer Line

• Specify individual processing stages their
  linkages
• Performance is dependent on
• Layout of the facility
• Scheduling of production
• Individual stage processing variability machine
  failures
• Loading of the line

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8.2 Fixed Automation SystemsTransfer Line

• Facility planning is straight forward
• Equipment is in processing sequence
• Determine buffer sizes between workstations
• Accommodate buffers with vertical storage
  systems or spiral-type conveyors. Or, the spacing
  between machines.

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8.2 Fixed Automation SystemsTransfer Line
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8.2 Fixed Automation SystemsDial Indexing Machine

• The worktable where the parts are mounted is
  indexed at predetermined times

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8.2 Fixed Automation SystemsSimilar to Transfer
Lines

• Synchronous, automated MH, same design conderns
• Automated assembly systems for automotive parts
• Chemical process production systems
• Beverage bottling canning processes
• Heat treatment and surface treatment processes
• Steel fabrication processes

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8.3 Flexible Manufacturing Systems
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8.3 Flexible Manufacturing Systems

• It is argued that gaining control of the 95 of
  the time parts are not machined involves linking
  the machines by an automated material handling
  system, computerizing the entire system and
  operation. The term flexible manufacturing system
  (FMS) has thus emerged to describe the system.

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8.3 Flexible Manufacturing Systems

• flexible able to manufacture a large number of
  different part types.
• Components flexible manufacturing
• Processing equipment
• Material handling equipment
• Computer control equipment to track parts
  manage the overall system

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8.3 Flexible Manufacturing Systems

• Situations (needs) for flexible manufacturing
• Production of families of workparts
• Random launching of workparts onto the system
• Reduced manufacturing lead time
• Increased machine utilization
• Reduced direct and indirect labor
• Better management control

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8.3 Designing MH Flexible Manufacturing Systems

• Random, independent movement of palletized
  workparts between workstations
• Temporary storage or banking of workparts
• Convenient access for loading unloading
• Compatible with computer control
• Provision for future expansion

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8.3 Designing MH Flexible Manufacturing Systems

• Adherence to all applicable industrial codes
• Access to machine tools
• Operation in shop environment

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8.3 Flexible Manufacturing Systems accommodate
changes in

• Processing technology
• Processing sequence
• Production volumes
• Product sizes
• Product mixes

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8.3 Flexible Manufacturing Systems

• Flexible manufacturing systems are designed for
  small-batch (low-volume) high-variety
  conditions. Whereas hard automation manufacturing
  systems are frequently justified on the basis of
  economies of scale, flexible automation is
  justified on the basis of scope.

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8.3 Flexibility can be accomplished by

• Standardized handling storage components
• Independent production units (manufacturing,
  assembly, inspection, etc.)
• Flexible material delivery system
• Centralized work-in-process storage
• High degree of control

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8.3 Flexible Manufacturing Systems Configurations
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8.3 Flexible Manufacturing Systems Configurations
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8.3 Flexible Manufacturing Systems Configurations
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8.3 Flexible Manufacturing Systems Configurations

• Robot system is somewhat scalable.
• The determination of which configuration is best
  requires a detailed comparison, commonly
  simulation analysis.

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8.3 What makes FMS flexible? Must have these
capabilities

• 1. Process different part styles in a nonbatch
  mode.
• 2. Accept changes in production schedule.
• 3. Respond gracefully to equipment malfunction
  and breakdowns in the system.
• 4. Accommodate the introduction of new part
  designs.

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8.3 What makes FMS flexible? Must have these
capabilities

• An automated system is not always flexible (e.g.,
  transfer lines), and that a flexible system need
  not be automated (some manual assembly lines).

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8.4 Single-Stage Multi-Machine Systems

• Visit only one machine since all operations can
  be performed
• Yet another alternative in automation in
  machining systems is what has been termed
  single-stage multimachine systems (SSMS)

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8.4 Single-Stage Multi-Machine Systems
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8.4 Single-Stage Multi-Machine Systems
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8.4 Single-Stage Multi-Machine Systems

• 1. Machining centers in SSMS
• very versatile machines
• all identical
• any part on any one machine
• one setup per part
• limited capacity tool magazine on each machine
• part is moved only twice

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8.4 Single-Stage Multi-Machine Systems

• 2. Parts.
• arrive according to the production requirements
  schedule.
• visit only one machine
• part transporter system handles the delivery of
  parts
• cannot be processed unless the required tool is
  available

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8.4 Single-Stage Multi-Machine Systems

• 3. Tools.
• Specified by the process plan
• Some resident to the machine
• Others in a centralized storage system generally
  expensive
• Dynamic sharing of tools may be the economic
  choice.
• Decision percentage of the tools shared.

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8.4 Single-Stage Multi-Machine Systems

• 4. Part transporter.
• Minimal since a part visits a machine only once.
• Deadheading still occurs and there must be an
  efficient dispatching algorithm for the vehicles.

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8.4 Single-Stage Multi-Machine Systems

• 5. Tool carriers.
• A tool carrier handles the transport of tools to
  and from the centralized tool storage
• The determination of the combined schedule of
  machines and tools is a critical element in the
  operation of SSMS.

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8.4 Single-Stage Multi-Machine Systems
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8.4 Single-Stage Multi-Machine Systems

• The same layout can be used for both FMS and SSMS
• Transfer lines, FMS, SSMS systems address only
  one aspect of manufacturing the machining
  operations
• Is it possible to attain the efficiency of
  transfer lines with the flexibility of the
  flexible manufacturing system?

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8.5 Reduction of Work-in-Process
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8.5 Reduction of Work-in-Process (Rules of Thumb)

• Handling less is best.
• Grab, hold, and don't turn loose.
• Eliminate, combine, and simplify.
• Moving and storing material incur costs.
• Preposition material.

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8.5 Reduction of Work-in-ProcessHandling less is
best

• suggests that handling should be eliminated if
  possible. It also suggests that the number of
  times materials are picked up and put down and
  the distances materials are moved should be
  reduced.
• Quality problem elimination

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8.5 Reduction of Work-in-ProcessGrab, hold,
don't turn loose

• importance of maintaining physical control of
  material
• often parts are processed dumped into tote
  boxes or wire baskets. Subsequently, each part
  individually to orient position it.

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8.5 Reduction of Work-in-ProcessEliminate,
combine, simplify

• Principles of work simplification methods
  improvement are appropriate in designing in
  process handling storage systems
• Handling storage can frequently be completely
  eliminated (schedule sequence)
• Combine handling tasks through the use of
  standardized containers

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8.5 Reduction of Work-in-Process Moving Storing
material incur costs

• move material only when it is needed and store it
  only if you have to
• incurs personnel equipment time costs
• it increases the likelihood of product damage
• moving requires a corridor for movement
• the longer material stays in the plant the more
  it costs

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8.5 Reduction of Work-in-ProcessPrepositioning
Material

• First, parts should be prepositioned to
  facilitate automatic load/unload, insertion,
  inspection
• Second, when material is delivered to a
  workstation and/or machine center, it should be
  placed in a prespecified location with a
  designated orientation

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8.5 Reduction of Work-in-Process

• A late comment. Reduction in wasted time
  increases available machine time. ??

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8. 6 Just-in-Time Manufacturing

• Developed more than 30 years ago by Ohno Taiichi
  at the Toyota Motor Company in Japan
• Believed to work in any production system
• Concentrate on reducing waste.

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8. 6 Just-in-Time Manufacturing Types of Waste

• 1. Waste from overproduction
• Holding costs are considered, but not balanced
  with set-up costs (No EOQ, Silver-Meal, etc.)
• Set-ups costs are not considered constant
• 2. Waste from time on hand (waiting)
• Worker tending only one machine
• Better layouts for multi-tending
• Cross training may be required (valued)  

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8. 6 Just-in-Time Manufacturing Types of Waste

• 3. Waste from transporting
• Moving items over long distances
• WIP storage
• Arranging rearranging parts in containers
• Extra logistic steps for storage
• 4. Waste from processing itself
• Useless steps
• Poor work place design ties up workers

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8. 6 Just-in-Time Manufacturing Types of Waste

• 5. Waste from unnecessary stock on hand
• 6. Waste from unnecessary motion
• 7. Waste from producing defective goods
• JIT is consistent with the material handling
  definition in the text book.

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8. 6 Just-in-Time Manufacturing 5 Elements

• 1. Visibility can be obtained by the following
  technique electronic boards for quick feedback,
  pull system with kanbans, problem boards, colored
  standard containers, decentralized storage
  system, marked dedicated areas for inventory,
  tools, etc.
•  

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8. 6 Just-in-Time Manufacturing 5 Elements

• 2. Simplicity can be achieved with a pull system
  with kanbans, simple setup changes, certified
  processes, small lot sizes, leveled production,
  simple machines simple material handling,
  multifunctional workers, teamwork, etc.
• 3. Flexibility can be achieved with short setup
  times, short production times small lot sizes,
  kanban carts, flexible material handling
  equipment, multifunctional employees, mixed-model
  sequencing lines, etc.

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8. 6 Just-in-Time Manufacturing 5 Elements

• 4. Standardization of tools, equipment, pallets,
  methods, containers, boxes, materials, and
  processes is pursued.
• 5. Organization is required for setups, for
  cleanliness, for work areas, for the kanban
  system, for the storage areas, for tools, for
  teamwork activities, etc.

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8. 6 Just-in-Time Manufacturing Waste Sources

• Equipment
• poor scheduling methods
• inadequate maintenance programs
• Not reporting maintenance problems
• Inadequate spare parts inventory
• Operators not trained in use, preventive
  maintenance
• Inefficient product design
• Set-ups
• Large lot sizes

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8. 6 Just-in-Time Manufacturing Waste Sources

• Inventories for raw material, components, parts,
  work-in-progress, finished goods
• large purchasing production lot sizes
• poor facility layout
• inefficient material handling systems
• inefficient packaging systems
• inadequate training for the workers
• poor organization

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8. 6 Just-in-Time Manufacturing Waste Sources

• Inventories for raw material, components, parts,
  work-in-progress, finished goods
• too many suppliers
• centralized warehouses
• inefficient product design
• lack of standardization
• awkward storage and retrieval systems
• poor inventory control systems

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8. 6 Just-in-Time Manufacturing Waste Sources

• Time (excessive waiting or delays due)
• inefficient scheduling
• machine downtimes
• long repair times
• poor-quality products
• unreliable suppliers
• poor facility layout
• inefficient material handling systems
• deficient inventory control systems
• large lot sizes
• long setup times

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8. 6 Just-in-Time Manufacturing Waste Sources

• Space
• excess inventory
• inappropriate facility layout
• inadequate building design
• unnecessary material handling
• inefficient storage systems
• inefficient product design

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8. 6 Just-in-Time Manufacturing Waste Sources

• Labor
• produce unnecessary products
• move and store unnecessary inventory
• to rework bad products
• wait during machine repairs
• employee makes mistakes
• due to lack of training
• individual responsibility
• mistake-proofing mechanisms
• Finally, Handling, Transportation Paperwork

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JIT Impact on Facilities Design

• Reduction of inventories
• Deliveries to points of use
• Quality at the source
• Better communication, line balancing, and
  multifunctional workers

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Reduction of Inventories

• 1. Space requirements are reduced, machines
  closer to each other and the construction of
  smaller buildings. Reducing the handling
  requirements. 
• 2. Smaller loads are moved and stored, justifying
  the use of material handling and storage
  equipment alternatives for smaller loads.
• 3. Storage requirements are reduced, justifying
  the use of smaller and simpler storage systems
  the reduction of material handling equipment to
  support the storage facilities. 

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Deliveries to points of use

• 1. Several receiving docks surrounding the plant
  could be required.
• Receiving docks need extra space for parking etc.
  
• Storage material handling equipment could be
  needed at each decentralized storage area.
• Parts could be moved shorter distances and fewer
  times
• The storage handling equipment alternatives are
  usually simple and inexpensive (i.e., pallet
  racks, pallet jack, pallet truck, walkie
  stacker).

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Deliveries to points of use

• 2. A decentralized storage policy could be
  required to support the multiple receiving docks,
  and computerized or manual inventory control
  could be used. If inventory control is manual
  (using cards or kanbans), a centralized kanban
  control system could be used to collect the
  kanbans and request more deliveries from the
  suppliers, or a decentralized kanban control
  system could be used with returnable containers
  and/or withdrawal kanbans being returned to the
  supplier after every delivery.

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Deliveries to points of use

• 3. If plant layout rearrangements have been
  performed to support the JIT concepts, internal
  deliveries to the points of use could be carried
  out using material handling equipment
  alternatives for smaller loads and short
  distances. If the JIT delivery concept is applied
  without performing layout rearrangements, faster
  material handling equipment alternatives could be
  justified, depending on the pulling rate of the
  consuming processes.

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Quality at the sourcerequires this of suppliers

• 1. Proper packaging, stacking, and wrapping
  procedures for parts and boxes on pallets or
  containers
• 2. Efficient transportation, handling, and
  storage of parts
• 3. A production system that allows the worker to
  perform operations without time pressure that
  is supported by teamwork

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Better communication, line balancing, and
multifunctional workers

• All these are claimed by U-shaped production
  lines
• allow them to perform different operations, and
  to easily balance to production line using visual
  aids and a team approach
• problem boards

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U-Shaped Flow Lines examples
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U-Shaped Flow Lines examples
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U-Shaped Flow Lines examples
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U-Shaped Flow Lines examples
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U-Shaped Flow Lines examples
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U-Shaped Flow Lines

• Fit nicely with group technologies
• The U-line has brought significant benefits. In a
  study of 114 U.S. and Japanese U-lines Miltenburg
  reports that the average U-line has 10.2
  machines and 3.4 operators.
• One-quarter have one operator

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U-Shaped Flow Lines reported benefits
(Miltenburg)

• Productivity improved by an average of 76.
• WIP dropped by 86.
• Lead time shrank by 75.
• Defective rates dropped by 83.

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U-Shaped Flow Linescharacteristics

• chase mode the operator is chasing the parts as
  they go from one machine to the next
• Scaling is done by increasing or decreasing the
  number of operators tending the line.
• Flexibility is achieved by making machines
  movable so that the machines can be re-laid out
  to minimize part transportation time and operator
  walking time.

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Remarks

• Reduction in non-value-adding activities leads to
  lean manufacturing.
• The lean manufacturing concept can be summarized
  as follows
• Eliminate/minimize non-value-adding activities.
• Produce only what is demanded.
• Minimize the use of time and space resources.
• Manufacture in the shortest cycle time possible.

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Other versions of the JIT

• Stockless production
• Material as needed
• Continuous-flow manufacturing
• Zero-inventory production systems

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8. 7 Facilities Planning Trends

• 1. Buildings with more than one receiving dock
  and smaller in size.  
• 2. Smaller centralized storage areas and more
  decentralized storage areas (super-markets) for
  smaller and lighter loads. 
• 3. Decentralized material handling equipment
  alternatives at receiving docks.
• 4. Material handling equipment alternatives for
  smaller and lighter loads.

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8. 7 Facilities Planning Trends

• 5. Visible, accessible, returnable, durable,
  collapsible, stackable, readily transferable
  containers. 
• 6. Nonsynchronous production lines with
  mixed-model sequencing for star products.
• 7. Group technology layout arrangements for
  medium-volume products with similar
  characteristics to support cellular manufacturing
  concept.

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8. 7 Facilities Planning Trends

• 8.U-shaped assembly lines fabrication cells
• 9.Better handling transportation part
  protection
• 10. Fewer material handling requirements at
  internal processes more manual handling within
  manufacturing cells.
• 11. New fabrics construction materials for dock
  seals and shelters.

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8. 7 Facilities Planning Trends

• 12. Standard containers, trays, or pallets.
• 13. Side-loading trucks for easier access and
  faster loading and unloading operations.
• 14. The traditional function of storing changes
  to one of staging.
• 15. Use of bar codes, laser scanners, EDI, and
  machine vision to monitor and control the flow of
  units.

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8. 7 Facilities Planning Trends

• 16.Focused factories with product and/or cellular
  manufacturing and decentralized support efforts.
• 17. Lift trucks equipped with radio data
  terminals and mounted scales to permit onboard
  weighing.
• 18. Flow through terminals and/or public
  warehouses to receive, sort, and route materials.
• 19. Facilities design process as a coordinated
  effort among many people.

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8.8 Summary

• Brief overview of manufacturing systems that may
  impact the facilities design function
• The continued trend toward JIT manufacturing puts
  the material handling and layout functions to the
  front line.
• U-lines will continue to be of interest