FACILITY DESIGN AND MATERIAL MANAGEMENT

Understand and define the situation, your objectives.

Steps to address a problem:

1. Recognize the problem.
2. Define the goals or objectives:
Constraints: Digital, you meet the constraints or not
Objectives: Analog, the goals we expect
3. Assemble relevant data.
4. Identify feasible solutions.
Doing nothing MAYBE a feasible solution
5. Select the criteria to determine the best alternative.
6. Construct a model.
7. Predict each alternative outcome or consequences.
8. Choose the best alternative.
9. Apply / Implement.
10. Audit the results.
11. Continuous improvement.
Engineering is not just math, is people.

CENTER OF GRAVITY EQUATION

dxV
V
dyV
V

Coordinates of where is
the best location to build a
plant

FACTORS THAT MAY CONTRIBUTE TO THE LOCATION DECISION OF A

FACILITY
Proximity to customers
Political risk
Business climate
Total costs
Infrastructure
Trading block
Environment regulations

PROCESSES FLOW STRUCTURES

The process flow consists of a series of steps which determine how a product is
manufactured or a service provided.
The process flow structure determines how facilities will be laid out, the
working methods used, the resources needed, the technology used, and how
efficient the process is.

TYPE OF PROCESSES FLOW STRUCTURES

PROJECT
JOB SHOP
BATCH
ASSEMBLY LINE
CONTINUOUS FLOW

JOB SHOPS

A job shop is a flexible operation that has several activities through which work can
pass.
It is not necessary for all activities to be performed on all products, and their
sequence may be different for different products
General purpose equipment and relies on the knowledge of workers to produce
variety.
Volume is adjusted by adding or removing labor as needed.
Low in efficiency, high in flexibility.
A job shop often sells its capabilities, rather than specific products.
ASSEMBLY LINE

Fixed sequence.
Connects the activities and paces them.
Activities take place according to a strict schedule and pacing.

CONTINUOUS FLOW PROCESS

Processed continuously, rather than in individual steps.

Almost no flexibility in the process.
Skilled supervisors and managers needed due to the sophisticated equipment.
Quantity tend to be measured in weight or volume

http://www.netmba.com/operations/process/structure/
http://www.ukessays.com/mba/operations/process-flow-structures.php

The type of production process determines the layout of the facility.

Utilization should be around 80-90%. If they use the machine 100% of the time,
you do not have room for error; in job-shops it generates waiting lines in front of
the machines.

Utilization=

Time Producing
Time Available

A facility may combine different types of production processes.

Volume is one of the deciding factors for the type of production process.

Make a quality product efficiently, cheap and also without forgetting what kind

of process are we as a facility.

Assembly lines tend to be very big plants, due to the size of the machines used,
and the volumes.

ASSEMBLY LINE ORIGINS

The Chinese
Arsenal of Venice
Disassemble Line 1867
Henry Ford 1913 Assembly Line

BILL OF MATERIALS

It has the process and the materials we need to make something. It is the
controlling the document.

A list of the parts or components that are required to build a product. The BoM
provides the manufacturer's part number (MPN) and the quantity needed for each
component.
A recipe of what you are doing.

Drawing

A rendering of the design

Dimensions of the product.

Specs

Set of requirements to be satisfied by a material, design, product or service.

DECIDING FACTORS FOR MAKING A FACILITY

Budget
Volume
Processes
Materials
Location
Learning Curve: The more you do something, the better you get at it.
CONTINUOUS IMPROVEMENT
Concurrently: The capacity of doing several things at the same time.