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Facilities planning 4th edition Free download link click and most advanced software for t. This site was designed with the. All Posts. Facilities Planning 3rd Edition Tompkins Pdf. Predictive maintenance anticipates potential problems by sensing the operations of a machine or system. In this regard, for a facilities planner, the notion of continuous improve- ment for supply chain excellence must be an integral element of the facilities planning cycle.
The continuous improvement facilities planning cycle shown in Figure 1. Whether you are involved in planning a new fa- cility or planning to update an existing facility, the process of facilities planning is unchanged. For a manufacturing firm, facilities planning involves the determination of how the manufacturing facility best supports production.
In the case of an airport, facilities planning involves determining how the airport fa- cility is to support the passenger—airplane interface. Similarly, facilities planning for a hospital determines how the hospital facility supports providing medical care to patients. It is important to recognize that we do not use the term facilities planning as a synonym for such related terms as facilities location, facilities design, facilities layout, or plant layout.
As depicted in Figure 1. The location of the facility refers to its placement with respect to customers, suppliers, and other facilities with which it interfaces. The location in the context of the global supply chain must take into consideration global transportation econom- ics, ports of entry, fuel costs, and the total delivered costs of products to the ultimate consumer.
Also, the location includes its placement and orientation on a specific plot of land. The design components of a facility consist of the facility systems, the layout, and the handling system. The layout consists of all equipment, machinery, and furnishings within the building envelope; the handling system consists of the mechanisms needed to satisfy the required facility interactions. Determine space requirements for all activities.
What's the feasibility Maintain and of incorporating the Determine continuously Not facility new operation or improve facility on Feasible location existing site?
Develop alternative plans and evaluate. Select facilities plan. The layout consists of the production areas, production-related or support areas, and personnel areas within the building. The handling system consists of the materials, personnel, information, and equipment-handling systems required to support production.
Therefore, facilities planning may be subdivided into the subjects of facilities location and facilities design. Facilities location addresses the macro-issues, whereas facilities design looks at the microelements. The general terms facilities planning, facilities location, facilities design, fa- cility systems design, layout design, and handling system design are utilized to in- dicate the breadth of the applicability of this text.
In Figure 1. It is be- cause of its breadth of application that we employ a unified approach to facilities planning. Facilities location. Facility Facilities systems planning design. Healthcare providers Facilities Layout system design design. Handling system design. Pharmaceutical supplier Facilities Layout design design. SC level Handling IV and up system design. Hospital Facilities Layout design design. Figure 1. Continuous improvement of each operation within each supply chain link takes an organization through the first three levels of supply chain excellence.
To move to levels 4, 5, and 6, the links must collaborate, as illustrated above, to synthesize their operations and continue to improve the chain. Manufacturing facilities Plant facility system planning.
Material handling b Office location. Office facilities Office facility system planning. Hospital facilities Hospital facility system planning. Patient handling Physician handling Personnel handling Public handling Information handling d Material handling Emergency room location. Emergency Emergency facility room system planning. Emergency room Emergency room design layout. Patient handling Physician handling Personnel handling Information handling Material handling.
Census, U. Table 1. As stated previously, contemporary facilities planning must include the notion of continuous improvement in the design approach. The importance of adaptability, as a key design criterion, is evidenced by the ever-increasing performance of previously purchased facilities, which are modified each year and require replanning. Although the annual dollar volume of the facilities planned or replanned indi- cates the scope of facilities planning, it does not appear that adequate planning is being performed.
Based on our collective experience, it appears that there exists a significant opportunity to improve the facilities planning process as practiced today. To stimulate your thoughts on the breadth of the facilities planning opportuni- ties, consider the following questions: 1. What impact does facilities planning have on handling and maintenance costs?
What impact does facilities planning have on employee morale, and how does employee morale impact operating costs? In what do organizations invest the majority of their capital, and how liquid is their capital once invested?
What impact does facilities planning have on the management of a facility? Although these questions are not easily answered, they tend to highlight the importance of effective facilities planning. As an example, consider the first question. Hence, if effective facilities planning were applied, the annual manufacturing productivity in the United States would increase approximately three times more than it has in any year in the past 15 years.
It is difficult to make similar projections for the other sectors of our economy. It represents one of the most promising areas for increasing the rate of productivity improvement. Economic considerations force a constant reevaluation and recognition of ex- isting systems, personnel, and equipment.
New machines and processes render older models and methods obsolete. Facilities planning must be a continuing activ- ity in any organization that plans to keep abreast of developments in its field. With the rapid changes in manufacturing and distribution systems, techniques, and equipment that have taken place in the recent past and those that are expected in the future, very few companies will be able to retain their old facilities or layouts with- out severely damaging their competitive position in the marketplace.
Productivity im- provements must be realized as quickly as they become available for implementation. One of the most effective methods for increasing productivity and reducing costs is to reduce or eliminate all activities that are unnecessary or wasteful.
A facil- ities design should accomplish this goal in terms of material handling, personnel and equipment utilization, reduced inventories, and increased quality. If an organization continually updates its operations to be as efficient and ef- fective as possible, then there must be continuous relayout and rearrangement. Only in very rare situations can a new process or piece of equipment be introduced into a system without disrupting ongoing activities. A single change may have a sig- nificant impact on integrated technological, management, and personnel systems, resulting in suboptimization problems that can be avoided or resolved only through the redesign of the facility.
Employee health and safety is an area that has become a major source of mo- tivation behind many facilities planning studies. Under the law, an employer is required to provide a place of em- ployment free from recognized hazards and to comply with occupational safety and health standards set forth in the act. Because of these stringent requirements and attendant penalties, it is imperative during the initial design phase of a new facility or the redesign and revamping of an existing facility to give adequate consideration to health and safety norms and to elim- inate or minimize possible hazardous conditions within the work environment.
By in- corporating vital health and safety measures into the initial design phase, the em- ployer may avoid fines for unsafe conditions and losses in money and human resources resulting from industrial accidents. Energy conservation is another major motivation for the redesign of a facility.
En- ergy has become an important and expensive raw material. Equipment, procedures, and materials for conserving energy are introduced to the industrial marketplace as fast as they can be developed. As these energy-conserving measures are introduced, com- panies should incorporate them into their facilities and manufacturing process.
Since its introduction in , LEED has become an important factor in assuring that the envi- ronmental and energy implications of facilities planning are fully addressed.
These changes often necessitate changes in other aspects of the facility design. For example, in some of the energy-intensive industries, companies have found it economically feasible to modify their facilities to use the energy discharged from the manufacturing processes to heat water and office areas.
In some cases, the addition of ducting and service lines has forced changes in material flows and the relocation of in-process inventories. If a company is going to retain a competitive edge today, it must reduce its consumption of energy. One method of doing this is to modify facilities or redesign material handling systems and manufacturing processes to accommodate new en- ergy-saving measures. Other factors that motivate investment in new facilities or the alteration of ex- isting facilities are community considerations, fire protection, security, and the Americans with Disabilities Act ADA of Community rules and regulations re- garding noise, air pollution, and liquid and solid waste disposal are frequently cited as reasons for the installation of new equipment that requires modification of facili- ties and systems operating policies.
The enactment of this legislation has resulted in a significant increase in the alteration of existing facilities and has radi- cally shaped the way facilities planners approach planning and design. The act impacts all elements of the facility, from parking space allocation and space design, ingress and egress ramp requirements, and restroom layout to drinking-fountain rim heights.
Com- panies are aggressively spending billions of dollars to comply with the law, and those involved with facilities planning must be the leaders in pursuing the required changes. In many instances, these fires can be at- tributed to poor housekeeping or poor facilities design. Companies are now care- fully seeking modifications to existing material handling systems, storage systems, and manufacturing processes to lower the risk of fire.
Pilferage is yet another major and growing problem in many industries today. The amount of control designed into material handling, flow of materials, and design of the physical facility can help reduce losses to a firm. This will ensure that the other objectives are in alignment with what drives the enterprise, namely revenues and profits from customers. Many entities lose sight of the importance their customers have to their existence.
Looking at customers as an internal element of the supply chain allows the focus to sustain itself indefinitely. Too many companies, governmental agencies, educational institutions, and services become so focused on the other internal ele- ments and issues that the primary end-customer focus is lost. Many cannot properly define who their primary end customers are, and they fail as a result. By incorporating the primary end customer into the supply chain and building the communication links and other infrastructure, the primary end cus- tomer is now a part of the entire supply chain, as it should be.
As a result, the facil- ities planning process will take place with this primary end customer as the focus. It is not reasonable to expect that one facility design will be superior to all oth- ers for every objective listed. Some of the objectives conflict. Hence, it is important to evaluate carefully the performance of each alternative, using each of the appro- priate criteria.
Although a facility is planned only once, it is frequently replanned to synchronize the facility and its constantly changing objectives. The facilities planning and replanning processes are linked by the continuous improvement facilities plan- ning cycle shown in Figure 1.
This process continues until a facility is torn down. The facility is continuously improved to satisfy its constantly changing objectives. Even though facilities planning is not an exact science, it can be approached in an organized, systematic way. The traditional engineering design process can be applied to facilities planning as follows: 1.
Define the problem. Volumes or levels of activity are to be identified when- ever possible. The role of the facility within the supply chain must also be defined. The primary and support activities to be per- formed and requirements to be met should be specified in terms of the operations, equipment, personnel, and material flows involved. Sup- port activities allow primary activities to function with minimal inter- ruption and delay. As an example, maintenance is a support activity for manufacturing.
Analyze the problem. Establish whether and how activities interact with or support one another within the boundaries of the facility and how this is to be undertaken.
Both quanti- tative and qualitative relationships should be defined. Determine the space requirements for all activities. All equipment, material, and personnel requirements must be considered when calculating space re- quirements for each activity. Generate alternative designs. The alternative facilities plans will include both alternative facilities locations and alternative designs for the facility. The facilities design alternatives will include alternative layout designs, structural designs, and material handling system designs.
De- pending on the particular situation, the facility location decision and the facility design decision can be decoupled. Evaluate the alternatives. On the basis of accepted criteria, rank the plans specified. For each, determine the subjective factors in- volved and evaluate whether and how these factors will affect the facil- ity or its operation.
Select the preferred design. The problem is to determine which plan, if any, will be the most acceptable in satisfying the goals and objectives of the organization. Most often, cost is not the only major consideration when evaluating a facilities plan. The information generated in the previous step should be utilized to arrive at the final selection of a plan. Implement the design. Understand external issues 1B.
Understand the Establish facilities Obtain Implement plans Audit results organization planning design organization's 11 12 model of success criteria commitment 1A 2 3. Obtain support for improvement Understand Establish teams plans internal issues 4 10 1C. Define Evaluate Identify Assess Identify improvement alternative alternative present specific goals plans approaches approaches status 6 9 8 7 5.
Supervising installation of a layout, getting ready to start up, actually starting up, running, and debugging are all part of the implementation phase of facilities planning. As new requirements are placed on the facility, the overall facilities plan must be modified accordingly. It should reflect any energy-saving measures or improved material han- dling equipment that becomes available.
Changes in product design or mix may require changes in handling equipment or flow patterns that, in turn, require an updated facilities plan.
As indicated in the first step, it is necessary to identify the products to be produced or services to be pro- vided in specific, quantifiable terms.
In the case of potential modifica- tions, expansions, and so on for existing facilities, all recognized changes must be considered and integrated into the layout plan. A novel approach to contemporary facilities planning is the winning facilities planning process, as shown in Figure 1.
A more detailed explanation of the win- ning facilities planning process is shown in Table 1. The model of success referred to in Figure 1. Experience has shown that in order for the facilities plan to be successful, a clear understanding is needed of not only the vision but also the mission, the requirements of success, the guiding principles, and the evidence of success.
The definitions of these five elements are 1. Vision: A description of where you are headed 2. A coor- dinated effort is required if external issues are to be well understood. This step requires that management determine the criteria. This commitment must be uncompromised. Teams having a broad-based representation and the ability to make decisions should be established for each design requirement. These teams must be uncompromised. This assessment will result in the baseline against which improvements will be measured.
Both quantitative and qualitative factors should be assessed. The investigation of all feasible alternatives. The economic evaluation should adhere to corporate guidelines while estimating the full economic benefit of pursuing each alternative. Define a detailed implementation and cash flow schedule. Document the improvement plans.
Help management visualize the improved operation. Oversee development, installation, soft load, startup, and debugging. Train operators and assure proper systems utilization. Stay with effort until results are achieved. Document actual systems operation. Compare results with the specified goal and anticipated performance. Identify and document discrepancies. Provide appropriate feedback. Requirements of success. Requirement of Success: The science of your business 4. Guiding Principles: The values to be used while pursuing the vision 5.
Evidence of Success: Measurable results that will demonstrate when an organi- zation is moving toward its vision To help people understand where their organization is headed, it is often use- ful to illustrate the first four elements of the model of success in graphical form, as shown in Figure 1. In Table 1. The first phases of the facilities planning process involve either the initial definition of the objectives of a new facility or the updating of an existing facility.
These first phases are undertaken by the people charged with overall responsibility for facilities planning and management of the facility. The second phase of the facilities planning process is assessing the present status, identifying specific goals, identifying alternative approaches, evaluating alter- native approaches, defining improvement plans, and obtaining support for im- provement. The final phase consists of implementing the plans and auditing the results. In applying the facilities planning concepts, an iterative process is often re- quired to develop satisfactory facilities plans.
The iterative process might involve considerable overlap, backtracking, and cycling through the analysis, generation, evaluation, and selection steps of the engineering design process.
At this point, a word of caution seems in order. You should not infer from our emphasis on a unified approach to facilities planning that the process of replanning a pantry in a cafeteria is identical to planning a new manufacturing facility.
The scope of a project does affect the intensity, magnitude, and thoroughness of the study. However, the facility planning process described above and depicted in Figure 1. Define or redefine 1A. Understand the organiza- objective of the tion model of success. Understand external issues. Specify primary and 1C.
Understand internal issues. Establish facilities planning design criteria. Obtain organizational commitment. Phase II Analyze the 3. Determine the 4. Establish teams. Assess present status. Generate 4. Determine space 6. Identify specific goals. Identify alternative Evaluate the 5. Generate alternative approaches. Evaluate alternative Select the 6. Evaluate alternative approach. Define improvement plans. Select a facilities Obtain support for plan. Phase III Implement the 8. Implement the plan.
Implement plans. Maintain and adopt Audit results. Redefine the objective of the facility. As shown in Figure 1. The term strategic planning appears to have originated in the military. Our concern is with the latter usage. Define or 9. Maintain and redefine the adapt the 2. Determine the interrelationships 7.
Determine 6. Evaluate the space alternative requirements facilities 5. Generate plans for all alternative activities facilities plans. Define 9. Maintain and or redefine adapt the health needs hospital plan. Specify the medical services 8. Evaluate the space alternative requirements hospital 5. Generate plans for all alternative services hospital plans. Cost of making design changes. Among the resources available are marketing resources, manufacturing resources, distribution resources, and supply chain resources.
Hence, marketing strategies, manufacturing strategies, distribution strategies, and supply chain strate- gies can be developed to support the achievement of the business objectives. In a real sense, facilities planning is itself a strategic process and must be an integral part of overall corporate strategy. Furthermore, business strategies tended to be limited to a consideration of such issues as acquisition, finance, and marketing. Consequently, decisions were often made without a clear understanding of the impact on the supply chain or on such support functions as facilities, material handling, information systems, and purchasing.
As an illustration, suppose an aggressive market plan is approved without the realization that supply chain capacity is inadequate to meet the plan. Furthermore, suppose the lead times required to achieve the required capacity are excessive.
As a result, the market plan will fail because the impact of the plan on people, equipment, and space was not adequately comprehended. A winning facilities plan must consider integrating all elements that will impact the plan.
An example of the accumulating benefits that can result from integrating operations is shown in Figure 1. Business Week, Industry Week, Time, Fortune, and other business publications have focused on the competitiveness of America. This attention reflects the growing awareness in the business community of the importance of improved supply chains and technology.
Because of this, Increase we can improve the number customer service of units sold. Because of this, Because of this, Because of this, we can invest in we can produce we can produce improved, flexible in smaller a broader line manufacturing lot sizes of options facilities.
Because of this, Because of this, we can reduce we can increase inventories quality. Because of this, manufacturing unit costs decrease. It is from these supply chain strategies that facilities strategies must be developed, and from these strategies, facilities plans developed.
Team-based im- plementation of company objectives will ensure that all members of the organiza- tion are involved in their achievement. It is important to recognize that each functional strategy is multidimensional. Namely, each must sup- port or contribute to the strategic plan for the entire organization.
Furthermore, each must have its own set of objectives, strategies, and tactics. As previously stated, one method used to ensure that the objectives are effec- tively translated into action is the model of success. The model of success is effec- tive because it is lateral rather than hierarchical in its approach. With the traditional top-down approach, only a handful of people are actively involved in ensuring that the objectives are met by driving these goals and plans into action.
The lateral struc- ture of the model of success communicates to everyone in an organization where the organization is headed. The facilities planning process can be improved in a number of ways. Three po- tential dimensions for improvement are illustrated in Figure 1. Suppose the objective is to increase the size of the box shown.
One approach is to make it taller by focusing on the physical aspects of facilities planning, for example, buildings, equipment, and people. Another approach is to make the box wider by focusing on control aspects of facilities planning, for example, space standards, materials control, stock locator sys- tems, and productivity measures.
While it is possible to make the box taller and wider, we must not overlook the benefits provided by the third dimension: time. To make the box deeper requires time for planning. Sufficient lead time is needed to do it right! Another way to improve this process is to do it in the context of supply chain synthesis, a process that is well defined, integrated, and based on continuous im- provement for maximized supply chain performance.
It also harnesses the energy of change and has no information delays. The facilities planning process should also be well defined as to how each function fits, interacts, and integrates. Otherwise, critical information will be lost or an important link will be missing, and all will be lost.
The facilities planning process should be integrated and not allow selfishness. This includes eliminating silos and focusing all functions on customer satisfaction. To eliminate silos, we synthesize the whole supply chain from its origination point to the ultimate customer. The result is a focus on continuous improvement. In the facilities planning process, everyone involved should understand the en- ergy of change and have a desire to harness this energy for the competitive advantage of the total pipeline.
This involves courage and innovation. By harnessing change, we can turn it into an asset. It requires true partnerships and an integration of information. Communication is critical, robust, and simultaneous. Facilities planning should be a continuous improvement process focused on achieving total performance excellence with the objectives presented earlier.
Be- cause all parties involved in the plan focus on these objectives, facilities planning excellence will be achieved. A number of internal functional areas tend to have a significant impact on fa- cilities planning, including supply chain marketing, product development, manufac- turing, production and inventory control, human resources, and finance.
For example, facility location will be impacted by the sourcing decision of materials, and material handling will be affected by decisions related to unit volume, product mix, packaging, service levels for spares, and delivery times.
Product development and design decisions affect processing and materials re- quirements, which in turn affect layout and material handling. Changes in materials, component shapes, product complexity, number of new part numbers and package sizes introduced due to a lack of standardization in design , stability of product de- sign, and the number of products introduced will affect the handling, storage, and control of materials.
Decisions concerning the global supply chain, the degree of vertical integration, the types and levels of automation, the types and levels of con- trol over tooling and work-in-process, plant sizes, and general-purpose versus spe- cial-purpose equipment can affect the location and design of facilities. Planning and inventory control decisions affect the layout and handling sys- tem. Lot size decisions, scheduling, in-process inventory requirements, inventory turnover goals, inventory storage location in the supply chain, and approaches used to deal with seasonal demand affect the facilities plan.
Human resources and finance decisions related to capital availability, labor skills and stability, staffing levels, inventory investment levels, organizational design, and employee services and benefits will impact the size and design of facilities, as well as their number and location. Space and flow requirements will be affected by financial and human resources decisions. In turn, they have an impact on the stor- age, movement, protection, and control of material.
For the facilities plan to support the overall strategic plan, it is necessary for fa- cilities planners to participate in the development of the plan. Typically, facilities planners tend to react to the needs defined by others, rather than participate in the decision making that creates the needs. A proactive rather than a reactive role for fa- cilities planning is recommended. The model of success approach will ensure that facilities planners are on board, focusing on the overall direction of the company.
Close coordination is required in developing facilities plans to support the global supply chain. Manufacturing—facilities planning and distribution—facilities plan- ning interfaces are especially important. Five- and year technology targets should be identified and an implementation plan developed to facilitate the required evolution.
By asking such questions, an uncer- tainty envelope can be developed for facility requirements. Also, in translating market projections to requirements for facilities, it is important to consider learn- ing-curve effects, productivity improvements, technological forecasts, and site- capacity limits.
The following 10 issues may have a long-range impact on the strategic facili- ties plan: 1. Centralized versus decentralized storage of supplies, raw materials, work- in-process, and finished goods for single- and multibuilding sites, as well as single- and multisite companies 3. Acquisition of existing facilities versus design of modern factories and distribu- tion centers of the future 4. Flexibility required because of market and technological uncertainties 5.
Interface between storage and manufacturing 6. Control systems, including material control and equipment control, as well as level of distributed processing 8.
Movement of material between buildings and between sites, both inbound and outbound 9. Design-to-cost goals for facilities. The following actual situations are presented to illustrate the need for improved planning. The supply chains consisted of duplicate planning functions, execution systems, and facility locations. After poor performance, the manage- ment team soon began to question the rationale of the separate organizations.
Management re- ceived proposals that required approximately equivalent funding for large warehouses at two sites having essentially the same storage and throughput requirements.
One system was designed for random storage, the other for dedicated storage. The storage and through- put requirements were approximately the same for the two systems; however, different suppliers had provided the equipment and software. Management raised the questions: Why are they different? And which is best? The amount and size of the product to be stored subsequently changed. Other changes in technology were projected.
The system became obsolete before it was operational. Decisions had not been made concerning which products would be off-loaded to the new site, nor what effect the off-load would have on requirements for moving, pro- tecting, storing, and controlling material. A subsequent analysis showed the use of an all-water route from Vietnam through the Panama Canal into the east coast of the United States to provide significant cost savings, thus making the west coast facility obsolete.
The facilities planners and architects were designing the first building for the site. No pro- jections of space and throughput had been developed since decisions had not been made concerning the occupant of the building. The throughput, storage, and control require- ments for the new customers were significantly different from those for which the system was originally designed.
However, no modifications to the system were funded. The manufacturing team designed the layout, and the architect began designing the facility before the movement, protection, storage, and control system was designed. No analyses had been performed to determine queue or flow require- ments. Subsequent analyses showed the manufacturing cells were substantially less efficient as a result of their impact on movement, protection, storage, and control of work-in-process.
The supporting distribution cen- ters required major renovation that was not considered when the shift to Thailand was made.
The volume of orders received during the holiday season peak could not be processed by its distribution center. In practically every case, the projects were interrupted and significant delays were incurred because proper facilities planning had not been performed. These examples emphasize once more the importance of providing adequate lead times for planning.
The previous list of examples of inadequate facilities planning could possibly create a false impression that no one is doing an adequate planning job.
Such is not the case; several firms have recognized the need for strategic facilities planning and are doing it. A major U. Maintenance and support facilities re- quirements were analyzed for wide-body and mid-sized aircraft.
The impact of route planning, mergers and acquisitions, and changes in market regions to include international flights were considered in developing the plan.
The airline industry operates in a dynamic environment. Governmental regu- lations and attitudes toward business are changeable, energy costs and inflationary effects are significant, and long lead times are required for aircraft procurement. For new-generation aircraft, an airline company might negotiate procurement condi- tions, including options, eight years before taking delivery of the airplane.
The methodology contin- ues to change as technology evolves and new approaches are developed. The focus at the current time is on the customer and the view that all components of a supply chain must band together to plan the facilities that will successfully support all of the activities of the supply chain.
No longer is the focus of strategic facil- ities planning only internal. Tanchoco, Jaime Trevino to review. This understandable book features simple languages for analysis by all people. So, you might not need to feel depressed to locate guide as great for you.
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