The Factors of the Layouts Designing Process - Research Paper Example

Lean thinking (Layout Planning) The Layout Plan FACTORS AND ELEMENTS THAT HAVE BEEN CONSIDERED DURING THE LAYOUT’S DESIGNING PROCESS 1. The number of movements between work centres: The first and most fundamental part to look into in this particular operational scenario is the movement of the inventory (products) and the individual activities carried out by the company personnel. This movement around the company determines the choice of layout plan to be implemented for the company. Consequently, the minimization of the stock movement is crucial in the success of operations and subsequently saves on time and operational costs. The industrial plant layout should be in such a way that the movement between the working centres are smooth and easy, that is, facilitates any movement among any of the work centres, back and forth without wasting a lot of operational time. The most exemplary and logical way to accomplish this working criteria would be to designate any two working departments with large amount stock movement proximity so as to save on fuel costs, transportation costs and most importantly operational time. So as to categorize which particular centres frequently have a large amount of stock or inventory movement within the company centres, a work Travel Chart is created to indicate the weekly sum of the activities and travels among the different departmental centres. The table below shows the operation sequence of all the products manufactured by the company. It also shows the respective allocated company sub-sections used during the production of each of the products. Notably, this will aid in appropriate decision making during the layout designing processes. Sequence Scheduling Table for Products A-G 1 2 3 4 5 6 7 8 9 10 11 12 13 Production BATCH A GU GU PR PCA PCT PAI FL HA TR AS PA DE 750 3 B GU PR PCT CL PCA PAI PCT FL PA AS DE 500 100 C GU PR PCA CL PCT FL PA AS DE 1600 40 D PCA CL DR PCA FL PA CL TR PA DE 1200 12 E PCT CL FL HA AS DE 400 100 F PCA PCT TR AS DE 800 100 G GU PR PCA PCT CL HA FL DR PAI TR AS PA DE 400 2 Kindly note that the initials are from the abbreviations in the table stand for the process in the production house, for example, the acronym GU signifies the guillotine stage in production line. Travel Chart A travel chart is used outline the degree of essential departments’ relativity in the production process. This is carried out via examining the amount or volume of products between each and every different work centres to aid in concluding which department s ought to be developed and stationed close to one another. Here is representational table of the travel chart for these company’s operational activities. 1 2 3 4 5 6 7 8 9 10 11 12 13   1 2 3 4 5 6 7 8 9 10 11 12 13 1 495   2   490 5   3   458 145 100 100 5   4   249 45 255 8   5   200 4 100 100 100   6   454 250 4   7   200 250 145   8   200   9   200   10   458 100   11   495 57 12   550 13                                       Based on the above travel chart as well as the systematic layout planning technique (SLP) the degree of the importance between any two work centres to be allocated close to each other has been determined. In this case scenario the various company processes are represented using numerals. In this case, the number represents the first production process, that is, the guillotine process. Therefore, one can inference from the travel chart that the process number 12 - Pack and 13 - Dispatch work centres both display a high and strongly relative bond in terms of the movement of product between the two centres. Consequently, the highly rational step to take as a layout planner is to place them close to each other in the proposed layout plan. In addition to that, the sections 1 – the Guillotine section and the section 2 – Press, and the section 11- Assembly area and section 12 – Packing dock are situated closely owing to the need for consistent and big amount of travels between the two centres. The other departments are also vital to the whole plan since they constitute the processes of the production of all the products produced by the company. Bearing in mind those small schedules between all the different working departments facilitate the execution of the production process which in the long run improves the enterprises’ production level. The different concepts used in designing the layout plan strategically rely on the variant weekly production level for each and every product type. That is why it is very important to allocate any two departments that closely and mutually coordinate on very large amounts, next to each other. 2. Workers Movements The overall movement of the workers also form an important aspect in the decision making process of choosing an appropriate work out plan. Selecting the safest layout plan is essential in minimizing movement, which not only saves on costs, but also conforms to a working ethic which minimizes the risk involved during working hours. These risks comprise of the injuries incurred by workers during the daily operational errands from one department section to the next. 3. Both visual and audio management: In any processing company, operational activities have to be coordinated to effectively execute one activity after the other to successfully go through all the running stages. To achieve the highest form of communication within the premises, numerous visual or graphical communications are including within the lean layout plan or schematics to aid in showing various instructions. For example, the placement of overhead an electronic board, that provides the company working staff with information regarding the current status of products in the production. Signs and symbols can also be used in scheme to give directions and warnings on the most risky sections of the production house. For instance, there might be a work section that has a slippery floor or another work centre with sharp objects or electrical charge, or varied temperature which might end up hurting someone. In addition to that, the while layout plan is wired with phone booths with speaker phones that complement or improve the communication speed to the specific work centres. 4. Taking the 5S approach: The 5S are a set of guidelines used to determine the type of layout implementation of the production house. The strategies are explained below: Straighten Primarily, all the centres are packed with the necessary tools and machinery required for the respective production process. This type of lean layout is implemented in the pan to facilitate accessibility to tools subsequently saving on time. Sorting: This facilitates the exclusion or removal of unwanted waste products from the operational premises. It ought to be done to eradicate the interruptions as well as the mix-up caused by the existence of these unwanted waste. Shine: Human health is important in any given company processing setup. Therefore consistent cleaning of the work environs is essential to promote good and healthy environment while minimizing on pollution. For example, the proper disposing off of electronic waste produced by company. Sustenance: This technique should be introduced into the layout to keep all the sections of company always stays unpolluted. Therefore on the proposed layout, a cleaning team should be out in place to ensure the consistent keeping of an aesthetic working environment. Standardize: The creation of a work time table offers a standardized operational framework showcasing all the process routes and timings. Practising this in the long term would reduce the amount of injuries and accidents in the production house. 5. The Meeting Area A meeting serves as the convergent point for all the working staff. This section saves on the inconvenient meetings that if were to be held on the walk way, would create confusion. This are can also be source for a break room for resting or taking few hours off. 6. Thinking Green This mainly involves the incorporation plant life within the company premises. The placement of flowers and attractive structures in the whole layout, for example, placing the flower pots as shown in the snapshot offer a pleasing and appealing environment to work in. In addition to the complementary look using flowers, the whole layout has dustbins to promote environmental cleanliness via aiding in proper waste management. 7. Material Handling Costs The costs incurred while handling the material in the company be determined through analysing the movement of products between the different departments. In most cases, between 20%-50% of the company operation expenditures are usually instigated by the expenses gotten from the handling of material. Consequently, a well-designed layout facilitates the reduction in operational costs. An assessment carried amid the different departments aimed at identifying the most efficient way to handle product movement showcases numerous and different alternate ways that output the best production. This subsequently reduces the out to identify the most cost efficient layout. This evaluation established on computing the material handling costs can be viewed below on the work centre analysis tree and the table of comparison between working centres.     Attempt Proposed Movement between Centers Volume Moved Distance Moved Total Volume Moved Distance Moved Total Volume Moved 1 -> 2 495 1 495 1 495 2 -> 3 490 2 980 2 980 2 -> 4 5 1 5 1 5 3 -> 4 458 2 916 2 916 3 -> 5 145 1 145 1 145 3 -> 7 100 1 100 1 100 3 -> 8 100 5 500 5 500 4 -> 5 249 2 498 2 498 4 -> 7 45 3 135 3 135 4 -> 9 255 1 255 1 255 4 -> 10 8 1 8 1 8 5 -> 6 200 3 600 2 400 5 -> 7 4 2 8 3 12 5 -> 8 100 4 400 4 400 5 -> 10 100 2 200 1 100 5 -> 12 100 1 100 1 100 6 -> 7 454 1 454 1 454 6 -> 10 250 1 250 1 250 6 -> 11 4 3 12 2 8 7 -> 8 200 2 400 2 400 7 -> 9 250 3 750 2 500 7 -> 12 145 2 290 3 435 8 -> 9 200 1 200 2 400 9 -> 10 200 1 200 1 200 10 -> 11 458 1 458 1 458 10 -> 12 100 2 200 1 100 11 -> 12 495 1 495 1 495 11 -> 13 57 2 114 1 57 12 -> 13 550 1 550 1 550 9718 9356 Reduction % 3.73 Work Centre Relation References ELBERT, M. (2013). Lean production for the small company. Boca Raton, FL, CRC Press. http://public.eblib.com/EBLPublic/PublicView.do?ptiID=968001. DENNIS, P. (2002). Lean production simplified: a plain language guide to the worlds most powerful production system. New York, Productivity Press. LITTLEFAIR, P. J. (2011). Site layout planning for daylight and sunlight: a guide to good practice. [Bracknell], IHS BRE Press. RIPNEN, K. H. (1960). Office building and office layout planning. New York, McGraw-Hill. BEHRENS, R., & WATSON, V. (1996). Making urban places: principles and guidelines for layout planning. Cape Town, South Africa, Urban Problems Research Unit, University of Cape Town. YONS, A. C., VIDAMOUR, K., JAIN, R., & SUTHERLAND, M. (2013). Developing an understanding of lean thinking in process industries. Production Planning & Control. 24, 475-494. HARRIS, C., HARRIS, R., & STREETER, C. (2011). Lean supplier development establishing partnerships and true costs throughout the supply chain. Boca Raton, CRC Press. http://public.eblib.com/EBLPublic/PublicView.do?ptiID=589896. Read More