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IE 302
PRODUCT, PROCESS AND SCHEDULE DESIGN

Strategic Facilities Planning

 While the concerns of facilities planning are the location and the design of
a facility, there exist another primary responsibility PLANNING.
 STRATEGIC PLANNING
The art and science of employing the resources of a firm to achieve its
business objectives.

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Questions to be answered:

1. What is to be produced?
2. How are the products to be produced?
3. When are the products to be produced?
4. How much each product will be produced?
5. For how long will the products be produced?
6. Where are the products to be produced?

We have to know these issues before starting FP

Relationship between PPS Design

 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 schedule planner specifies the
production equipments and
personnel.
 The facilities planner is dependent on
timely and accurate input from
product, process, and schedule
designers to carry out his task
effectively.

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Product Design
 Product design involves both the determination of which products
are to be produced and the detailed design of individual products.
 Exploded assembly drawings are quite useful in designing the layout
and handling system. These drawings generally omit specifications
and dimensions, although they are drawn to scale.

Exploded assembly drawing

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Product Design
 Exploded Part photograph
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
 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.

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Computer Aided Design (CAD)

 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.
 Concurrent engineering (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.
 CE reduces design cycle time, improves the design process and
eliminates engineering changes.

Process Design

 Determination of how the product is to be produced

 Who should do the processing? (Which part of the
products should be made?)
 How the part will be produced?
 Which equipment will be used? (for the parts which will
be made in-house)
 How long will it take to perform the operation?
 Production methods are the most fundamental factor
affecting the physical layout.

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Process Design Procedure

Generate
Make or Buy Parts List Process
Decision Selection Route Sheet
Procedure
Bill of
Materials

Operation
Process
Assembly Chart
Chart
Precedence
Diagram

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Process Design

Within the process design process, we need to consider

following issues
1.Process identification
Make-or-buy analysis

2.Process selection
How the product will be made (operations, equipment, raw
material, etc.)

3.Process sequencing
How components are put together

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Make-or-buy decision
 Make-or-buy decisions
The scope of the facility depends on the level of vertical
integration
How are the make-or-buy decisions made?
Can the item be purchased?
Should we go for subcontracting?
Supplier
Contractor
Can we make the item?
Is it cheaper for us to make than to buy?
Is the capital available so that we can make it?
 Managerial decisions requiring input from finance, industrial
engineering, marketing, process engineering, purchasing,
human resources, etc.

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Generate
Make or Buy Parts List Process
Decision Selection Route Sheet
Procedure
Bill of
Materials

Operation
Process
Assembly Chart
Chart
Precedence
Diagram

Process Design – I. Process Identification

The input to the facility planner is a listing of the items to be
made/purchased.
Parts list –component parts of a product:
part numbers
part name
number of parts per product
drawing references
Make/buy
Bill of materials -structured parts list:
contains hierarchy referring to the level of product
assembly

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Parts list for an air flow regulator

Product Air Flow Regulator Date

Part Drwg. Quant./ Make

No. Part Name No. Unit Material Size or Buy
1050 Pipe plug 4006 1 Steel .50" X 1.00" Buy
2200 Body 1003 1 Aluminum 2.75" X 2.50" x 1.50" Make
3250 Seat ring 1005 1 Stainless steel 2.97" X .87" Make
3251 O-ring — 1 Rubber .75" dia. Buy
3252 Plunger 1007 1 Brass .812" X .715" Make
3253 Spring — 1 Steel 1.40" X .225" Buy
3254 Plunger housing 1009 1 Aluminum 1.60" x .225" Make
3255 O-ring — 1 Rubber .925" dia. Buy
4150 Plunger retainer 1011 1 Aluminum .42" X 1.20" Make
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4250 Lock nut 4007 1 Aluminum .21" X 1.00" Buy

Bill of Materials
Generate
Make or Buy Parts List Process
Decision Selection Route Sheet
Procedure
Bill of
Materials

Operation
Process
Assembly Chart
Chart
Precedence
Diagram

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Bill of Materials

 Structured Parts List

 Parts Lists + Product Structure

 Product Structure: Hierarchy referring to the level of

product assembly
Level 0: final product
Level 1: sub-assemblies
Level 2: components of sub-assemblies
Level 3: ….

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Bill of materials for an air flow regulator

Produ Air Flow Regulator Date
ct

Drwg.
Level Part No. Pan Name No. Quant./ Unit Make or Buy Comments
0 0021 Air flow regulator 0999 1 Make
1 1050 Pipe plug 4006 1 Buy-
1 6023 Main assembly — 1 Make
2 4250 Lock nut 4007 1 Buy
2 6022 Body assembly — 1 Make
3 2200 Body 1003 1 Make
3 6021 Plunger assembly — 1 Make
4 3250 Se;il ring 1005 1 Make
4 3251 O-ring — 1 Buy
4 3252 Plunger 1007 1 Make
4 3253 Spring — 1 Buy-
4 3254 Plunger housing 1009 1 Make
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4 3255 O-ring — 1 Buy
4 4150 Plunger retainer 1011 1 Make

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Process Selection Procedure

Generate
Make or Buy Parts List Process
Decision Selection Route Sheet
Procedure
Bill of
Materials

Operation
Process
Assembly Chart
Chart
Precedence
Diagram

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Process Design- 2. Process Selection

How the products will be made

1.Define elementary operations

2.Identify alternative processes for each operation
3.Analyze alternative processes
4.Standardize processes
5.Evaluate alternative processes
6.Select processes

Route Sheet
Generate
Make or Buy Parts List Process
Decision Selection Route Sheet
Procedure
Bill of
Materials

Operation
Process
Assembly Chart
Chart
Precedence
Diagram

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Process Design- 2. Process Selection

 Route sheet -output of process selection, it identifies
processes, equipment and raw materials

ROUTE SHEET
/ Inc. Part Name Prepared J.A,
A.R.C., Plunger Housing by
Comp Produce

Air Flow Regulator Part No. 3254 Date

Route sheet for one component of the air flow

regulator Materials or
Operatio Parts
Oper. Operation Machine Set-up n Time
No. Description Type Tooling Dept. Time (hr.) (hr.) Description
0104 Shape, drill, Automati .50 in. dia. collet, feed fingers, cir. 5 .0057 Aluminum 1.0
cut off c screw form tool, .45 in. dia. center drill, in. dia. X 12ft.
machine .129 in. twist drill, finish spiral
drill, cut off blade
0204 Machine slot Chucker .045 in. slot saw, turret slot attach. 2.25 .0067
and thread 3/8-32 thread chaser
0304 Drill 8 holes Auto. dr. .078 in. dia. twist drill 1.25 .0038
unit
(chucker)
0404 Deburr and Drill Deburring tool .5 .0031
blow out press
SA1 Enclose
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Dennison None .25 .0100
subassembly hyd. press

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Process Design – 3. Process Sequencing

The method of assembling the product

Assembly chart –shows how the components are
combined
Operation process chart –gives an overview of the flow
within the facility
Precedence diagram –establishes precedence
relationships

Assembly Chart
Generate
Make or Buy Parts List Process
Decision Selection Route Sheet
Procedure
Bill of
Materials

Operation
Process
Assembly Chart
Chart
Precedence
Diagram

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Operation Process Chart

Generate
Make or Buy Parts List Process
Decision Selection Route Sheet
Procedure
Bill of
Materials

Operation
Process Chart
Assembly
Chart
Precedence
Diagram

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Operation Process Chart

 Route Sheet + Assembly Chart + Flow information

 Overview of the flow within facility

 Flow Process Chart:

 Operation Process Chart + Transportation + Shortages + Delays
(including time and distance)

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Operation Process Chart

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Precedence Diagram
Generate
Make or Buy Parts List Process
Decision Selection Route Sheet
Procedure
Bill of
Materials

Operation
Process Chart
Assembly
Chart
Precedence
Diagram

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Precedence Diagram

 Directed network
 Used for project planning
 Establish precedence relationship

 Remember assembly chart:

 The sequence used to disassemble the product should be reversed to
obtain the sequence to be used to assemble the product

 BUT… What about if there are different ways of assembling and

disassembling

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Schedule Design

 Schedule design provides answers to questions involving:

How much to produce? Lot size decisions
When to produce? Production scheduling
Feedback from marketing How long to produce

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Schedule Design
We design facilities for major parts and operations
What do we need to know to start designing our facilities?
 Number of products demanded by the market
 Number of products to be produced
 Number of machines required
 Number of employees required
 Sequence of operations
 Relationships between departments

Potential Impact Areas

 Machine selection
 Number of machines
 Number of shifts,
 Number of employees,
 Space requirements,
 Storage equipment,
 Material handling equipment,
 Personnel requirements,
 Storage policies,
 Unit load design,
 Building size,
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 Others...

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Schedule Design – Subtopics

 Marketing
 Process Requirements

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Marketing - Future Demand

Information
 The less specificity provided regarding product, process and
schedule designs, the more general purpose will be the
facility plan.
 The more specific the inputs from product, process and
schedule design, the greater likelihood of optimizing the
facility and meeting the needs of manufacturing.

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Marketing Information
 Information about future demand
 1,000 TV sets/month
 10,000 TV sets/month
 10,00 TV sets in the first month then 10% increase every month.
 10,000 TV sets/month for the next 10 years
 10,000 TV sets/month for the next three month

 Static (Deterministic)
 Dynamic (Stochastic)
 Better… But difficult to obtain.
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Pareto’s Law

 Pareto observed that 85% of the wealth of the world is held by

15% of the people.

 In a product mix of a facility, 85% of the volume is attributed

to 15% of the product line.

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Pareto’s Law may not be applicable

 If no products dominate the produxtion flow, a general job
shop facility is suggested.

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Schedule Design – Subtopics

 Process Requirements
1 - Calculation of Production Requirements with Scrap
2 - Calculation of Production Requirements with Rework
3 - Reject Allowance Problem
4 - Number of Machines Required
5 - Specifying Total Machine Requirement
6 – Machine Assignment Problem

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Process Requirements – Quantity Determination

 Scrap Estimates
 Determination of the defective quantity to be manufactured for each
component
 For high volume production
 The estimation of scrap

 Reject Allowance Problem

 Determination the number of additional units to allow when the number
of items to produce are very few and rejects randomly occur
 For low volume production
 The cost of scrap is very high

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1 - Scrap Allowance
 Scrap is the material waste generated in the manufacturing
process due to geometric and quality considerations.
 Geometric scrap: making circular components from
rectangular steel plate
 Quality scrap: mistakes in machining or assembly
operation
 Less scrap is produced when
 more automated processes
 looser part tolerance
 bigger number of certified suppliers

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Scrap Estimates Final demand of

good products

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Scrap Estimates

Scrap with Rework

 Calculations with rework

WS1 WS3

WS2

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Scrap Examples 2.2 – 2.3 - 2.4

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Examples – cont.

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Examples – cont.

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Equipment Fractions/Estimation of
Number of Machines Required
 The quantity of equipment required for an operation

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Equipment Fractions

In-class Exercise 1
 Part X requires machining on a milling machine
 Operations A and B are required
 Assume the company will be operating 5 days/week, 18 hours/day
 The following information is known:

Operation Standard Time Efficiency Reliability Scrap

A 3 min 95% 95% 2%
B 5 min 95% 90% 5%

The milling machine requires 30 minutes for tool change and preventive
maintenance after every 500 parts
Assume that operation A is first and that both operations A and B are
completed before the next part is started
Find the number of machines required to produce 3000 parts per week

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Machine Assignment Problem

 There are many cases where multiple machines are run by a single operator
 The number of machines running may be limited by the number of operators or
the number of machines may determine how busy the operator is.

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Model for Machine Assignment Problem

 Assumptions
 All machines are identical and perform the same task
 All times are known and constant
 Use this model as a starting point or approximation

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Model for Machine Assignment

Problem  Travel – 0.5 minute
L = Load UL = Unload  Load – 1 minute
T = Transport I&P = Inspect & Pack  Unload – 1 minute
 Machine Time – 6
minutes
 Inspection and
Packing – 0.5 minute

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Model for Machine Assignment

Problem
 A machine uses (a + t) minutes (use min for clarity) per job
 An operator devotes (a + b) minutes to each machine per job

(a  t )
n '  Ideal assignment  machines/operator
( a  b)

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Model for Machine Assignment

Problem
Since m must be an integer

if m  n '  Some operator idle time

m  n '  Some machine idle time

See Figure 2.17

 at if m  n '
Tc  
m(a  b) if m  n '
( a  t ) represents machine time per job
( a  b) represents operator's time per job
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Model for Machine Assignment Problem

 0 if m  n'
Im  
Tc  (a  t )  m(a  b)  (a  t ) if m  n'

T  m(a  b)  (a  t )  m(a  b) if m  n'

Io   c
 0 if m  n'

See Figure 2.17

Idle time per machine in steady state = 1 minute
Im = m(a+b) - (a+t) = 3(2+1) – (2+6) = 1 minute

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Model for Machine Assignment

Problem
 For the example in Figure 2.17
 3 parts are produced every 9 minutes  20 jobs/hour
 Examine the operation of a single machine
 For a single machine, 1 part is produced every
 6 minutes + 1 minute + 1 minute + 1 minute = 9 minutes
(Machining + load + unload + idle )

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Class Exercise 2

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