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Flow Patterns
Patterns of flow may be viewed from the perspective of flow within
workstations, within departments, and between departments.
In a process department, little flow should occur between workstations within departments.
Flow typically occurs between workstations and aisles. Flow patterns are dictated by the
orientation of the workstations to the aisles.
Diagonal flow patterns are typically used in conjunction with one-way aisles. Aisles that
support diagonal flow pattern often require less space than aisles with either parallel or
perpendicular workstation-aisle arrangements. However, one-way aisles also result in less
flexibility. Therefore, diagonal flow patterns are not utilized often.
An important consideration in combining the flow patterns shown in figure 3 is the location of
the entrance and exit. As a result of the plot plan or building construction, the location of the
entrance (receiving department) and exit (shipping department) is often fixed at a given
location and flow within the facility conform to these restrictions. A few examples of how flow
within a facility may be planned to conform to entrance and exit restrictions are given in
figure 4.
For criteria to be followed for selwecting a particular flow pattern imp is no back
tracking and then write abt that what layout we have so what we will do according to
the above answer.
The principle of minimizing flow represents the work simplification approach to material flow.
The work simplification approach to material flow includes:
1. Eliminating flow by planning for the delivery of materials, information, or people directly to
the point of ultimate use and eliminate intermediate steps.
2. Minimizing multiple flows by planning for the flow between two consecutive points of use
to take place in as few moments as possible, preferably one.
3. Combining flows and operations wherever possible by planning for the movement of
materials, information, or people to be combined with a processing step.
The principle of minimizing the cost of flow may be viewed from either of the following two
perspectives
. 1. Minimize manual handling by minimizing walking, manual travel distances, and motions.
2. Eliminate manual handling by mechanizing or automating flow to allow workers to spend
full time on their assigned tasks.
Flows may be measured quantitatively in terms of the amount moved between departments.
The chart most often used to record these flows is a from-to chart. It is similar to mileage
chart
The from-to chart is a square matrix, but is seldom symmetric. The lack of symmetry is
because there is no definite reason for the flows from stores to milling to be the same as the
flows from milling to stores. A from-to chart is constructed as follows:
1. List all departments down the row and across the column following the overall flow pattern.
For example figure 11 shows various flow patterns that result in the departments being listed
as in figure 10
2. Establish a measure of flow for the facility that accurately indicates equivalent flow
volumes.
3. Based on the flow paths for the items to be moved and the established measure of flow,
record the flow volumes in the from-to chart.
Example
A firm produces three components. Components 1 and 2 have the same size and weight and
are equivalent with respect to movement. Component 3 is almost twice as large and moving
two units of either component 1 or 2 is equivalent to moving 1 unit of component 3. The
departments included in the facility are A, B, C, D, and E. the overall flow path is A-B-C-D-E.
Component
1
2
3
In the above from-to chart, the circled numbers represent component numbers and the
number of following the circled numbers indicate the volume of equivalent flows for the
component.
Notice that flow volumes below the diagonal represent backtracking and the closer the flow
volumes are to the main diagonal, the shorter will be the move in the facility.
only.
Kiran
doesnt
need
Retailers
Supply chain includes all the entities ( Company, Raw material suppliers, transporting
companies, Employees, Bankers, Insurance companies, warehouse, sub-contractors,
etc.) from supplier of the raw material to the Customer
IMP elements of supplu chain management
Purchasing-
Operations-
activities,
global
integration
problems,
Purchasing- Trends:
Operations- Trends:
Distribution- Trends:
Integration Trends:
According to Jeff Dobbs, Global Sector Chair, Diversified Industrials and a partner with KPMG,
obtaining real-time visibility across all tiers in the supply chain can significantly increase
speed to market, reduce capital expenditures and manage risk. He went on to make this
profound statement, moving toward a demand-driven supply chain is probably the single
most important step a global manufacturer can take today.
Yet, most organizations dont have visibility of key supply and demand data for more than one
tier up or down from their own position.
In the ideal world of a demand-driven supply chain, flow of product to the end customer and
from the furthest upstream supplier, is synchronized to provide a smooth and efficient flow of
material. In this ideal, the supply chain is also responsive to variations of demand.
The goal of supply chain visibility is to:
1. Reduce business and supply chain risk
2. Improve lead times and performance
3. Identify shortage and quality problems along the supply chain
There was a time when most companies supply chains were linear and lean. A handful of
specialists and a good Enterprise Resource Planning (ERP) system could make sure that products
were manufactured and delivered efficiently to customers.
Those days are over.
Globalization, competition and growing complexities in the marketplace have made it more difficult
for companies to get a handle on their ever-expanding supplier networks. Clear visibility to your
entire supply chain is challenging but also more critical today than ever before. Here are five
reasons why:
By making informed decisions about eliminating bottlenecks and inefficiencies, you are also
reducing the risks that something will go wrong. In fact, enhanced clarity in your supply chain
should lead to fewer mistakes, missed deadlines and damaged deliveries.
Q12) List and explain different activities of facility planning by using a suitable
example.
A12)
Reducing costs
Employee health & safety
Energy conservation
Fire protection and security
Factors affecting facilities design:
1 Product Design
2 Process Design
3 Schedule design
1 Product Design: Product design involves activities like What product is to be produced?
Detail design of individual components
Based on input from:
Marketing
Manufacturing
Finance
Etc.
Most of the time final decisions are made by the top management
2 Process Design: Process designer is responsible for determining
how the product is to be produced? (Make or Buy Decisions).
Types of Process Planning Manual and Computer Aided Process Planning (CAPP)
CAPP is used for process design
In manufacturing, the goal is to produce components that meet the design
specifications. The design specification ensures the functionality aspect. Next step to
follow is to assemble these components into final product.
Process planning acts as a bridge between design and manufacturing by translating
design specification into manufacturing process detail.
Hence, in general, process planning is a production organization activity that
transforms a product design into a set of instruction (sequence, machine tool setup
etc.) to manufacture machined part economically and competitively.
1
2
3
4
5
6
Advantages:
Reduced material handling activities.
Work In Process almost eliminated.
Minimum manufacturing time.
Simplification of the production planning and control systems.
Tasks simplification.
Disadvantages:
No flexibility in the production process.
Low flexibility in the manufacturing times.
High capital investment.
Every workstation is critical to the process.- The lack of personnel or shut
down of a machine stops the whole process.
Monotonous work.
2 Process oriented plant layout : Process layout is a design for the floor plan of a plant
which aims to improve efficiency by arranging equipment according to its function.
Advantages
Variety of products can be produced
Better utilization of machines
reduction of distance and material handling costs
Main disadvantages of this layout:
Low material handling efficiency when comparing to a plant layout
oriented to the product.
Low production volume
Scheduling is difficult.
3 Fixed Position layout: In a fixed position layout, personnel,
supplies, and equipment are brought to the site where the product
will be assembled, rather than the product being moved through an
assembly line or set of assembly stations.
Motivation. Since workers are cross-trained to run every machine in the cell, boredom
is less of a factor. Also, since workers are responsible for their cells' output,
more autonomy and job ownership is present.
Similar components, having medium demand, belonging to a
product family can be produced economically
Disadvantages Medium Production volumes
Medium Product Variety
Handling System Design:
The mechanisms needed to satisfy the required facility
interactions
It consists of materials, personnel, information and equipmenthandling systems required to support production
Receiving, storing, retrieval, transporting,packaging and shipping,
postal system, personnel transit system
13)List and explain different factors affecting facility design.
A13)Refer A12.
14) List and explain advantages of group technology/manufacturing cell/cellular layout.
A14)Refer A12.
15)Explain scope of facility planning.
explain
the
levels
of
supply
chain
Business as usual
Example :
Link Excellence
Visibility
Visibility brings in light to all the links/elements of the supply
chain.
Helps
in
understanding
departments/links/elements.
the
role
of
different
Collaboration
Helps in maximizing
inventories.
customer
satisfaction
and
minimizing
Synthesis
Velocity