c: Flow Process Chart This chart uses circles for operations, arrows for transports,

1. c: Flow Process Chart • This chart uses • circles for operations, • arrows for transports, • squares for inspections, • triangles for storage, • and the letter D for delays. • Vertical lines connect these symbols in the sequence they are performed.

2. d: Multi-Product Process Chart This chart is a flow process chart containing several products. Five products: A, B,….E Start and end are circled shaded

3. e: Flow Diagram • It depicts the probable movement of materials in the floor plant. • The movement is represented by a line in the plant drawing.

4. f: From-To Chart This chart is a matrix that contains numbers representing a measure (units, unit loads, etc.) of the material flow between machines, departments, buildings, etc. For example from stores to Saw 500

5. 3: Flow Patterns • Three types of pattern flow • Flow withinworkstation • Flow withindepartments • Flow betweendepartments • Motion studies and ergonomics considerations are important in establishing flow within workstations. • Ergonomics is an applied science concerned with designing and arranging things people use so that the people and things interact most efficiently and safely -- called also biotechnology, human engineering, human factors For example: Flow within a workstation should be • simultaneous • Symmetrical • Natural • Rhythmical • Habitual

6. Flow Patterns:1 Flow within Workstations • Simultaneous: coordinated use of hands, arms and feet. • Symmetrical: coordination of movements about the center of the body. • Natural: movements are continuous, curved, and make use of momentum. • Rhythmical and Habitual: flow allows a methodological and automatic sequence of activities. • It should reduce mental, eye and muscle fatigue, and strain.

7. Flow Patterns:1 Flow within workstations • Simultaneous flow implies the coordinated use of hands, arms, and feet. • Hands, arms, and feet should begin and end their motions together and should not be idle at the same instant except during rest periods. • Symmetrical flow results from coordination of movements about the center of the body. • The left and right hands and arms should be working in coordination. • Natural flow patterns are the basis for rhythmic habitual flow patterns. • Natural movements are continuous, curved, and make use of momentum. • Rhythmical and habitual flow implies a methodical, automatic sequence of activity. • Rhythmical and habitual flow patterns also allow for reduced mental, eye, and muscle fatigue, and strain.

8. 1 machine/operator Back-to-back Front-to-front End-to-end 2 machines/operator 1 machine/operator More than 2 machines /operator circular 1 machine/operator Odd-angle Flow Patterns:2 Flow within Departments • The flow pattern within departments depends on the type of department. • In a product and/or product family department, the flow follows the product flow.

9. Aisle Aisle Aisle Aisle Aisle Flow Pat.: 2 Flow within Departments (cont.) • In a process department, little flow should occur between workstations within departments. • Flow occurs between workstations and aisles. perpendicular diagonal parallel Uncommon One way One way Dependent on interactions among workstations available space size of materials

10. Flow Pat.:3 Flow betweenDepartments • Flow between departments is a criterion often used to evaluate flow within a facility. • Flow typically is a combination of the basic horizontal flow patterns shown below. • An important consideration in combining the flow patterns is the location of the entrance (receiving department) and exit (shipping department). Similar to straight. It is not as long. L flow Simplest. Separate receiving/shipping crews Straight Very popular. Combine receiving /shipping. Simple to administer Circular flow U flow Terminate flow. Near point of origin Serpentine When line is too long S flow

11. Flow within a facility considering the locations of entrance and exit At the same location On adjacent sides

12. Flow within a facility considering the locations of entrance and exit (cont.) On the same side but at opposite ends On opposite sides

13. Vertical Flow Pattern Flow between buildings exists and the connection between buildings is elevated Ground level ingress (entry) and egress (exit) occur on the same side of the building Ground level ingress (entry) and egress (exit) are required Travel between floors occurs on the same side of the building Backtracking occurs due to the return to the top floor Some bucket and belt conveyors and escalators result in inclined flow

14. Effective flow between departments Effective flow within departments Effective flow within workstations 4: Flow Planning

15. Uninterrupted flow paths Interrupted flow paths 4: Flow Planning • Planning effective flow involves combining the above patterns with adequate aisles to obtain progressive movements from origin to destination. An effective flow can be achieved by • (1)maximizing directed flow paths, • (2)reducing flow, and • (3)minimizing the costs of flow. • A directed flow path is an uninterrupted flow path progressing directly from origin to destination.

16. 4: Flow Planning (cont.) • The reduction of flow can be achieved by work simplification including: 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 movements as possible. 3. Combining flows and operations whenever possible by planning for the movement of materials, information, or people to be combined with a processing step. • Minimizing the cost of flow can be achieved as follows: 1. Reduction of manual handling by minimizing walking, manual travel distances, and motions. 2. Elimination of manual handling by mechanizing or automating flow.

17. 5: Measuring Flow 1. Flow among departments is one of the most important factors in the arrangement of departments within a facility. • Flows may be specified in a quantitative manner or a qualitative manner. • Quantitative measures may include pieces per hour, moves per day, pounds per week. • Qualitative measures may range from an absolute necessity that two departments be close to each other to a preference that two departments not be close to each other. • In facilities having large volumes of materials, information, a number of people moving between departments, a quantitative measure of flow will typically be the basis for the arrangement of departments. • On the contrary, in facilities having very little actual movement of materials, information, and people flowing between departments, but having significant communication and organizational interrelation, a qualitative measure of flow will typically serve as the basis for the arrangement of departments. 4. Most often, a facility will have a need for both quantitative and qualitative measures of flow and both measures should be used. 5. Quantitative flow measure: From-to Chart Qualitative flow measure: Relationship (REL) Chart

18. Quantitative Flow Measurement • A From-to Chart is constructed as follows: 1. List all departments down the row and across the column following the overall flow pattern. • Establish a measure of flow for the facility that accurately indicates equivalent flow volumes. • If the items moved are equivalent with respect to ease of movement, the number of trips may be recorded in the from-to chart. • If the items moved vary in size, weight, value, risk of damage, shape, and so on, then equivalent items may be established so that the quantities recorded in the from-to chart represent the proper relationships among the volumes of movement. • 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. • Lacks symmetry: because there is no definite reason for the flows from stores to milling to be the same as the flows from milling to stores.

20. Stores Milling Turning Press Plate Assembly Warehouse Stores Turning Milling Press Plate Assembly Warehouse –126914 – ––––72 – –3––4– – –– ––31 1 –31––4 3 1– –––– 7 –––––– – Stores Milling Turning Press Plate Assembly Warehouse –612914 – ––3–4– – ––––72 – –– ––31 1 –13––4 3 1– –––– 7 –––––– – Stores Turning Milling Press Plate Assembly Warehouse Example 1 Flow volume 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 From-to Chart To From Moves below the diagonal are counter to the overall flow pattern Original Flow Pattern Revised Flow Pattern

21. Flow Patterns Store>Turning >Milling > Press > Plate > Assembly > Warehouse Press Turning Milling Store Plate Press Assembly Warehouse Stores Turning Milling Warehouse Assembly Plate U-shaped flow Straight-line flow Stores Press Plate Assembly Turning Milling Warehouse Stores Milling Warehouse Turning Press Plate Assembly S-shaped flow W-shaped flow

22. Flow Patterns (cont.) Store>Turning >Milling > Press > Plate > Assembly > Warehouse Press Turning Milling Store Plate Press Assembly Warehouse Stores Turning Milling Warehouse Assembly Plate U-shaped flow Straight-line flow Stores Press Plate Assembly Turning Milling Warehouse Stores Milling Warehouse Turning Press Plate Assembly S-shaped flow W-shaped flow

23. Example Quantitative flow measurement • 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. The quantities to be produced and the component routings are as follows:

24. Production Quantities Routing component (Per day) A-C-B-D-E 1 30 A-B-D-E 2 12 A-C-D-B-E 3 7 Example (continue)

25. To A C B D E From 1 30 3 2 (7) =14 12 A 2 44 12 0 0 30 3 2(7)=14 1 C 0 30 14 0 2(7)=14 1 30 3 B 12 2 42 14 0 0 30 2(7)=14 1 3 D 2 12 0 0 14 42 E 0 0 0 0 Example (continue) flowvolume

28. Moment of The Matrix

29. From-to-Chart Example • Let us consider five different parts (#1, #2, #3, #4, #5) which travel from R (receiving) to S(Shipping) departments by following different routes. • Between receiving and shipping, there are machines located at A, B, C, D, E and F. • Our job is to find a layout which will reduce the travel time and increase the efficiency. • We can make improvements by rearranging the flow.

30. From-to-Chart Example

31. From-to-Chart Example • RABDCFS

32. From-to-Chart Example

33. From-to-Chart Example

34. From-to-Chart Example • To evaluate this alternative, penalty points are assigned to each move depending upon how far the move is away from the present location. • For example, the move R to A is right next door, so we multiply that weight time 1 (one block). • R to B is two blocks away, so we multiply the 18 in that block times two, three blocks away times three, and so on. • The circled numbers are the penalty points. Below and to the left of the diagonal line indicates backtracking, so the penalty points are doubled. • The efficiency of the layout -- R A B C D E F S -- is : • Efficiency = 283 / 1077.5 = 26 %

35. From-to-Chart Example • Now look for clues for improvement. • The highest penalty points are the best clues. • For example, form F to A has a penalty point of 300. • This means that F should be closer to R. • A new layout change of sequence will change both the vertical and horizontal sequence. • An improved layout (REFBACDS) will give an efficiency of: • Efficiency = 283 / 548 = 51.6 % • Draw the new layout

36. Relationship (REL) Chart

37. Qualitative Flow Measurement • Closeness Relationship Values Value Closeness A Absolutely necessary Especially Important Important Ordinary closeness okay Unimportant Undesirable E I O U X

38. Qualitative Flow Measurement • A Relationship (REL) Chart is constructed as follows: 1. List all departments on the relationship chart. 2. Conduct interviews or surveys with persons from each department listed on the relationship chart and with the management responsible for all departments. 3. Define the criteria for assigning closeness relationships and itemize and record the criteria as the reasons for relationship values on the relationship chart. 4. Establish the relationship value and the reason for the value for all pairs of departments. 5. Allow everyone having input to the development of the relationship chart to have an opportunity to evaluate and discuss changes in the chart.

39. Code Reason 1 Frequency of use high 2 Frequency of use medium 3 Frequency of use low 4 Information flow high 5 Information flow medium 6 Information flow low 1. Directors conference room 2. President 3. Sales department 4. Personnel 5. Plant manager 6. Plant engineering office 7. Production supervisor 8. Controller office 9. Purchasing department I 1 O 5 U 6 O 5 A 4 I 4 U 6 I 4 I 1 U 6 I 4 O 5 A 4 O 5 O5 U 3 O 5 O 5 O 5 O 5 E 4 O 2 U 6 O 5 O 5 O 5 U 3 U 6 E 4 O 4 U 3 I 4 I 4 U 3 O 5 U 6 Rating Definition A Absolutely Necessary E Especially Important I Important O Ordinary Closeness OK U Unimportant X Undesirable Relationship Chart Importance of relationship (top) Reason in code (below)

41. Activity Relationship Diagram