W7 Material Handling and Plant Layout Flashcards
Material Handling
Material handling is the art and science of moving, storing, protecting and controlling
material. It is providing the right material at the right place in the right time, with the right amount,
in sequence, and in the right condition to minimise
production cost.
Goals of material handling
Minimize handling
→ Reduces costs
→ Reduces mishandling
Material characteristics to consider
*Physical state: Solid, Liquid, Gas
* Size: Volume; Length, Width, Height
* Weight: Per Piece; Per Unit Volume
* Shape: Long and flat, Round, Square, etc.
* Condition: Hot, Cold, Wet, Under pressure, etc.
* Safety risk: Explosive, Flammable, Toxic, Fragile
Total Material Flow
It is the mass of material that is transported
in the factory multiplied by the distance that it is transported. It is a measure that can be
used to compare different variations of routes when planning material handling using the same
transportation equipment. A lower value is better.
Material handling labour ratio
Indication of how much work needs to be done to
handle material. It is the number of personnel working on material handling divided by the
total number of personnel. This measure is useful when staff have dedicated material handling
roles. A lower value is better.
Equipment utilisation
General measure that is also used to gauge the effectiveness of
material handling. It is calculated by dividing the actual output by the theoretical output of
the manufacturing system. A higher value is better.
Ten principles of material handling (at least 3)
*Planning Principle
*Standardisation Principle
*Work Principle
*Ergonomic Principle
*Unit Load Principle
*Space Utilisation Principle
*System Principle
*Automation Principle
*Environmental Principle
*Lifecycle Cost Principle
Planning Principle
All material handling should be the result of a deliberate plan where
the needs, performance objectives and functional specification of the proposed methods are
completely defined at the outset.
* Deliberate
* Constraints
* Objectives
* Specifications
Standardisation Principle
Material handling methods, equipment, controls and software
should be standardised within the limits of achieving overall performance objectives and
without sacrificing needed flexibility, modularity and throughput in anticipation of changing
future requirements.
* Conform to standards
* Maintain flexibility &
modularity
Work Principle
Material handling work should be minimised without sacrificing productivity
or the level of service required of the operation.
* Reduce
* Combine
* Shorten
* Eliminate
Ergonomic Principle
Human capabilities and limitations must be recognised and respected
in the design of material handling tasks and equipment to ensure safe and effective operations.
* Eliminate repetitive & strenuous tasks
* (Physical and mental)
* Ensure Safety
Unit Load Principle
Unit loads shall be appropriately sized and configured in a way which
achieves the material flow and inventory objectives at each stage in the supply chain.
* Easier to handle than
individual items
* Promote
* Flexibility
* Continuous flow
* Just-In-Time delivery
Space Utilisation Principle
Effective and efficient use must be made of all available space
* 3D
* Storage Density vs Accessibility
System Principle
Material movement and storage activities should be fully integrated to
form a coordinated, operational system which spans receiving, inspection, storage, production,
assembly, packaging, unitising, order selection, shipping, transportation and the handling of
returns.
Automation Principle
Material handling operations should be mechanised and/or automated where feasible to improve operational efficiency, increase responsiveness, improve
consistency and predictability.
* Efficiency
* Responsiveness
* Consistency
* Predictability
Environmental Principle
Environmental impact and energy consumption should be
considered as criteria when designing or selecting alternative equipment and material handling
systems.
* Reusable, biodegradable
containers
* Special care for combustible
or toxic materials
Lifecycle Cost Principle
A thorough economic analysis should account for the entire life
cycle of all material handling equipment and resulting systems.
* Capital investment
* Installation
* Setup
* Equipment programming
* Training
* Testing
* Operating
* Maintenance
* Repair
* Reuse
* Disposal
Material Handling Equipment divisions
Transport Equipment
Storage systems
Unitising equipment
Identification and tracking systems
Transport Equipment
The equipment that is used to physically move material from one
location to another. These include: Industrial trucks, Automated guided vehicles (AGV),
monorails, conveyors, cranes an hoists.
Storage systems
Systems that allow material to be stored in a safe and accessible manner.
These include: bulk storage, rack systems, shelving and bins, drawer storage, pallets, skid boxes, containers and sophisticated
automated storage systems
Unitising equipment
Equipment that allow a number of components to be unitised as a
single element for transportation or storage. These include: pallets and skid boxes.
Identification and tracking systems
Systems that enable the location of the material to
be tracked throughout the enterprise. These include: Radio frequency identification devices
(RFIDs) and Barcodes.
Selection of Transport Equipment
Quanitity: High or Low
High Quantity : Long Distance or Short Distance
Low Quantity: Long Distance or Short Distance
High Quantity Long Distance: Conveyors; AGV trains
High Quantity Short Distance: Conveyors
Low Quantity Long Distance: Powered trucks; Unit load AGV
Low Quantity Short Distance: Manual; Hand trucks
Planning Principle Key Points
The plan should be developed in
consultation between theplanner(s) and all
who will use and benefit from the equipment
to be employed.
Success in planning large scale material
handling projects generally requires a team
approach involving suppliers, consultants when
appropriate, and end user specialists from
management, engineering, computer and
information systems, finance and operations.
The material handling plan should
reflect the strategic objectives of the organization as well as the more immediate needs.
The plan should document existing
methods and problems, physical and economic constraints, and future requirements
and goals.
The plan should promote concurrent
engineering of product, process design,
process layout, and material handling methods, as opposed to independent and sequential
design practices.
Plan
A plan is a prescribed course
of action that is defined in advance of
implementation. In its simplest form a
material handing plan defines the material (what) and the moves (when and
where); together they define the method
(how and who).
Standardisation Principle key points
The planner should select methods and
equipment that can perform a variety of tasks
under a variety of operating conditionsand in
Standardization applies to sizes of
containers and other load forming components
as well as operating procedures and equipment.
Standardization, flexibility and modularity must not be incompatible.
Standardisation
Standardization means less
variety and customization in the methods
and equipment employed.
Work Principle
Simplifying processes by reducing,
combining, shortening or eliminating unnecessary moves will reduce work.
Consider each pickup and set-down, or
placing material in and out of storage, as distinct
moves and components of the distance moved.
Process methods, operation sequences and
process/equipment layouts should be prepared that
support the work minimization objective.
Where possible, gravity should be used
to move materials or to assist in their movement while respecting consideration of safety
and the potential for product damage.
The shortest distance between two
points is a straight line
Work principle definition
The measure of work is
material handling flow (volume, weight or
count per unit of time) multiplied by the
distance moved.
Plant Layout
The arrangement of the physical elements of the manufacturing
activities.
Objective: Minimise waste of resources in transportation of material from one location to another.
Factors of Plant Layout
- Quantitative: Distances, Volume of material flow
- Qualitative: Information sharing, Staff expertise, Contamination
Functional Layout
Where resources are grouped according to the
process they perform.
Parts are moved between various departments, in
order for all operations to be carried out. This
layout is effective when part variety is very high
but part volume is low (Job shop production).
Fixed Position Layout
Where moving resources are
brought to the stationary
part as required.
Product Layout (Assembly Line)
Where resources are grouped according to the
sequence of operations required by the parts.
Effective in mass production when part variety is
low and part volume is high.
Cellular layout
Where parts are grouped together into part
families and resources are grouped according to
the process requirements of part families.
Also called group technology or Cellular
Manufacturing.
Layout Design
Visualising the flow
Grouping operations
Ranking flows
Non-flow relationships
Relationship charts
Relationship diagrams
Visualising the flow
The main aim of layout design is to minimise
material flow in the manufacturing system. Thus, visualising the flow of the material is an
important technique in understanding the movements of materials and their storage patterns. Process Flow Diagrams (PFDs) can be drawn to highlight the various aspects of material flow.
Process flow Diagrams (PFDs)
Operation
Delay
Transport
Inspection
Storage
Grouping Operations
Grouping operations: with the selection of type of layout, it might be necessary to group
operations that are closely related together. With this grouping, it will be assured that closely
related machines will be placed in physical proximity to each other
Ranking flows
A method for allowing quantitative flow information to be combined with nonquantitative relationship information. In this method, the flow between different departments
are calculated and then sorted in a descending manner. The values are then grouped into
five categories: A for absolutely necessary, E for especially important, I for important, O for
ordinary and U for unimportant.
Non-flow relationships
Flow rates are not the only determinant in layouts. Other parameters might be considered in allocating space. Numbers in table 7.4 can be used to assign a
value to these relationships.
Relationship Charts
These charts can be used to combine the information provided in the
two previous categories as indication of which departments should be located close to each
other and which departments should be placed far away from each other. Figure 7.2 shows an
example of a simple relationship chart.
Relationship Diagrams
These diagrams are used to show the spatial relationship of various
departments and are another presentation of the relationship charts. In these diagrams the
notation in table 7.5 is used to show the relationships. Figure 7.3 shows the process used in
building relationship diagrams.
Systematic Layout Planning (SLP)
- Group resources into appropriate departments.
- Calculate the flows between the departments.
- Rank the flows and determine flow based relationships between the departments.
- Determine the non-flow relationships between the departments.
- Combine the relationships into the overall relationship matrix.
- Construct a relationship diagram.
- Calculate the space requirements for the various departments.
- Redraw the relationship diagram and scale departments according to space
requirements. - Construct a block layout.
