Escolar Documentos
Profissional Documentos
Cultura Documentos
CHEE AILING
May 2009
iii
ACKNOWLEDGEMENT
Last but not least, is to my family who has been the source of motivation,
support and care. Their support has always been the pillar of strength for me
throughout this project.
iv
ABSTRACT
The objective of this thesis is to improve the production floor layout of the
MTA department and to evaluate the proposed alternative layouts using ARENA
simulation. This project is conducted at Agilent Technologies, Inc., an Electronics
Manufacturing company located in Bayan Lepas, Penang. The major problem faced
by the company is high cross-over frequency for E-Cal and Coaxial Waveguide
Adapter products between two buildings. There is high flow intensity between
departments which have high interrelationship. This leads to high travelling time and
high travelling cost. Two alternative layouts are proposed using the 11 steps in
Systematic Layout Planning, which is a systematic way of generating layout
alternatives. The proposed alternative layout involves transferring the departments
which have high interrelationship close to each other. The proposed alternative
layouts are evaluated using ARENA simulation student version. The best alternative
is chosen based on the performance measures which have the most significant
improvement, which are total travel distance, total travel time, total travel cost,
number of cross-over, output, average resource utilization, total average WIP level,
total average waiting time and total time spent in the system. The best alternative
layout is Layout Design 2, which does not need extra space for re-layout. Total travel
distance for Coaxial Waveguide Adapter will reduce significantly by 78.1% and for
E-Cal the total travel distance will reduce by 62.87%. Total travel time for coaxial
waveguide adapter is reduced by 86.42 % while for e-cal is reduced by 75.17%. This
will subsequently reduce cost of travel for coaxial waveguide adapter by 86.42% and
for E-cal is reduce by 68.09%. The output for coaxial waveguide adapter will
increase 55.30 % as well. For e-cal the output will increase by 9.05 %.
ABSTRAK
vi
TABLE OF CONTENTS
CHAPTER
TITLE
PAGE
DECLARATION
ii
ACKNOWLEDGEMENTS
iii
ABSTRACT
iv
ABSTRAK
TABLE OF CONTENTS
vi
LIST OF TABLES
xii
LIST OF FIGURES
xiii
LIST OF APPENDICES
xvi
INTRODUCTION
1.1
1.2
Statement of problem
1.3
Objective
1.4
Scope
1.5
Methodology
1.6
Relevant literature
1.7
Significance of study
1.8
Arrangement of thesis
1.9
Conclusions
11
vii
2
LITERATURE REVIEW
2.1
Introduction
12
2.2
Plant layout
12
2.3
13
2.3.1
14
2.3.2
15
2.3.2.1 Material
15
2.3.2.2 Machinery
15
2.3.2.3 Labor
16
16
16
17
2.3.3
2.4
17
2.4.1
18
19
19
20
21
21
22
22
2.4.2
2.4.3
layout
2.4.3.2 Disadvantages of fixed position
23
layout
2.4.4
23
24
25
2.5
26
2.6
26
2.7
29
2.8
39
viii
2.8.1
Definition of simulation
40
2.8.2
Trends in simulation
40
2.8.3
Uses of simulation
42
2.8.4
42
2.8.5
Simulation methodology
43
44
of objectives
2.8.5.2 Model boundary and scope
45
45
Document
2.8.5.4 Model development
46
47
analysis
2.8.5.6 Model verification
47
48
48
2.8.5.9 Experimentation
49
2.8.5.10 Analysis
49
2.8.5.11 Reporting
50
2.9
50
2.10
ARENA
51
52
53
53
Previous projects
55
57
2.11
services
2.11.2 Systematic layout planning : A study on
58
58
procedure
2.11.4 Facility planning for a gas manufacturing
plant
59
ix
2.11.5 The carbolite case study: Lean approach
60
62
works
2.13
62
COMPANY BACKGROUND
3.1
Introduction
64
3.2
General information
64
3.2.1
Business group
65
3.2.2
Strategy
66
3.2.3
Market leadership
66
3.2.4
History
66
3.2.5
67
3.2.6
Strategy
67
3.2.7
MTA Charter
68
3.2.8
MTA vision
68
3.2.9
Key products
68
3.3
Company Structure
69
3.4
Factory layout
70
3.5
Manufacturing process
70
3.5.1
71
3.5.2
72
3.6
Conclusions
Conclusions
73
PROBLEM IDENTIFICATION
4.1
Introduction
74
4.2
Cross-over diagram
74
4.2.1
74
4.2.2
76
4.3
78
4.4
Travel cost
78
4.5
From-To-Chart
79
4.6
81
4.7
82
4.8
Conclusions
83
5.1
Introduction
84
5.2
Input data
85
5.2.1
Standard time
85
5.2.2
Flow of materials
88
5.3
90
5.4
Relationship diagram
92
5.5
Space requirements
93
5.6
Space available
94
5.7
96
5.8
Modifying constraints
98
5.9
Practical limitations
98
5.10
99
5.11
Conclusions
100
6.1
Introduction
101
6.2
Conceptual Model
101
6.3
Performance measures
102
6.4
103
6.5
Model description
105
6.6
Assumptions
106
6.7
Model construction
107
6.7.1
Basic process
108
6.7.2
Advanced transfer
108
6.8
Model verification
109
6.9
Model validation
113
xi
6.10
117
117
119
119
6.11
120
6.12
Conclusions
122
7.1
Introduction
123
7.2
Experimentation
123
7.3
124
7.4
129
7.5
Discussion
134
7.6
Conclusion
138
8.1
Introduction
139
8.2
Project Summary
139
8.3
Findings
140
8.4
Further recommendations
141
8.5
Conclusions
141
REFERENCES
142
APPENDICES
146
xii
LIST OF TABLES
TABLE NO.
2.1
TITLE
PAGE
27
Techniques
2.2
Simulation Software
52
2.3
56
5.1
87
5.2
87
Waveguide Adapter
5.3
94
6.1
Output of 10 replications
121
7.1
127
128
7.3
132
133
7.5
135
Adapter
7.6
136
xiii
LIST OF FIGURES
FIGURE NO.
TITLE
PAGE
1.1
Project Methodology
2.1
Process Layout
18
2.2
Product Layout
20
2.3
22
2.4
24
2.5
Types of Layout
25
2.6
26
2.7
30
2.8
32
2.9
Relationship Chart
33
2.10
Relationship Chart
34
2.11
Relationship Diagram
35
2.12
Space Requirements
35
2.13
Space Available
36
2.14
37
2.15
Block Plan
38
2.16
Detailed Layout
39
2.17
39
2.18
Simulation Methodology
44
3.1
Department Structure
69
3.2
70
4.1
77
4.2
77
adapter
xiv
4.3
79
4.4
80
4.5
81
4.6
82
5.1
89
5.2
90
5.3
91
5.4
Relationship Diagram
92
5.5
95
5.6
96
5.7
97
5.8
97
5.9
Layout Alternative 1
99
5.10
Layout Alternative 2
100
6.1
102
Adapter
6.2
102
6.3
104
6.4
105
6.5
106
6.6
107
6.7
109
adapter
6.8
110
6.9
110
6.10
111
6.11
113
6.12
114
6.13
115
6.14
116
116
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6.16
118
118
118
119
125
design 1
7.2
125
7.3
126
126
7.5
129
design 2
7.6
130
7.7
130
131
xvi
LIST OF APPENDICES
APPENDIX
TITLE
PAGE
146
waveguide adapter
B
148
150
151
152
160
167
175
181
188
Design 1
K
191
197
198
CHAPTER I
INTRODUCTION
1.1
2
Other objectives can be stated as effective utilization of manpower, space and
infrastructure, as well as providing overall wellbeing and morale of the worker.
Based on the above facts, it is obvious that layout optimization and simulation
are two tasks that are crucial to any facility planning and layout study (Grajo, 1996).
If not tackled in the early phases, it can generate logistics implications for the
company involved.
1.2
3
Processes which have high interdependency are not located close to each other. This
causes high travelling time for the operator as they have to travel to and fro from
building 5 to building 6. The labor cost of each product is also high due high
travelling cost.
In response to the above problems, the need for facilities layout optimization
and a model capable of simulating workstation production on new layout proposals
to evaluate the performance measures related to the manufacturing goals of the
company is needed. This thesis proposes to use Systematic Layout Planning (SLP) as
the infrastructure for layout optimization. Subsequently simulation using ARENA is
then used to systematically to examine the role and impact of product complexity and
other key variables on factory performance. The factory performance improvements
are in terms of cycle time reduction, productivity increase, reduction in travelling
cost and reduction in travelling distance.
1.3
Objective
1.4
Scope
In this thesis, the case study is limited to the MTA production floor of Agilent
Technologies, Inc. The products selected will be only Electronic Calibration Kit and
Coaxial Waveguide Adapter. This work focuses on improving the facilities design of
the production floor. The layout of the production is process oriented layout. The
4
Systematic Layout Planning (SLP) methodology will be utilized in this case study as
part of the strategy to portrait the relationship between each department to generate
improved layout alternatives. The future layout alternative will be evaluated using
simulation software
1.5
ARENA.
Methodology
This project is divided into Masters Project I and Masters Project II, which has
to be completed in Semester I and Semester II respectively. The methodology for this
project is stated in Figure 1.1 on the next page.
6
Literature review would be done throughout the 2 semesters to have a more
detailed background and theoretical knowledge regarding Facilities Planning,
Systematic Layout Planning and simulation ARENA. This would provide evidence
of familiarity with the areas covered in this study and its classifications. Apart from
that, current trends, direction and research issues were identified. Previous studies,
journal papers, online articles were reviewed critically. Subsequently, evidence of not
repeating what others have done will guide in the formulation of problem statement
and the justification of proper selection of tools and techniques to be used.
Following that, the Systematic Layout Planning (SLP) will be used for the
generation of layout alternatives in Chapter 5. Systematic Layout Planning is used in
this case study as it is a procedural approach which incorporates both qualitative and
quantitative data. It is a proven tool in providing layout design guidelines in practice
in the past few decades. At the end of the first semester, new layout proposals will be
proposed to improve the facilities layout of the company. Other than that, simulation
software, ARENA will be learnt to enhance skills of constructing the model of the
layout plan and flow of product for semester two. A draft report will be send to the
supervisor.
In Masters Project II, the model of the proposed improvement layouts will be
modeled using ARENA. The types of data distribution will be justified. The models
will be validated and verified. Experimentation of each layout proposal will be done
using the simulation model. The results will be analyzed and compared with the
existing layout.
Finally the results of each alternative layout are compared to select the one
with the most significant improvement to the company. The full report will be
submitted to the supervisor upon completion.
1.6
Relevant Literature
Reed (1961) devised a layout planning chart as the single most important
phase of systematic planning in plant layout. Other approaches are such as
Systematic Layout Planning (Muther, 1973), steepest descent search method by pairwise exchange, graph based construction method, Tabu search, simulated annealing
and genetic algorithms.
8
Other computer aided layout techniques have been developed as well such as
CRAFT, ALDEP, COFAD, CORELAP, MULTIPLE, BLOCPLAN. There are also a
few commercial packages available for facility layout design namely, PROMODEL,
LayOPT, FactoryPLAN and Factory modeler.
From the review of the literature, it can be concluded that layout design
problem has been an active research area in the past few decades ( Meller and Gau,
1996). However, most of the research does not integrate the layout improvement
methodology together with simulation. Therefore the following paragraph
summarizes the significance of this case study by using the SLP methodology and
simulation using ARENA for optimization.
1.7
Significance of Study
From the above proximity matrix a trial and error process can be used to
generate the layout but again this approach has not been shown to be a particularly
efficient method in practice. Simulation provides a more powerful tool (a 6 sigma
capable tool) than those commonly used in a lean
1.8
Arrangement of Thesis
Chapter 2 will be the literature review on facilities layout planning with the
focus area in Systematic Layout Planning methodology, simulation techniques and its
importance. Other than that the integration of Layout design and Simulation will also
be discussed. Finally, relevant research and previous journals will be summarized
with emphasis on the strengths and gaps. Subsequently evidence of the strength of
this project compared to the previous studies will be highlighted.
Chapter 3 will discuss about the methodology of the thesis, including types of
data to be collected, tools and techniques used to solve the problem and performance
measures.
10
Chapter 4 will review on the background of the company. The company s
profile, policies, current layout structure will be described. The problem
identification will also be discussed. Cross over diagrams, process flow mapping and
travelling cost calculation will be utilized to describe the problem of the production
line.
Chapter 6 will be the data analysis and modeling. Cycle time data will be
collected and the distribution for each product will be determined. The existing and
proposed layout will be modeled. Verification and validation of the model will be
included as well.
Chapter 7 will discuss on the simulations experiments which also covers the
results generated for the existing layout and the proposed layout. The results of the
simulation using ARENA are discussed. The comparisons of the existing model and
the improved model will be conducted
11
1.9
Conclusion
12
CHAPTER II
LITERATURE REVIEW
2.1
Introduction
2.2
Plant Layout
13
process. Most layouts are designed properly for the initial conditions of the business,
although as long as the company grows and has adapted to internal and external
changes, a re-layout is necessary. Symptoms that allow us to detect the need for a relayout:
Congestion and bad utilization of space.
Excessive stock in process at the facility
Long distances in the work flow process
Simultaneous bottle necks and workstations with idle time
Qualified workers carrying out too many simple operations
Labor anxiety and discomfort. Accidents at the facility.
Difficulty in controlling operations and personnel.
2.3
The layout design generally depends on the products variety and the
production volumes. Four types of organization are referred to, namely fixed product
layout, process layout, product layout and cellular layout (Dilworth, 1996)
14
The main objective consists of organizing equipment and working areas in the
most efficient way, and at the same time satisfactory and safe for the personnel doing
the work.
Product design and Volume.( Product strategy)
Process equipment and capacity (process strategy )
Quality of work life( human resource strategy)
Building and site constraints( location strategy)
These main objectives are reached through the attainment of the following facts:
Congestion reduction.
Elimination of unnecessary occupied areas.
Reduction of administrative and indirect work.
Improvement on control and supervision.
Better adjustment to changing conditions.
Better utilization of the workforce, equipment and services.
Reduction of material handling activities and stock in process.
Reduction on parts and quality risks.
Reduction on health risks and increase on workers safety.
Moral and workers satisfaction increase.
Reduction on delays and manufacturing time, as well as increase
in production capacity.
All these factors will not be reached simultaneously, so the best solution will be a
balance among them
15
The final solution for a Plant Layout has to take into account a balance among
the characteristics and considerations of all factors affecting plant layout, in order to
get the maximum advantages. The factors affecting plant layout can be grouped into
5 main categories:
Materials
Machinery
Labor
Material Handling
Waiting Time
2.3.2.1 Material
2.3.2.2 Machinery
16
the plant layout. Regarding machinery, the type, total available for each type, as well
as type and quantity of tools and equipment has to be considered. It s essential as
well to know about space required, shape, height, weight, quantity and type of
workers required, risks for the personnel, requirements of auxiliary services, etc
2.3.2.3 Labor
Material handling does not add value to the product; it s just waste.
Objective: Minimize material handling as well as combining with other operations
when possible, eliminating unnecessary and costly movements.
Objective: Continuous Material Flow through the facility, avoiding the cost of
waiting time and demurrages that happen when the flow stops. On the other hand, the
material waiting to flow through the facility not always represents a cost to avoid. As
stock sometimes provides safety to protect production, improving customer service,
allowing more economic batches, etc. It s necessary then to consider space for the
required stock at the facility when designing the layout. Resting time to cool down or
heating up.
17
Plant layout can be varied and can significantly impact the overall
effectiveness of production systems. Since 1955, approximately 8 percent of the
gross national product (GNP) has been spent annually on new facilities, and it is
generally accepted that effective facilities planning can reduce material handling cost
by at least 10 to 30 percent (Tompkins et al, 1996). The magnitude of the investment
in the new facilities each year renders the criticality to the plant layout generations
function. The main objectives of the plant layout function are to enable the
manufacture of the product economically in the required volume and variety. Other
objectives can be stated as effective utilization of manpower, space and
infrastructure, as well as providing for the overall wellbeing and morale of the
worker.
2.4
18
Lathe
S
t
o
r
a
g
e
Lathe
Drill
Weld
Lathe
Lathe
Drill
Paint
Mill
Mill
Grind
Assembly
Mill
Mill
Grind
Assembly
Weld
Paint
W
a
r
e
h
o
u
s
e
19
Lack of process efficiency as back tracking and long movements may occur
in the handling of materials.
Lack of efficiency in timing as workers must wait between tasks.
Complications of production planning and control
Workers must have broad skills and must be paid higher wages than assembly
line workers.
Comparatively large amounts of in process inventory as space and capital are
tied up by work in process.
Lowered productivity as each job requires different setups and operator
training.
20
2.4.2 Product (Flow Shop) Layout
Here the product (or products) follows a fixed path through the production
resources. The resources are arranged to minimize the material movement. This type
of plant layout is useful when the production process is organized in a continuous or
repetitive way.
Continuous flow: The correct operations flow is reached through the layout
design and equipment and machinery specifications.
Repetitive flow (assembly line): The correct operations flow will be based in
a line balancing exercise, in order to avoid problems generated by bottle
necks.
The plant layout will be based in allocating a machine as close as possible to the next
one in line, in the correct sequence to manufacture the product. A job is divided into
a series of standardized tasks, permitting specialization of both labor and equipment.
Because of the high volume of production, the machines on the line can be designed
with a high level of fixed automation, with very little manual labor. Operations are
arranged in the sequence required to make the product.
Lathe
S
t
o
r
a
g
e
Drill
Press
Bend
Mill
Drill
Lathe
Lathe
Grind
Drill
Drill
Drill
A
s
s
e
m
b
l
y
W
a
r
e
h
o
u
s
e
21
22
Lathe
Press
Grind
W
a
r
e
h
o
u
s
e
S
t
o
r
a
g
e
Weld
Paint
Assembly
23
Continuity of operations and responsibility results from team. This reduces
the problems of re-planning and instructing people each time a new type of
activity is to begin.
Highly flexible; can accommodate changes in product design, product mix,
and product volume.
Independence of production centers allowing scheduling to achieve minimum
total production time.
24
Institute of Machine Tools, Belgrade, Yugoslavia. Group technology is also called
cellular layout. Cellular layout is a type of layout in which machines are grouped into
what is referred to as a cell. Groupings are determined by the operations needed to
perform work for a set of similar items or part families that require similar
processing. It is the physical division of the manufacturing facilities into production
cells. Each cell is designed to produce a part family. A part family is a set of parts
that require similar machinery, tooling, machine operations and jig or fixtures. The
parts within the family normally go from raw material to finished parts within a
single cell. Things to consider during implementation are reorganization of machine
layout. Supervisors must also be expert in several field .Cell concepts leads to
unbalanced workload on machines and needs to be reviewed from time to time
Lathe
S
t
o
r
a
g
e
Drill
Grind
Assembly
Mill
Assembly
Weld
Paint
Press
Lathe
Drill
Press
Assembly
Grind
Drill
Assembly
Drill
Grind
W
a
r
e
h
o
u
s
e
25
Reduced in process inventory
Increase operator expertise
Improved human relations, job enlargement tend to occur.
Supports the use of general purpose equipment
Types of layout in relations to volume and product variety are shown in Figure 2.5.
Volume
High
Product
Planning
Department
Medium
Low
Product
Layout
Fixed Location
Layout
Fixed Materials
Location
Planning
Department
Low
Product
Family
Planning
Department
Group Technology
Layout
Medium
Process
Layout
Process
Planning
Department
High
Variety
26
2.5
2.6
27
28
From the review of the literature indicated in the above section, it can be
concluded that there have been numerous research activities in the area of layout
design. There also have been a number of algorithms developed. Existing literature
for a layout design problem often fall unto two major categories as algorithmic and
procedural approaches Algorithmic approaches usually simplify both design
constraints and objectives in order to reach a surrogate objective function which
solution can then be obtained (Peters and Yang 1997;Cardarelli and
Pelagagge,1995;Geiger et al,1997).These approaches usually involve quantitative
input data. Their design solutions are easier to be evaluated by comparing their
objectives functions.
29
Based on the review of literature on previous study most of them do not utilize
the integration of SLP and simulation Simulation is widely used as a stochastic
model to evaluate a proposed materials handling system in which a randomness of
events exists. Simulation predicts the behavior of complex manufacturing systems by
determining the movement and interaction of system components. It is capable of
aiding in the design of the most complex automated materials handling system and
also allows the user to evaluate alternative solutions and to examine the flexibility of
a design ( Eneyo and Pannieselvam,1998)
2.7
30
The above Figure 2.7 shows the steps involved in SLP (Muther, 1973)
31
Step 1 : Input Data and Activities
The input variables for every SLP and P, Q, R, S and T. P (Product), material
or service that will be processed. Q (Quantity), is the volume each item to be
processed. R (Routing), is the path an item travels to be processed. S (Services),
refers to services required to complete this processing and T (Time), refers to the
overall time required to complete processing should be scrutinized in order to assure
the validness of the input data at the design stage. This requires gathering and
analyzing data required for the project. This must occur before any planning of
relationships, space or adjustment. The preliminary data gathering-and analysis step
is termed as Input Data & Activities and follows the general sequence found below:
1. Identify specific elements of input data needed as design criteria for the
project.
2. Project this data into the future. (This involves restructuring information
supplied by others in the organization.)
3. Seek general approval and top management endorsement of the input data.
4. Examine the data for distinctive dissimilarities to arrive at a basic layout.
5. Identify and define the activities to be used in subsequent planning.
All material flows from the whole production line are aggregated into a fromto-chart that represents the flow intensity among different departments. The analysis
of material flow involved determining the most effective sequence of work and
material. An effective flow means that the materials move progressively through the
process and should always advance without excessive detours. In traditional
manufacturing applications, the flow is determined from either the product or the
process as shown in Figure2.8.
32
33
X meaning that the activities should not be close to each other.
For each relationship defined, the reason s why a specific closeness ratings was used
is also noted. Example of relationship chart is shown in Figure 2.9 and Figure 2.10.
34
.
This step positions departments spatially. For those departments that have
strong interactions and/or closeness relationships are placed in proximity. The
activity relationship diagram or string diagram is essentially a visual display of the
activity relationship chart. Each entity on the chart is translated to a symbol to be
place on the diagram and then lines are connected to show the value of the
relationship. The string diagram shows near optimal placement without consideration
for space requirements and exposes possible clustering of departments. As shown in
Figure 2.11
35
36
Step 6 : Space Available
During this step, a square footage is assigned to each activity. The space
assigned to each activity is predicated previously in the space requirements step. The
total available space at the plant is reviewed. The area is divided at first approach to
estimate the space required for each department. When performing the detailed
layout, it is required to have more accurate shapes adjusted to the reality. Example in
Figure 2.13.
Adds departmental size information into the relationship diagram from step 4.
At this point, the space requirements are applied to the space available. The purpose
of the space relationship diagram is to combine established spatial constraints with
the activity relationship diagram in Figure 2.14.
37
These are additional constraints for the department during the initial stages of
the new layout design. It is in terms of space requirement or department personnel
needs.
38
have been previously developed. With this information, blocks of space are
developed and positioned according to their relationships defined in the relationship
chart. The pros and cons of each layout are compared as each layout had good traits
that are combined into a final block plan layout. Usually these designs are brought to
the management for further inputs and comments in Figure 2.15.
Chooses the final design from the design candidates. Once a final block plan
layout has been selected, the equipment layout can then be developed. Equipment
and machinery layout within each department is presented in the detailed layout in
Figure 2.16.
39
2.8
There are many tools and techniques for design of facility layouts. Figure 2.17
below summarizes it. ARENA is chosen as the tools for this case study improvement.
40
2.8.1 Definition of simulation
Approaches that looks promising and which has just begun to be explored in
the simulation optimization context are model-based methods. These are contrasted
with what are called instance-based approaches, which generate new solutions based
only on the current solution (or population of solutions) ( Dorigo and Sttzle 2004 ).
The metaheuristics described earlier generally fall into this latter category, with the
exception of tabu search, because it uses memory. Model-based methods, on the
other hand, are not dependent explicitly on any current set of solutions, but use a
probability distribution on the space of solutions to provide an estimate of where the
best solutions are located. The following are some examples:
Swarm Intelligence
This approach is perhaps best known under the name of Ant Colony
Optimization," because it uses ant behavior (group cooperation and use of
pheromone updates and evaporation) as a paradigm for its probabilistic workings.
41
Because there is memory involved in the mechanisms, like tabu search, it is not
instance-based; see Dorigo and Sttzle (2004) for more details.
42
distribution (the final optimal measure) as in the CE method, and this result in very
different performance in practice.
43
The real system has some level of complexity, interaction or interdependence
between various components, or pure size that makes it difficult to grasp in its
entirety. In particular, it is difficult or impossible to predict the effect of
proposed changes.
A new system is designed, considering major changes in physical layout or
operating rules in an existing system, or being faced with new and different
demand.
A large investment is needed in a new or existing system, and it represents a
system modification of a type for which the user has little or no experience
and hence faces considerable risk.
A tool where all the people involved can agree on a set of assumptions, and
then see (both statistically and with animation) the results and effects of those
assumptions. That is, the simulation process as well as the simulation model
can be used to get all members of a team onto a (more) common
understanding.
Simulation with animation is an excellent training and educational device, for
managers, supervisors, engineers and labor. In fact, in systems of large
physical scale, the simulation animation may be the only way in which most
participants can visualize how their work contributes to overall system
success or creates problems for others.
Every simulation project proceeds through a set of phases and steps whose
goal is a successful project. A successful simulation project can be divided into 4
phases which are Project Initiation, Model Verification and Validation,
Experimentation, Analysis and Reporting (Carson II, 2005) as shown in Figure 2.18.
44
All modeling activities should be focused on the objective. Often, the actual
problem maybe unknown or little understood and problem formulation may initially
be stated in terms of observed symptoms. A list of specific questions that the model
should address, measures of performance that will be used to evaluate or compare the
alternatives being modeled should be developed. There would be a goal in mind,
example the new system under a certain level of resources and manning will achieve
a expected throughput. If the case study finds that the proposed system design or set
of operating rules does not achieve the expected throughput, then the model is
45
expected to provide information and insight to the causes, so that better alternatives
can be developed.
At this phase, a set of working assumptions that will form the basis for model
development is developed:
Model boundary and scope
Level of detail
Project Scope
The model boundary or scope determines what is in the model, and what is out. The
model level of detail specifies how in-depth one component or entity is modeled; it is
determined by the questions being asked and data availability. Think of model
boundary as width and level of detail as depth . Overall project scope deals with
the breadth of the questions that the model will be used to address; that is, it deals
more broadly with how the model will be used during the experimentation and
analysis phase. As more and more questions can be asked of a given model
(especially a parameterized one), a common understanding of project scope needs to
be achieved to avoid scope creep and a project with no end.
The set of agreed-upon assumptions and data is, in essence, the conceptual
model. These assumptions and data requirements should be detailed in an
Assumptions Document or Functional Specifications Document. The Assumptions
Document should be written in the language of the real system and the people who
work in that system. It should not use modeling language or jargon peculiar to any
particular simulation software or language. After all, its purpose is to communicate a
46
set of assumptions and data requirements among all members of the simulation team,
not all of whom will be, or even need to be, simulation experts. With this common
document, the team can revise the assumptions until all members agree to a common
set of working assumptions, or at least to note disagreement until agreement can be
reached. In summary, project initiation has these essential activities:
Get all interested parties involved in project kickoff, initial problem
formulation and meetings discussing model assumptions. If a person on the
customer or client side will be present at any review meetings or final
presentations, that person must be present at these initial meetings. If a person
expects the model to address certain questions, that person must put the
questions on the table at project initiation.
Put all assumptions and data requirements into writing. Include objectives,
specific questions to address, and measures of system performance. A written
Assumptions Documents is essential. A reviewed, and signed-off,
Assumptions Document is critical.
47
2.8.5.5 Data Collection Cleansing and Analysis
48
make sense and be reasonable over a range of the input parameters. Numerous
techniques should be applied, including but not limited to: (1) stress testing, or
testing with a wide range of parameters and different random numbers; (2) a
thorough review of all model outputs, not just the primary measures of performance,
but numerous secondary measures; (3) using the software s debugger, animation and
any other tools provided; (4) using selective traces, especially for complex portions
of the logic; and (5) review by a more senior simulation professional (especially
valuable for the relatively new practitioners). First, make a hypothesis: the model is
correct . Second, try to prove the hypothesis is false; If only after great effort,
confirmations are made and no evidence of a faulty model, then conclude
(tentatively) that the model is verified.
After convinced that the model is accurate and verified, a thorough analysis of
the model should be reviewed. Numerous techniques, similar to those used during
verification, may be used during model validation, including:
(1) use of animations and other visual displays to communicate model assumptions,
(2) output measures of performance for a model configuration representing an
existing system or an initial design. If sufficient data has been collected on a realworld system that matches one of the model s possible configurations, more formal
tests may be conducted comparing the real system to the model.
49
In earlier phases, the analyst should explore inherent model variability
range of short-term behavior
the
appropriate model run length and number of replications needed for later
experiments. Model run length may be dictated by the nature of the system or the
available data. In contrast, inherent and high system variability together with a desire
for a certain level of statistical accuracy (width of confidence intervals) combined to
require upwards of 100 statistical replications for each point in the experimental
design (each system configuration). Other models with less inherent variability have
required only 3 to 5 replications. The number of replications affects statistical
accuracy of performance measures; specifically, it affects the width of any
confidence interval estimators.
2.8.5.9 Experimentation
2.8.5.10 Analysis
50
give insight into the nature of the problem. In this perplexing situation, the model
will be used as a basis for forming hypotheses regarding the causes of any identified
problems. Then the analyst may need to add auxiliary measures of performance to
further pinpoint the cause, and most importantly, to confirm that the hypothesis is
correct.
2.8.5.11 Reporting
2.9
Advantages:
Simulation allows experimentation with a model of a system, without a
model, experimentation with real system will probably cause major
disruptions at a potential risk.
51
Allows identification of problems, bottlenecks and design shortfalls before
building or modifying a system
Allows comparisons of many alternative designs and rules of operation before
committing resources and investments.
Allows studies on dynamics of a system, how it changes over time and how
subsystem and components interact.
The only method to study new, nonexistent complex dynamic system for
which analytic or static models provide with corresponding low accuracy.
Hypotheses about how or why certain phenomena occur can be tested
for feasibility.
Disadvantages:
Simulations are time consuming data is not available or costly to obtain and
the time available before decisions must be made is not sufficient for a
reliable study.
Inexperienced simulation analysts or those too focused on the simulation
software and technology may add too much detail to a model and spend too
much time in model development, resulting in original goals and project time
lines being side tracked.
Animations and visual displays, combined with time pressures, may mislead
decision makers into premature conclusions based on insufficient evidence.
2.10 ARENA
52
Table 2.2: Simulation Softwares
Optimization Package
Vendor
Primary Search
(simulation platform)
(URL)
Strategies
AutoStat
AutoSimulations, Inc.
Evolutionary, genetic
(AutoMod)
(www.autosim.com)
algorithms
Evolutionary Optimizer
AutoSimulations,Inc
Evolutionary, genetic
(Extend)
(www.imaginethatinc.com)
algorithms
Opt Quest
(www.opttek.com)
RISKOptimizer
Palisade Corp.
Genetic algorithms
(@RISK)
(www.palisade.com)
Optimizer
(WITNESS)
Promodel, SIMULUS8,et
al)
Simulated annealing,
Arena has been on the market for nearly a quarter century. Many other
simulation vendors have come and gone out of business during this time. Others
simulation companies have consolidated with former competitors as the simulation
industry has shaken out the fringe players. No other simulation vendor has withstood
the test of time and triumphed like Arena has. With 300,000 users world-wide and
growing, Arena advice and support is easy to find. Arena is supported by academic
as well as commercial users. In addition to Rockwell s technical support and
consulting services, our unique user zone enables modelers from around the world to
communicate and share knowledge.
53
2.10.2 ARENA methodology
Arena Runtime feature allows analysts to perform what-if simulation analysis using
an Arena model built by someone else. When a model enters runtime mode, an
analyst can modify the characteristics of any objects in the model, including module
data, object positions, animation pictures, etc., but may not add or delete objects in
the model or items in a module repeat group.
54
Import Visio Flowcharts and translate any Visio shape into an Arena module. This
leverages all process documentation already done in Visio and your corporate
investment in Visio flowcharting software.
Import AutoCAD drawings plus objects, clipart, pictures, video clips, etc, for
convincing 2d animation.
More than 5,000 intricate animation objects are included in Arena's animation
library. Custom animation can also be created by the user. Clipart, bitmaps, AutoCad
drawings and many other animation file types can be imported into Arena.
ODBC data compatibility. Import and export data from/to any ODBC data file. File
types include: Excel, Access, XML, text, Sequential, LOTUS, and Active X Data
Object (ADO).
Visual Basic scripting. Unlike other tools that use proprietary scripting languages,
Arena uses a standard VBA editor (included) and the Arena object model to build
custom user interfaces and custom data interfaces to Arena models.
VB Macro Recorder. Arena includes a Visual Basic macro recorder that produces
Visual Basic programs of all mouse movement and keyboard actions, which is used
to automate the building of Arena models from external data files.
55
General-purpose DES modeling tools. Arena is the leading general-purpose
Discrete Event Simulation package. Any process described can be modeled in Arena,
including customer service, finance, order & fulfillment, billing, logistics, etc.
Real Time modeling. Arena Real Time allows the model to run in real time or some
multiple of real time, and to communicate asynchronously with external devices or
external applications. This technology is useful for system testing and operator
training, using Arena as the "virtual" system that communicates with actual devices.
56
57
2.11.1 Systematic Layout Plan for Baystate Benefit Services
The problems facing a small and growing business are often self inflicted.
Lack of attention paid to facility planning and work flow design, as the company
grows, is common. Baystate Benefit Services is such as company. Baystate begin in
1993 as a two person operation and has grown become one of the regions largest
insurance brokerages.
The limitations of this study are that it does not use simulation in the
evaluation of the layout alternatives. The types of distribution of data are not
considered. Capacity information has to be calculated manually which is time
consuming and might lead to errors.
58
2.11.2 Systematic Layout Planning: A study on semiconductor wafer fabrication
facilities. ( Taho Yang, Chan-Ton Su & Yuan-Ru Hsu)
The opportunity for improvement lies in the need for increase in capacity,
productivity, WIP flow and layout flexibility. 3 alternatives layout proposal were
developed using the Systematic Layout Planning (SLP). Departments with close
relationship are placed close to each other. The best solution here is that this case study has
multiple objectives including quantitative and qualitative, moreover they are subjective in
nature. Thus, Analytic Hierarchy Process(AHP), is used to choose the final design layout
based on the alternative design which has the highest grand weight.
The limitations of this study are that quantitative data is not presented result of the
improvement performed on the layout. Besides, it does not utilize the simulation tool in
evaluating the layout alternatives. Therefore, no comparisons on quantitative data for the
design objectives can be performed. The selected design alternative might not be the
optimum solution in this case though.
59
new layout at the plant. Utilized modified SLP methodology by proposing concepts such
as grouping, compounding and hypothetical distance to modify the procedures and
enhance practicality in traditional SLP. The steps involved are making the improved
activity relationship chart, calculating the average relationship rating, calculating the
hypothetic distance, mastering the design principles, making the hypothetic distance
relationship diagram, developing layout alternatives and finally evaluating the layout
alternatives. The best solution in this study is that is uses the aggregation approach,
compound characteristic and hypothetic distance to optimize layout of a new plant.
The limitation of this study is that no simulation is utilized. The evaluation of case
study is solely based on approaching and separation rating and no quantitative data
regarding the improvement is done. It would be less convincing comparing to a study
which uses tools such as simulation where quantitative figures are displayed in the report.
2.11.4 Facility Planning for a Gas Manufacturing Plant (Chui Wing Cheong & Chu
Lap Keung)
This case study is regarding facilities planning carried out in a manufacturing plant,
named Hong Kong Oxygen. Oxygen supply in tanks is the main products of this company.
Plant relocation is needed due to new town planning scheme, by the Hong Kong
government. The new town ship will be a residential area replacing the area of this plant.
Some of the objectives of this relocation are also better safety could be achieved in the new
60
plant; considerable profit could be derived by re-developing the existing piece of land into
a residential and commercial area.
There are 3 locations whereby the company needs to select the lowest
transportation cost among 3 locations to minimize delivery cost. After the selection of the
strategic location, Systematic Layout Planning is used to develop block plans based on the
data input, activity relationship diagrams, activity relationships charts. The best solution is
this case study utilized computer aided planning (CORELAP),which is a construction type
of layout program, to generate layout alternatives, to generate a new layout from the
activity relationship diagram, space requirements and shape. The best layout is selected
based on the most favorable compromise among a list of competing criteria. The layout
alternative which has the highest score of competing criteria is selected.
Results are relocation of new plant to new location, Tseung Kwan, which has
minimum transportation cost. The best layout selected has the most compromising among
the competing criteria in terms of economy of material handling, safety, ease of
supervision, room for expansion, flow of material and convenience.
The limitations however, are it did not published the quantitative improvements as it
only uses the ratings. No actual data of performance measures indicators. The reader will
not have a clear idea on the improvements before and after re-layout.
2.11.5 The Carbolite Case Study: Lean Approach to Systematic Layout Planning
61
value delivery system at Carbolite was extremely long. Lead times for products varied
from between eight weeks to six months. Large direct and indirect cost savings were
expected to arise if the cycle time of the products could be significantly reduced. Site
layout and resultant material flow issues were identified as a major contributor to long
cycle times.
Hence, value stream mapping is used to identify the major waste contribution.
Systematic layout planning is also used for improvement in factory layout. Current basic
data is obtained. Flow process charts, material flow diagrams current product volumes,
activity relationships diagram were established between production processes within the
logical groups. Storage requirements, materials handling requirements were also
determined. Alternative layouts were evaluated to identify the most suitable layout.
One piece flow and batch size reduction is used to reduce the waste generated in
the supply chain, pull system and elimination of all cross flow by re-layout. Results are
summarized which are: Increase of profit margin by 20% with new layout, reduction of 3
headcounts, potential reduction of WIP by 80%, transportation time reduced by 90%.
Some limitations of the case study are it does not use simulation to compare the
alternative layout generated. It did no show comparisons between layout 1 and layout 2.
The final selected layout is not discussed in this project. It also does not project clearly
the actual layout issue of the company.
From the literature review, we can see that much research has been carried out in
the areas of Systematic Layout Planning. However, combining both systematic layout
planning and simulation in greater detail is less explored. Moreover, little documented
research exists in combining these topics with an optimization approach. Simulation is
widely used as a stochastic model to evaluate a proposed materials handling system in
which a randomness of events exists. Simulation predicts the behavior of complex
manufacturing systems by determining the movement and interaction of system
62
components. It is capable of aiding in the design of the most complex automated
materials handling system and also allows the user to evaluate alternative solutions and to
examine the flexibility of a design ( Eneyo and Pannieselvam,1998).
2.12
Comparisons between my project and previous projects have been done. The
similarity is that Systematic Layout Planning is justified as a universal method for
layout improvement. The main difference is that my project incorporates both
systematic layout planning together with simulation
projects uses only the SLP method in layout generations. Besides, in my project,
variation is addressed and data fully analyzed to help understand the random nature
of the system behavior, other projects do not addressed this type of variation.
Another difference is that the future layout proposed by my project is validated in
terms of quantitative performance measures before it is implemented to minimize the
period of trial and errors, while 5 other projects either calculate the performance
measures manually or some not calculated. Thus my layout proposal would be more
convincing compared to the 5 other projects. My case study is also focused on the
manufacturing of electronics parts which have not been done by others. Last but not
least my project involves process oriented layout improvement which it not found in
the previous 5 projects.
2.13
Conclusions
In this chapter the literature review of facilities planning and types of layout is
discussed. Apart from that, some review on previous trends of layout improvement
63
methodology is reported, followed by systematic planning layout (SLP)
methodology. Simulation applications, advantages and disadvantages and step by
step methodology are discussed. Lastly some previous studies is reviewed and
compared with my thesis.
64
CHAPTER III
COMPANY BACKGROUND
3.1
Introduction
This chapter provides and overview of the case study company, Agilent
Technologies, Inc. General information of the company such as company mission,
business groups, strategy, history, products, factory size, will be discussed in this
chapter. Besides, the company structure and factory layout is also included. The details
of the selected product s process flow will be discussed.
3.2
General Information
electronic
65
measurement, and life sciences and chemical analysis -- supported by a central
research group, Agilent Laboratories. Its businesses excel in applying measurement
technologies to develop products that sense, analyze, display and communicate data.
Agilent had net revenue of $5.4 billion in fiscal year 2007. More than half of
this revenue was generated from outside the United States. Agilent maintains
facilities in about 30 countries, with worldwide headquarters in Santa Clara, Calif. Its
global presence offers a distinct competitive advantage, with R&D, manufacturing,
sales and support capabilities serving customers around the world.
Agilent s business groups are organized around the customers and markets
they serve: Electronic Measurement provides products, services and solutions to
industry-leading customers in the communications and electronics industries. Life
Sciences and Chemical Analysis provides detection and measurement solutions for
research, testing and quality control applications to leading chemical, pharmaceutical,
biotech, government and academic organizations.
66
3.2.2 Strategy
Agilent holds many product and market leadership positions. Agilent is first
worldwide in overall test and measurement products and first worldwide in gas
chromatographs and liquid chromatography/mass spectrometry. Agilent is also a
leading supplier to the telecommunications industry.
3.2.4 History
67
technology. Agilent s headquarters is located at 5301 Stevens Creek Boulevard in
Santa Clara, California.
3.2.6 Strategy
Address the needs of the wireless, wire line and Internet communications
market.
Identify customers business and technology needs, then leverage across the
value chain.
Satisfy customers through operational and product excellence
Focus on top-tier customers
Build a new global capability in solutions, systems and services
68
3.2.7 MTA Charter
69
3.3
Company Structure
70
3.4
Factory Layout
3.5
Manufacturing Process
The scope of this case will cover only 2 products in MTA which are the
electronic calibration kit (E-Cal) and T2 products. The process flow will be described
below. Only the key terms for the process are described as some information is
private and confidential
71
3.5.1
All incoming material are inspected especially the connector mating surfaces
per general mating surface criteria. If parts fail the mating surface specifications, the
parts are failed per the non con form process. The next process will be the
microcircuit package assembly which is performed in building 5. In this process,
wire bonding will be done base on the circuit diagram. Subsequently, connectors will
be torque to the microcircuit body. The bulkhead assembly is then screwed to the
body. The microcircuit is then inspected for debris and skin flakes.
After that will be the module assembly which is performed in building 6, two
bulkhead assemblies will be torque on both sides using screws. After that loctite will
be drop on the 4 remaining screw holes of the microcircuit assembly. A printed
circuit board will then be attached to the micro-circuit assembly. After that the top
half of the casing enclosure will be place upon the bottom half of the casing
enclosures to seal the whole PC board and microcircuit assembly. Labels with
72
product model names will be attached to the casing. Then the operator has to walk all
the way to the control room at the far end of building 5 to run electrical testing and
performance tests. If fails, the units will be send to building 5 for rework.
After passed the performance testing, the product will be sent to the
centralized or chamber testing room. Temperature cycling according to certain
profile given will be performed for 3 full days.
At the end of the third day, the product will be packed on sent to the outgoing
quality inspection. If passed, the product will be shipped.
3.5.2
The process begins with the assembly of the center conductor assembly to the
body of the waveguide. The assembly is then tightened with torque driver. This
process is performed in the assembly department, in building 5. After that, the unit is
transferred to another assembly area whereby the housing is screwed to the
73
waveguide body. Subsequently, the operator has to walk all the way to building 6 to
perform pin depth measurement inspection using special equipment. If there is
rework, they have to walk to building 5 to re-assemble the unit. Once the
measurement inspection is completed, the units are then transferred again to building
5 testing department for performance evaluation. If there happens to be rework again,
the operator has to walk back to the assembly department to re-assemble. If passed
testing, units are then transferred back again to building 5 to perform packaging. Last
but not least the units are sent to outgoing quality area for inspection and then sent to
shipping department.
3.6
Conclusions
74
CHAPTER IV
PROBLEM DEFINITION
4.1
Introduction
This chapter discusses about the identification of area where facilities layout
planning is to be implemented. Cross over diagrams will be used to illustrate the
current movement of the operator, quantity of cross-over will also be displayed in a
table, and from-to-chart, travelling cost incurred and process flow diagram will also
be used.
4.2
Cross-Over Diagram
4.2.1
75
Process begins with incoming material at store. However this process is not
included in the scope of this case study. After that, the microcircuit assembly is
performed by the operator in building 5. After that they have to walk 5 meters to the
next department which is laser welding department. The laser welding process will
take about 4 hours. Upon completion, operator has to cross-over to building 6, which
is the next building, 238 feet away, to continue with the module assembly process.
This process requires the usage of epoxy at the end stage. Epoxy has to be stored in a
freezer which is maintained at -40 degrees Celsius. Therefore although the freezer is
located next to the laser welding room, the operator is not allowed to pick the epoxy
before proceeding to building 6, as the epoxy can only be 10 minutes in normal room
temperature. Therefore long travelling distance and time occurs when the operator
has to use the epoxy and travelling occurs to-and fro from the module assembly to
the freezer.
After module assembly, the operator has to walk back again to building 5
testing department, which is 334.3 feet away, for performance test. The unit has to
pass all testing before proceeding to the next process. If the unit fails, it has to be sent
back to the module assembly, in building 6 for rework. Cross-over for this process is
also frequent especially during high rework. After rework and unit passed all the
testing, it is send over to the chamber testing department for temperature cycling.
After chamber testing for 3 days, it is the responsibility of the testing department to
retrieve the units and pass them back to the operator , which is located in building 6,
for packaging. The units are then sent to Outgoing quality inspection and shipped.
However for this case study the scope covers until the packaging process.
4.2.2
Constraints: Freezer
Scope: From Center conductor installation to packaging process.
76
The process of assembling the coaxial waveguide adapter begins with the
incoming material from store. However this process is not included in the scope of
this case study. After that the units have to go through the center conductor assembly
and housing to body assembly in building 6. This process requires the usage of epoxy
as well, which is located in the freezer in building 5, therefore the operator has to
walk to and fro from building 6 to building 5 to retrieve epoxy, as the epoxy can last
only for 10 minutes under normal room temperature. After that, operator has to walk
back again to building 6 to continue the assembly.
After assembly, will be the pin depth gauging process, which is located quite
far from the assembly process. The department is a centralized area, as other products
will also use the equipment. However, we found that the equipment used for the
coaxial waveguide adapter is unique and not shared by other products. If pin depth
gauging fails, the operator has to walk to-and fro from the pin depth gauging
department back to the assembly process for rework. If passed pin depth gauging, the
operator has to cross-over to building 5 to the testing department. Cross-over here is
frequent as the volume of the coaxial waveguide adapter is high compared to other
products. If the units fail, the operator has to cross-over back to building 6 to either
the pin depth gauging department or the assembly department for rework depending
on the types of failure. Cross-over here during rework is also very high. After the
units passed the testing the units will then again be transported back to the packaging
process in building 6 before sending to OQA and shipping. Figure 4.1 and Figure 4.2
shows the cross-over diagram for electronic calibration kit and coaxial waveguide
adapter.
77
78
4.3
Cross-over in the context of this case study is defined when the operator has
to walk over from one building to the other. Cross-over also happens when rework
needed to be done. The more the cross-over, the more travelling time incurred during
the manufacturing of each product. Similarly, the cost of manufacture for each
product will increase as well. In this section the quantity of cross-over is summarized
below:
If there are 100 units to be produced each month, the cross-over will increase 100
times.
This will cause unnecessary waste of travelling. Please refer to Appendix B.
4.4
Travel cost
The labor salary in this company is calculated as RM 105.30 per hour. The
travelling time by the operator is also considered in the assembly process as labor
hours. The chart below shows the travel cost for e-cal and coaxial waveguide adapter
79
4.5
From To
Chart
From the chart we can see that the assembly, testing and packaging have the
highest flow intensity due to both products also shares the same process as shown in
Figure 4.3.
The micro-circuit assembly, laser welding, pin depth gauging has lesser flow
intensity as there is only one product for each of the process.
80
81
4.6
Overall From-To-Chart
82
4.7
83
4.8
Conclusions
84
CHAPTER V
5.1
Introduction
85
5.2
Input data
The first step of Systematic Layout Planning requires gathering and analyzing
data required for the case study. This must occur before any planning of
relationships, space or adjustments. The input variables for every SLP are P, Q, R, S
and T. Product (P) is the material that will be processed. For this case study, the
products are Electronic Calibration Kit and Coaxial Waveguide Adapter. The general
usage and process flow of these 2 products have been discussed in Chapter 4.
Quantity (Q) is the volume of each product to be processed. The volume in this case
study refers to the output of each product. It relies on the total time used to build a
unit of product. Routing (R) is the path a product travels to be processed. The routing
(R) in this case study is obtained from the company s process specific document
(PSD) for electronic calibration kit and coaxial waveguide adapter respectively. Time
(T) refers to the overall time required to complete processing. Data collection of the
cycle time for each process is done by time studies.
5.2.1
Standard Time
86
developing standards for highly repetitive tasks which have relatively short cycle
times.
The standard must be adjusted to reflect the personnel, fatigue and delays that
are part of every job. The personal fatigue and delay (PFD) allowance is usually
expressed as a percentage of the standard time and added to the time allowed to
complete the particular task being studied.
Normal Time (NT) is found by multiplying the observed time by the average rating
Normal Time = Observed Time*Average Rating
The rating used here is 85% = 0.85
5%
Unavoidable delay 1%
Basic Fatigue
4%
Total = 10%
Tables 5.1 and 5.2 show the process analysis for both electronic calibration
kit and coaxial waveguide adapter.
87
Table 5.1: PQRST Analysis for E-Cal
From the data gathered, the total time of processing for E-cal is 201.3
minutes. With the standard working days per month of 22 days, the output yields 157
pieces per month. It can be seen that the travelling time (pink highlighted) is high due
to frequent travelling between 2 buildings. Same as for the coaxial waveguide
adapter which requires 56.9 minutes of processing time, has an output of 556 pieces
per month. The travelling time is about 6 minutes which is higher then the assembly
88
and queuing time. Further details of the cycle time and sample size calculation are
attached in Appendix E.
5.2.2
Flow of Materials
For electronic calibration kit, the flow starts with microcircuit assembly in
building 5, it is then transferred to the laser welding department before crossing over
to building 6 for the next assembly. During that period, frequent travelling occurs
between both buildings when the operator retrieves epoxy from the freezer, the
transport time is as much as 5 minutes. After completing the assembly process, the
operator has to walk all the way to the end of building 5 to perform testing.
Sometimes when rework occurs, the operator has to walk all the way back to building
5 to perform rework before going back again to building 6 to re-test the units. After
that the product will travel to the next process, chamber testing. After that it will go
89
back again to testing. Lastly the product is transferred back again to building 6 for
packaging. The batch size of each is 10 pieces per transfer.
For Coaxial Waveguide Adapter, the assembly process starts in building 5, after that
it is transferred to the next process to perform pin depth gauging. Subsequently, the
product is transferred back again to building 6 to perform testing. Same as for the
electronic calibration kit, sometimes rework also occurs in this process causing
extensive travelling to and fro between buildings. Lastly, the product is sent in
batches of 10 pieces for packaging before proceeding to OQA and then shipping.
90
In general, the product flow for the 2 products is unsystematic with required
resources not being located close to each other, there are also many cross-over
between two buildings which are building 5 and building 6. One of the reasons is due
to the short time frame provided during the launch of these 2 products causing
assembly tables to be simply located wherever there is empty space.
5.3
91
an activity relationship chart. The relationship chart displays which entities are
related to others and it also rates the importance of the closeness between them. This
makes the chart the most effective tool for layout planning and is the best way of
planning the arrangement of a plant layout having little flow of materials. It is a good
record keeping tool to organize data into a usable form. With this, Activity
Relationship Diagram is generated where proximity and relationships are visually
evident. Figure 5.3 below shows the diagram.
A- Absolutely Necessary
E- Especially Important
I - Important
O- Ordinary
U- Unimportant
X- Undesirable
92
5.4
Relationship Diagram
93
Important relations, occur between the pin depth gauging, testing and
chamber testing as these processes involve only E-cal. Relationships rated as
ordinary closeness involve laser welding, assembly, pin depth gauging ,microcircuit
assembly and chamber as these are fixed equipment owned by the company and their
current position is satisfactory ( huge investment is needed if relocation is absolute
necessary.)
5.5
Space requirements
After defining the relationships among processes, the next step is determining
the space requirements needed for each process to translate it into the actual layout.
The first process is the Microcircuit Assembly for the electronic calibration kit. This
process is located in building 5. The microcircuit process requires 165.90 square feet
of space. The assembly process takes up 437.52 square feet, whereas pin depth
gauging requires 262.78 square feet. Testing area requires the most space 575.75
square feet due to the huge size in test stations. Packaging takes up the least space
which is 242.15 square feet.
94
The information of space requirements for both products is summarized in
Table 5.3.
5.6
Space Available
95
There are 2 scenarios. First is there would be extra space provided by Micro
Department beside the Instrument area as shown in Figure 5.5. The size is 168 square
feet, this happens if some stations (which initially owned by MTA) are transferred
back to building 6. Therefore, the stations which are beside the cal kit assembly line
(owned by Micro) will replace those moved stations. The instrument area, 942.51
square feet, will be moved back to building 6 as well.
96
5.7
The space requirements discussed in 5.4 and space available discussed in 5.5
are then combined to a space relationship diagram. The purpose of the space
relationship diagram is to combine established spatial constraints with the activity
relationship diagram. There are 2 different space relationship diagrams. One is with
extra space and another is without extra space.
Basically in the first option, the micro-circuit assembly, assembly, pin depth
measurement and packaging process are moved to building 5, beside the testing
process. The space relationship diagram is a combination of the relationship diagram
and space available.
97
In the second option, without extra space provided, the microcircuit assembly
remains at the same location beside the laser welding process. However, some
stations in the existing cal kit assembly line have to be consolidated to make way for
the assembly, pin depth station and packaging station from building 6.
98
5.8
Modifying Constraints
There are a few constraints in this case study. First is the laser welding
process which requires a laser welding machine. This process is performed in a
controlled environment and requires a huge investment if relocated. Apart from that,
the Freezer is also a fixed equipment which cannot be moved, as it is not a property
of MTA department (belongs to Micro department). The chamber testing is also a
shared resource among MTA and Micro and thus, cannot be moved.
5.9
Practical Limitations
99
5.10
Design I
In the first design, Figure 5.9, the microcircuit assembly, assembly, packaging
and pin depth gauging are placed in a straight line. This requires extra space beside
the existing cal kit production line. The testing department, laser welding, chamber
testing and freezer remain at the same location. There will be a major re-layout
between Micro department as well since it involves their stations. However the scope
of this project is only limited to Agilent s MTA department
Design II
In this design, shown in Figure 5.10, the microcircuit assembly line remains
at the same location beside the laser welding process. No extra space is needed as the
100
assembly of the existing cal kit line is consolidated to make way for the assembly,
pin depth measurements and packaging stations.
5.11
Conclusions
In this chapter, the SLP is used as a tool for defining, analyzing and
synthesizing to generate two different layout alternatives. These alternatives will be
evaluated using simulation-ARENA and quantitative comparisons will be made in
the next chapter.
101
CHAPTER VI
6.1
Introduction
The conceptual model for both the E-Cal and Coaxial Waveguide Adapter is
discussed in this chapter. Besides, the data distribution analysis of process cycle time
is discussed thoroughly as well. Model description, model construction, verification
and validation will be included. This is followed by determining the warm up period
and number of replications to be used.
6.2
Conceptual Model
the conceptual
102
manufactured separately. Figure 6.1 shows the conceptual model for the E-Cal.
Figure 6.2 shows the conceptual model for the coaxial waveguide adapter.
6.3
Performance Measures
103
Operator Utilization
Total Average Work In Progress (WIP) Level
Total Average Waiting Time
6.4
1) The theories and assumptions underlying the conceptual model are correct and
2) the model representation of the problem entity and the model s structure, logic,
and mathematical and causal relationship are reasonable for the model
The theories and assumptions underlying the model should be tested using
mathematical analysis and statistical methods on problem entity data. Example of
applicable statistical methods are fitting distributions to data and estimating
parameter values from the data. ARENA uses the Input Analyzer to fit a probability
distribution to the existing data. Example of how the input analyzer analyzes data is
shown in Figure 6.3.
104
Cycle time such as the process time, interarrival time, travel time, operator
route schedules and machine setup time has to be collected. Initially 10 data are
collected for each process. The sample size is determined. Example of calculation is
shown in Appendix E.
The distribution of data is determined using the ARENA input analyzer. The
input analyzer is a standard tool that accompanies ARENA and is designed specially
to fit distributions to observed data, provide estimates of their parameters and
measure how well they fit the data. The variation of the process time is large, as the
process cycle time is in minutes, therefore the input analyzer is used to determine the
distribution for all the processes. A total of 40 observations are taken for all
processes (excluding walking time as it will be shown in Appendix I, J, K, and L) for
e-cal and coaxial waveguide adapter. We could use this information to select which
distribution to be used in the model. The process cycle time is shown in Appendix F.
The screen shot of the cycle time distribution for each process using input analyzer is
attached in Appendix G and Appendix H.
105
6.5
Model Description
There are 2 simulation models for this case study. This is due to two products
are manufactured independently. One of them models the manufacturing process of
the coaxial waveguide adapter while the other models the process of the e-cal. Each
model consists of parts, processes, operators and queues. Firstly, the parts will arrive
at the station and then it will be pushed to other processes and finally shipped. The
simulation model of coaxial waveguide adapter and E-cal models is shown in Figure
6.4 and Figure 6.5 respectively.
106
6.6
Assumptions
1. Operators are always available during the 2 shifts (1 shift = 8 hours), an hour
lunch break was taken by the operators.
2. There are no reject and rework.
3. There are no significant equipment / station failure.
4. All machines can process only one lot at a time.
5. Both products processed for e-cal and coaxial waveguide adapter are
independent.
6. Materials are always available at each assembly station.
107
6.7
Model Construction
ARENA model basic building blocks are called modules. Modules come in 2
basic flavors flowchart and data. Flowchart modules describe the dynamic process in
the model. The flowchart modules used for this simulation are taken from the Basic
Process Panel: Create, Process, Dispose and Advanced Transfer Panel: Station and
Route. Data modules define the characteristic of various process elements. Entity,
Resource and Schedule are used for this simulation. Refer to Figure 6.6 for these 2
panels.
108
6.7.1 Basic Process
The Create flowchart module is for the arrival of entity to the model s
boundary. In this simulation is the arrival of coaxial parts / arrival of e-cal. The
Process Flowchart module represents the process in each station including the
resource, its queue and the entity delay time. In this simulation, the process cycle
time is the entity delay time. The dispose module represents entities leaving the
model boundaries which represent the parts being shipped.
As for the entity data module, the parts are modeled by Picture Man. which
represents parts being transferred in the production line by operators. As for the
resource module, it consists of operators, testers and gauging machine. It is based on
schedule as there is setup time after every shift and a lunch break for each shift. The
production schedule runs on a 8 hour, 2 shift per day basis. The schedule module is
used to define the capacity versus the time of usage on a daily basis. It is modeled
based on the actual production run which is 15 minutes setup time for each machine
and 1 hour lunch break for each operator. A day is defined as 16 hours in this
simulation.
Stations module represents the location for the part arrivals, and part
departures. Each station is assigned a unique name. Example: assembly station, pin
depth gauging station, testing station. The route module allows the movement of
entities from one station to another. In this simulation the route time is expressed as a
constant, after data collection of 40 observations, and using the standard time.
109
The station and the route module provide the driving force to the model s
animation by displaying the movement of operators between the stations as the
model run progresses. The station module can be represented in the production layout
using station markers. These station markers establish locations on the production
where station transfers are initiated or terminated. The movement of operators
between the stations is defined by route path objects, which visually connects the
stations to each other for the animation and establish the path of movement for
operators that are routed between the stations.
An example of station marker placement and the route path for coaxial
waveguide adapter in layout design 1 is shown in Figure 6.7 below.
6.8
Model Verification
110
i ) Step button
This will control the model execution and step the entity through the system.
It creates a single instance of a part type and watched that solitary part flows through
the system. This method is used to verify on the model and no errors were found.
Apart from that, the Max Arrival field is set to 1 to release limited number of
entities to the system. This is to review for any errors before execution of Infinite
number of entities.
111
iii)
Some parts of the model data are replaced with constant values. Using
deterministic data will allow prediction of the system more accurately.
iv)
The Interarrival Time (IAT) has been increased and decreased. The model
still runs smoothly. If there are errors in the model, it will most likely show up during
these kinds of stressed out conditions.
v)
Animation
112
behavior is displayed graphically as the model moves through time. A model which
is free of bugs will operate smoothly to the way described in the system.
vi )
Face Validity
vii )
SIMAN language
The SIMAN code could also be viewed through the Run>SIMAN> View
option. The general logic is possible to be followed. The logic used in this model is
the arrival of entity at the process module, increments some internal counters, enters
a queue, waits to seize a resource, delays for the process time, releases the resource,
decrements the internal counters and exits the module. Example of the SIMAN
language is shown in Figure 6.11. The script is verified for any possible error or bug.
113
6.9
Model Validation
Model validation is the process of ensuring that the model created behaves
the same as the real system.
i)
If historical data exist, (or data collected on a system specifically for building
and testing a model), part of the data is used to build the model and the remaining
data are used to determine whether the model behaves as the system does. For this
simulation, historical standard time is obtained from and compared with statistical
analysis from the ARENA input analyzer. Example in Figure 6.12 shows the
standard cycle time for the coaxial waveguide adapter and the sample mean data.
114
Time(minutes)
12
10
Actual
Model
8
6
4
2
0
0
Process
ii)
Internal Validity
iii)
115
The simulation software ARENA is user friendly for testing the model in
visual way ( Kelton, et al., 2004). ARENA uses dynamic plots which will
dynamically draw themselves as the simulation runs. The expression builder is used
to select which parameters to be plotted. An example of the average resource value of
the coaxial waveguide adapter is shown in Figure 6.13 below.
iv)
The behavior data of the simulation model and the system are graphed for
various sets of experimental conditions to determine of the model s output behavior
has sufficient accuracy for the model s intended purpose.
116
Output Quantity
600
500
400
Model
System
300
200
100
0
1
Month
4.15
Model
Actual
117
6.10
A steady state is one in which the quantities to be estimated are defined in the
long run: that is over an infinite time frame. In principle, the initial conditions for the
simulation do not matter. The system does not start and stop idle.
Three items to determine for steady state system are the warm up period,
obtaining sample observations and determining the run length.
Figures 6.16 and 6.17 below show the plotted graph of the warm up period
for coaxial waveguide adapter (Design 1 and Design 2). Time unit is in minutes. The
warm up period is approximately 60 minutes.
118
Figure 6.18: Average resource utilization versus time (minutes) for ECal (Design 1)
119
Figure 6.19: Average resource utilization versus time (minutes) for ECal (Design 2)
Based on Figure 6.18 and Figure 6.19, the warm up period for E-Cal Design 1
and Design 2 is 140 minutes.
Model run length may be dictated by the nature of system or the available
data. The run length has to be long enough to reflect the actual scenario of the
120
system. Example is when simulating one day s operation of a distribution center, one
shift ramp-up of a manufacturing line or any data driven model where the data
represents a fixed period of time. For this simulation the run length is 3 months
which equals to 63360 minutes.
6.11
121
Table 6.1: Outputs of 10 replications
Observation
Output
1752
1770
1710
1680
1740
1680
1725
1680
1740
10
1770
Mean,
1725
35.79
Std Dev, s
t 0 .025 , 9 = 2.262
5%
Number of replication, n =
ts = 2.262*35.79 = 0.9386 = 1
kx
0.05*1725
122
6.12
Conclusions
In the beginning part of this chapter, conceptual model for coaxial waveguide
adapter and e-cal has been constructed. The distributions of the data collected (cycle
time) are determined using ARENA input analyzer. The assumptions used for this
model are also listed down. The conceptual model and the cycle time data collected
are then used to construct the simulation model. Subsequently various methods of
verification and validation are discussed. This is followed by determining the nature
of the model which is steady state. The model is then run for certain period of time to
determine the warm up period, run length and number of replications. Last but not
least, the model can be used for experimentation to generate results which will be
discussed in the next chapter.
123
CHAPTER VII
7.1
Introduction
This chapter discusses about the simulation for the 2 layout alternatives
proposed using the Systematic Layout Planning (SLP) methodology as discussed in
Chapter 5.The results generated will be compared to the current layout and the best
alternative will be chosen.
7.2
Experimentation
124
The simulation is conducted under steady state condition with a warm-up
period of 60 minutes for coaxial waveguide adapter and 140 minutes for e-cal. The
maximum simulation run length for coaxial waveguide adapter is 120 minutes and
for e- cal is 150 minutes. The simulations are conducted for a period of 3 months.
The number of replications for both products is 1 due to small variation for each
observation. Also the 2 products are created in separate process flow modules are
they are manufactured independently. However, for this case study a total of 5
replications are conducted.
The simulated results which are the output and total travel time are then
compared to manual calculations. This would be discussed later in this chapter.
7.3
In the first experiment, the results of the first proposed layout design is
evaluated in terms of the total travel time, output, total average WIP level , average
resource utilization, total average waiting time and total time spent in system. The
simulation model for coaxial waveguide adapter and e-cal are shown in below Figure
7.1 and Figure 7.2.
125
126
In order to enhance the visualization of product flow through the new layout,
station and route transfer modules are used to animate the flow. The graphical flow
for coaxial waveguide adapter and e-cal are shown in Figure 7.3 and Figure 7.4
respectively
The route time in the simulation model is equivalent to the walking time of
the operator. The walking time is collected through 40 observations, Appendix I. As
the variation is large (due to cycle time in minutes), the ARENA input analyzer is
used to determine the distribution of walking time, Appendix J.
Figure 7.3: Route and station placement for coaxial waveguide adapter
127
Based on the experiment conducted, the results generated for Design 1
coaxial waveguide adapter and e-cal are tabulated. These results are also compared
with the current performance measures calculated manually for the current design as
shown in Table 7.1 and Table 7.2. The duration of the simulation results are for 3
months.
Table 7.1 Performance measures for coaxial waveguide adapter Layout Design 1
Average resource
utilization
Total average WIP Level
Total Average waiting
time
Total time spent in system
Layout Design 1
(Simulation results)
1100.9
246.79
22.54
3.64
52.59
8.49
766.98
1584
0.44
59.15
48.16
83.87
128
Table 7.2 Performance measures for E-cal Layout Design 1
E-cal
Current Layout
Total Travelling
Distance(feet)
Total Travelling Time
(minutes/unit)
Travelling Cost (RM /
unit)
Number of cross over
(times/unit)
Output (3 months)
Layout Design 1
(Simulation results)
1614.08
607.08
27.99
10.55
50.84
24.62
387.36
422.4
Average resource
utilization
Total average WIP Level
Total Average waiting
time
Total time spent in system
0.55
59.71
0.00
141.47
From the above 2 tables, it can be seen that in layout design 1, no cross-over
are needed for both products. Total travelling time for coaxial waveguide adapter is
reduced by 83.85% while for e-cal is reduced by 62.30%. This will subsequently
reduce the travelling cost for coaxial waveguide adapter by 83.85%, E-cal is reduced
by 51.57%. The output for coaxial waveguide adapter will increase 51.58% as well.
For E-cal the output will increase by 9.05%.
129
Thus by comparing the existing layout and the new proposed design 1, it can
be seen that design 1 yield great improvement.
7.4
130
The graphical flow for coaxial waveguide adapter and e-cal are shown in
Figure 7.7 and Figure 7.8 respectively.
Figure 7.7: Route and station placement for coaxial waveguide adapter design 2
131
132
Table 7.3: Performance measures for coaxial waveguide adapter Layout Design 2
Layout Design 2
(Simulation results)
Total Travelling
Distance(feet)
Total Travelling Time
(minutes/unit)
Travelling Cost (RM / unit)
1100.9
242.1
22.54
3.06
52.59
7.14
766.98
1716
0.45
59.66
83.14
133
Table 7.4: Performance measures for e-cal Layout Design 2
E-cal
Current Layout
Layout Design 2
(Simulation results)
Total Travelling
Distance(feet)
Total Travelling Time
(minutes/unit)
Travelling Cost (RM /
unit)
Number of cross over
(times/unit)
Output (3 months)
1614.08
599.29
27.99
6.95
50.84
16.22
387.36
422.4
Average resource
utilization
Total average WIP Level
0.56
68.69
0.00
137.62
From the above 2 tables, it can be seen that in layout design 2, no cross-over
are needed for both products. Total travel time for coaxial waveguide adapter is
reduced by 86.42 % while for e-cal is reduced by 75.17%. This will subsequently
reduce cost of travel for coaxial waveguide adapter by 86.42% and e-cal is reduced
by 68.09%. The output for coaxial waveguide adapter will increase 55.30 % as well.
For e-cal the output will increase by 9.05 %.
134
Thus by comparing the existing layout and the new proposed design 2, it can
be seen that design 2 also improves the performance measures compared to the
existing layout.
7.5
Discussion
After running the simulation model for both experiments, the results are
compared in terms of total travel time, travel cost, number of cross-over, output,
resource utilization, WIP level and average waiting time. Table 7.5 summarizes the
performance measures for coaxial waveguide adapter.
135
Table 7.5: Performance measures for Coaxial Waveguide Adapter
Total Travelling
Distance(feet)
Total Travelling Time
(minutes/unit)
Travelling Cost (RM /
unit)
Number of cross over
(times/unit)
Output ( 3 months )
Average resource
utilization
Total average WIP Level
Current Layout
Layout Design 1
Layout Design 2
1100.9
246.79
242.1
22.54
3.64
3.06
52.59
8.49
7.14
766.98
1584
1716
0.44
0.45
59.15
59.66
48.16
47.63
83.87
83.14
136
Table 7.6: Performance measures for E-cal
E-cal
Total Travelling
Distance(feet)
Total Travelling Time
(minutes/unit)
Travelling Cost
(RM / unit)
Number of cross over
(times/unit)
Output (3 months )
Average resource
utilization
Total average WIP
Level
Total Average waiting
time(minutes)
Total Time Spent in
System(minutes)
Current Layout
Layout Design 1
Layout Design 2
1614.08
607.08
599.29
27.99
10.55
6.95
50.84
24.62
16.22
387.36
422.4
422.4
0.55
0.56
59.71
68.69
0.00
0.00
141.47
137.62
Based on the above simulation results comparisons for layout design 1 and
layout design 2 for coaxial waveguide adapter product, the total travel distance for
layout design 2 is less by 7.79 feet compared to design 1. Subsequently, total travel
time will be shorter for layout design 2. This will be converted into resource cost as
time is taken by the operator to transport the products from one station to another.
Therefore travelling cost would be cheaper compared to design 1. Output of design 2
is greater by about 8% compared to design 1. Average resource utilization (humans
and tester) for design 2 is also greater by 0.01. However this will not have significant
137
impact on the overall results. Total average WIP level for design 2 is slightly higher
than design 1 with a difference of only 0.51. Average waiting time for design 2 is
lower than design 1. Lastly the total time spent in the system for design 2 is also
lower than design 1 which is 83.14 minutes.
For E-cal, the total travel time for design 2 is lesser by 3.5 minutes per
product. The total travel distance is also shorter. For travel cost, design 2 is lesser by
34 % compared to design 1.Outputs for both layout designs are the same. The
resource utilization for design 2 is higher by 0.01% compared to design 1. As for the
total average WIP level, design 1 is lesser than design 2 by 8 units. However, this
would not effect the total travel time and output, which are the important value added
parameters. There is basically no average waiting time in the system. Last but not
least, total time spent in the system is lesser for design 2 compared to design 1.
138
7.6
Conclusion
The experimentation for layout design 1 and layout design 2 has been
discussed. Based on the results generated the alternative which has the most
significant improvement in performance measures is selected. Layout design 2 is
proposed to management because besides saving greater travel cost and having more
output, it does not required additional floor space.
139
CHAPTER VIII
8.1
Introduction
8.2
Project Summary
140
The opportunity for improvement is high cross-over found between building
5 and building 6 for both coaxial waveguide adapter and e-cal. This is due to the
processes which have high interdependency are located at different departments. The
travelling distance and travelling cost are high as well. It has been identified that the
layout of the production floor is the main cause of the high cross-over, long travelling
time and high travelling cost.
8.3
Findings
After completing the simulation, it is found that layout design 2 yields the
best results for coaxial waveguide adapter and e-cal in terms of total travel distance,
total travel time, travelling cost, cross-over, output, average utilization ,average
waiting time and total time spent in the system.
On top of that no extra space is needed during the re-layout. This will enable
smooth process of station transfers to building 6. The cost of the re-layout will be
less.
141
8.4
Further Recommendation
As for improvement in total average WIP level, factors such as low yield rate,
machine breakdowns can be studied.
8.5
Conclusions
To conclude this project, based on the results generated from the simulation,
the objectives of this case study have been achieved. The problem faced by this
company has been identified and improvement alternatives proposed using SLP.
ARENA modules have been created to build the simulation model. The alternatives
have been chosen based the significant improvement in performance measures. The
best layout alternative which is design 2 is recommended to the company and further
improvements for future works have been proposed.
142
REFERENCES
Kelton, W.D., Sadowski, R.P., and Sturrock, D.T. (2008). Simulation with
ARENA. (4th ed.).
New York: McGrawHill International Edition.
Heizer, J., and Render, B. (2006). Operations Management (8th ed.).
New Jersey: Pearson International Edition.
Tompkins, J.A. (1996). Facilities Planning (2nd ed).
New York: John Willey
Gopalakrishnan, B., Weng, L., and Gupta, D.P. ( 2003). Facilities design using a split
Departmental layout configuration. Facilities Vol 21.Number ,pp 66-73
143
Canen, A.G., and Williamson, G.H. (1996) Facility Layout overview: towards
Competitive advantage. Emerald, Facilities. Vol 16.Number 7/8.July/August
1998.pp 198-203.
Law, A.M. (2005). How to Build Valid and Credible Simulation Models
Proceedings of the 2005 Winter Simulation Conference U.S .Page24-32.
Standridge, C.R., and Marvel, J.H. (2006). Proceedings of the 2006
Winter Simulation Conference U.S .Page 1907-1913.
144
Altinkilinc , M. (2004).Simulation Based Layout Planning of a Production Plant
Proceedings of the 2004 Winter Simulation Conference U.S .Page 1079-1084
Chauke, M.D. Design of A Simulation Model of the Receiving Area and the Layout
Improvement at Nissan Parts Distribution Centre. University of Pretoria.
Thesis B.Sc.
145
146
Appendix A
(i)
147
(ii)
148
Appendix B
(i)
149
(ii)
150
Appendix C
151
Appendix D: Department Distance Calculation Based On Current Layout
152
Appendix E: Data and sample size for cycle time (10 observations)
Assembly
Transport
Take Epoxy
Transport
153
Assembly
Setup
Transport
154
Transport
Setup
Testing
Transport
155
Packaging
E-Cal
Microcircuit Assembly
Transport
156
Setup
Transport
Laser Welding
Assembly
157
Transport
Transport
Take Epoxy
Assembly
158
Transport
Testing
Setup
Transport
159
Setup
Packaging
Transport
160
APPENDIX F: Additional process cycle time (40 observations)
Coaxial Waveguide Adapter
Assembly
Take Epoxy
161
Assembly2
Setup1
162
Setup2
Testing
Packaging
163
E-Cal
Microcircuit Assembly
Setup3
Laser Welding
164
Assembly3
Take Epoxy
Assembly4
165
Setup4
Testing2
Setup5
166
Packaging2
167
APPENIX G: ARENA Input Analyzer Analysis for E-Cal
Microcircuit Assembly
Transport5
168
Setup3
Laser Welding
169
Transport6
Assembly3
170
Transport7
Take Epoxy
171
Transport8
Assembly4
172
Setup4
Testing
173
Setup5
Testing
174
Transport12
Packaging2
175
APPENDIX H : ARENA Input Analyzer Analysis for Coaxial Waveguide
Adapter
Coaxial Assembly
Transport1
176
Take epoxy
Transport2
177
Assembly2
Transport3
178
Setup1
179
Setup2
Testing
180
Transport4
Packaging
181
APPENDIX I: DATA COLLECTION FOR WALKING TIME DESIGN 1
Transport10
182
Transport11
Transport12
183
Transport13
184
E-Cal
Transport1
Transport2
185
Transport3
Transport4
186
Transport5
Transprot6
187
Transport7
188
APPENDIX J: INPUT ANALYZER DISTRBUTION FOR WALKING TIME
DESIGN 1
Walking Time for coaxial waveguide adapter ( Design 1)
Transport 9
Transport10
189
Transport11
Transport12
190
Transport13
191
APPENDIX K:DATA COLLECTION FOR WALKING TIME DESIGN 2
Transport9
Transport10
192
Transport11
Transport12
193
E-Cal
Transport1
Transport2
194
Transport3
Tranport4
195
Transport5
Transport6
196
Transport7
197
APPENDIX L: NEW PROCESS CYCLE TIME DESIGN 1
E-Cal
198
APPENDIX M : NEW PROCESS CYCLE TIME DESIGN 2
E-Cal