Optimization Of the Manufacturing Process for School Portfolios Through the Implementation of The Cellular Layout

One of the most common problems encountered in the manufacturing process is improper layout. About 30% of production time is wasted on transporting materials and products. The causes of this waste are problems in the disposition of stock and machines in production, that is, in the factory layout production of school desks became more efficient with the use of the cell layout. The result found was that with the implementation of the cell layout, there was an increase in the number of wallets produced and a reduction in the waste of materials. It is concluded that the. In this context, the production line based on the cellular layout has been an excellent ally, since the cells of this layout can improve the use of available space, without increasing costs due to major renovations or constructions. To prove such improvements, through the implementation of the cell layout, the PSL method (Systematic Layout Planning) was used, which follows steps such as data collection, analysis of necessary and available space, and factory limitations. With these stages of knowledge and analysis of the factory, it becomes possible to discard layouts that do not fit the characteristics of the company, whether related to financial resources, available space, and factory culture. Using the Chi-Square test for statistical analysis, it was possible to verify that the cell layout is an efficient optimization tool in the school desks production process, as it brought numerous benefits to the factory under studies, such as increased productivity, greater organization, and flexibility in the processes.

Virtual Engineering Using Realistic Virtual Models in Brownfield Factory Layout Planning

As more pressure is put on manufacturing companies to increase productivity and reduce waste as a means to remain competitive due to increased globalization and digitalization, many companies find themselves investing in their production systems, leading to changes in their existing factories and production systems. This process is usually performed with 2D CAD drawings and data of varying quality, leading to several challenges along the way. This longitudinal research follows up on eight years of industrial studies where researchers have applied 3D laser scanning and immersive virtual reality to improve the brownfield factory layout planning processes in real industrial scenarios, a novel approach in the research field. By interviewing key stakeholders at each company and analyzing the findings, challenges in data availability and accuracy of existing data, grasping scale and perspective, and challenges gathering input and communicating around planned changes are identified and shown to be substantially alleviated by the application of the technological tools and allowing more people to be part of the factory layout planning process. By using virtual engineering, industries can improve their brownfield factory layout planning process and take well-informed decisions leading to sustainability benefits via fewer costly mistakes, improved employee engagement, and less need for travel.

Sosialisasi Usulan Perancangan Tata Letak Pabrik Pada PT Sari Kayu, Jakarta Timur

The problem faced by PT Sari Kayu is that fluctuating production demand and high product variance make production inefficient. If the problem does not have a good factory layout, it affects material handling costs, material handling distances, and material handling time. For example, at PT Sari Kayu, there was a delay during a wrong project because the two projects were running simultaneously. The delay is due to the lack of resistance of the production floor to sudden high fluctuations in production demand. In addition, product variance is also a factor in the longer production process due to the different sequence of production processes and less supportive machine layouts. It is hoped that with the proposed layout, PT Sari Kayu will be able to face the fluctuating demand for production.

Uncovering the human evaluation of changeability for automated factory layout planning: an expert survey

On the way to automated layout planning numerous challenges must be faced. One of these challenges is the automated layout evaluation, which can be considered as the core of automated layout planning. The research field of factory planning differs from related research topics such as facility layout planning (FLP) from operations research (OR) by focusing for example on qualitative criteria in the evaluation. However, findings on how qualitative criteria can be interpreted in a quantifiable and measurable way are still rare. In this article, we address these questions with a focus on changeability, which can be regarded as the most important qualitative evaluation criterion in layout planning. For this purpose, a survey was conducted that aims to determine changeability from the understanding of industry experts and to define it consistently with the understanding from literature. Based on this understanding, performance metrics are derived to measure the layout changeability.

THE UPGRADED ROLE OF THE VALUE STREAM DESIGN FOR REDESIGNING THE FACTORY LAYOUT

The case study shows the re-optimization of an initial new factory layout design with Value Stream Design (VSD). The VSD is a quantitative method and its’ final goal is to make a waste free optimized material flow. The primary goal of arrangement is to reduce transportation distances and frequencies, optimize human load. Initially the whole factory shop floor layout design was already made in push concept. The plans were made by production management, logistics, engineering department at the headquarter of the multinational automotive company with based on VDI2870 holistic concept linking strategy on tactics and operation. On the layout (v1.) the hundreds of machines were placed and arranged by CAD (Computer Design) engineers to fit the space. The factory building has 15,000 m2 with empty shop floor waiting for the final decisions for equipment. The factory production area was shared into six main production areas (P1-P6), which correlates with their product complexity of the product families. Each production area output can be finished product (FP) or semi-finished product (SFP) for the next production areas. To validate the whole factory layout it was necessary to involve lean experts that identified disadvantages and constraints. Without lean implementation the company’s transportation waste would be 49% more per year. The Value Stream Design importance nowadays is upgrading to a higher level, when the whole global business is changed, the labor force fluctuates, and the cost and delivery time reduction plays a vital role in the company’s profit and future. The research shows that if the decision taking is based on real data and facts the controlling and management can do its best in time. Using VSD and re-evaluating the transportation routes, frequency and costs is the first step to define a smooth, low cost, material flow (v2.). This development ensured the company to drive from push to pull production through mixed production system. Originally, the production flow was clockwise orientation. It was changed step by step to mixed production by eliminating work in process storages, implementing FIFO lanes, Milk Run, and Kanban. The total annual transportation distances were reduced from 4,905,000 m between the rump-up and serial production period. The warehouse storage size was reduced to 50% and implementation cost from €75,000 to €32,500. By eliminating work in process storages along production lines it was possible to open a new two way transportation road that also will serve the AGV’s operations in industry 4.0 projects. Due to decreased lead time the logistic labor productivity increased by 45%. Besides taking measurements for the VSD it was used Value Stream Mapping as a lean tool and an own designed VSD evaluation and a simulation software. The VSD team’s cooperative actions reduced the evaluation and validation time with 65% then it was initially planned. The implementations were evaluated from the rump-up phase to the first serial productions and the results were confirmed by controlling and management