Porting Layout Design
Table of Contents
M Porting Layout Design. 1
Executive Summary. 1
Introduction. 3
Body of the Report 4
a) Value Stream Map. 4
b) Capacity and Cell Analysis. 5
c) Area and Flow Analysis. 6
d) Systematic Layout Planning (rel-chart, rel-diagram, block layout). 6
e) Evaluation and Detailed Layout 7
Works Cited. 9
Appendices. 10
Executive Summary
Donna and Donnie Miller jointly own and run the M Porting Company that operates within the manufacturing industry. This business is centered on the manufacture of metal canisters that are covered in fabric such that they can be later used for the transportation of cameras and other bulky items. The quality and design of the canisters that are produced at this plant is very different with the firm having two standard types of the product. There is a detailed process that goes into production where the first step begins with the assembly of the different parts such as the lids, straps, covers and even the main body itself. This stage culminates into the packing process where a finished container is placed on the shelves for storage awaiting their delivery.
Presently, the M Porting Company is facing a myriad of problems that stems out of the layout of the facility. As it turns out, this manufacturing plant is designed more for the process of developing products and less for production. Consequently, this has had a very negative impact on production where the firm manages to churn out only 200 units on a monthly basis. Additionally, the problems in this facility stem out of the fact that both Donna and Donnie do not have sewing machines to make fabrics for their canisters. In fact, Donna is contemplating introducing the sewing activities and operations in the company and finding sufficient space from where this can be done.
The problem of sewing equipment is quite dire as there are only two of them that are available and they are all occupied for the purposes of occasional duties or product development. The process of bringing more sewing machines in this facility is bound to reduce costs for the business so that production can be improved. The M Porting Company is also faced with the challenge of handling the manufacture of the aluminum tubes where the current process is quite risky and hazardous.
The introduction of a better method to handle the production of these tubes will save the company from any operational hazards and also increase the quantity of items produced. The cost of bringing about these changes is definitely bound to be an expensive affair that will also have its own benefits when it comes to up scaling production at the plant. This case study report outlines the challenges facing the M Porting Company and provides viable solutions in terms of the facility layout planning that should be adopted and a comprehensive value stream map to aid in this process.
Introduction
The M Porting Company is founded on the noble idea of manufacturing canisters out of aluminum that are then coated with fabric so that they can be used to transport equipment such as cameras and survey gadgets. This firm has been facing a huge impediment in the actualization of its target levels of production due to the lack of sewing machines as well as a thought-out system for the handling of aluminum tubes (Lacksonen 2).
The goal of this company is to operate for a minimum of eight hours on a daily basis such that the level of production can be scheduled based on the amount of orders that are received. In order for this process to be actualized, the current problems have to be addressed so that dire changes can be introduced. The first problem of the sewing machines can be solved by ensuring that extra room is created so that more equipment is brought into the facility. Presently, the two machines are not able to execute the tasks of product development where a lot of fabrics are required for the covering of the canisters (Lacksonen 3).
The new machines for sewing purposes would help the M Porting Company to meet the high demand in the market while at the same time reduce costs of operation. Secondly, the manner in which the tubes of aluminum are handled can be improved through the installation of a more sophisticated approach. The current method that is used in this facility is quite inferior where the 20 feet tubes are carried manually by hand by the workers and then placed in front of the chopping saws (Lacksonen 3). This procedure is quite risky as the operator is required to stand on the aisle so that they can be able to load each of the aluminum parts.
The need for a better handling system is necessitated by the need to protect the employees of M Porting Company and also scale up the levels of production such that more canisters can be manufactured on a daily basis. It is also along these lines that the facility should consider to convert into a manufacturing cell plant (Lacksonen 4). The latter would result in numerous benefits such as increasing the variation of the products so that the canisters can have different colors and sizes. Further, the conversion of this company into a manufacturing cell would allow demand to increase while at the same time reducing the waste that is channeled out.
This facility presently appears to be quite small such that it is not able to maximize on the production of canisters to satisfy the level of demand in the market. The working out of a new strategy to improve on production is definitely bound to help this company to transform its operations into a manufacturing cell facility where more canisters can be produced and levels of production can be improved significantly.
Body of the Report
Value Stream Map
The value stream map that would help in the faster movement of the tubes to the final consumer would require drastic changes to be made from the reception of raw materials all the way until production of the finished item. The tubes that are used for the production of the canisters arrive on a weekly basis from the supplier. These tubes are only forty in number and they are used to channel out an average of 20 cans as the final product (Lacksonen 2).
The M Porting Company deserves to have a lean manufacturing process where the suppliers can bring in the tubes at least two days in a week. Alternatively, a higher number of tubes can be brought on a specified day during the week so that more canisters can be produced in the long run. It would also be critical for this company to effect serious changes in its production process as there is a lot of manual labor that is involved (Lacksonen 3). This means that more time is spent on the creation of the cans and less items are produced in the end.
The M Porting Company deserves to consider lean manufacturing so that the facility can be converted into a more productive company that is able to satisfy and meet the rising demand of clients in the market. The increment of the tube units supplied as well as introduction of a new system of manufacturing would be valuable in improving the operations at this plant in a very significant manner.
Capacity and Cell Analysis
The proposed value stream map provides recommendations on how the supply of aluminum tubes can be turned into an effective and efficient process so that production is increased. This aspect has a huge influence on capacity analysis that revolves around maximizing of each unit cell so that the percentage of output is almost absolute (Lacksonen 3). Capacity analysis would help in determining how many machines are required in the M Porting Company in order for production of the canisters to be increased.
In order to arrive at this conclusion, one needs to consider a number of factors such as the facility capacity in hours, the average line efficiency as well as the product standard minutes or the SAM. This means that additional machines are required in M Porting Company in order for them to be able to operate at 8 hours per day and increase the number of units produced from 200 to a higher number (Lacksonen 3). Presently, the total number of machines are only two and the number of shifts total is expected to be 20 days in a month.
Therefore, if the company wishes to produce at least 800 units in one day, then they need to add at least 40 machines so that this figure becomes realistic. This facility should also consider the average efficiency of its factory so that they can be able to increase the production capacity in terms of the number of pieces produced. This means that if M Porting Company is able to acquire the 40 machines and introduce at least four sewing lines, then the total capacity would translate into 320 from the multiplication of the 8 working hours and the 40 machines. This cell analysis has a direct impact on line efficiency and the sewing capacity as well.
Area and Flow Analysis
The flow analysis within the M Porting Company would have to follow the operational procedure from the point where materials are loaded until where they are finally received. This means that the packing, shipping, and receiving departments would have to be restructured such that they can be able to accommodate the new sewing machines that are to be procured for purposes of increasing production of the canisters (Lacksonen 4). The current layout demonstrates that the building measures 40 by 60 with a wall thickness of only 4 inches on the interior.
The total size of the shelves measures 36 by 24 inches where the final containers are stored. It is within this space that the two machines are fitted, hence if the M Porting Company wishes to expand this area to fit 40 machines then it has to increase the measurements by forty-fold (Lacksonen 4). This would mean that the size would have to be increased by a factor of forty on the size of the building, the wall thickness as well as the space of the shelves as well as the clearance area. This would not only allow the sewing machines to fit, but also it would mean that there would be a better approach of handling the tubes from the source into the saw.
Systematic Layout Planning (rel-chart, rel-diagram, block layout)
The process of planning for additional space for the new sewing machines that plan to be introduced in the M Porting Company would require prior evaluation using a block layout approach. The latter would be useful in approximating the size of the building and then go ahead to provide hints on the amount of space that would be required. In this case, it would be advisable to first begin with at least five operating units for the sewing department (Lacksonen 3). The first one would begin with the measurement phase where the fabrics would be cut out according to the sizes of the different canisters.
This would be followed by the three different cells of cell 1, cell 2 and cell 3 with the final culmination into the fitting department where the last product would then be passed onto the next station. This means that it would be necessary to calculate the area that every machine would occupy with regards to the line balances as well as the measurements of the aisle. This would mean that at least two hundred square meters of space would have to be created so that the block layout can fit perfectly (Lacksonen 3).
This would also allow the flow in each department to be given enough space such that the operators in the ironing department can have adequate space to carry out their tasks. This block layout definitely stands to be beneficial because it would allow for the departments to become synchronized and reduce the delivery time of materials and processes by brining each unit close together.
Evaluation and Detailed Layout
The detailed layout of the new M Porting Company would provide a clear picture of how the facility would look once it is completed. It has already been shown that at least 40 more sewing machines require to be purchased so that they can increase the production of the canisters. The space required to fit them is approximately 200 square meters where the size of the building, thickness and the shelf space would have to be enlarged by the same factor (Lacksonen 4). The proposition for having five different departments adjacent to one another is so that the block layout can become feasible such that the entire facility including the walls, docks, columns and doors are fitted appropriately to be able to contain all the operations of the company.
Conclusion
The evaluation of the M Porting Company demonstrates that this firm has a lot of potential of becoming a large-scale business if it succeeds at implementing the major changes that have been suggested. The proposition of the value stream map together with the capacity analysis shows how the business can be able to expand accordingly with regards to improving production per unit. The execution of this proposed facility layout would be able to save the company from the huge losses it is currently facing and help it to profit from a sophisticated and improved cellular manufacturing plant.
Works Cited
Lacksonen, Thomas. Facility Layout Design Case Study. M Porting Detailed Layout .University of Wisconsin-Stout. 2010. Print.
Appendices
Appendix One: Value Stream Map
Appendix Two: Cell and Capacity Analysis
Capacity Analysis
Part Name
Measure
Cut
Gather
Sew
Overlock Stitching
Top end
2
1
1
1
2
Bottom end
2
1
1
1
2
Main body
2
1
1
1
2
Hinged lid
3
1
1
1
2
Flat lid
3
1
1
1
2
Carry strap
3
1
1
1
2
Cover halves
2
1
1
1
2
Appendix Three: Systematic Layout Planning
Capacity Analysis
Machine
Width
Depth
Clearances
(L to R)
Materials in
Materials out
Fabric cutter
33
54
2’
30x 6
2 totes
Table saw
21
24
10’
10×1
3 totes
Press
36
24
1.5’
1 stack by 4 totes
2 totes
Drill riveter
12
18
1.5’
1 stack by 4 totes
1 totes
Sewing area
30
15
0.5’
1 stack by 4 totes
2 totes
Assembly area
36
12
0.1’
10totes/1 stack
1 totes
Packing
30
15
0.1’
24 shelves
2 totes
Appendix Four: Improved Block Layout
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