senior design II final project

CHAPTER 1: INTRODUCTION

1.1 Facilities Planning Definition

Facility planning is primarily involves managing the planning, programming, designing,

construction move-in, operation and maintenance of facilities to enable an organization to

achieve its goals.

During the past 10 years, the whole meaning for facilities planning has changed and has taken a

new meaning. In the past, facilities planning were primarily considered to be a science, but in

today’s competitive marketplace, a facility planning is a strategy. Nowadays different service

and manufacturing sectors such as governments, educational institutions, factories, and

businesses no longer compete against one another individually. These entities now align

themselves into cooperatives, organizations, associations and, ultimately, synthesized supply

chains to remain competitive by bringing the customer into process (Tompkins et al., 2010).

1.2 A Continues Improvement Facilities Planning Cycle

As shown in Figure 1.1, facilities planning has a continues improvement cycle which can be

applied in various places such as manufacturers, offices, hospitals, etc. Whether you are involved

in planning a new facility or planning to update an existing facility, the subject matter should be

of considerable interest and benefit (Tompkins et al., 2010).

1.3 Objectives of Facilities Layout

The objective of facilities planning is mainly the customer satisfaction, this will ensure that the

other objectives are in alignment with what drives the enterprise, namely revenues and profit

from customers.

The facilities planning objectives are:

Minimize material handling cost.

Minimize overall production time.

Utilize existing space most effectively.

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Provide for employee convenience, safe, and comfort workplace.

Facilitate the manufacture process

Facilitate the organizational structure

Figure 1.1 Continuous Improvement Facilities Planning Cycle (Tompkins et al, 2010)

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1.4 Types of Facilities Layout

Facilities layout can be classified into basic and hybrid layout as shown in Figure 1.2 and Figure

1.3.

Basic types of facilities layouts:

Process: a layout that groups similar activities together in departments of work

centers according to the process or function that they perform.

Product: Product layouts arrange activities in a line according to the sequence of

operations that need to be performed to assemble a particular product.

Fixed-Position: Fixed-Position layouts are used in projects in which the product

is too fragile, bulky, or heavy to move like ships, houses, and aircraft.

Hybrid types of layouts:

Cellular: Cellular layouts attempt to combine the flexibility of a process layout

with the efficiency of a product layout. Based on the concept of group technology

(GT), dissimilar machines are grouped into work centers, called cells, to process

parts with similar shapes or processing requirements.

Flexible Manufacturing Systems: A flexible manufacturing system can produce

an enormous variety of items.

Mixed-Model Assembly Lines: Some manufacturers changed their forecasting

techniques to account for this.

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Figure 1.2 Three Basic Types of Layouts Figure 1.3 Three Hybrid Types of Layouts

1.5 Problem Statement

Emirates Metallic Industries Company (EMIC) is a manufacturer company which has two

branches in two different locations, one of them called service center and it occupies around

12,000m2 and the other branch which is named as EMIC 1 occupies around 7000m2. The

Company identified that there is a need to design an efficient layout in a new location with the

area of 130,000m2(260 x 500).

1.6 Project Motivation

Facility planning is considerably essential in manufacturing procedures due to their effect in

achieving an efficient product flow. It is estimated that between 20%- 50% of the total costs in

manufacturing is related to material handling. This cost can be reduced until 30% through an

effective facility planning (Balakrishnan, 2007). Proper analysis of facility layout design could

improve the performance of production line such as decrease bottleneck rate, minimize material

handling cost, reduces idle time, raise the efficiency and utilization of labor, equipment and

space. Figure 1.4 represents facility planning for manufacturing.

1.7 Project Objectives

The objective of this project is to get hands on experience working on a real life problem, aimed

at designing a layout for the combined two branches of EMIC in order to:

To utilize available space most effectively.

Minimize material handling cost.

Minimize overall production time.

Provide for employee convenience, safe, healthy, and comfort workplace.

1.8 Project Scope

This project is limited to the development of block layout alternatives for the manufacturing area

only.

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Figure 1.4 Facility Planning for Manufacturing (Tompkins et al, 2010)

1.9 Constrains

The primary design constrains are:

Space requirements for equipment, materials, and personal requirements.

Considering health and safety of employees.

Efficiency rate of the new layout should be at least equal or better than efficiency of the

current layout.

1.10 Methodology

In order to achieve its objective, the project was carried out in two phases, phase I consist of

studying the current layout of EMIC company, defining the problem, and collecting data,

whereas phase II consist of collecting more detailed data and information, starting to design the

new plan of EMIC company, and finalizing and evaluating EMIC layout as Figure 1.5 illustrates.

1.11 Project Scheduling

To make this project meets the target completion date, Gantts charts were used to schedule the

activities. These charts were shown in Figure 1.6 and Figure 1.7.

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Figure 1.5 Project Methodology Chart

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Senior Design Project I

Studying the current Layout of EMIC Company

Defining the problem

Collecting data & information

Senior Design Project II

Collecting more detailed data & information

Starting to design the new plan of EMIC

Company

Finalizing and evaluating EMIC layout

Phase I

Phase II

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Figure 1.7 Gantt Chart for Phase II

1

2

3

45

67

8

910

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CHAPTER 2: COMPANY OVERVIEW

This chapter provides a brief introduction about EMIC Company introduces EMIC customers

and finally describes its goals.

2.1 Introduction about Emic

Emirates Metallic Industries Company (EMIC) is an exclusive and unique company, which is

manufacturing cans as well as sheets in variety of sizes and shapes using high technology

methods. EMIC was established in 1989 in Sharjah, United Arab Emirates by a group of

Industrial investors (EMIC, NA). After passing a long time being in the business, today EMIC

stands as a leader of can's production in the region by making improvement and development in

the performance, product range, methods and technology achieved by a team of an expert leaders

in their respective fields. There are diverse production lines such as assembly, painting , printing,

pressing, seaming , packaging etc. which are running 24 hours to produce different products such

as conical cans , square cans , coated sheets , printed sheets , Easy open Ends, Tuna cans, Twist

off Cap etc.

EMIC was certified ISO 9000 for the reason that it believed deeply in the quality improvement in

both products and processes to adapt quality management system to international standards.

Since EMIC was certified ISO 9001-1994 in 2000, the system kept updated and certified till

today according to the latest standard ISO 9001-2008 (EMIC,NA).

The organization chart of the company presented in Figure 2.1 shows the hierarchy of different

career positions in the EMIC and the employment relationships between stuff.

2.2 EMIC Customers

EMIC sales covers more than 17 countries in Middle East, North Africa and all of the world with

more than thousands satisfied and loyal customers in United Arab Emirates, Sultanate of Oman,

State of Qatar, State of Kuwait, Kingdom of Saudi Arabia, India, Kazakhstan, Kyrgyzstan,

Jordan, Yemen, Iraq, Morocco, Algeria, Sudan, and others.

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It is achieving above ninety percent customers satisfaction index by creating strong relationship

with them to improve the quality, products, services and technical support. There are different

types of customers in diverse industry fields such as paints, chemicals, lubricant oil, bitumen,

foodstuff, vegetable oil, ghee, tomato paste, canned food etc. who are being served by the

company (EMIC, NA).

2.3 EMIC Goals

Emic manufacturing company has set of goals demonstrates below (EMIC, NA):

Manufacturing and supply quality yet competitive products, by meeting customer's

requirements, with the aim of enhancing customers’ satisfaction.

Involvements of all levels of the organization in the process of maintaining and

improving the quality management system and the product quality.

Utilization of data collected and customers’ satisfactions data in continual process of

improvement to achieve higher levels of customer loyalty.

Teamwork and management involvement shall be our method to achieve our goals.

To improve the work environment, worker harmony, management-worker relationship,

safety standards and production processes.

To protect the environment by reducing and managing waste.

Minimize downtime and non-confirming products and claims.

To improve time delivery performance.

To constantly improve relationships with clients and suppliers.

To project a solid and professional image of the company.

Improve product quality to achieve the industrial technical leadership.

Improve market share by targeting new markets and products.

Improve production efficiency technically and economically.

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Figure 2.1 Organization Chart for EMIC Company (EMIC, NA)

CHAPTER 3: BACKGROUND KNOWLEDGE

In order to design a layout from scratch or develop an existing layout certain procedure should be

followed. Even though, it’s important to consider the flow between sections to achieve high

efficiency and decrease the cost in designing a layout but at the same time it’s essential to

consider productivity of the workers and provide healthy and pleasant work environment for

them. This chapter provides general knowledge about procedure of designing layout alternatives,

methods of evaluating these alternatives and selecting the best one. Also it provides background

about personal requirements and material handling.

3.1 Layout Procedures and Algorithms

There are different procedures and algorithms for designing layouts. These procedures and

algorithms can be classified into two main categories, which are construction type and

improvement type. The construction-type layout methods involve developing a new layout “from

scratch.” However, improvement procedures generate layout alternatives based on an existing

layout.

Examples of these layout procedures include Apple’s Plant Layout Procedure, Reed’s Plant

Layout Procedure and Muther’s Systematic Layout Planning (SLP) Procedure. Moreover, Layout

algorithms include Pairwise Exchange Method, Graph-Based Method, and computerized

algorithms such as Computerized Relative Allocation of Facilities Technique (CRAFT), and

Computerized Relationship Layout Planning (CORELAP) (Tompkins et al., 2010).

In this project SLP and CORELAP were used to develop layout alternatives. More details about

these techniques are described in following sections.

3.1.1 Muther’s Systematic Layout Planning (SLP) Procedure

SLP model developed by Muther (1973) is one of the most widely used Construction-layout

methods. This procedure is summarized in Figure 3.1. As shown in this Figure, SLP procedure

consists of the following major steps (Tompkins et al., 2010):

1) Information gathering

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2) Flow and activity analysis

3) Constructing relationship diagram

4) Space determination

5) Constructing space relationship diagram

6) Modifying considerations and practical limitations

7) Develop layout alternatives

8) Evaluation

Figure 3.1 Systematic Layout Planning (SLP) Procedure (Tompkins et al., 2010)

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Initial phase of SLP model is to collect data and information about the products and processes.

This stage requires gathering information about types and quantities of products to be produced,

process(s) and tools required for manufacturing these products, defining start time of production,

and defining how to move parts in and out.

The second step is to define flow between departments and relationship between different

activities. Flow among departments is one of the most important factors in the arrangement of

department within a facility. To evaluate alternative arrangements, a measure of flow must be

established. Flow maybe specified in a quantitative manner or qualitative manner. Quantitative

measure may include piece per hour, moves per day, or pounds per week. Qualitative measure

may range from an absolute necessity that two departments be close to each other to a preference

that two departments not be close to each other.

Flow may be measured quantitatively in terms of the amount moved between departments. The

most useful chart in flow measurement is from-to chart (Tompkins et al., 2010).

Furthermore, the flow may be measured qualitatively using the closeness relationships values

developed by Muther given in Table 3.1and developing a relationship chart showing the degree

of importance of having each department located adjacent to every other department as Figure

3.2 demonstrates.

Figure 3.2 Relationship Chart (Tompkins et al., 2010)

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After defining the flow between departments using from-to chart and activity relationship chart,

the relationship diagram will be constructed. The Relationship Diagram positions activities

spatially. Proximities are typically used to reflect the relationship between pairs of activities.

The number of lines represents paths required to be taken in transactions between the

departments. The more lines represent the more interaction between departments. Each letter

represents a relationship and has been defining with specific number of lines as Table 3.2

illustrates.

Table 3.1 Closeness Relationship Values (Tompkins et al., 2010)

Table 3.2 Relationship Diagram (Tompkins et al., 2010)

The next step in SLP procedure is to define space requirements, which is most difficult

determination in facility planning. “Actually, the design for facility must serve the needs for

coming at least 5 to 10 years in the future” (Tompkins et al., 2010).The space required can be

determined through space requirement for individual workstations and individual departments.

After determining, the space requirement for each department the space relationship diagram

should be draw. Based on modifying considerations and practical limitations a number of layout

alternatives are developed and evaluated. The preferred alternative is then identified and

recommended.

3.1.2 CORELAP

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Value Closeness

A Absolutely necessary

E Especially important

I Important

O Ordinary closeness okay

U Unimportant

X Undesirable

CORELAP is computerized relationship layout planning (Lee and Moore, 1967), which converts

qualitative input data into quantitative data and uses this information to determine the first

department to enter in the layout. Following departments are then added to the layout one at a

time, based on their level of interaction with departments already in the layout. The qualitative

flow input data are based on the relationship chart (Tompkins et al., 2003).

The user interface in our implementation of CORELAP is the spreadsheet. The user inputs data

through Microsoft Forms. To obtain a layout, the user is required to input the following: number

of departments, relationships weights, relationships cut-offs (in case of from-to chart), partial

adjacency value, and relationship or from-to chart. The user can then click the ‘SOLVE’ button

to generate the layout, which is displayed on the ‘Output’ worksheet. The ‘TCR’ (total closeness

rating) and the order of entry of departments in the layout are displayed besides the ‘REL’ or

‘from-to’ chart. The numerical closeness value and distance between the departments are also

shown. The layout score is displayed at the top in a cell below the partial adjacency value cell.

The first form provides user the opportunity to run an existing problem or a new problem. If the

user chooses ‘Existing Problem’ option then he or she can run the problem by pressing the

‘SOLVE’ button on the spreadsheet. The ‘New Problem’ option clears the spreadsheet of the

previous data and opens up the data input form.

In the data input form the user is required to specify the number of departments, partial

adjacency value, and to choose either from-to or REL chart option. On pressing ‘OK’ the

spreadsheet is updated. If the user chooses the from-to option, he or she has to provide cut-off

values. If the user chooses the ‘REL’ option then the user is prompted to specify weights of the

relationships.

The implementation requires the user to define weights in decreasing order A, E, I, O, U, and X.

The ‘X’ relationship has to be assigned a negative weight. The same applies to cut-off. The cut-

off values convert the flow scores into equivalent relationship values A, E, I, O, U, and X. The

‘OK’ button updates the spreadsheet and brings up a form asking user to input flow values or

relationship between the departments depending upon the previous choice of ‘from-to’ or ‘REL’

chart made by the user. Once the user has input the flows or the relationship values he or she can

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press ‘OK’ to update the spreadsheet. Now the ‘SOLVE’ button can be clicked to run the

implementation and obtain a layout (Tompkins et al., 2003).

3.2 Evaluation of Layout Alternatives

There are several methods that can be used for evaluating layout and selecting the best

alternative among all. The two methods were used in this project to evaluate layout alternatives

are Layout Cost Method and Layout Efficiency Method. Moreover, these two techniques

described in following sections.

3.2.1 Layout Cost Method

In order to choose best layout alternative among all, list of criteria are required. One important

criterion is cost in choosing the best layout, so one way is to select the layout with minimum

total cost as equation 3.1 illustrates.

Total Layout Cost=∑i=1

m

∑j=1

m

f ij cij d ij (3.1)f ij=¿ ¿ The flow from department I to department j

c ij=¿¿ Cost of moving a unit load one distance unit from department i to department j

d ij=¿¿Distance from department i to department j

3.2.2 Layout Efficiency Method

One more important criteria in selecting the best layout is efficiency and can be computed using

Layout Efficiency Method which is shown in equation 3.2.

Total Layout Efficiency=∑i=1

m

fij∑j=1

m

xij

∑i=1

m

∑j=1

m

fij(3.2)

f ij=¿ ¿ Flow between department i and j.

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x ij=¿ ¿ Adjacency between department i and j. (if i and j adjacent then x ij=¿ 1¿ otherwise x ij=¿ 0¿ ).

3.4 Personal Requirements

In every facility there are some necessities and requirements for individuals to provide them

welfare and comfort working environment. Therefore, the facilities planner must consider all

requirements while designing any facility. These requirements include:

Employee parking.

Storage of employee’s personal belongings.

Rest rooms.

Food services.

Health services.

3.4.1 Employee Parking

Design employee parking areas is very similar to design warehouses areas. In order to design

parking area number of automobiles, space required for each automobile, space available for

parking must be determined. Finally the best alternative which utilizes the space in an efficient

way should be selected. The size of parking space for an automobile can vary from 7×15 to

9.5×19, depending on the type of automobile and the amount of clearance to be provided. The

total area required for a parked automobile depends on the size of the parking space, the parking

angle and the aisle width (Tompkins et al, 2010).

3.4.2 Storage of Employee’s Personal Belongings

A place for storage of employee personal belongings should be provided between the employee

entrance and work area. Employees typically store lunches, briefcases, and purses at their place

of work.

The lockers may be located in a corridor adjacent to the employee entrance if clothes’ changing

does not take place. More commonly, locker rooms are provided for each sex even if clothes’

changing is not required. Each employee should be assigned a locker. For planning purposes, 6

ft2 should be allocated for each person using the locker room. Locker rooms are often located

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along an outside wall adjacent to the employee entrance. This provides excellent ventilation and

employee convenience while not interfering with the flow of work within the facility (Tompkins

et al, 2010).

3.4.3 Restrooms

A restroom should be located within 200 feet of every permanent workstation. Decentralized

restrooms often provide greater employee convince than large, centralized restrooms. Access to

restrooms must be available to handicapped employees and must restrooms must be at ground

level. Separate rest rooms must be provided for each sex (Tompkins et al, 2010).

3.4.4 Food Service

The shifting of new facilities away from central business districts, the shortening of meal breaks,

OSHA forbidding consumption of foods where toxic substances exist, and the increased

important importance of fringe benefits have all contributed to making food services more

important to the facilities planner. Food services activities may be viewed by a firm as a

necessity, a convenience, or a luxury.

Food service facilities should be planned be considering the number of employees who eat in the

facilities during peak activity time. Kitchen facilities, on other hand, should be planned by

considering total number of meals to be served.

Food service requirements may be satisfied by any of the following alternatives:

1) Dining away from the facility.

2) Vending machines and cafeteria.

3) Serving line and cafeteria.

4) Full Kitchen and cafeteria (Tompkins et al, 2010).

3.4.5 Health Services

It is very difficult to predict facility requirements for health service. Some facilities have little

more than a well-supplied first aid kit, while other facilities have small hospitals. Therefore,

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local building codes should be checked in establishing a facility’s requirements. The types of

health that may be provided within a facility include:

1) Pre-employment examinations,

2) First aid treatment,

3) Major medical treatment,

4) Dental care, and

5) Treatment of illnesses (Tompkins et al, 2010).

3.5 Material Handling

The design of the material handling system is an important component of the overall facilities

design. The layout design and the material handling system design are inseparable. The

integration between these two designs functions and the design of a new facility are particularly

critical.

Material handling means providing the right amount of the right material , in the right condition ,

at the right place , in the right position , in the right sequence , and for the right cost , by the right

methods (Groover, 2001).

3.5.1 Material Handling Equipment

Material handling equipment is equipment that relates to the movement, storage, control and

protection of the material, goods and products throughout the process of the manufacturing,

distribution, consumption and disposal. It’s the mechanical equipment involved in the complete

system.

There are many types of material handling equipment; the most important ones will be

mentioned here:

Pallets: the most common form of unitizing device.

Industrial trucks: usually referred to operator driven motorized warehouse vehicles

powered manually, by gasoline, propane or electrically .It assists the material-handling

system with versatility; they can go where engineered system cannot.

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Forklift trucks are the most common example of industrial trucks but certainly aren’t the

extent of the category.

Conveyors: are another form of material handling. It can be used in multitude of ways

from warehouses to airports baggage handling systems .Some types of conveyors are

power and free , chain , towline and roller conveyor .

Monorails, hoists, and cranes: are generally used to transfer material from one point to

another in the same general area. Hoists are used to facilitate the positioning, lifting, and

transferring of material within a small area. They are generally provide more flexibility in

the movement bath than do conveyors; however, they do not have the degree of

flexibility provided by variable-bath equipment, such as industrial trucks.

Industrial vehicles: they represent a versatile method of performing material handling;

they are referred to as variable-bath equipment .They are generally used when movement

is either intermittent or over long distances (Tompkins et al, 2010).

3.6 Health and Safety

Health and Safety is an area concerned with protecting the safety, health and welfare of people

engaged in work or employment. It also protects co-workers, family members, employers,

customers, and many others who might be affected by the workplace environment.

3.6.1 Noise

Noise is a common occupational hazard in a large number of workplaces that affects millions of

workers. It’s generally defined as the unwanted sounds that distract the human being physically

and physiologically. Noise can interfere with employee’s ability to work by causing stress and

disturbing their concentration. However, it can cause accidents by interfering with

communication and warning signals. Practically most of human activities and technical

equipment associated with them generate excessive unpleasant sound. There are many factors

which produce noise in the workplace such as running engine, an operating machine tool, fans,

vibrating panels and so on. On the other hand, noise pollution can cause chronic health problems

and hearing loss.

3.6.2 Air Contaminants

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Air contaminants take on many physical forms, and most people confuse these forms in everyday

language. The Safety and Health Manager should know the difference, for instance between

vapors and fumes. Although air is essentially gases, the contamination of that air can consist of

any of three states of matter solids, liquids or gases (Asfahl, 1999).

CHAPTER 4: DATA COLLECTION

A facility layout requires collecting data that provides answers to the following questions:

1) What is to be produced?

2) How are the products to be produced?

3) When are the products to be produced?

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4) How much of each product will be produced?

5) For how long will the products be produced?

6) Where are the products to be produced?

This chapter presents the data collected from EMIC which helped us answering the above

questions.

4.1 Product Design

This section involves determination of which products to be produced and the detailed design of

individual products. The product design requires answers to the following questions (Groover,

2001).

1) What is to be produced?

2) How are the products to be produced?

In order to answer first question, Figure 4.1 indicates different types of EMIC’s products. The

flow chart has been shown in Figure 4.2 provided by engineers from EMIC explains the general

flow of material inside the factory from its initial stage until the final phase when the product is

produced.

4.2 Process Design

This section demonstrates determining how the product is to be produced, how the part will be

produced, which equipment will be used, and how long it will take to perform the operation.

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Figure 4.1 Types of EMIC’s Products

Figure 4.2 Flow of Material Inside the Factory

4.2.1 Identifying Required Process

Determining the scope of a facility is a basic decision and must be made early in the facilities

planning process. Such decision is often referred to as “make-or-buy” decisions or “sourcing”

decisions.

Make-or-buy decisions are typically managerial decisions requiring input from finance,

industrial engineering, marketing, process engineering, purchasing, and perhaps human resources

among others. The make-or-buy decision process shown in Figure 4.3.

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Figure 4.3 The make-or-buy Decision Process (Tompkins et al., 2010)

The make-or-buy decisions for all EMIC parts are shown in the part lists given in Tables 4.1-

4.9. As shown in these Tables, in addition to make-or-buy decision, each part list provides a

listing of the component parts of a product and includes part number, part name, number of parts

per product and drawing references. The following tables represent the part list for each EMIC’s

product.

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Table 4.1 Part list for Twist off Cab

Table 4.2 Part list for Drum 292

Table 4.3 Part list for Cylindrical

Serial No. Part Name Quant/ Unit

Material size Make or Buy

1 Body 1 Steel 370x85x0.32 mm

Make

2 Top 1 Steel 268 mm Make3 Bottom 1 Steel 268 mm Make4 Handle 1 Steel 150 mm Make5 Compound 2 Chemical

Rubber- Buy

Table 4.4 Part List for Easy Open



1 Tab 1 Steel 73,99,83 Make2 Shell 1 Steel 73,99,83 Make3 Compound 2 Chemical

Rubber73,99,83 Buy

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Serial No.

Part Name Quant/ Unit


1 Cab 1 Steel 38 mm Make2 Compound 1 Steel 1 mg Buy

Serial No.



1 Body 1 Steel 105 mm Make2 Bottom 1 Steel 105 mm Make3 Ring 1 Steel 105 mm Make

4 Cap 1 Steel 95 mm Make

5 Compound 2 Chemical Rubber

- Buy

Table 4.5 Part list for Drum (National) 165

Table 4.6 Part list for Rectangular Can

Serial No.


Material Size Make or Buy


Make

2 Top 1 Steel 80x16 mm Make

3 Bottom 1 Steel 80x60 mm Make

4 Handle 1 Steel 50 mm Make

5 Compound 2 Chemical Rubber

- Buy

Table 4.7 Part list for Square Can



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Make

2 Bottom 1 Steel 165 mm Make

3 Ring 1 Steel 165 mm Make

4 Cap 1 Steel 135 mm Make


6 Ear lug 2 Steel 20x0.22 mm Make7 Sealing

Compound2 Chemical

Rubber- Buy


Make

2 Bottom 1 Steel 260x260x0.28 mm

Make

3 Top 1 Steel 260x260x0.28 mm

Make

4 Handle 1 Steel 150 mm Make5 Compound 2 Chemical

Rubber- Buy

Table 4.8 Part list for Tuna (only w/bottom) or Easy OpenSerial No. Part Name Quant/

UnitMaterial size Make or Buy

1 Body 1 Steel 40 or 42 or 37 mm

Make

2 Bottom/ Easy Open

End

1 Steel - Make

3 Compound 1 Steel - Buy

Table 4.9 Part list for Easy OpenSerial No. Part Name Quant/

UnitMaterial size Make or Buy


Make

2 Bottom 1 Steel 300 mm Make

3 Lug lid 1 Steel 300 mm Make

4 Ear lug 2 Steel 30x0.32 mm

Make


6 Nope 1 Plastic 80 mm Buy7 Sealing

Compound2 Chemical

RubberNone Buy

4.2.2 Determining the Required Process

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One important tool for determining the required manufacture process for each part is rout sheet.

A route sheet contains detailed description of processing and tooling that the parts go through.

As a sample the route sheets for two parts are shown in Figure 4.4 and 4.5 respectively.

Route Sheet Company: EMIC Part name: Drum 292 Produce: Metallic Product Part No.: 292

Figure 4.4 Route Sheet for Drum 292

Route Sheet Company: EMIC Part name: Drum 165 Produce: Metallic Product Part No.: 165

Figure 4.5 Route Sheet for Drum 165

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4.2.3 Scheduling the Required Process

The only process selection information not yet documented is the method of assembling the

product. The Assembly chart provides the sequence in which the final product is produced. The

easiest method of constructing an assembly chart is to begin with the completed product and to

trace the product disassembly back to its basic components. As a sample Figures 4.6 and 4.7

represent the assembly chart for two products, namely, drum 292 and drum 165.

Figure 4.6 Assembly chart for Drum 292

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Figure 4.7 Assembly chart for Drum 165

Although a route sheet provides information on production methods and assembly charts indicate

how components are combined, neither provides an overall understanding of the flow within the

facility. However, by superimposing the route sheets on the assembly chart, a chart results that

dose give an overview of the flow within the facility. This chart is an Operation Chart, which can

be complemented with transportation storage and delays (including distances and times when the

information is available(Trott,2012).As a sample Figures 4.8 and 4.9 represent the operation

chart for two products, namely, drum 292 and drum 165.

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Figure 4.8 Operation chart for Drum 292

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Figure 4.9 Operation chart for Drum 165

This chapter has discussed in detail the process of data collection in EMIC Company through

three phases which are product design, process design and schedule design by making part list ,

rout sheet , assembly chart and operation chart for some EMIC’s products.

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CHAPTER 5: CURRENT LAYOUTS

This chapter provides detail description about current layouts of EMIC’s branches, Service

Center and EMIC I which includes number of departments with their occupied area, flow

between departments, personal requirements, material handling, efficiency of layouts and health

and safety.

5.1 Service Center

The plan for Service Center is shown in Appendix I. This branch is consist of coil storage area,

ink storage area, new cutting area, old cutting area, coil cutting area, coating and printing

department, food section, food section store, coating store, design section and finish good store.

Table 5.1 indicates these sections with their occupying space.

As Figure 5.1 illustrates in Service Center production starts from coil storage area by receiving

coils from outside supplier. After receiving coils and placing them in the store, those coils will be

sent to cutting department in order to be cut to smaller coils or sheets. Finish products from

cutting section goes into three directions , approximately 75 percent goes for coating , around 5

percent for printing and about 30 percent will be moved directly to final store and delivering to

customer.

Food section is another department of service center, which receives large quantity of coats from

coating departments and produces small conserve cans for food.

Finally, all the products finished from cutting department, coating department and food section

sent to the store for packaging and transporting to the end customer.

5.2 EMIC I

The plan for EMIC I is shown in Appendix II. This division is consist of sheet cutting area, store

1 (finished goods from Service Center), assembly department, pressing department and finish

goods store for loading. Table 5.2 shows these departments with their occupying space.

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As Figure 5.2 demonstrates in EMIC I the cut sheets and coils from service center store collect as

initial raw material and place in store1. These sheets and coils sent to cutting department in order

to be cut in required size and shape according to the customer order. After cutting operation, new

sheets sent to the pressing and then assembly department. Finally, finished products from

assembly go to final store for packaging.

Table 5.1 Departments with Their Areas in Service Center

Department

NO.

Department Name Area(m2) Total Area(m2)

1 coil storage area (22.70x76.10)+(14.85x24.30) 2088.3

2 ink storage area 22.9x5.10 116.8

3 new cutting area (8x24.3)+(4x50.4) 396

4 old cutting area 6.9x42.2 291.2

5 coil cutting area 6.9x11.3 78

6 Coating and printing

department

51.15x40.40 2066.5

7 food section 51.885x56.6 2936.7

8 food section store 40.2x25.5 1025.1

9 coating store 25.5x16 408

10 design section 15.55x7.2 112

11 Finish good store 40.2x16.2 651.2

35

Figure 5.1 Flows Chart of Service Center

Table 5.2 Departments with Their Areas in EMIC I

Department NO. Department Name Area(m2) Total Area(m2)

1 sheet cutting area 26x34.1 886.6

2 Store1 28x34.1 954.8

3 assembly department 30.7x57.4 1762.2

4 pressing department 17.0x57.4 975.8

5 finish good store 31.7x45.7 1448.7

36

Figure 5.2 Flow Chart of EMIC I

5.3 Efficiency of Current Layouts

In order to measure efficiency of current layouts, the following modified equation of 3.2

explained in chapter 3 was used.

Total Layout Efficiency=∑i=1

m

fij∑j=1

m

xij

∑i=1

m

∑j=1

m

fij(5.1)

w ij=¿ ¿ Weight assigned to the closeness rating between department i and j where A=10, E-=5,

I=2, O=1 and U=0.

x ij=¿ ¿ Adjacency between department i and j. (if i and j adjacent then x ij=¿ 1¿ otherwise x ij=¿ 0¿ ).

37

Based on above equation efficacies of Service Center and EMIC I are 47.6% and 55.9.

5.4 Personnel Requirements

To determine to what extent the personnel requirements at both branches of EMIC are met, a

survey was used and filled by the responsible engineer in EMIC shown in Appendix III.

According to analysis and data provided from survey following problems were identified:

There isn’t enough parking for employees.

Employees don’t have any lockers or cabinet where they can put their clothes or any

personal staff, which make them uncomfortable while the working time.

Only few restrooms available for employees and it’s located far away from working

environment.

There is only one small kitchen which is far from production area, no vending machines

offered along the factory and no specific cafeterias are there, so they have to go out the

company to get their meal.


The company is using several types of material handling equipment to facilitate the work and

make it easier, efficient and comfortable for the worker. The material handling equipment used

in EMIC are listed in Table 5.3.


Service Center of EMIC Company suffers from two main problems that may affect the health of

employees which are noise and air contaminate. The following sections explain in more detail

these two problems.

5.6.1 Noise

Noise at work can cause many problems and affects employees’ health. It’s not necessary for the

noise to be extremely loud to cause harms in the workplace. People often experience temporary

deafness after leaving a noisy place but this will recover after a few hours. In our trip through

38

different departments of the EMIC Company we faced such problem. The people who work in

such place daily and being exposed by the loud noise are under risk. Exposure to noise may pose

a variety of health and safety risks to workers such as temporary hearing loss and permanent

hearing loss.

Temporary hearing loss: suspect hearing loss if a person complains that he/she cannot

hear something when you can. This type of hearing loss will occur when a worker spends

short time in a noisy workplace. In such case a worker might feel that he/she cannot hear

properly and there is a ringing sound inside his/her ear. In this condition the feeling of

deafness will recover after few hours. However, the longer the worker exposed to the

noise, the longer it takes for his/her hearing to return to the normal situation. That may

cause social problems because the worker may find it difficult to hear what other people

are saying.

Permanent hearing loss: long-term exposure to the noise or short exposure to a very

loud noise will cause permanent hearing loss. This type of damage can never be repaired.

In this situation if the worker notices that the normal talking or other sounds are

becoming unclear and he/she starts reading lips as people talk, so he/she is under the risk

of losing his/her hearing permanently.

Table 5.3 Material Handling Used in Current Layout of EMIC

NO. Material Handling Equipment

Description Type Quantity Fuel Type

1 Forklift Move the material between departments.

(3 tons) 14 Gas

(15 tons) 2 Gasoline

2 Trolley Move the materials

within department.

- 10 -

3 Bridge Crane Move heavy weight of

coils in production area.

- 2 Gas

39

5.6.1.1 Safe noise level

A safe level of noise depends on two criteria, the standard level of the noise and how long a

worker exposed to the noise. After measuring the noise in the workplace the results should be

compared with standard level of noise.

Standard level of the noise: the standard and safe level of noise allowed by most

countries is generally 85-90 dBs (Freivalds, and Niebel, 2009).

How long a worker exposed to the noise: exposure to high noise level is allowed for

periods of less than eight hours. Workers should not be exposed to noise levels above 95

dB for more than four hours per day, otherwise if he/she working more than this period

it’s necessary for them to use protection tools (Freivalds, and Niebel, 2009). The Table

5.4 gives recommended levels of noise exposure for the hours expose.

5.6.1.2 Measuring noise

In order to measure the noise inside EMIC sound meter was used. Using sound meter is an

effective and accurate way to measure the noise in certain workplace. For using this device we

have to hold the meter at arm’s length to avoid sound reflection from our body and the blocking

of sound from particular directions. For taking the reading from sound meter we have to stand

near the equipment, but not too close to the machine because the reading will vary significantly

with small change in the position of the meter.

Noise is measured in different places of the factory in distances of one meter using sound meter.

Noise graphs as shown in Figure 5.3-5.5.6 are used to identify the most risky and noisy places of

the

40

Table 5.4 Recommended Levels of Noise (Freivalds, and Niebel, 2009)

Number of hours exposed Sound level dB

8 90

6 92

4 95

3 97

2 100

1.5 102

1 105

0.5 110

0.25 or less 115

41

Figure 5.3 Noise Graph of Cutting Line Figure 5.4 Noise Graph of Easy Open Line

According to above charts there are many unsafe areas inside the company which has been

shown with red color, so the environment inside the company is not safe for workers because the

sound level is too high. However, the noisiest places are located in food section and cutting

department.

5.6.2 Air Contaminate

There is bad, undesirable and harmful smell on EMIC Company especially in the Coating

department due to the painting process. This is because they use thinner to paint without having

any ventilation system in order to reduce it, even so the workers don’t wear masks to protect

themselves from the bad smell. However the Paint thinners emit fumes, which can cause nausea,

headache or breathing trouble. Moreover the toxins in the paint thinner can absorbed into the

body, so it will causes skin irritation or skin inflammation. In the long term inhale the thinner for

long time will causes Kidney problems, Cancer, Muscle weakness, Lack of coordination and

Deaths from heart failure or asphyxiation (Freivalds, and Niebel, 2009).

42

Figure 5.5 Noise Graph of Score Repair Line Figure 5.6 Noise Graph for Score Repair

CHAPTER 6: DEVELOPMENT LAYOUT

In order to develop the layout alternatives and come up with new, better and more convenient

plan options, both SLP procedures and CORELAP were used. This chapter discusses in detail

process of applying SLP and CORELAP techniques, generating layout alternatives, evaluation of

layouts and selecting the best plan.

6.1 Developing Blocks Using SLP

The major inputs to develop a layout by using SLP methods are relationship chart and space

required for each department. In order to construct the relationship chart, it was essential to

determine and understand the flows between departments of new plan. Figure 6.1 demonstrates

the flows between different divisions of Company.

New EMIC Company consist of coil storage, coil cutting department, printing and coating

department, coating and ink storage, store1, food section, store 2, prepress(design), sheet cutting

section, pressing department, assembly department, store 3 and store 4.

As Figure 6.1 indicates the flow in new layout starts from coil storage area by receiving coils

from supplier1 and these coils go to coil cutting department to be cut in smaller sheets and coils.

After the cutting operations, coils and sheets go to two directions, printing and coating

department and store1. Coils and sheets from printing and coating section move to store 2 where

large quantities of coats stored and these coats will be sent to food section when it’s needed.

Moreover, coils and sheets from store1 move to sheet cutting department to be cut in required

sizes and shapes according to the customer order. After cutting process, sheets go to pressing and

then assembly department. For final products to be assembled in addition to pressed sheets, raw

materials from supplier 2 such as nope, sealing compound and etc. are needed, so pressed sheets

from pressing department and raw materials from store 3 are met in assembly department in

order to be assembled. Next, assembled products go to store 4 to be packed and finally all goods

finished from food section and store4 will be delivered to the end customer.

According to the flows between departments relationship chart is constructed which displays the

closeness relationship among departments as Figure 6.2 demonstrates.

43

Figure 6.1 Flow Chart for New Layout of EMIC

44

Figure 6.2 Relationship Chart for New Layout of EMIC

After determining flows between different departments and constructing the relationship chart,

space required for each department was determined considering all expansions in order to meet

45

the facilities requirements and demand in future. Table 6.1 lists down all departments with their

occupying area.

Table 6.1 Departments with Their Areas in New Layout

Department NO. Department Name Total Area (m¿¿2)¿

1 Coil storage 9835

2 Coil cutting 1443

3 Printing and Coating 2860

4 Coating and Ink store 1439

5 Store 1 950

6 Food section 6866

7 Store 2 1989

8 Prepress(design) 484

9 Sheet cutting 1439

10 Pressing 1470

11 Assembly 1426

12 Store 32966

13 Store 42946

Total Area 36113

46

According to SLP procedure, after determining required space for each department block layout

was generated and shown in Figure 6.3.

Figure 6.3 Block Layout Using SLP for EMIC

6.2 Developing Blocks Using CORELAP

To build up the new EMIC layout block using CORELAP, some input data were required such

as number of departments, department’s areas, closeness rating, weighting values and

relationship matrix already explained in previous sections.

Using this software one block layout was generated which is shown in Figure 6.4 and other two

block layouts shown in Figure 6.5 and 6.6 respectively are modified version of CORELAP.

6.3 Selecting the Best Layout Alternative

In order to select best layout alternative, efficiency was computed using the modified equation

5.1 explained in chapter5. Table 6.2 summarizes efficiency results of all block layouts. The best

layout is the one with highest efficiency.

47

Table 6.2 Layout Alternatives Efficiency

NO. Block Layout Efficiency

1 The block layout Using CORELAP 78.87 %

2 The block layout of alternative (1) 80.28 %

3 The block layout of alternative (2) 87.32 %

4 The block layout of alternative (3) 76.05%

48

Figure 6.4 Block Layout Using CORELAP Figure 6.5 Modified Block Layout Using CORELAP

Figure 6.6 Modified Block Layout Using CORELAP

Based on Table 6.2 the block layout 3 with the 87.32% efficiency was selected, but efficiency is

only one important criterion in choosing the best layout. Another issue that must be consider in

selecting the best layout is plot plan which will be explained in detail in following section.

6.3.1 Plot Plan of New Layout

A plot plan is a drawing of the facility, the total site and the features on the property that supports

the facility (Tompkins et al., 2010). A plot plan for EMIC is provided in Figure 6.7.

49

Based on plot plan we recommend block layout 4, because loading and unloading areas are

located on the side which will promote interfering of tracks with other cars and also facilitate

storing and shipping process. Moreover, offices are located in front side which is close to main

entrance and at the same time easily accessible by customers who come from outside. The final

selected layout with details shown in Appendix IV.

6.4 Personnel Requirements

In order to make employees pleasant, happy and more productive, since they spent one third of

their time within facility, we recommend the Company provide basic personnel requirements for

its employees as listed down:

Providing enough parking space for employees

Providing enough lockers and cabinet where employees can put their clothes or any

personal staff.

Locating centralized and enough restrooms which are easily accessible by personnel.

Providing more than one kitchen, vending machines in different locations of Company.

Providing food court which is sufficient to serve all employees working in EMIC.

However, it is out of scope of this project to deal with these issues, so it might be considered in

future work.


Due to expansion of areas in the new layout, it’s important to increase number of material

handling equipment. The company is going to order two new equipment forklift and bridge

crane.

For these equipment we recommend to buy the fuels that are friendly to environment which use

natural gas, bio-diesel and bio-ethanol.

Natural gas is the most universal and available fuel capable to replace petroleum products.

Moreover, it also features a range of advantages in comparison with oil and its derivatives, the

main of which is high environmental friendliness.

50

Bio-diesel is one such alternate fuel source that is extracted from plants. Also known as E 85,

bio-diesel is partly renewable. Its contents of 15% gasoline and 85% ethanol mean that it is at

least better than using pure gasoline (Sule, 1994).

Ethanol is significantly less polluting than petrol because it doesn’t produce sulphur dioxide or

lead emissions. Any carbon dioxide it produces can be offset by growing more sugar plants. Cars

in the UK can currently run on about 10 per cent of ethanol in petrol, but the corrosive effect of

ethanol means increasing levels above this can damage the engine if the necessary changes have

not been made. The Company can choose any one of them depending on their preference and

budget (Sule, 1994)

Nevertheless, it is out of scope of this project to deal with these issues, so it might be considered

in future work.


As its stated earlier, EMIC company has two problems regarding the health and safety which are

noise and air contaminant.

6.6.1 Noise

Noise problem can be controlled by attacking the noise at the source, through the use of barriers

or using ear protection tools.

Noise at the source: one of the causes of the noise is vibration and can be reduced by

decreasing either the amount of vibration or the surface area of the vibrating parts. There are

several ways to reduce vibration such as: proper design, maintenance, lubrication and

alignment of equipment. Isolating vibrating parts from other machine parts or structures by

use of resilient materials such as rubber or elastomers reduces the number, and hence the

surface area, of vibrating sources (Asfahl, 1995).

Use of barriers: if it is not possible to control the noise at the source, then it may be

necessary to enclose the machine, place sound-reducing barriers between the source and the

worker, or increase the distance between the worker and the source (Asfahl, 1995).

51

Use of ear protection tools: one of the cheapest tools to control the noise is to make

workers wear ear protection tools earplugs, earmuffs and ear protectors.

Earplugs: are worn inside the ear and come in a variety of materials, including rubber,

plastic, or any material that will fit tightly in the ear. They are the least desirable type of

hearing protection because they do not provide very effective protection against noise and

they can cause ear infection if pieces of the plug are left in the ear or if a dirty plug is used.

Cotton wool should not be used as ear protection.

Earmuffs: are more protective than earplugs if they are used correctly. They are worn over

the whole ear and protect the ear from noise. Earmuffs are less efficient if they do not fit

tightly or if glasses are worn with them.

Ear protectors: for the high amount of noise in some departments like cutting or food

section, wearing an ear protector is recommended. Hearing protectors reduce the noise

exposure level and the risk of hearing loss (Asfahl, 1995).

6.6.2 Air Contaminant

Because of the bad smell and its effects on the work environment, finding an eco-friendly and

natural components is a better way. Types of components can be citrus oil solvents as opposite

to petroleum products. Use a low VOC or no VOC (volatile organic compounds) water-based

paint, latex paint or lacquer. Another option is to use natural paints, which are composed of

natural materials such as milk protein, minerals, wax, chalk, talc, and others. Some brand name

examples are Real Milk Paint, Klean Stripe Paint Thinner, Bio-Solve, Acetone replacement, and

next paint thinners, solvents, and cleaners.

Citrus oil thinners, such as Bio Shield Citrus thinner, are free of petroleum distillates and yet can

thin oil-based paints and clean up brushes afterwards. Interestingly, turpentine that is derived

from pine tree resin is recommended as a green alternative as it is made of organic compounds,

but bear in mind that turpentine is both toxic and highly flammable.

But if the company doesn’t satisfied by using the green alternative to paint thinners because of

quality issues, they can install a ventilation system (Asfahl, 1995).

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Ventilating is the process of changing or replacing air in any space to provide high indoor air

quality. So, providing such a system in the company is a better solution than depending only on

fans. There are three basic ventilation strategies natural ventilation, spot ventilation, and whole-

house ventilation. Brief clarification of each type will explained:

Natural ventilation: is the uncontrolled air movement in and out of the cracks and small

holes in a home. In the past, this air leakage usually diluted air pollutants enough to

maintain adequate indoor air quality. Natural ventilation is unpredictable and

uncontrollable you can't rely on it to ventilate a house uniformly. Natural ventilation

depends on a home's air tightness, outdoor temperatures, wind, and other factors. During

mild weather, some homes may lack sufficient natural ventilation for pollutant removal.

During windy or extreme weather, a home that hasn’t been air sealed properly will be

drafty, uncomfortable, and expensive to heat and cool (Wikipedia, NA).

Spot ventilation: can improve the effectiveness of natural and whole-house ventilation

by removing indoor air pollution and/or moisture at its source. Spot ventilation includes

the use of localized exhaust fans, such as those used above kitchen ranges and in

bathrooms (Wikipedia, NA).

To determine the best alternative for controlling the best ventilation system is out of this

project scope.

53

CHAPTER 7: CONCLUSION AND RECOMMENDATIONS

7.1 Summary

Emirates Metallic Industries Company (EMIC) is a manufacturer company which has two

branches in two different locations, identified that there is a need to design an efficient layout in

a new location with a new area to provide a significant opportunity for improving productivity

and other benefits.

This report summaries the work done on reviewing the current layouts in terms of efficiency,

personnel requirement, health and safety, and then developing alternatives layouts that minimize

cost, increase efficiency and improve work environment.

Using the SLP procedure and CORELAP, four alternatives were generated. The efficiency of the

alternatives ranged from 76% to 87% compared with the current layouts which have efficiencies

between 47% and 56%. A recommending for selecting the best alternative was given, and

suggesting for utilizing existing space most effectively and providing for employee convenience,

safe, and comfort workplace.

7.2 Project Impacts

Implementation of the recommended alternative can lead to tremendous effect in increasing the

overall performance of the company Emic, since it will increase the efficiency of adjacency

score, the traveling distance between the departments will be reduced to lead to a reduction in

material handling which has a positive friendly impact on the environment. Also, improved

personal requirements and improving health and safety will be reflected in the satisfaction of

employees to increase productivity which will lead to high profitability as Figure 7.1 illustrates.

7.3 Recommendations for future

In order to get best results of the recommended layout for EMIC Company in the future, this set

of recommendations is preferred to apply or take in consideration:

54

Figure 7.1 Project Impacts

Improve the personnel requirement in EMIC that has been suggested such as; increase

the number of restrooms , it should be a sufficient parking's, lockers should be provided

along the facility for the workers, food service locations must be assigned in the factory.

Improve the material handling by variety suggestion like expanding the number of

material handling equipment that will facilitate the transportation in an effective way and

minimizing the risk of using of some material like the fuel that can cause negative

impacts on the environment by using replacing them by an environmentally fuel.

Solve the safety problems that founded in EMIC by controlling the noise in their

departments, finding an eco-friendly and natural components to solve the bad smell in

some of their departments.

Improve the ventilation system by providing high indoor air quality by applying the

ventilation strategies—natural ventilation, spot ventilation, and whole-house ventilation.

55

REFERENCES:

Asfahl, C., (1995). Industrial Safety and Health Management. (4thed.). United States of America:

Prentice-Hall, Inc.

Balakrishnan, J., Cheng. (2007). Multi-period Planning and uncertainty, European Journal of

Operational Research, 177, 281-309.

EMIC, NA, About us, Retrieved: October 25, 2013, from: http://www.emic-uae.ae

Groover, M., (2001). Automation, Production Systems and Computer-Integrated Manufacturing.

(2thed.). New Jersey: Pearson Education Inc.

John A. Shubin and Huxley M., Plant Layout: Developing and Improving Manufacturing Plants,

Prentice Hall of India, New Delhi, 1965.

Muther, R., (1973). Systematic Layout Planning, Cahners Books

Tompkins, J., White, J., Bozer, Y, & Tanchoco, J. (2012).Facilities Planning. (4thed.). United

States of America: John Wiley & Sons, Inc.

Tompkins, J., White.J, Bozer.Y, Frazelle.E, Tanchoco.J and Trevino.J. (2003). Facilities

Planning. (3thed.) , States of America: John Wiley & Sons Inc.

Trott, P., (2012). Innovation Management and New Product design. (5thed.). England: Pearson

Education Limited.

Sule, D., (1994). Manufacturing Facilities. (2thed.). United States of America: PWS Publishing

company.

Wikipedia, NA, Ventilation (architecture), Retrieved: April 25, 2014, from:

http://en.wikipedia.org/wiki/Ventilation_(architecture)

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http://en.wikipedia.org/wiki/Ventilation_(architecture)

http://www.emic-uae.ae/

APPENDICES

Appendix I ……….……………………………………………………………………………..34

Appendix II ...…….……………………………………………………………………………..35

Appendix III …………………………………………………………………………………...38

Appendix IV……………………………………………………………………………………50

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APPENDIX I

Figure I - The layout design for EMIC'S Service Centre with details of dimension of each

departments/offices in the company.

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APPENDIX II

Figure II - The layout design for EMIC I with details of dimension of each departments/offices in

the company.

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Appendix III

Figure III – The Personnel Requirements Surveys that was used and filled by an engineer in

EMIC Company.

60

Appendix IV

Figure IV – The final selected layout.

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