Department Industrial Engineering

Faculty of Engineering -
Division Shoubra-Benha University
Academic Year 2020
Course name
Facility Planning
Layout planning
procedures
Egyptian plumbing
company

Course code IND 501

Hamdy Mohamed Khaled Amin
172901349
[email protected]
Prof. Dr. Sameh Shawky
Approved by:

Examiners committee Signature

1
 Contents
Subject / section page
1 Abstract 4
2 INTRODUCTION 5
Definitions 6
LAYOUT- PROCESS LAYOUT- SLP- PRODUCT LAYOUT- • 7
FIXED-POSITION LAYOUT- Group layout- :
COMBINATION LAYOUTS-CELLULAR LAYOUT 15

Layout Planning-methoed 16:17

Layout planning procedures 18:35
Egyptian plumbing company
‫دراسة حالة للشركة المصرية ألعمال السباكة بالمنطقة الصناعية باإلسكندرية‬
Conclusion Case study 36
References 37

2
 Abstract

Industries are working hard to set a benchmark in the present era, and they are
working for increasing their potential in production and effectiveness to compete in
markets. There are many ways to solve the problem relating to the production like
Plant Layout, Line Balancing, Quality Control (QC), Total Quality Management
(TQM), and Standard Time. Plant Layout helps in better utilization of man,
material, and machinery for effective utilization of all resources. And also, by the
help of simulation we can make a virtual model of Plant Layout of real world
environment and also by inputting the data from real world environment.,

the study of plant layout of has been done by creating several virtual options of
layout. And these studies gave a fantastic change in production rate, productivity &
plant efficiency with efficient utilization

3
 INTRODUCTION

Plant layout defined as the physical arrangement of everything needed for the
product or service (including machines, personnel, raw materials, and finished
goods).

Plant layout design is the fundamental basis of today ‘s industrial plants which
can influence parts of work efficiency. In industry sectors, it is important to
manufacture the products which have good quality products and meet customers
‘demand. This action could be conducted under existing resources such as
employees, machines, and other facilities. Plant layout improvement is one of
the tools to increasing industrial productivities. Plant layout design has now
become a fundamental basis of today ‘s industrial plants which can influence parts
of work efficiency. It is needed to appropriately plan and position employees,
materials, machines equipment’s, and other manufacturing supports and facilities
to create the most effective plant layout.

Placement of the facilities in the plant area, often referred to as )facility layout
problem (‘‘, is known to have a significant impact upon manufacturing costs,
work in process, lead times and productivity. A good placement of facilities
contributes to the overall efficiency of operations and can reduce until 50% the
total operating expenses. The design components of a plant layout consist of
facility system, the layout, and the material handling system. Facility system
consists of structural system the atmospheric system, life safety system and the
sanitation system. The layout consists of all equipment and machinery system.
Handling system consists of mechanism required to satisfy facility interactions.

4
 1- Definitions

LAYOUT

In manufacturing, facility layout consists of configuring the plant site

with lines, buildings, major facilities, work areas, aisles, and other
pertinent features such as department boundaries. While facility layout
for services may be similar to that for manufacturing, it also may be
somewhat different—as is the case with offices, retailers, and
warehouses. Because of its relative permanence, facility layout probably
is one of the most crucial elements affecting efficiency. An efficient
layout can reduce unnecessary material handling, help to keep costs low,
and maintain product flow through the facility.

Firms in the upper left-hand corner of the product-process matrix have

a process structure known as a jumbled flow or a disconnected or
intermittent line flow. Upper-left firms generally have a process layout.
Firms in the lower right-hand corner of the product-process matrix can
have a line or continuous flow. Firms in the lower-right part of the
matrix generally have a product layout. There exist four general layout categories

Fixed product layout ‫أنواع الترتيب الداخلي‬

1 ‫هناك ثالث طرق أساسية وهي‬
Process layout process layout– ‫الترتيب على أساس العملية االنتاجية‬
- product layout–‫والترتيب على أساس السلعة‬
Product layout - fixed layout–‫والترتيب على أساس الموقع الثابت‬
combination layout– "-‫ طرق مركبة‬2
Group (Cell) layou

5
 PROCESS LAYOUT

Process layouts are found primarily in job shops, or firms that produce
customized, low-volume products that may require different processing
requirements and sequences of operations. Process layouts are facility
configurations in which operations of a similar nature or function are
grouped together. As such, they occasionally are referred to as
functional layouts. Their purpose is to process goods or provide services
that involve a variety of processing requirements. A manufacturing
example would be a machine shop. A machine shop generally has
separate departments where general-purpose machines are grouped
together by function (e.g., milling, grinding, drilling, hydraulic presses,
and lathes).

Therefore, facilities that are configured according to individual

functions or processes have a process layout. This type of layout gives
6
the firm the flexibility needed to handle a variety of routes and process
requirements. Services that utilize process layouts include hospitals,
banks, auto repair, libraries, and universities.

Improving process layouts involves the minimization of transportation

cost, distance, or time. To accomplish this some firms use what is known
as a Mother grid, where subjective information is summarized on a grid
displaying various combinations of department, work group, or machine
pairs.

Each combination (pair), represented by an intersection on the grid, is

assigned a letter indicating the importance of the closeness of the two

(A = absolutely necessary; E = very important; I = important; O =

ordinary importance; U = unimportant; X = undesirable).
Importance generally is based on the shared use of facilities, equipment,

7
workers or records, workflow, communication requirements, or safety
requirements. The departments and other elements are then assigned to
clusters in order of importance.

SLP
developed in 1973 by Richard Murther, is one of the most frequently used
methods in the design or redesign of a facilities layout.

SLP includes three specific phases namely:

1- Data collection and analysis.

2- Searching among the possible layouts’ solutions.

3- Evaluating alternatives and the choice of the best layout.

The output of the first step of SLP is the relationship chart, or ‘buff diagram’. It
derives from information such as the flow of materials between the different
workstations, their adjacency requirements, and the corresponding reasons. In a
relationship chart, we can see the different operations ‐ on the right side ‐ anda
specific letter code with a number, corresponding to each department pair. Each
letter code represents a specific class of adjacency, in particular:

A: absolutely necessary.

E: especially important.

I: important.

O: ordinary.

U: unimportant.

X: undesirable.

8
Alternatively, the number is related to the reason why the relationship code is
appointed, such in terms of safety, ease of supervision, etc. The next step is the
construction of the relationship diagram. This represents the activities of the buff
diagram with the ASME notation, connected with lines. The number of lines
linking two activities derives from the level of desired nearness: four lines for the
A class of adjacency, three for the E class, and so on. The relationship diagram,
which derives from the relationship chart, allows the consideration of alternative
layout configurations. Among them we will find the best solution, chosen
considering more than just factors of economy, such as the improvement of
material flow and waste reduction, etc.

Advantages of process layouts include:

Flexibility. The firm has the ability to handle a variety of processing requirements.
Cost. Sometimes, the general-purpose equipment utilized may be less costly to
purchase and less costly and easier to maintain than specialized equipment.
Motivation. Employees in this type of layout will probably be able to perform a
variety of tasks on multiple machines, as opposed to the boredom of performing a
repetitive task on an assembly line. A process layout also allows the employer to
use some type of individual incentive system.
System protection. Since there are multiple machines available, process layouts
are not particularly vulnerable to equipment failures.

Disadvantages of process layouts include:

Utilization. Equipment utilization rates in process layout are frequently

very low, because machine usage is dependent upon a variety of output
requirements.

Cost. If batch processing is used, in-process inventory costs could be

high. Lower volume means higher per-unit costs. More specialized
attention is necessary for both products and customers. Setups are more

9
frequent, hence higher setup costs. Material handling is slower and more
inefficient. The span of supervision is small due to job complexities
(routing, setups, etc.), so supervisory costs are higher. Additionally, in
this type of layout accounting, inventory control, and purchasing usually
are highly involved.

Confusion. Constantly changing schedules and routings make juggling

process requirements more difficult

PRODUCT LAYOUT
Product layouts are found in flow shops (repetitive assembly and process or
continuous flow industries). Flow shops produce high-volume, highly standardized
products that require highly standardized, repetitive processes.

In a product layout, resources are arranged sequentially, based on the routing of the
products. In theory, this sequential layout allows the entire process to be laid out in
a straight line, which at times may be totally dedicated to the production of only

10
one product or product version. The flow of the line can then be subdivided so that
labor and equipment are utilized smoothly throughout the operation.

Two types of lines are used in product layouts: paced and unpacked. Paced lines
can use some sort of conveyor that moves output along at a continuous rate so that
workers can perform operations on the product as it goes by. For longer operating
times, the worker may have to walk alongside the work as it moves until he or she
is finished and can walk back to the workstation to begin working on another part
(this essentially is how automobile manufacturing works).

On an unpacked line, workers build up queues between workstations to allow a

variable work pace. However, this type of line does not work well with large,
bulky products because too much storage space may be required. Also, it is
difficult to balance an extreme variety of output rates without significant idle time.
A technique known as assembly-line balancing can be used to group the individual
tasks performed into workstations so that there will be a reasonable balance of
work among the workstations.

Product layout efficiency is often enhanced through the use of line balancing.
Line balancing is the assignment of tasks to workstations in such a way that
workstations have approximately equal time requirements. This minimizes the
amount of time that some workstations are idle, due to waiting on parts from an
upstream process or to avoid building up an inventory queue in front of a
downstream process.

Advantages of product layouts include:

11
 • Output. Product layouts can generate a large volume of products in a short
time.

• Cost. Unit cost is low as a result of the high volume. Labor specialization
results in reduced training time and cost. A wider span of supervision also
reduces labor costs. Accounting, purchasing, and inventory control are
routine. Because routing is fixed, less attention is required.

• Utilization. There is a high degree of labor and equipment utilization.

Disadvantages of product layouts include:

• Motivation. The system's inherent division of labor can result in dull,

repetitive jobs that can prove to be quite stressful. Also, assembly-line
layouts make it very hard to administer individual incentive plans.

• Flexibility. Product layouts are inflexible and cannot easily respond to

required system changes—especially changes in product or process design.
• System protection. The system is at risk from equipment breakdown,
absenteeism, and downtime due to preventive maintenance
• FIXED-POSITION LAYOUT
• A fixed-position layout is appropriate for a product that is too large or too
heavy to move. For example, battleships are not produced on an assembly
line. For services, other reasons may dictate the fixed position (e.g., a
hospital operating room where doctors, nurses, and medical equipment are
brought to the patient). Other fixed-position layout examples include
construction (e.g., buildings, dams, and electric or nuclear power plants),
shipbuilding, aircraft, aerospace, farming, drilling for oil, home repair, and
automated car washes. In order to make this work, required resources must
be portable so that they can be taken to the job for "on the spot"
performance.

12
•

• Due to the nature of the product, the user has little choice in the use of a
fixed-position layout. Disadvantages include:

• Space. For many fixed-position layouts, the work area may be crowded so
that little storage space is available. This also can cause material handling
problems.

• Administration. Oftentimes, the administrative burden is higher for fixed-

position layouts. The span of control can be narrow, and coordination
difficult.

Group layout

13
A group layout is used when production volumes for individual products are not
sufficient to justify product layouts.

By grouping products into logical product families, a product layout can be

justified for the family.

The groups of processes are referred to as cells; hence the group layout is also
referred to as cellular layout.

Typically has a high degree of intradepartmental flow.

A compromise between a product layout and a process layout.

In layout design the families of products are formed depending on the sequence of
operations.

Families can also be formed based on part geometry, requirements etc.

Advantages of group layout:

Increased machine utilization. Team attitude and job enlargement tend to

occur. Compromise between product layout and process layout, with
associated advantages. Supports the use of general purpose equipment.
Shorter travel distances and smoother flow lines than for process layout.

•
COMBINATION LAYOUTS
• Many situations call for a mixture of the three main layout types. These
mixtures are commonly called combination or hybrid layouts. For example,
one firm may utilize a process layout for the majority of its process along
with an assembly in one area. Alternatively, a firm may utilize a fixed-
position layout for the assembly of its final product, but use assembly lines

14
 to produce the components and subassemblies that make up the final product
(e.g., aircraft)

• CELLULAR LAYOUT
• Cellular manufacturing is a type of layout where machines are grouped
according to the process requirements for a set of similar items (part
families) that require similar processing. These groups are called cells.
Therefore, a cellular layout is an equipment layout configured to support
cellular manufacturing.

• Processes are grouped into cells using a technique known as group

technology (GT). Group technology involves identifying parts with similar
design characteristics (size, shape, and function) and similar process
15
 characteristics (type of processing required, available machinery that
performs this type of process, and processing sequence).

• Workers in cellular layouts are cross trained so that they can operate all the
equipment within the cell and take responsibility for its output. Sometimes
the cells feed into an assembly line that produces the final product. In some
cases, a cell is formed by dedicating certain equipment to the production of a
family of parts without actually moving the equipment into a physical cell
(these are called virtual or nominal cells). In this way, the firm avoids the
burden of rearranging its current layout. However, physical cells are more
common.

• An automated version of cellular manufacturing is the flexible

manufacturing system (FMS). With an FMS, a computer controls the
transfer of parts to the various processes, enabling manufacturers to achieve
some of the benefits of product layouts while maintaining the flexibility of
small batch production.

• Some of the advantages of cellular manufacturing include:

• Cost. Cellular manufacturing provides for faster processing time, less

material handling, less work-in-process inventory, and reduced setup time,
all of which reduce costs.

• Flexibility. Cellular manufacturing allows for the production of small

batches, which provides some degree of increased flexibility. This aspect is
greatly enhanced with FMSs.

• Motivation. Since workers are cross trained to run every machine in the cell,
boredom is less of a factor. Also, since workers are responsible for their
cells' output, more autonomy and job ownership is present.

Finally, thanks to lean manufacturing and just-in-time production, less

space is needed for inventory storage throughout the layout.

16
 2- Layout Planning
What Is Layout Planning?
Layout planning is determining the best physical arrangement of resources
within a facility.
Two broad categories of layouts:
Intermittent processing systems (project and batch) – use a process layout
Repetitive processing systems (assembly line and continuous) – product layout

Why is layout planning important?

Eliminates unnecessary costs for space and materials handling

Reduces work-in-process inventory

Products goods and services faster

Reduces distances that workers must travel in the workplace

Improves communication and morale

Increases retail sales

Improves brand image

• Designing Process Layouts

Step 1: Gather information: Space needed, space available,
importance of proximity between various units
• Step 2: Develop alternative block plans: Using trial-and-error or
decision support tools2 approaches Relationship (REL) chart From-to
matrix Can use both Decision support systems are heuristic methods
Usually give a "good" solution may not be optimal (best solution)

17
 • Designing Process Layouts (2)
Step 3: Develop a detailed layout Consider exact sizes and shapes of
departments and work centers including aisles and stairways Tools
like drawings, 3-D models, and computer-assisted design (CAD)
software are often used

Methods

To design or re‐design the facility layout of a manufacturing process, it

is possible to apply many different methods. Each one is based on a
specific idea and goal to be achieved. Since a method usually gives an
optimal layout configuration different from the others, it is important to
have a performance measurement tool in

order to gain hints about the best method to adopt. This comparison
could be made through a score, such as the total closeness rating index
or a simulation analysis highlighting the results of the main production
process parameters, such as costs, times, the throughput rate, the WIP or
the line availability especially those of the systematic layout planning
(SLP) technique and the layout suggested by the wider activity of
“lean” redesign, through the value stream mapping tool.

18
 ‫‪Case study Layout‬‬
‫‪planning procedures‬‬
‫‪Egyptian plumbing company‬‬
‫دراسة حالة للشركة المصرية ألعمال السباكة بالمنطقة الصناعية باإلسكندرية‬

‫‪19‬‬
General description of the institution:
In this research, we have relied on a case study for the Egyptian
plumbing company It is a medium-sized enterprise An area of
2200 m, including 1424 m, plumbing workshop and
administration buildings with a number of workers of 198
workers, and it is located at the industrial zone of Zerzar
Alexandria, specialized in plumbing and metal works, and we
limited ourselves in this case study to the plumbing department
because it is the main and the engine department of the
company, trying to establish a new Layout planning
procedures for this company, And compare it with its current
internal arrangement
‫وصف عام للمؤسسة موضع دراسة الحالة‬
‫دراسة حالة للشركة المصرية ألعمال السباكة بالمنطقة الصناعية باإلسكندرية‬
‫م ورشه السباكه ومبانى‬1424 ‫م منهم‬2200‫وهي مؤسسة متوسطة الحجم على مساحه‬
،‫ متخصصة في السباكة واالعمال المعدنية‬،‫ عامل‬198 ‫االداره يبلغ عدد عمالها‬
،‫على قسم السباكة ألنه القسم األساسي والمحرك للشركة‬case study ‫واقتصرنا في‬
‫ جديد لهذه الشركة‬Layout planning procedures ‫محاولين من خالله وضع‬
‫ومقارنته مع ترتيبها الداخلي الحالي‬،

First: we must distinguish between Layout planning design

based on Product layout and Layout planning design.
The basis of the process layout, which is important to us from
this case is Layout planning design based on the process layout,
and this is due to the following reasons:

20
A- Product layout is usually an integrated factory purchased
from companies specialized in the manufacture of manufactured
machinery, and this production line is highly efficient and
productive, due to studies and research conducted on it by the
manufacturer.
B- Small and medium enterprises are often characterized as
institutions that include a group of workshops and functional
departments that perform a different set of operations, and deal
with a large group of products and equipment and a limited
amount of production, i.e. they have Layout on the basis of
Process layout, unlike the large institutions that It depends on
the production lines, which are specific outputs and huge
quantities.
C- The company under study has Layout on Process layout

ً ‫لاًیجبًأنًنمًیزًبًین‬
ً ‫أو‬
Layout planning ‫ ًًً ًو‬Product layout ‫ًعلىًأساس‬Layout planning designًًً
ً ًً، Process layout ‫علىًأساس‬design
ً‫ ًوھذا‬Process layout ‫ علىًأساس‬Layout planning ‫ ھ ًو‬case ‫والذيًًیھمناًمنًھذا‬
:‫راجعًلألسبابًالتالًیة‬
ً‫ًیكونًعادةًمصنعًمتكامالًًیتمًشراءهًمنًالشركاتًالمتخصصةًفي‬-Product layout -1ً
ً‫ًبسبب‬،‫جًیةًعالًیة‬
ً ‫ًوًًیكونًھذاًالخطًاإلنتاجيًذوًكفاءةًوإنتا‬،‫صناعةًاآللتًالمصنعة‬
.‫الدراساتًوالبحوثًالتيًأجرًیتًعلیھاًمنًقبلًالشركةًالمصنعة‬
ً‫ًتمتازًالمؤسساتًالصغًیرةًوًالمتوسطةًفيًالغالبًبأنھاًمؤسساتًتضمًمجموعةًالورشات‬-2
ً‫ًوًتتعاملًمعًمجموعةًكبًیرةًمن‬،‫واإلداراتًالوظًیفًیةًالتيًتقومًبمجموعةًمختلفةًمنًالعملًیات‬
Process ‫ علىًاساس‬Layout ‫ًأيًأنھاًلھا‬،ً‫المنتجاتًوالمعداتًوبكمًیةًمحدودةًمنًاإلنتاج‬
ً‫ًعلىًعكسًالمؤسساتًالكًبًیرةًالتيًتعتمدًعلىًخطوطًاإلنتاجًوالتيًتكونًمخرجات‬،layout
.‫محددةًوبكمًیاتًضخمة‬
Process layoutً‫ًالشركةًقًیدًالدراسة‬-3

21
The Layout design for the plumbing department and some
units close to it:
‫المخطط التصميمي لقسم السباكة وبعض الوحدات القريبة منه‬
‫مخزن‬ mould & core
‫المواد‬ Casting ‫الخط اآللي‬
making
‫الخط اليدوي‬
‫األولية‬ ‫المسبك‬
9 1 Auto line ‫صنع نواة القالب‬
Stored M line
2 3 6
‫المكتب‬
‫الفنى‬

Sablerie
b Technical
Office
Moulage l
fettling 7 ‫نازع الرمال‬ ‫آلة الكبس اآللي‬
o 12
‫صقل المنتج‬ c ‫اإلدارة العليا‬
5 4 10
management
Modelage
8 ‫ورشة صنع‬
14 Offices
‫النماذج‬

Utilities 11
13

Describe the flow of materials and products between the plumbing

department's workshops
‫وصف عمليات تدفق المواد والمنتجات بين ورش قسم السباكة‬
1- Senior management is established in the event that:
New product on the market.
New specifications for old products.
As per customer's request.
22
By sending the specifications to the Technical Office Bureau to agree on the
dimensions, measurements and shape of the product to be manufactured at the
factory level, which in turn prepares the engineering drawings for the product, after
which it is sent to the Modelage Workshop.
2- After completing the process of making the model (wood, aluminum ...), this
form is sent to the press workshop to make molds based on this model, where the
mold is filled with special sand and pressed with automatic press (Moulage)
3- To make (mould & core making ) if there is a hollow model inside, the model is
sent to the mold core making workshop Inner mold made of pure special sand, to
help cast this hollow piece
4- After compacting the special sand with an automatic compressor Molds filled
with pressed sand are moved on a metal line similar to the railroad, and this is for
the purpose of pouring the iron, Steel, or molten aluminum in these finished molds.
This magma is transported in metal containers with high temperatures, as it is
transmitted from the foundry or melting furnace.With strong metal bridges that
bear weights from 3 tons to 5 tons, these bridges are located on the roof of the
factory based on Its strong metal foundations.
After pouring the magma into the molds it is left to cool on the production line (for
a few minutes or hours depending on the product). Where it is on the level
removed sand related the ready-made molds for disassembling the sanding
machine (Sablerie) pass through the product by generating strong vibrations that
facilitate the breakdown of this sand. Reuse it
5 ) fettling) The new pieces are transferred to the polishing workshop All products
consisting of several pieces are collected, while defective products are sent to
foundry or melting furnaces to take advantage of From it again.
‫ حسب طلب الزبون‬.‫ مواصفات جديدة للمنتجات القديمة‬.‫تقوم باإلدارة العلیا يف حالة وجود منتج جدید يف السوق‬

‫ لالتفاق حول أبعاد و قياسات و شكل المنتج المراد‬Technical Office ‫إرسال المواصفات اىل مكتب الدراسات التقنیة‬
، ‫(بعد االنتھاء من عملیة صنع النموذج (الخشب‬Modelage) ، ‫ وبعدھا یتم إرسالها إىل ورشة صنع النماذج‬، ‫تصنيعه‬
‫ حیث یتم ملء القالب برمل خاص وكبسھا بالكابس‬، ‫ یتم إرسال النموذج عىل ورشة الكابس لصنع القوالب‬، )... ‫أوااللموینیوم‬
‫ فیتم إرسال النموذج إىل ورشة صنع نواة القالب وهو‬، (Noyaute) ‫( يف حالة وجود نموذج مجوف من الداخل‬Moulage) ‫اآلىل‬ ‫ي‬
‫اآلىل یتم تحریك القوالب‬
‫ي‬ ‫الكابس‬ ‫بواسطة‬ ‫الخاص‬ ‫الرمل‬ ‫رص‬ ‫بعد‬. ‫المجوفة‬ ‫القطعة‬ ‫سبك‬ ‫ة‬‫ی‬ ‫عمل‬ ‫ف‬
‫ي‬ ‫ساعد‬ ‫ی‬ ، ‫خاص‬ ‫داخىل‬
‫ي‬ ‫قالب‬
ً
‫ وھذا بغرض‬، .‫موجودف سقف المصنع مرتكزة عىل أساس معدن متي‬ ‫ي‬ ‫معدن یشبھه خط السكة الحدیدیة‬ ‫ي‬ ‫المملوؤة عىل خط‬
5 ‫ أطنان إىل‬3 ‫ وتكون اوعيه النقل تلك قویة تتحمل أوزان من‬.‫صب الحدیدأو الفوالذ أو االلمونیوم المنصھر يف القوالب الجاھزة‬
‫حیث یتم نزع‬. )‫لتتد عىل خط اإلنتاج (لبضع دقائق أو ساعات حسب المنتج‬ ‫ر‬
‫المنصهرف القوالب تتك ر‬
‫ي‬ ‫ بعد صب المعدن‬، ‫طن‬
‫ ( آلة نزع الرمل عن طریق تولید ر‬Sablerie) ‫الرمال المتعلقة بواسطه‬
‫ وب ھذا تتخلص‬، ‫اھتازات قویة تسھل تفتیت الرمل العالق‬

23
 ‫القطعة الجدیدة (المنتج) من الرمل والشوائب دون الحاجة إىل غسلھا ‪ ،‬حیث یتم صقلھا ‪ ،‬وقطع الزوائد الغت المرغوب فیھا‬
‫ر‬
‫الت تتكون من عدة قطع ‪ ،‬أما المنتجات المعیبة فیتم‬
‫تنقل القطع الجدیدة إىل ورشة الصقل )‪ (Ebarbage‬وتجمیع المنتجات ي‬
‫إرسالھا إىل المسبك أو أفران الصھر لالستفادة منھا مرة أخرى‪.‬‬

‫‪These flows are summarized in Figure 2‬‬

‫‪1‬‬ ‫‪Casting‬‬ ‫‪8‬‬ ‫‪Modelage‬‬
‫‪2‬‬ ‫‪M line‬‬ ‫‪9‬‬ ‫‪Stored‬‬
‫‪3‬‬ ‫‪Auto line‬‬ ‫‪10‬‬ ‫‪Bloc Technique‬‬
‫‪4‬‬ ‫‪Moulage‬‬ ‫‪11‬‬ ‫‪Offices‬‬
‫‪5‬‬ ‫‪Sablerie‬‬ ‫‪12‬‬ ‫‪Technical Office‬‬
‫‪6‬‬ ‫‪mould & core making‬‬ ‫‪13‬‬ ‫‪Utilities‬‬
‫‪7‬‬ ‫‪fettling‬‬ ‫‪14‬‬ ‫‪Free spaces‬‬

‫‪act‬‬ ‫‪path‬‬ ‫‪act‬‬ ‫‪path‬‬ ‫‪act‬‬ ‫‪path‬‬

‫‪1‬‬ ‫‪9-5‬‬ ‫‪5‬‬ ‫‪2-3‬‬ ‫‪9‬‬ ‫‪------‬‬
‫‪2‬‬ ‫‪1-4‬‬ ‫‪6‬‬ ‫‪8‬‬ ‫‪10‬‬ ‫‪8-11‬‬
‫‪3‬‬ ‫‪1-4‬‬ ‫‪7‬‬ ‫‪5‬‬ ‫‪11‬‬ ‫‪------‬‬
‫‪4‬‬ ‫‪6-8‬‬ ‫‪8‬‬ ‫‪10-11‬‬
‫`‬

‫‪activity relationships analysis‬‬

‫‪7‬‬

‫‪1‬‬ ‫‪10‬‬
‫‪8‬‬
‫‪2‬‬ ‫‪5‬‬

‫‪9‬‬

‫‪3‬‬
‫‪11‬‬
‫‪4‬‬ ‫‪6‬‬

‫‪24‬‬
So we will try to design a new internal arrangement for the department,
by using the following methods to design the new internal arrangement.

1- The relative importance of proximity The "Muther" method

2- Process Chart / Method: To modify the new design to suit the

geographical location of the factory.

3- Distance Analysis Method - Loads: In order to test the new design,

by comparing it with the current design In terms of the cost of
transportation between the workshops

The goal of the new design

Keeping the foundry and Auto line workshop away from the offices and
the Technical Studies Office due to the high noise and waste resulting
from its work

- Modelage workshop approximation from offices and the Office of

Technical Studies with a view to knowing the progress of the design of
the new product, as well as the refinement workshop approaching the
Office of Studies for easy tracking and control of products

The necessity of interconnecting foundry workshops, automatic

production line, manual and pistons to reduce transportation time for
products between them

25
The raw materials warehouse should be far from the workshops to avoid
waste and dust
‫هدف التصميم الجديد‬
‫ابعاد ورشه المسبك والكبس االلى عن المكاتب ومكتب الدراسات التقنيه بسبب ارتفاع الضوضاء والنفايات الناجم عن عملها‬
‫ من المكاتب ومكتب الدراسات التقنيه بقصد الوقوف على سير تصميم المنتج الجديد وكذلك‬Modelage ‫تقريب ورشه صنع النماذج‬-
‫ورشه الصقل تقرب من مكتب الدراسات لسهوله تتبع المنتجات ومراقبتها‬
- ‫ضروره ترابط ورش المسبك وخط االنتاج االلى واليدوى والمكابس لخفض وقت النقل للمنتجات بينهم‬
-‫مخزن المواد الخام يجب ان يكون بعيد عن الورش لتجنب النفايات والغبار‬

Activity relationship chart--Closeness ratings

This method aims to know the relationships between the functional workshops and
departments within the sites or facilities, and On the basis of which a matrix of
relationships will be built, which shows the juxtaposition, proximity and spacing
between the functional workshops and departments, We tried to describe the flow
of materials and products between the plumbing department's workshops, to see
the relationships between different The workshops, which will help us to develop a
new design for the plumbing department.

(A = absolutely necessary; E = very important; I = important; O =

ordinary importance; U = unimportant; X = undesirable).

The activity relationship charting for a Workshop is shown in the

following figure. Construct a dimensional block diagram and
develop the layout by relationship diagram

26
Casting

M line

Auto line

Moulage

Sablerie

mould

Fettling

Modelage

Stored

Bloc Technique

Offices

Total area workshop=1424m2

Area Space Area Space Area Space

Casting 12*8 Sablerie 12*8 Stored 8*4
M line 12*8 mould
making
& core
8*12 Bloc 12*2
Technique
Auto line 12*8 fettling 8*6 Offices 12*10
Moulage 12*8 Modelage 8*6 Technical 12*10
Office
Utilities 4*6 Free spaces 432m2

27
Closeness matrix

1 2 3 4 5 6 7 8 9 10 11
1 A A I U U U U I U U
2 A O E U U U U U U
3 A E U U U U U U
4 A A U O U U U
5 U A U U U U
6 U O U I U
7 U U E U
8 E A O
9 E U
10 A
11

Convert to numerical value and calculate total closeness.

Let (A = 5, E = 4, I = 3, O = 2, U = 1 and X = 0)
1 2 3 4 5 6 7 8 9 10 11 TOTAL
1 5 5 3 1 1 1 1 3 1 1 22
2 5 1 1 1 1 1 1 16
3 5 1 1 1 1 1 1 21
4 5 5 1 1 1 1 22
5 1 5 1 1 1 1 16
6 1 1 3 1 15
7 1 1 1 13
8 5 10
9 1 10
10 5 18
11 13
178

Select and rank

1-4-3-10-5-2-6-7-11-8-9

28
 Relationship diagram work sheet
A E I O U X
1 2,3 4,9 5,6,7,8,10,11
2 3 6,7,8,9,10,11
3 4 5 6,7,8,9,10,11
4 5,6 8 7,9,10,11
5 7 6,8,9,10,11
6 10 8 7,9,11
7 10 8,9,11
8 10 9 11
9 10 11
10 11
11 10 8 1,2,3,4,5,6,7,9

conclusion

After building the "Muther" method

For the new design building process, where we only care about the two
relationships (A) is absolutely necessary, (U) unimportant.

A .(6-5) ،(11-10) ،(10-8)،(6-4) ،(5-4)،(4-3)،(3-2)،(3-1)،(2- 1)

U ،(10-9) ،(7-9) ،(6-9) ،(5-9) ،(4-9) ،(3-9) ،(2-9) ،(9-8) ،(6-5)،(7-3)،(7-2)

،(5-1), .(7-11) ،(6-11) ،(5-11) ،(4-11) ،(3-11) ،(2-11) ،(1-11) ،(4-10) ،(3 -10)

،(2-10) ،(1-10) ،(11-9)

Building on the previous relationships, we draw the initial design for the plumbing
department, then make adjustments using the "process flow " method, we have:

The relationship (5-2) and (5-3) is very important

- Workshop 7 is better to be on the lower side (near the factory gate, and storage)

- Make the section shape rectangular to economize the plant space, and use it more
efficiently.

29
We consider both the presence of a factory adjacent to the company, and the
passage of the industrial road along the outer gates

The factory and the road leading to the city along the front entrance of the
company.

The NEW Layout design for the plumbing department

Nodal diagram

9 1 3 4 6 8

2 5 7 10 11

The completed form can be converted in a "process Flow" method to

Next design

Relationship diagram

After we have identified the relationships between the different departments /

departments / factories, we begin to draw these relationships graphically, draw the
different sections in the form of squares and draw the relationship between each
section and the other sections with lines that express the nature of the relationship
between this section and every other section. For example, if the relationship is A,
we use 5 red lines and if the relationship is U then we use one line and if the
relationship is E then we use 4 lines and so on as shown in the drawing.
Determining a fixed form for each relationship is an optional process, so you can
use any method that relaxes the team. You can draw all the lines in one line with

30
the same color and just write the relationship symbol (A, U or E…) on each line,
and you may use any other symbols, provided that they are shown on the drawing.

9 1 3 4 6 8

10 11

2 5 7

A E I O U

5L 4L 3L 2L ---------

Block number (scale 1:24 m2)

Total area workshop=1424m2
DEPORTMENT Area Block DEPORTMENT Area Block DEPORTMENT Area Block
Casting 96m 4 Sablerie 96m 4 Stored 32m 2
M line 96m mould & core 96m 4 Bloc Technique 24m 1
4 making
Auto line 96m 4 fettling 48m 2 Offices 120m 5
Moulage 96m 4 Modelage 48m 2
TOTAL BLOCK WORKSHOP AREA 36
Utilities 24m 1 Free spaces 432m2 18 Technical 120m 5
Office
TOTAL BLOCK FREE SPACES&UT&T OF AREA 24

TOTAL BLOCK AREA=36 + 24 =60 BLOCK

Assume block matrix = 6x10 = 60 blocks

31
‫‪LAYOUT FOR EFFECTIVE WORKSHOP AREA‬‬
‫‪9‬‬ ‫‪1‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪6‬‬ ‫‪8‬‬

‫‪2‬‬ ‫‪5‬‬ ‫‪7‬‬ ‫‪10‬‬ ‫‪11‬‬

‫‪9‬‬ ‫‪1‬‬ ‫‪1‬‬ ‫‪3‬‬ ‫‪3‬‬ ‫‪3‬‬ ‫‪3‬‬ ‫‪4‬‬ ‫‪4‬‬ ‫‪4‬‬ ‫‪4‬‬ ‫‪6‬‬ ‫‪6‬‬ ‫‪6‬‬ ‫‪8‬‬

‫‪9‬‬ ‫‪1‬‬ ‫‪1‬‬ ‫‪2‬‬ ‫‪2‬‬ ‫‪2‬‬ ‫‪2‬‬ ‫‪5‬‬ ‫‪5‬‬ ‫‪5‬‬ ‫‪5‬‬ ‫‪7‬‬ ‫‪7‬‬ ‫‪6‬‬ ‫‪8‬‬

‫‪10‬‬

‫‪13‬‬ ‫‪12‬‬ ‫‪12‬‬ ‫‪12‬‬ ‫‪12‬‬ ‫‪12‬‬ ‫‪11‬‬ ‫‪11‬‬ ‫‪11‬‬ ‫‪11‬‬ ‫‪11‬‬ ‫‪11‬‬

‫بعد عمليه اعاده الترتيب والتنظيم الداخلى الجديد للورشه سوف نختار عمليه المقارنه لتكاليف النقل بين‬
‫التنظيم الجديد والقديم الثبات صحه عمليه اعاده الترتيب‪.‬‬

‫‪32‬‬
 Final layout

‫مخزن‬ Castin Moulage

‫المواد‬ g ‫اآللي‬ ‫الخط‬ 6 mould & core MO
‫األولية‬ ‫المسبك‬ Auto line making
9
1 3 DE
Store 4
d LA
‫الخط‬ Sablerie
‫اليدوي‬ fettling 7 GE
5
M line
8

10B
13 UT L

Technical 12 11 Offices
Office

GATE ST

‫الطريق الرئيسى السريع‬

33
Calculating the transportation costs between the workshops for each product
according to the department's internal arrangements:

Calculating the total distance for each product: We chose from the wholesale
products for the plumbing department two products that are most requested:

Product A represents "sewer plugs", of great type that are placed on highways

Product B represents "metal decorations", which is the decoration placed on the

steel doors.

Assuming they are new products that the division has not previously produced,

In other words, it passes first to the Technical Office-12 office, then to the
Casting foundry. (1) -) Then to the handwriting 2 (M line) then to 3- Auto line, -

Then (Moulage), 4). Then the sand removing machine. 5(Sablerie), - then the
Kernel Mold Maker 6(mold & core making) then - 7 fettling workshop, then
modelage workshop 8 then to customer

B - Calculating the cost of transportation between the workshops: The goal of

calculating the cost of transport between the workshops, which is to indicate which
internal arrangements are more effective, economical, and more time-saving, we
assume that the cost of transportation for a distance of 1 unit is 1 LE. The results
are as follows
:‫حساب تكاليف النقل بين الورشات لكل منتج حسب الترتيبات الداخلية للقسم‬
:‫ أخترنا من جمله المنتجات لقسم السباكة منتجين األكثر طلبا ً وهما‬:‫ حساب المسافة الكلية لكل منتج‬-‫أ‬
‫ من النوع الكبير التي توضع في الطرق السريعه‬،"‫ يمثل " سدادات المجاري الصرف الصحي‬A ‫المنتج‬
" ‫ وهي الزينة التي توضع على األبواب الحديدية‬،" ‫ يمثل " زخارف معدنية‬B ‫المنتج‬
،‫مع افتراض أنها منتجات جديدة لم يسبق للقسم إنتاجها‬
2‫)ثم الى الخط اليدوي‬-) 1 ، Casting).‫ ثم إلى المسبك‬Technical Office-12 ‫ أنها تمر أوالً بمكتب‬،‫بمعنى آخر‬ ً
5.‫)ثم آلة نزع الرمال‬-4 ،Moulage).‫ ثم آلة كبس القوالب‬- ،.(Auto line)‫ الخط اآللي‬-3 ‫ثم الى‬.(M line)
(mould & core making) 6 ‫ثم ورشة صنع نواة القوالب‬- ، (Sablerie)
‫(ثم الى العميل‬Modelage) 8 ‫ ثم ورشة صناعة النماذج‬،(fettling).7‫ ورشة صقل المنتجات‬-‫ثم‬
‫أي الترتيبات الداخلية األكثر فاعليه و‬
ّ ‫ وهو بيان‬،‫ الهدف من حساب تكلفة النقل بين الورشات‬:‫ حساب تكلفة النقل بين الورشات‬- **
‫ وتكون النتائج كاآلتي‬LE . 1 ‫ وحدة هو‬1 ‫ نفترض أن تكلفة النقل لمسافة‬،‫ وأكثر اقتصادا ً للوقت‬،‫اقتصادية‬

34
 **The distance between the workshops

distance between the workshops F‫الحركه‬

NEW OLD
10 10 2,1
20 10 3,1
10 10 4,1
10 10 5,2
20 20 5,3
20 10 4,6
40 20 8,10
30 20 4,8
50 10 6,8
30 40 2,8
30 10 7,5

**Calculate the total distances for each product

Calculate the distance for each product process flow PRODUCT

NEW OLD
،(3-4)،(4-6)،(4-
8)،(6 -8)،(8 -10)
20+10+10+10+20+10+20+10=110 +20+20+10+20+30+50+40+30= (7-5) ،(5-3) ،(3 -
LE 220 LE 1) A`
40+30+10+10+=10+30 (7-5)،(5-2)،(2-
10+10+10+40+20=90 LE =130LE 1)،(2 -8)،(8 -10) B`
(7-5)،(5-3)،(3 -
10+20+10+10=50 LE 30+20+20+10=80LE 1)،(3 -4) A
(7-5)،(5 -2)،(2 -
10+10+10=30 LE 30+10+10=50LE 1) B

**Calculate the cost of transportation between workshops

cost destance product

new old new old
110 220 110 220 A`
90 130 90 130 B`
50 80 50 80 A
30 50 30 50 B
280 480 Total LE/unit
35
 Through the schedule, the transportation cost between the workshops,
we notice the marked difference between the transport costs in the internal
arrangement.The new which was estimated at 280 LE, while the current
internal arrangement was estimated at 480 LE, with a difference of 200 LE,
which indicates

Efficiency and effectiveness of the factory's new internal arrangement.

Conclusion Case study

Placing the new internal arrangement for the plumbing department had
major implications for reducing transportation costs between
workshops to less Possible cost, and thus economy of transportation
and handling expenses, increase in efficiency and operational
effectiveness of the division, and exploitation The optimal areas in the
factory, but the real results of this design can be evaluated in the
medium and long term. By noting the low operating costs of the
plumbing department, which is reflected in the performance of the
organization, and increases its ability to Control their costs thus on
profitability, as well as the possibility of survival and continuity in the
market, and this is what necessitates the institutions SMEs taking into
account the organization's internal arrangement as one of the most
important strategic decisions, Which must be addressed, through the
adoption of simple and effective methods.

36
 ‫‪We have come out with a set of recommendations that benefit small‬‬
‫‪and medium-sized enterprise owners: Relying on simple quantitative‬‬
‫‪methods to improve the performance of the facility.‬‬
‫‪- The constant endeavor to improve the performance of the facility and‬‬
‫‪evaluate its performance. Reducing waste in time, effort, space and‬‬
‫‪energy in the facility. Holding meetings periodically between the‬‬
‫‪department heads and workers in order to present and solve‬‬
‫‪production problems.‬‬
‫منًخاللًالجدولًتكلفة النقل بين الورشات نالحظًالختالفًالملحوظًبینًتكالیفًالنقلًفيًالترتیبًالداخلي‬
‫الجدیدًوالتيًقدرتًبً‪ 280‬جً‪ً،‬أماًالترتیبًالداخليًالحاليًفقدًقدرتًبً‪ 480‬جً‪ً،‬بفارقًیقدرًبً‪ 200‬جً‪ً،‬مماً‬
‫یبینًكفاءًةًوفعالیةًالترتیبًالداخليًالجدیدًللمصنع‬

‫الخالصة‬
‫كانًلوضعًالترتیبًالداخليًالجدیدًلقس ًمًالسباكةًآثارًكبیرًةًعلىًتخفیضًتكالیفًالنقلًبینًالورشاتًإلىًأقل‬
‫كلفةًممكنة‪ً،‬وبالتاليًالقتصادًفيًمصاریفًالنقلًوالمناولة‪ً،‬والزیادًةًفيًالكفاءًةًوفعالیةًالتشغیلیةًللقسم‪ً،‬‬
‫والستغالل‬
‫األمثلًللمساحاتًالموجودًةًفيًالمصنع‪ً،‬أماًالنتائجًالحقیقیةًلھذاًالتصمی ًمًفیمكنًتقییمھاًعلىًالمدىًالمتوسطً‬
‫والطویل‬
‫منًخاللًمالحظةًانخفاضًتكالیفًالتشغیلیةًلقس ًمًالسباكة‪ً،‬مماًینعكسًعلىًأداءًالمؤسسة‪ً،‬ویزیدًمنًقدرتھاًعل‬
‫التحك ًمًفيًتكالیفھاًبالتاليًعلىًالربحیة‪ً،‬وكذاًإمكانیةًبقائھاًواستمرارھاًفيًالسوق‪ً،‬وھذاًماًیحت ًمًعلىًالمؤسسات‬
‫الصغیرًةًوالمتوسطةًاألخذًبعینًالعتبارًوضعیةًالترتیبًالداخليًللمنشأًةًكأحدًالقراراتًاإلستراتیجیةًالجدًھامة‪،‬‬
‫‪.‬والتيًیجبًالھتما ًمًبھا‪ً،‬منًخاللًاعتمادًأسالیبًبسیطةًوفعالة‬
‫‪:‬لقدًخرجناًمجموعةًمنًالتوصیاتًالتيًتفیدًأربابًالمؤسساتًالصغیرًةًوالمتوسطةًوھي‬
‫‪.‬العتمادًعلىًأسالیبًكمیةًبسیطةًللتطویرًأداءًالمنشأة ‪-‬‬
‫‪.‬السعيًالدائ ًمًللتحسینًأداءًالمنشأًةًوتقییمًأدائھا ‪-‬‬
‫‪.‬تخفیضًالھدرًفيًالوقتًوالجھدًوالمساحاتًوالطاقةًفيًالمنشأًة ‪-‬‬
‫‪.‬عقدًاجتماعاتًبشكلًدوريًبینًرؤساءًاألقسا ًمًوالعمالًمنًأجلًطرحًوحلًمشاكلًاإلنتاج ‪-‬‬

‫‪37‬‬
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sch&safe=active&safe=active&tbs=rimg%3ACQqZckJTt3FHImATMho2qcqnO18tTdpc9f-
JDxFhZ9X8nvN99PFbxkDIdSBng-ZZF52VhwGJSX13J7z8b-
0YhRsP3mP06MFjGXYYTTNFqx8c4LyUx7bzHwr77IINOY7hLTdcxIkH_1XRbkCIqEgkTMho2qcqnOx
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200ً‫ًص‬،‫ًالدارًالجامعیة‬:‫ًاإلسكندریة‬،)‫ت‬
ً ‫ًإدارةًاإلنتاجًوًالعملیاتً(ًمدخلًاتخاذًالقرارا‬،ً1999ً،‫محمد‬
. -10 235ً‫ًص‬،‫ًمصدرًسبقًذكره‬،‫ًنجم‬،ً ً‫ًوًنجم‬.ً106ً‫ًص‬،‫ًمصد ًرًسبقًذكره‬،‫ًعمر‬،‫عقیلي‬
11 - Okino, Norio & Tamura, Hiroyuki & Fujii , Susumu, (1998). Advances in Production
Management
Systems Perspectives and futu re challenges, Springer, p174.
12 - Ibidem.
. -13 333ً‫ًص‬،‫ًالدارًالجامعیة‬:‫ًاإلسكندریة‬،)‫ًإدارةًاإلنتاجًوالعملیاتً(ًمدخلًالنظم‬،ً1999ً،ً‫ًسونیا‬،‫البكري‬
. -14 335ً‫ًص‬،‫نفسًالمصدر‬
. -15 196ً‫ًص‬،‫ًمصدرًسًبقًذكره‬،‫ًنبیل‬،‫مرسي‬

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