flow rate & capacity analysis - isye homesman/courses/2030/lecture5_processflow3.pdf · •...
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Flow Rate & Capacity Analysis
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Review
• I= R x T for complex flows• Process flow graphs and charts• Flow unit dimensions & conversion
factors• Scaling in I = R x T• Capacity req’t estimation• Flow time efficiency and improvement
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Process Flow Graph
• Documents operations• Where do you draw the boundary?• Nodes <=> operations• Arcs <=> precedence
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Process Flow Charts
We will refer to this as a process flow graphrather than a process flow chart, because this shows only the structure of the flows, and not
the detailed operation information.
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Ope
ratio
n Details of Operation Present
Proposed
Ope
ratio
n
Tran
spor
t
Insp
ectio
n
Dela
y
Stor
age
Dist
ance
(ft)
Qua
ntity
Tim
e
Notes
1 Separate 10 Create two flow units
Transport base 1 Subpath for base flow unit
Base punch butter
2 Punch the Base 1 30
Transport base 1
Base form buffer
4 Form the Base 1 6
Transport base 1
Base subassemble buffer
6 Subassemble Base 1 13
Transport to Assemble buffer 1 End subpath for base flow unit
Transport Roof 1 Subpath for roof flow unit
Roof punch buffer
3 Punch roof 1 22
Tranport roof 1
Roof form buffer
5 Form roof 1 12
Transport to Assemble buffer 1 End subpath for roof flow unit
Assemble Buffer
7 Assemble 1 10
Transport to Inspect 1
Inspect Buffer
8 Inspect 1 36
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Today
• Modeling details• Issues in estimating process capacity
requirements and maximizing process efficiency
• Fundamental problem of terminology• Process utilization and improvement
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What if only one punch?
2
3
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Gantt ChartPunch base first
separate
inspect
assemble
subassemble
form roof
form base
punch
base waits
10
30
22
6
12
13
10 36
base roof garage
46 12040 6210 74 84
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Gantt ChartPunch roof first
separate
inspect
assemble
subassemble
form roof
form base
punch
roof waits
10
30
22
6
12
13
10 36
roofgarage
base
91 12732 44 62 68 8110
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Example 4.4
• I = RT is based on a “system boundary” and I is all the units in the boundary
• If you draw the boundary so it includes only the buffer, you get
Ib = RTb
• That’s why theoretical flow time is added to the “buffer” time
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Circular Definitions
System
Process
Operation
Flow Unit/Material
process loop Process
Chart Product
product loop
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Terminology
• Flow units: get moved between operations; note that while conservation of material holds at an operation, conservation of “flow unit” may not hold. E.g., raw material enters the process on a pallet, is converted into blanks, and leaves in totes
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Terminology• Flow unit conversion: when the units
of measure for the flow units leaving an operation are not the same as the units of measure for the flow units entering the operation (NIB*)
• Flow unit conversion factor: output flow units/input flow unit(dimensionless) (NIB)
* NIB = “not in book”
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Information Requirements
Process
Conversionfactor
ResourceRequirements
ProcessCapacity
RR in out
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Defining Process Capacity
• Different from text!• Not all flow units entering a process
are the same• Capacity should not be expressed in
terms of maximum rate at which flow units can enter the process, because the mix may vary over time
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Example
• Two products, A & B, requiring 1 hour and 2 hours, respectively of machine time.
• Product mix today is 4 A and 2 B, or a rate of 6 “flow units”, requiring 8 hours.
• Can I achieve 6 flow units tomorrow, if all I make is B?
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Resolution
• Process capacity: the amount of process time available per unit of scheduled time, hrs/hr, e.g.
• Operation process requirement: the amount of process time required per flow unit entering the process, hrs/unit, e.g.
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Unit Loads
• I don’t like the authors’ use of this term
• “Unit load” has a conventional definition, in material handling
• Their “unit load” is simply the operation time, or the sum of operation times assigned to a resource
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Theoretical Capacity
• I see no benefit to thinking of a process as having a different “theoretical capacity” for every product/flow unit (process view)
• The book’s “theoretical capacity” is really the product (flow unit) “run rate” for that process (product view)
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Capacity Required
• It is straightforward to compute, for a given process, the total amount of capacity required for a given set of products with given rates
• ReqCap = Sum(ProdRate x OpProcReqt)
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Capacity Utilization
• Utilization = CapReq/TheoreticalCap
• E.g., supposed the plan rate for a product is 10 units/hr, and each unit requires 5 minutes of process time. Utilization is (10 x 5)/60 = 0.83
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Factors Affecting Process Capacity
• “Uncontrollable” factors (in the short run– breakdowns, preventive maintenance
• “Controllable” factors– setup/changeover, starvation (no waiting
job), blocking, no operator
for a given R, increasing lot sizes reducesutilization, because of setups.
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Process Availability
• Different from text!• Availability =
scheduled time - uncontrollable losses
• Product mix has no effect on availability, unless it impacts maintenance requirements
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Effective Capacity
• Is simplytheoretical capacity x availability
• E.g., if there is one machine, and its availability is 90%*, then the effective capacity is 54 minutes/hour
*e.g., 10% is the historical average time lost to breakdowns andmaintenance
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Improving Theoretical Capacity
• Section 5.6 is misleading--capacity is determined by resources, not by operation “recipes”
• Increasing capacity requires adding resources, or using the resources for longer periods of time (overtime, two shifts, e.g.)
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Improving Flow Rates
• Increase theoretical capacity• Reduce availability losses• Reduce operation process requirements
at bottleneck processes, e.g., by reducing setup times, increasing yields, or improving run rates
• Reduce schedule or material related idle time on bottleneck processes
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Summary
• Circular definitions• Flow unit conversion• Process capacity, availability, and
utilization• Improving capacity vs improving
throughput
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At this point, you should be able to
• Use terminology correctly• Use I = RT• Develop a process flow graph for a simple process• Develop a process flow chart for a simple scenario• Calculate flow time efficiency• Determine process capacity, availability, & utilization• Identify opportunities for improving flowtime and
flow rates for simple scenarios