Any underperformance in order picking can lead to unsatisfactory service and high operational cost for the warehouse, and consequently for the whole supply chain. In order to operate efficiently, the order-picking process needs to be robustly designed and optimally controlled. This paper gives a literature overview on typical decision problems in design and control of manual order-picking processes. We focus on optimal internal layout design, storage assignment methods, routing methods, order batching and zoning. The research in this area has grown rapidly recently. Still, combinations of the above areas have hardly been explored. Order-picking system developments in practice lead to promising new research directions. Roshan Fating. Log in with Facebook Log in with Google. Remember me on this computer. Enter the email address you signed up with and we'll email you a reset link. Need an account? Click here to sign up. Download Free PDF. Facilities Planning John A.

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To plan for a football game, a visiting head football coach must:  Make sure that his players and coaches understand the game plan  Prepare his players physically and mentally for the game  Study opposing team game films  Understand strengths and weaknesses of the opponent  Maintain the discipline of his players To operate the team during a football game, a visiting head coach must:  Continuously update his game plan based upon what the opposing team does  Communicate these updates with his coaches and players  Keep players physically ready to play  Replace injured players with other quality players if at all possible  Call the best plays that will score the most points and make victory most likely.

To plan for a football game, the manager of refreshment vending must:  Make sure all food, beverages, condiments, and paper supplies are ordered and stocked  Hire employees to work the vending locations  Pay suppliers  Understand what refreshments field personnel will need during the game The operating activities that a manager of refreshment vending must do are:  Serve customers as efficiently and professionally as possible  Restock vending locations whenever necessary  Keep fans updated on game activities with televisions at vending locations  Solve customer problems. Lines are painted on the field Grass is mowed Damaged turf is replaced Necessary equipment for the teams is in its proper place Locker rooms are prepared for the teams. The operating activities that a ground crew manager must do are:  Replace damaged turf, if possible, during the game if weather is bad  Be ready for any grounds problems that may arise during the game 1.

To plan for a football game, the stadium maintenance manager must:  Examine plumbing fixtures to make sure they are operational  Clean the stadium and pick up trash from the previous event  Repair any seats or bleachers that are damaged  Clean bathrooms  Repair and replace any necessary audio or video equipment for the stadium The operating activities that a stadium maintenance manager must do are:  Respond to any equipment breakdown  Respond to any plumbing breakdown  Respond to any power outage. Ten components of a football facility are:  The stadium structure  Parking lots around the stadium  Vendor selling areas  Maintenance components  Grounds-keeping equipment and personnel  Security  Customers  Athletic team personnel  Locker rooms  Vending equipment and supplies.

Activities that would be involved in planning the location of an athletic stadium are:  Marketing analysis: Is there a fan base to support the teams or events that will occupy the facility? Activities that would be involved in planning the design of an athletic stadium are to determine the facility layout and systems and the material handling systems that are necessary to operate the facility. Items that need to be determined within the facility layout are as follows:  Number of people it will need to hold  Equipment is necessary to run this facility. Activities that would be involved in facilities planning for an athletic stadium are determining the facility location and design, explained in greater detail in 1.

Customers in the transportation, communication, and service sectors do have a need for facilities planners. Service facilities such as hospitals, restaurants, athletic facilities, and retail shopping establishments all can and do use facilities planners to optimize the facility layout, handling systems, and facility systems on a continuous basis. The communications industry uses the world as its facility. Communication networks can be thought of as the handling systems of a communications customer. Due to the rapidly changing technologies found in the communications industry, these networks have to be continuously updated and improved, or new ones have to be created. Also, the equipment and personnel required to run multiple communication networks have to be considered as. well as where the communication points within the network will be located.

Finally, the facilities required to house a communication hub or hubs must be located and designed, and a facilities planner is the optimal person to do this job. Just like the communications industry, the transportation industry uses the world as its facility. Facilities planners can play an integral role in determining where airports, train terminals, bus depots, truck depots, and shipping docks are located and in designing them to accommodate the traffic that travels through them. Also, facilities planners can assist in determining the equipment and layout of those facilities as well. Service industries such as retail shopping establishments, restaurants, hospitals, and athletic facilities all use facilities planners to lay out their buildings. Also, retail establishments and restaurants generally have warehouses in which product is stored before it comes to its point of use.

Facilities planners play a large role in the location and design of warehouses of all types. SECTION 1. Is there enough space for the equipment to maneuver around the facility? This answer will vary from campus to campus, but some things of which the student should be aware are:  Traffic patterns on campus  Whether administration offices are easily accessible  Handicapped accessibility to all buildings  Whether areas mix high vehicle and pedestrian traffic  What it would take to remove dilapidated buildings. The first task that needs to be accomplished is to determine the site of the library on the campus. Questions such as do existing structures need to be demolished, do roads need to be rerouted, do possible sites meet federal, state, and local codes need to be asked.

Next, a determination of office space, book storage space, storage rack layout, and student study areas must be made so that the structural design of the facility can be created. Also, the power, gas, heat, ventilation, security, plumbing fixtures, and maintenance issues must be settled. Finally, material handling issues such as how to transport supplies and books, how to reshelve books, how to get from floor to floor, the information systems required to keep track of the locations of all of the books, and the personnel who will be required to maintain the library must be resolved.

Facilities planning is never completed for an enterprise. If facilities planners believed this, then numerous enterprises would be doomed to failure. New technologies, different enterprises would be doomed to failure. New technologies, different packaging methods, better storage methods, and more advanced material handling equipment make the process of updating and continuously improving facilities a must, or else the company will be left behind with antiquated structures, information systems, and storage and material handling mechanisms. Certain items to look for from this paper are that an architect is more involved with the design of the structure of the facility, the materials that will go into the structure, and the. location of items such as plumbing, lighting, HVAC systems, and electrical systems. The facilities planner will be consulted on the above issues, but is more likely to plan the material flow within the facility, how materials will be handled within the facility, how materials will be stores, how materials will be manufactured, the location of storage areas, the location of shipping and receiving docks, the location and types of manufacturing equipment, the types of material handling equipment required in the facility.

The IIE description of Industrial Engineering is: Industrial engineering IE is about choices. Other engineering disciplines apply skills to very specific areas. IE gives an opportunity to work in a variety of businesses. The most distinctive aspect of industrial engineering is the flexibility that it offers. Industrial engineers figure out how to do things better. They engineer processes and systems that improve quality and productivity. They work to eliminate waste of time, money, materials, energy, and other commodities. Most important of all, IEs save companies money. Industrial Engineering draws upon specialized knowledge and skills in the mathematical, physical and social sciences together with the principles and methods of engineering analysis and design to specify, predict, and evaluate the results to be obtained from such systems.

While designing, improving, and installing these assets, the impacts on people, material, information, equipment, and energy are very important. Therefore, it is clear that the profession most able to perform facilities planning is the profession of industrial engineering. The articles read should relate to the strategic planning process and should draw parallels to the facilities planning process. An awareness of the true meaning of strategy should be demonstrated. Answers to Problems at the End of Chapter 1 1. Distribution routes Number of trucks required for distribution Types of equipment required for bottling Number of bottles shipped per day Number of SKUs that have to be bottled Methods of conveyance through the facility Methods of loading and unloading trucks Material composition of bottles Location and type of liquid components of beverage to be bottled Skill level of employees Automation level Inventory control methods Storage requirements.

Many times, critical problems such. as not enough storage space, too few material handlers, improper storage techniques, and too much work-in-process inventory all result from poor strategic facilities planning. problems to solve because planning itself will generally solve many of the problems. However, if critical individuals are too busy to do some sound strategic facilities planning, they will always remain too busy because the problems that result from poor strategic planning will keep these individuals busy attacking short-term problems. Furthermore, there are consulting firms that specialize in this type of work, so not as much time would have to be taken by these individuals who are too busy, but their input would still be required while the consultants are working on the problem.

For example, a company that supplies the automobile industry builds a warehouse during a downturn in automotive sales. If good strategic planning has occurred, the company will not build the warehouse based on the storage requirement of the sales volume during the downturn; instead, the company will build on some large percentage of the maximum sales volume they had during an upswing in the economy and on the forecast of automotive sales over some time frame. Otherwise, the supplier could run out of storage space in the new facility and have to add on or build another warehouse before it has the financial capacity to do so. It takes much work and research to determine what alternatives are available besides the one the company is using. Data collection is needed to determine product throughput, production flow, storage capacities, and inventory control procedures so that the proper facility size and alternative control systems can be determined.

Development of labor standards and evaluation of material handling methods is needed to look at different alternatives. If this information is gathered and certain types of vendors are brought in to look at the problem, numerous alternatives for a facility can be generated. Those that apply must meet scientific and financial criteria that are determined at the beginning of the project. Technologies come and go, and a good facilities plan will enable a company to adapt to rapidly changing technologies as well as to discard those that will not help the company achieve its goals. A strategic plan is a plan for the future, not the present. However, a facilities plan cannot take into account technologies that have not yet been created; if a company creates a strategic facility plan that incorporates technologies that have not been created, there is no guarantee that the technology will be available when the company is ready to implement the facilities plan and it will be doomed to failure.

However, examination of past trends and the prices of. different types of technologies can give the strategic planner a good estimate of the costs and the savings. The only way to get exact costs is to get quotes from vendors, and the only way to determine the exact savings is to implement the facility plan. This should not stop a company from doing strategic planning, however. Sometimes the plan may be infeasible and may not be implemented, but a company that does not engage in strategic planning will not get a return on an investment because the investment will never be made, or there will never have been a determination on how much money the investment would make or lose.

Doing facilities planning for a manufacturing facility is a positive exercise for a company in terms of its competitiveness. The production flow can be examined by simulation, and potential bottlenecks can be smoothed. Also, a facilities plan for a manufacturing facility outlines the skill levels of employees required to operate the equipment on the manufacturing floor, and it discovers the latest and best equipment to make the product. Companies that do not engage in facilities planning usually end up having uneven production flows, improper labor skills, too much or too little labor on the floor, and outdated equipment that must be heavily maintained.

These problems as well as many others that could be eliminated by facilities planning cause companies to lose their competitive edge. Using strategic planning to assist with your career allows you to evaluate where you are compared with the goals you set for yourself. If you have fallen short of your goals, it allows you to easily evaluate why and determine how you intend to correct the shortcoming, if it is possible. Furthermore, it can show you if your career is at a dead end and where you need to go to make a change in your career. Strategic planning gives you a path to follow once the plan is in place. However, this plan should be continuously updated just like any other strategic plan or you will lose your competitive edge over others on the same career path. Automation, if planned properly, can have a positive impact upon facilities planning.

If there is a large product throughput, automation can reduce costs by reducing labor requirements, improving quality, and perhaps improving product throughput. However, many things could go wrong, and a facilities planner needs to be aware of them. First, the automation may not justify itself. If the throughput required to meet sales is 1, units per day and automation equipment is purchased that can produce 20, units per day, cost justification probably will not occur. Also, is the automated equipment flexible enough to handle changes in product design or production methods?

While the first example showed the automation that could produce 20, units per day had too much excess capacity and therefore was not cost-justifiable, when a process is automated, there needs to be extra capacity built into it so that it is not obsolete when the manufacturing requirement increases to meet future sales. Also, the automated process needs to be able to make product of higher quality than if it was made manually or with a cheaper automated process. It does no good to have a machine that can produce 5, units per hour to meet production requirements of 4, units per hour when only half of the pieces pass a quality inspection.

Finally, it is necessary to examine how the automated process will fit within the existing facility and how much rearrangement will have to. occur so that production will continue to flow smoothly. Automation is a wonderful way to improve the quality and throughput of a product, but only if it is done properly. Automation that does not do what it is supposed to do ends up giving manufacturing personnel more problems than the process it replaced. Also, proper product storage and product shipment will reduce the amount of damaged product that a customer receives.

Doing facilities planning for a manufacturing facility is a positive exercise for a company in terms of its competitiveness. Questions such as do existing structures need to be demolished, do roads need to be rerouted, do possible sites meet federal, state, and local codes need to be asked. An awareness of the true meaning of strategy should be demonstrated. User icon An illustration of a person's head and chest. Ten components of a football facility are:  The stadium structure  Parking lots around the stadium  Vendor selling areas  Maintenance components  Grounds-keeping equipment and personnel  Security  Customers  Athletic team personnel  Locker rooms  Vending equipment and supplies. Lines are painted on the field Grass is mowed Damaged turf is replaced Necessary equipment for the teams is in its proper place Locker rooms are prepared for the teams.

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