Mặt Bằng Slide Tổng Hợp

5/13/2023
Chapter 1: Introduction to Facilities Planning

Lê Đức Đạo, Phd
Industrial System Enginerring Department
Faculty of Mechanical Engineering
Ho Chi Minh City University Of Science and Technology
Phone: 0937286746
Email: lddao@hcmut.edu.vn
Students understand the definition of facility planning

Students understand the facility planning scheme
Students understand the benefits of facility design
Facilities planning (FP) determines how an activity’s tangible fixed assest best support
achieving the activity’s objective.
For a manufacturing firm, facilities planning involves the determination of how the
manufacturing facility best supports production.
For an airport, facilities planning involves determining how the airport facility is to
support the passenger-airplane interface.
For a hospital: How the hospital facility supports providing medical care to patients.
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Support the vision Use of workders

and mission of the Investment
Space,tools, and
organization minimization
energy
Maintain worker
Simplify the
satisfaction and
maintenance process
authority
Location desgin Structual design
Facility
planing
Layout design
Facility design
Handling System
design
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 Refers to its placements with respect to customer, suppliers, and other facilities
with which it interface
Plant
Stakeholder when
building the factory
ld1
Main raw Enviroment

Road access Width of area
material aspect
Hunman
Government Energy and Warehouse
resource
regulation water source volume
securoty
Possible Building
Land price
disater construction
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 Handling system
- Consists of mechanisms
The determination of how needed to satisfy the required
the design components of a
facility interactions,
facility support achieving
the facility’s objectives
Structural design Facilities layout
 Consist of all equipment,
Structural and enclosure systems machinery, and furnishings
Lighting, electrical, within the building/facilities
communication systems Optimize production layout can increase working
satisfaction and boost the firm profit
Life safety systems
Sanitation systems.
 Importance of Material Handling system
Improve the flow of material to produce production cost
Improve the flow of material to reduce production cost
Material handling and plant layour cannot be seperated
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Reindustrialization
Employee health and safety
 Desgin the layout
Service
 Improve the current layout • Restaurant
 Produce the new product • Bank
 Production explanation to adapt the • Airpot
increasing demand • Entertainment location
 Redesign the system, the workplace • Logistic and distribution
 Purchasing the new equipment • Edicatopm
 Reduce the cost
 Redesign the distribution location
 Apply the new technology
• Customer satisfaction  Safety

• Return on assets (ROA)
– Minimize obsolete inventory  Improve service quality or product quantity
– Maximize employee participation
 Support for maintenance operation
– Maximize continuous improvement
• Speed for quick customer response  Efficiency control activities system operation
• Costs and supply chain profitability  Flexible, and easy to adapt to the changes,
• Supply chain through partnerships and communication
 Increase production capacity
• Organization’s vision
• Utilizations of people, equipment, space, energy.
 One/multiple objectives
• Return on investment (ROI) on all capital expenditures  Do they have any conflict
• Adaptability and ease of maintenance  What is the constraint
• Employee safety and job satisfaction
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 It is a multi-objective optimization problem with many constraints and many costs,

benefits
 Can not have the best solution
 We seek the optimal solution
 We need to consider all of stakeholder perspectives
 Owner of the project
 Customer
 Supplier
 Staff
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Fig 1_6: The facilities planning process.

(a) General and manufacturing facilities.
(b) Hospital facilities.
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• Determines how an activity’s tangible fixed assets should contribute to meeting

the activity’s objectives
• Consists of facilities location and facilities design
• Is part art and part science
• Can be approached using the engineering design process
• Is a continuous process and should be viewed from a life-cycle perspective
• Represents one of the most significant opportunities for cost reduction and
productivity improvement
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Chapter 2: Product, Process and Schedule Design,

Lê Đức Đạo, Phd facility planning
Phone: 0937286746
Email: ducdao92@gmail.com
SCHEDULE DESIGN  Profit optimizing product selection layout

design
 Schedule design provides answers to questions Using Paretor chart (80-20)?
involving:  Italian economists found that 85% of wealth is

owned by 15% of the population
 Production quantity - lot size decisions  Applying facility design
When to produce - production scheduling -85% of the product volume is attributed

to 15% of the product line
Demand
 How long to produce - 85% of the movement in the plant
expectation comes from 15% of the material handling
 Decision variable machine
 Number of machines required  Production selection is analyzed through a
◦ Number of employees required Sequence of quantitative relationship graph which is Also

operations known as P-Q (Product-Quantity) analysis
◦ Relationships between departments
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SCHEDULE DESIGN
 Demand forecasting
Production
Why policy
What
Identify exactly what To Know Is the project:

customers want (e.g., -Who will use the product/service? Needed?
the level of expectation -How’s The demand Legally?
related to our product -What feature to focus on Buidable?
and service, (quality, -Is there suitable technology Operable?
quantity, price, asthetic, -Labors, suppliers,location
function) -Legal issues eviroment
-Old prodcuts, rivals
Volume-variety chart – Pareto law

SCHEDULE DESIGN
Volume-variety chart – Pareto law
• 85% of the production volume

is attributed to 15% of the
production line
Fig 2_14: Volume-variety chart
• Therefore, when facilities are for a facility when Pareto’s law
More general is applicable
designed, the top 15% of the items produced Items that are
items that are produced should everyday: produced maybe by
Mass production special orders etc.:
be considered the most. area Job shop area
Volume-variety chart – Pareto law does not apply
Fig 2_15: Volume-variety chart for a facility where

Pareto’s law is not applicable
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CALCULATION OF PRODUCTION REQUIREMENTS
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 dk: the percentage of defective items produced on kth operation.
 Ok: the desired output without defects
 Ik: the production input
• For products with n sequential operations, the expected number of units to start
into production at the first operation is shown (On: the required production volume
for the final product):

 Hệ thống gồm 5 quá trình gia công nối tiếp
 Cần 2000 sản phẩm từ hệ thống
 Xác định năng suất đầu vào cho từng quá trình?
3 đầu ra 2103 đầu vào 2125

2 đầu ra 2125 đầu vào 2168
1 đầu ra 2168 đầu ra 2190
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 Calculating production requirements for assembled products
The final products are 02 assemblies requiring 03 components). calculating components requirements
for assembled products. The calculations required are also shown in this figure.
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2. CALCULATIONS WITH REWORK.
Fig 2_16: Process chart for operations with rework
Thus
Since
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CALCULATION THE REQUIRED MACHINE

Typical real production rate = 98-97%
M: number of machines required per shift

T: standard time (minutes) per unit produced
P: number of units to be produced per shift M=
E: actual performance, expressed as a
percentage of standard time
C: amount of time (minutes) available per
machine
R: reliability of machine, expressed as
percent uptime
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Build the equation to caculate required
machince M2
M=
M: number of machines required
per shift
T: standard time (minutes) per
unit produced
P: number of units to be
produced per shift
E: actual performance, expressed
as a percentage of standard time
C: amount of time (minutes)
available per machine
R: reliability of machine,
expressed as percent uptime
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REJECT ALLOWANCE PROBLEM

x: Number of good units
p(x): Probability of producing exactly x good units
Q: Quantity of production
C(Q, x): Cost of producing Q units
R(Q, x): Revenue from producing Q units
P(Q, x): Profit from producing Q units P(Q, x) = R(Q, x) - C(Q, x)
E[P(Q)]: Expected profit when Q units are produced
E[P(Q)]
How do we actually decide Q?

The goal is having exactly x units of good items. No more, no less!
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 To maximize expected profit, Q can be determined

by enumerating over various values of Q
 For most cost and revenue formulations the
equation is a concave function
 X and Q are discrete variables, therefore p(X) is a discrete
probability function
 If b is the number of defects then probability of each number
of defects may be different: P(b=1), P(b=2) etc
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Calculating production quantities

REJECT ALLOWANCE PROBLEM that will maximize profit
Therefore the expected profit can be given:
The expected profit expression can be shown to reduce to:
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Profit from producing Q castings, with exactly x being good
Expected profit from producing Q castings
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OPERATOR MACHINE CHART

0-0.5
1 min load
1 min unload
6 min automatic
machine time
0,5 min inspection
0.5 min walking
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a: concurrent activity time (e.g: loading and
unloading a machine)
b: independent operator activity time (e.g:
walking, inspecting, packing)
t: independent machine activity time (e.g:
automatic machining time)
n’: ideal number of identical machines to assign
an operator
m: number of identical machines assigned an
operator
Tc: repeating cycle time
Io = idle operator time during a repeating cycle
Im = idle time for each machine during a
repeating cycle 21
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Machine chart operation
1 min load
+ ≤ ′
= 1 min unload
+ ≥ ′
6 min automatic machince
time
0,5 min inspection
0.5 min walking
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Machince assigment problem
Co = cost per operator-hour; Cm = cost per machine-hour;  = Co / Cm

TC(m) = cost per unit produced based on an assignment of m machines per operator
1 min load
1 min unload
6 min automatic machince
Let  : the ratio of TC(n) to TC(n+1) time
0,5 min inspection
0.5 min walking
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Machince assigment problem
If  <1: then TC(n) < TC(n+1), and n machines should be assigned;

If  >1: then TC(n + 1) < TC(n), and n + 1 machines should be assigned;
If  =1: then either n or n + 1 machines should be assigned.
E.x:
Suppose C0 = $15/ hour, Cm = $50/ hour.
Therefore,  = 0.30 and  = 0929.
Since  < 1, two machines should be assigned to
an operator (example in fig. 2-18: 3 machines).
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Chapter 2: Product, Process and Supply Chain

Network Design

Phone: 0937286746
PRODUCT DESIGN
Product design involves both:
the determination of which products are to be
produced
Nut
the detailed design of individual products
Handle
Assemble chart
Cap
Presenting the assembling process
• one connected link circle: basic Fiber Packing
component
• Multiple connected link circle:
Stem
(subassembly)
• Hình vuông: inspection
Bushing
Body
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PROCESS DESIGN
 Determination of how the product is to be  Within the process design, we need
produced
to consider the following issues:
 ◦ Who should do the processing? (Which 1. Process identification
part of the products should be made?)
- Make-or-buy analysis
 ◦ How the part will be produced?
- Parts identification
 ◦ Which equipment will be used? (for the
parts which will be made in-house) 2. Process selection
 ◦ How long will it take to perform the - How the product will be
operation? made (operations, equipment, raw
 Production methods are the most material, etc.)
fundamental factor affecting the physical 3. Process sequencing
layout
- Production order.
PROCESS DESIGN
Make-or-buy decisions
The scope of the facility depends on the
level of vertical integration
 How are the make-or-buy decisions

made?
◦ Can the item be purchased?
◦ Should we go for subcontracting?
- Supplier
- Contractor
◦ Can we make the item?
◦ Is it cheaper for us to make than
to buy?
◦ Is the capital available so that we
can make it?
 Managerial decisions requiring input

from finance, industrial engineering,
marketing, process engineering,
purchasing, human resources, etc.
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PROCESS DESIGN
Bill of material
SUPPLY CHAIN NETWORK DESIGN

Supply chains
A complex logistics system in which raw materials are converted into
finished products and then distributed to the final users.
DC: distribution centers

CDC: central DC
RDC: regional DC
•Each component
comprises subsystems
•Logistics normally
associate with the planning
and flow between
components.
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TRADE OF AMONG LOGISTICS SYSTEM
BUILD THE MATHMATICAL MODEL TO DESIGN

THE TRANSFERRED PRODUCT QUANTITY
Obj: min total
transportation cost
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Chapter 3: Flow Systems, Activity Relationships and Space

Requirements
Phone: 0937286746
I. Introduction • 2. Space: Area required for a

production system, storage,
1. Flow: the movement of all
elements from sources of supply inventories, and handling
to delivery points of use within equipment.
the facility and through the •A function of:
distribution channel of products •Lot size
or services to customers. It •Storage system
depends on:
•production equipment type
• Lot size
• Unit load size
and size
• Material handling equipment •Material handling
and strategies equipment
• Layout arrangement •Layout arrangement
• Building configuration •Building configuration
•Housekeeping and
organization policies
•Office, cafeteria, and
restroom design 2
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I. Introduction
3. Activity relationships:
 Relationships between production activities,
between production and service, and between
two services. Defined by:
 Material or personal flow
 Environmental consideration
 Organizational structure
 Continuous improvement methodology
(Teamwork activities)
 Control issues
 Process requirement
II FLOW SYSTEMS
-Flow system process can be
categorized according to the stages
-Supply
-Manufacture,
-Distribution cycles
-Three categories are
1. Materials management system
2. Material flow system
3. Physical distribution system
It can be referred to as the inbound

logistics system.
Fig 03_01: Logistics system

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II FLOW SYSTEMS
Material
Management
Systems
Material
Flow
Systems
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II FLOW SYSTEMS
Physical
Distribution
Systems
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II DISTRIBUTION SYSTEM
III Material Flow Systems

- The principle of minimizing total flow includes:
1. Eliminating flow by planning
2. Minimizing multiple flows by planning
3. Combining flows and operations
- The principle of minimizing the cost of flow may be viewed as:

1. Eliminate unnecessary movements of material by reducing the
no. of steps
2. Minimize manual handling by minimizing travel distances
3. Eliminate manual handling by mechanizing or automating
flow
4. Minimize material handling by reducing the flow density
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III Flow Patterns: Flow within Departments

• The flow pattern within departments depends on the type of departments.
• In a product and/or product family department, the flow follows the product
flow.
1 machine/operator 1 machine/operator 2 machines/operator
END TO END BACK-TO-BACK FRONT TO FRONT
More than 2
1 machine/operator
machines/ope
rator
CIRCULATE ODD ANGLE
Fig 03_05: Flow within product departments. (a) End-to-end. (b) Back-to-back. (c ) Front-to-front. 9
(d) circular. (e) Odd-angle.

• In a process department, little flow should occur between
workstations within departments. Flow occurs between workstations
and aisles.
Uncommon
One Way
One Way
PERDENDICULAR DIAGONAL
PARALLEL
Dependent on: - interactions among workstations

- available space
- size of materials
Fig 03_06: Flow within process departments. (a) Parallel. (b) Perpendicular. (c ) Diagonal.
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Flow between departments is a criterion often used to evaluate flow within a facility.
• Straight line flow • U- shape • S- shape • W-shape
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Fig 03_07: The line flow pattern
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III Flow Patterns: Flow between Department
Fig 03_08: The spine flow patern
Fig 03_10: The tree flow patern
Fig 03_09: The loop flow pattern

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Flow within a facility considering the locations of

entrance and exit
III Flow Planning Hierarchy
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III Impact of interruptions on flow paths

A directed flow path is an uninterrupted flow path progressing directly from
origin to destination. The figure below illustrates the congestion and
undesirable intersections that may occur when flow paths are interrupted.
Uninterrupted flow paths
Cực tiểu hóa dòng di chuyển

Loại bỏ các hoạt động
Kết hợp các hoạt động
Cực tiểu hóa các đường nhiều hướng phức tạp Interrupted flow paths
Cực tiểu hóa chi phí dòng di chuyển
Cực tiểu chi phí nâng chuyển
Cực đại hóa các đường di chuyển trực toieeps
Loại bỏ dòng quay ngược lại
Loại bỏ giao cắt diuawx các dòng
Cực tiểu hóa hàng đợi
Cực tiệu hóa việc đợi để nhận hay xuống hàng
Cực tiểu hóa tồn kho trong quá trình cực tiểu hóa 14
di chuyển
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IV Departmental Planning (Flowshop)
Depending on product volume

variety, production planning
departments.
1.Production line department or
Product Layout
1.Fixed material location
department or Fixed
location layout
2. Product family (Group
technology) department layout
3.Process planning department
or Process layout
Fig 03_21: Volume-variety layout classification
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IV Departmental Planning
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IV Product Family (Group technology) Department

• Product family or group technology • How to select machine or part
departments aggregate parts into types for a particular cell
families based on similar
manufacturing operations or design Classification and coding
attributes
Production flow analysis
• Machines are grouped together to
form a cell Clustering techniques
• Cellular manufacturing involves Heuristic procedures

the use of manufacturing cells
Mathematical models
• Manufacturing cells can be formed in
a variety of ways
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IV Product Family (Group technology) Department

• Successful implementation of manufacturing cells requires
addressing
Selection: identification of machine and part types for a

particular cell
Design: layout ,production and material handling

requirements
Operation: determining production lot sizes, scheduling,

number and type of operators, type of production control
(push vs. pull)
Control: methods used to measure the performance of the cell
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IV Direct Clustering Algorithm (DCA)

Step 1: Order the rows and columns
Sum the 1s in each column and in each row of the machine-part matrix.
Order the rows (top to bottom) in descending order of the number 1s in the rows,
and order the columns (left to right) in ascending order of the number 1s in each.
Where ties exist, break the ties in descending numerical sequence.
Row: 3,6,4,1,5,2
Column: 5,4,3,2,1
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Step 2: Sort the column.
Beginning with the first row of the matrix, shift to the left of the matrix all columns
having a 1 in the first row. Continue the process row by row until no further opportunity
exists for shifting columns.
Only the column

for machine 2
can be shifted
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Step 3: Sort the rows.
Column by column, beginning with the leftmost column, shift rows upward when
opportunities exist to form blocks of 1s.
Row for part 5 21

can be shifted
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Step 4: Form cells.
Look for opportunities to form cells such that all processing for each part occurs in a
single cell.
Parts 3, 5, and 6 are processed

in a cell made up of machines 2,
4, and 5.
Parts 1, 2, and 4 are processed
in a cell made up of machines 1
and 3.
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How to resolve conflicts?
Fig 03_29: Formation of cells with “bottleneck” machine 2 or 3 24
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Direct Clustering Algorithm (DCA)

• Another solution is to duplicate necessary machines and place one in each cell
(A cost-benefit analysis is necessary!)
Fig 03_30: Formation of cells with duplicate of (a) machine 2 and (b) machine 3
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IV Direct Clustering Algorithm (DCA) in class

exercise
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TRANSPORTATION MODEL REVIEW 1

• Có 3 nhà máy A,E,K và có 4 kho B,C,D,M. Số lượng sản xuất trung bình hàng ngày
của 3 kho là 30,40,50. Số lượng yêu cầu trung bình hàng ngày của nhà kho B,C,D,M
là 35,28,32,25. Chi phí vận Chuyển được cho như hình bên dưới. Biết 1 nhà máy chỉ
được vận chuyển hàng hóa đến 1 kho. Hãy lập mô hình toán để cực tiểu chi phí vấn
chuyển
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V Activity Relationships
• Measuring the activities among departments
• Quantitative measures
-pieces per hour,
-moves per day
- kilo grams per week, etc.
• Qualitative measures
-absolute necessity of closeness,
-undesirable to be close, etc.
• A facility will need both quantitative an qualitative measures

of flow and both measures should be used
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V Activity Relationships
Fig 03_38 Mileage chart (from-to)
Fig 03_39: Triangular mileage chart
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VI Quantitative flow measurement

• Flow can be measured in terms of the amount moved between
departments
• From-to-chart is a chart used to record the flows
Fig 03_40: From-to chart
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In order to draw a from-to-chart
• List all departments down the row and across the column
preferably depending on the flow patterns. (e.x: fig 3-41)
• Establish a measure of flow (number of items moved,

number of trips, weight of the items moved, etc.)
• Record the data in the from-to-chart
From-to-charts reduce large volume of data into a workable form
Can be used as an input for a computerized layout program
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Flow patterns indicating the order of flow given in (a) straight-line flow. (b) U-
shaped flow. (c) S-shaped flow. (d) W-shaped flow. 32
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VI Quantitative Flow Measurement
Fig 03_19: Illustration of how backtracking impacts the length of flow paths
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VI Quantitative Flow Measurement

A-B-C-D
A-B-A-C-D
A-B-C-B-C-D-C-D-A
Fig 03_20: Effects of backtracking in a unidirectional loop flow system.
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A firm produces 3 components as following table. Develop the from-to chart.
Fig 03_42: From-to chart. The circled numbers represent component numbers, and the number 35
following the circled numbers indicates the volume of equivalent flows for the component
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VI Qualitative flow measurement

• Relationship (REL) chart can be constructed to show the
qualitative factors
• In order to draw a relationship chart

1. List all departments on the chart
2. Conduct interviews or surveys with persons from
each department and with the management
3. Define the criteria for assigning closeness
relationships
4. Establish the relationship value and the reason for
the value for all pairs of departments
5. Evaluate and discuss with everyone
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Relationship chart
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1. Design methods
2. Emphasize the activities having the connection between A and E
3. Remain the activitiviese having the same length
4. Avoid the intersection activities
5. Arrange the activities U and X in the final
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Chapter 4:
Phone: 0937286746
Email: ducdao92@gmail.com√
Machine/ equipment
-Moving/operation
-Maintenance
Material
-Storage inside factory
-Finished product allocation
-Defective product allocation
Labors
Operation
Moving material
Entrance/exits
Note: We try our best to

Minimize the moving distance in the
factory
Minimize manual handling.
-Maximize safety for labor
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In factories, movement of handling equipment

like trolleys and bins can be hampered if
items are scattered on the floor, or machine Color guidelines:
placements clutter the passageway. Clearly
marked, empty passageways, allow handling
equipment to easily pass through, saving time
and energy.
AISLE WIDTH GUIDELINES

The minimum required width depends on the utilization of the aisle. An average width of 36 inches is
acceptable in the industry. An aisle width of at least 3 feet wider than the largest equipment to be
utilized should be implemented. For emergency exit points, minimum of 28 inches is the allowed
width. (According To OSHA).
1.Learn about the differences

Everyone has different takes on the concept
of personal privacy. So that you need to
respect them
2. Keep your behavior at a

professional level
3. Respect the others’ saying “no”
Control your conversation topic or warmly
react
No need to be passive-aggressive or
displeased about the declination.
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RESTROOMS
Table 04_02: Plumbing fixture requirements for number of employees
 60 m. far
 Invisibility
FOOD SERVİCES
 Dining away from the facility.
 Vending machines and cafeteria.
 Serving line and cafeteria.
 Full kitchen and cafeteria.
Table 04_03: Shifting timing for 30-minute lunch breaks
Example: If a industrial
facility employs 600
people and they are
Table 04_04: Space requirements for cafeterias to eat in 03 equal 30-
minute shifts, how
much space should
be planned for
cafeteria with
Table 04_05: Space requirements for full kitchen
vending machines,
serving lines, or a full
kitchen?
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HEALTH SERVİCES
 pre-employment
examinations,
 first aid treatment,
 major medical
treatment,
 dental care, and
 treatment of
illnesses.
Fig 04_09: Nursing station layout
 Standard for parking side

 1.25 workers need one parking lots
 2-5 parking lot for disability people /100 parking lots
Parking lots example
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President’s office:250-400 ft2

Vice president’s office 150-250
Manager office 80-100
Excecutuve office 250-400
Conference room 20-30 ft per person
File room 7 ft per file
 Lack of privacy
 Lack of status recognition
 Difficulty in controlling noise
 Easy access for interruptions and
interference
 Improved communications
 Improved supervision
 Better access to common files and
equipment
BARRIER- FREE COMPLIANCE
Fig 04_10: Wheelchair dimensions and turning radius Fig 04_11: Able-bodied anthropomorphic
clearance and reach requirements in
standing and sitting positions
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Chapter 5: Layout Planning and material handling

Phone: 0937286746
ld4
 Process layout
Product A process layout is a type of facility

layout in which the floor plan is arranged
with similar processes or machines
located together
 Product layout
Layout
a product layout refers to a production
Process system where the workstations and equipment
Schedule are located along the line of production, as
with assembly lines.
 Project layout
The product is large and hard to move
 Group technology layout
Group technology, or GT, is a
manufacturing technique in which parts with
similar, manufacturing processes, and
functions are manufactured in a single location
using a small number of machines or
processes
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Slide 2
ld4 le ducdao, 4/25/2022

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Systemize
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 What is the Material Handling

 The Movement of Raw
Materials,semi-finished good and
finished article through various
stages of production and
warehousing is called material
handling
 Material handling is concerned with

the movement, storage and control
of material in a production process
 MH means providing the right

amount of the right material, in
• Material handling (MH) is the art and science of moving, the right condition, at the right
storing, protecting, and controlling mat of goods and place, in the right position, in the
materials. right sequence, and for the right
cost, by the right methods.
– Moving: Required to create time and place utility. The - Right amount: how much
value of having the material at the right time and the inventory is needed?
right place. - Right material
– Storing: Provides a buffer between operations and - Right condition: state in which
facilitates the efficient use of people and machines. the customer desires the material
– Protecting: Includes the packaging, and parking - Right sequence
against damage and theft. - Right place: address both
– Controlling: Physical: Orientation, sequence, and transportation and storage
space between material. - Right time: on-time delivery
Status: Real-time awareness of the location, - Right cost: not necessarily the
lowest cost
amount, destination, origin, ownership, and
schedule of material. - Right method.
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11
 With your team (suppliers, consultants, management, engineering, computer,

finance, and operation specialists) define a plan that will reflect the goals of the
organization. Identify the process design, layout, and method, keeping in mind
current restraints and future requirement
 E.g., material (what) and the move (when and where); together they define
the method (how and who)
 Make sure choices of methods, equipment, and

storage are consistent without sacrificing overall  Thoroughly evaluate costs when investing
performance goals but remembering some flexibility in material handling equipment other
may be necessary than the initial capital investment.
Consider installation, setup,
programming, training, testing, repair, etc.
 Work involving material handling should be simplified

reducing, combining,or eliminating much excess
movement as possible. Recall that the shortest distance
between two points is a straight line and when
applicable, use gravity to assist or move material
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 In assigning tasks and equipment for material handling,  After simplifying the existing
worker capabilities, limitations, and safety must be method, automation is done
considered. Eliminate any repetitive or strenuous work wherever possible. The
automation system improves
efficiency, responsiveness, and
consistency
 When it is possible, move many items as a single load
instead of separately
 Enviromental impacts should

All available work areas should be, organized. Maximizing space be considered when
should be thought of as 3-dimensional balancing accessibility and implementing new material
selectivity handling processes. Make
decisions for storage and
equipment that can be reused.
Recycled, and are not harmful
 Movement and storage of materials should become to the environment.
coordinated and integrated into every step of the Environmental
manufacturing process
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Chapter 6: Theoretic approach- layout design

Phone: 0937286746
Nodes: Present the department

Arc: Present the relationship between two department
Planar graph: Graph in 2D scale with no intersection between departments
Maximally Planar: Total connection line between departments having non-intersection point
IF we have more than 3 nodes N=3, we will have 3N-6/2 Arcs
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Select the department pair with the largest weight-

(3-4)
Select the third department to enter. The Third
department is selected based on the sum of the
weights with respect to the department 3 and 4
Define the next department. Make a loop

until all of nodes has been arranged
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Any way to draw block layout ?
1
9
2 8
12 10
3 13 0
20 7 4
4 0 14
2 0
5
6
7
6
Arange the layout for 7

depảrtment with the given
weight
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• Arrange EF because of the

strongest relationship
• FG will be the next candidate
because of having second
strongest relationship
• G should be arranaged next to F
and E
• DE has the next strongest

relationship
• D should be placed next to E
• The next pair will be B-D
• B has the relationship with E
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Make the loop untill arranging all of node

Total score= 385 ?
 Usefulness when arranging the department

layout
 Find the optimal solution for the hard
problem
 Not all relationships has been performed
 Some relationships can not be evaluated
 Distance between departments
 Transportation cost between departments
 Route between the department
 Fix departments
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Chapter 7: Algorithms for layout

design and appliation

Phone: 0937286746
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Layout generation
Distance calculation
Pairwise exchange method
Aldep
CRAFT
Methods for layout design

 Layout evaluation
◦ Distance-based scoring
◦ Adjacency-based scoring
 Layout generation
◦ Construction algorithms
 Building a block layout by iteratively adding departments
◦ Improvement algorithms
 Incrementally improving an initial block layout
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Calculate based distance
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Calculate based relationship
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Calculate based Relationship

Assign the score to evaluate the relationshop
-Definition of relationship
+ share as least one borders
+ The centroids are within a certain distanc
Give the punishment to the X relationship
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Construction algorithms
 SELECT an activity to be placed
 PLACE the selected activity in the layout
 Selection rules
◦ Choose the departments based on the importance
scores (first place all A, then all E, all I, etc.)
◦ Choose the departments having the largest number
of A (E, I, etc.) relationships with the departments
already in the layout.
◦ Consider costs and user specified placement
priorities.
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 Placement rules
◦ Contiguity Rule
 If an activity is represented by more than
one unit area square, every unit area
square representing the activity must share
at least one edge with at least one other
unit area square representing the activity.
◦ Connectedness Rule
 The perimeter of an activity must be a
single closed loop that is always in contact
with some edge of some unit area square
representing the activity.
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 Placement Rules
◦ Enclosed Voids Rule
 No activity shape shall contain an
enclosed void.
◦ Shape Ratio Rule
 The ratio of a feasible shape’s greatest
length to its greatest width shall be
constrained to lie between specified
limits.
◦ Corner Count Rule
 The number of corners for a feasible
shape may not exceed a specified
maximum.
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Algorithm classification
Construction algorithms Improvement algorithms

Graph-based method Pairwise exchange method
ALDEP CRAFT
CORELAP MCCRAFT
PLANET MULTIPLE
BLOCPLAN
LOGIC
Mixed integer programming
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Distance Calculations
 Centroid is a center of mass
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 If (xi,yi) and (xj,yj) represent the coordinates of two
locations i and j then the distance model measures can be:
◦ Rectilinear: B
 distance between i and j is

A
D = |xi-xj| + |yi-yj|
B
◦ Euclidean:
 distance between i and j is
A
D x  x   y  y 
i j
2
i j
2
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 Rectilinear distance from  Euclidean distance from

centroid to centroid centroid to centroid
y y
y2 y2
y1 y1
x1 x2 x x2 x
x1
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Exercises tính khoảng cách theo 2 cách

Nhóm 1,2 tính khoảng cách C-B
Nhóm 3,4 C-A
Chóm 5,6 C-E
Nhóm 7 F-A
Rectilinear distance from A to B:

D (AB) = 1.5 + 1 = 2.5
Rectilinear distance from B to C:
D (BC) = (5-1.5) + (1+1.5) = 3.5 + 2.5 = 6
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 For layout improvement
 Distance-based objective
 The objective is to minimize the total cost
of transporting materials among all
departments in a facility
◦ Based on rectilinear distance from centroid to
centroid
 Since the final outcome is based on the initial
layout, we might not converge to the optimal
solution
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Procedure
 Calculate total cost for the existing layout
 For each iteration evaluate all feasible
exchanges in the locations of department
pairs
 Select the pair that results in the largest
reduction in total cost
 Recompute the distance matrix each time an
exchange is performed
 If the lowest total cost for your next iteration
is worse than the total cost for the previous
iteration, the procedure is terminated
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Example Initial layout
 Four departments with equal sizes
 From-To Chart
 Distance matrix (based on existing layout)
Determine final layout

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From-To Chart
Example
m m
Total cost for the existing layout: z   fijcijdij

Distance matrix - initial layout i1 j1
TC1234=10*1 + 15*2 + 20*3 + 10*1 + 5 *2 + 5*1 = 125
Evaluate all feasible pairwise exchanges:

Switch departments 1-2, 1-3, 1-4, 2-3, 2-4, and 3-4
2 1 3 4
Switching: 1-2
3 2 1 4
1-3
1-4 4 2 3 1
2-3 1 3 2 4
2-4 1 4 3 2
3-4 1 2 4 3
The lowest cost => next iteration
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Example
 Repeat the switching between departments

1-2, 1-3, 1-4, 2-3, 2-4, and 3-4.
◦ Sequence 2314 with total score of 90 is the best
option
TC2314=10*2 + 15*1 + 20*1 + 10*1 + 5 *3 + 5*2 = 90
 The process is repeated until the lowest total

score cannot be reduced anymore.
 In this particular case the best option is
2314.
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Pairwise exchange method- exercises

From-To Chart
Cost matrix
Distance matrix - initial layout
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Corelap
Computerized Relationship Layout Planning:
A method based on the departmental relationship
A=4,E=3,I=2.U=0.X=-1
Using the total closeness rating (TCR) to allocate the department.
TCR is the total relationship ranged by the number of allocated
departments with the others
Rule
• Allocate the department that has the largest TCR. If the same largest TCR is
observed within some department, allocate the department havingmore A, then E,
and so on
• Once the department has the X relationship with the re-arranged department, It
will be established in the final step. If we have a lot X department, re-arranged it
by the descent of TCR
• The next department will be allocated based on the close- relationship with the
first one (A, E, I). Using TCR if we have more than one possible outcome.
• Make the loop of the process until all departments have been arranged
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Corelap –
Ex1 Given a relational schema and space requirements as
below. Arranged it using corelap
Department Area Square
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Corelap algorithm
Strong relationsip 1-3-5-7
Medium relationship 2-4-6-8
Placement ratio (PR - placing rating) is the

sum of weighted adjacency ratios between
the part to be arranged and its neighbors.
Using PR to chose the arrangment oders

The first selected part is placed in the middle
The second will be place based on the raltionship with previous allocated
department (begin with the west corner )
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Corelap –
EX 1
TCR table
Order:
23
5-6-7-9-3-8-1-2-4
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Corelap –
EX 1
Cả hai vị trí có
cùng PR
PR=A[5-7]+I[6-7]
=4 + 2=6
Nếu bố trí 7 như

trên hình bên thì PR
sẽ là:
PR = A[5-7] = 4
Thứ tự bố trí: 24
5-6-7-9-3-8-1-2-4
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Corelap –
EX 1
Thứ tự bố trí: 25
5-6-7-9-3-8-1-2-4
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Corelap –
EX 1
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Thứ tự bố trí: 5-6-7-9-3-8-1-2-4

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Corelap –
Ví dụ 1
Tiếp tục??
27
Thứ tự bố trí: 5-6-7-9-3-8-1-2-4
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Cho biểu đồ quan hệ bên cạnh và thứ tự

bố trí các bô phận là 7-5-9-3-1-4-2-6-8, tìm
CORELAP – mặt bằng tốt nhất với CORELAP. Giả sử
rằng tất cả các bộ phận có cùng kích
EX2 thước. Sử dụng giá trị gần kề: A=125,
E=25, I=5, O=1, U=0, X=-125. Nếu các bộ
phận chỉ tiếp xúc nhau qua 1 điểm, giá trị
gần kề sẽ là ½ giá trị gốc.
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A=125, E=25, I=5, O=1, U=0, X=-125

CORELAP – Thứ tự bố trí: 7-5-9-3-1-4-2-6-8
EX2
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A=125, E=25, I=5, O=1, U=0, X=-125

EX2
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A=125, E=25, I=5, O=1, U=0, X=-125

EX2
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Exercises
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 The method does not guarantee the
optimality, only local optimum
 The procedure may cycle back to one
alternative
 Symmetric layout may occur
 Pairwise exchange can be easily
accomplished only if the departments
are of the same size
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ALDEP
 Department selection
 Randomly selects the first department
 Locate those departments which have “A” relationship with the first one (or
“E”,”I” etc.-min level of importance is determined by the user MACR ).
 If no such department exist, it selects the second one completely randomly
 The selection procedure is repeated until all the departments are selected
(always search for departments having relationships with the last one placed in
the layout-not all)
 Department placement
 Stars from upper left corner and extends it downward
 Vertical sweep pattern
 Sweep width is determined by user
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ALDEP
 Choose randomly 4
 Choose 3 since the A
relationship with 4
 Choose 2 or 1 (choose 2) (has E
relationship with 3)
 Choose 1
 Remaining 5
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ALDEP
 Layout size 300× 500
 Square size 100×100
 Arrange layout follow sweep
route
 If sweep width is
changed the layout
will be adjusted
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ALDEP
Arrange layout with Sweep width=2 and MACR=E
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ALDEP
Order: 4-2-1-6-5-7-3
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ALDEP
Order: 4-2-1-6-5-7-
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ALDEP
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Exercises
Arrange 5 department with MACR=E and sweep width =1 and 2
Layout size: 20x40
Square size: 50 m2 (5*10)
Depart Area 1 2 3 4 5
ment
1 200 I I A A
2 100 U E I
3 200 I U I I
4 150 A E I U
5 50 A I I U
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CRAFT
Computerized Relative Allocation of Facilities Technique
 For improvement of an existing facility
 Attempts to minimize transportation cost, where
Transportation cost = flow * unit cost * distance
m m
Min z   fij cij dij
i1 j1
 Assumptions
◦ Moving costs are not dependent on the equipment utilization.
◦ Moving costs are linearly related to the length of the move.
 Distance metric used is the rectilinear distance between

department centroids.
• Input is FT Chart (From-To chart)

• Department shapes are not restricted to the rectangular ones
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CRAFT
Procedure
1. Determine department centroids.
2. Calculate rectilinear distance between centroids.
3. Calculate transportation cost for the layout.
4. Consider department exchanges of either equal area
departments or departments sharing a common
border.
5. Determine the estimated change in transportation
cost of each possible exchange.
6. Select and implement the departmental exchange
that offers the greatest reduction in transportation
cost.
7. Repeat the procedure for the new layout until no
interchange is able to reduce the transportation cost.
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CRAFT
Example
• A facility with 7 departments
• Cost of carrying any material cij = 1 for all i and j pairs.
• Each grid size is 20 X 20, total 72,000 m2 is available
• Total requirement is 70,000 m2
• Location of receiving (A) and shipping (G) departments are fixed
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
1 A A A A A A A A A A G G G G G G G G
2 A Receiving D. A G G
3 A A A A A A A A A A G G G Shipping D. G
4 B B B B B C C C C C E E G G G G G G
5 B B C C E E E E E E E E
6 B B C C C C C E E E E E E E E
7 B B B B B D D D D F F F F F F F E E
8 D D D D D D D F F F
9 D D F F F F F F
10 D D D D D D D D H H H H H F F F F F
 Improve the layout Dummy Department
• Total available space > total required space:

therefore we use a dummy department (H) with the size of 2,000 m2
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CRAFT Example
1. Determine department centroids.
2. Calculate rectilinear distance
between centroids.
3. Calculate transportation cost for
the layout.
Distance between A and B is 6 units

(illustrated by the red line above)
m m
z   fijcijd ij
i1 j 1
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CRAFT Example
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
2 A Receiving D. A G G Which
3 A A A A A A A A A A G G G Shipping D.G
4 B B B B B C C C C C E E G G G G G G departments
6 B B C C C C C E E E E E E E E to exchange?
9 D D F F F F F F
Dummy Department
1. Bringing the departments E and D closer
might help to reduce total material flow
2. Bringing the departments F and G closer
might help to reduce total material flow
Exchange E and F
Departments E and F can be reorganized
only if they have the same areas OR
they have common border
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CRAFT
Selection Criterion for Exchange
 Estimated change in the transportation cost:
◦ Consider two departments i and j:
 Let the centroids of each location be Li and Lj

 Assume that after the exchange, the new centroid of i
becomes Lj and the centroid of j becomes Li.
 Compute the change in the total transportation cost by
using the new estimated centroids
 Centroids of the two departments are temporarily swapped
 The actual size of cost reduction can be overestimated or
underestimated
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CRAFT
Swapping the centroids
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
6 B B C C C C C E E E E E E E E Centroid of E
8 D D D D D D D F F F Centroid of F
9 D D F F F F F F
Dummy Department
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
To calculate the
estimated change
A G in cost after the
2 A Receiving D. G
Shipping D.G
3 A A A A A A A A A A G G G exchange:
6 B B C C C C C E E E E E E E E Centroid of F
8 D D D D D D D F F F Centroid of E
9 D D F F F F F F
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CRAFT Example
Trial distance matrix
 Estimation of the
change in
transportation cost
Initial cost matrix Trial cost matrix
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CRAFT
Exchanging two departments
 If the areas of the two departments are of equal sizes one
department takes the shape of the other.
 If the areas are not identical:

◦ Draw a box enclosing the two departments (this enclosed
shaped includes the grids of the two departments only)
◦ Count the number of grids of the smaller department. Let this

count be k
◦ Count k grids from the non-adjacent side of the larger

department. These grids now become the new location of the
smaller department. The space emptied by the smaller
department now becomes part of the larger department’s new
territory
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CRAFT
Exchanging two departments
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CRAFT Example – exchanging E and F

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18
5 B B C C E E E E E E E E E
6 B B C C C C C E E E E E E E E
9 D D F F F F F F
10 D D D D D D D D H H H H H F F F F F Department E needs less space
Dummy Department than department F. Then:
Starting from the non-adjacent
1 2 3 4 5 6 7 8 9 10 1112 13 14 15 16 17 18 side of department F, locate all the
1 A A A A A A A A A A G G G G G G G G cells for department E
Shipping D.
3 A A A A A A A A A A G G G G
4 B B B B B C C C C C F F G G G G G G
5 B B C C F F F F F F F F
6 B B C C C C C F F F F F F F New Layout – after
7 B B B B B D D D D E E E E E E F F exchanging E and F
8 D D D D D D D E E F F
9D 10 D E E E E E E F F
D D D D D D D D H H H H H E E F F F
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CRAFT Example
Final Layout – after exchanging B and C
1 2 3 4 5 6 7 8 9 10 1112 13 14 15 16 17 18
3 A A A A A A A A A A G G G
Shipping D.
G
4 C C C B B B B B B B F F G G G G G G
5 C C C B B F F F F F F F F
6 C C B B B B B B F F F F F F F
7 C C C C B D D D D E E E E E E F F
8 D D D D D D D E E F F
9 D D E E E E E E F F
10 D D D D D D D D H H H H H E E F F F
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CRAFT Example
Manual Adjustment on CRAFT output
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CRAFT Insufficiency of Adjacency for Exchange

 If 2 departments are not equal in area,
then adjacency is a necessary but not
sufficient condition for an exchange
CRAFT is unable to exchange

departments 2 and 4 without
splitting the department 2 or
shifting other departments
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CRAFT - Pros
 CRAFT is flexible with respect to department shapes.
 In theory, CRAFT is applicable only to rectangular facilities, yet using dummy
extensions, we can still apply CRAFT algorithm to non-rectangular shapes.
 Dummy departments
• Have no flows or interaction with other departments
• Require certain area
• Can be fixed
• Used for:
 Non-rectangular facilities
 Fixed areas in the layout (obstacles, unusable areas, etc.)
 Aisle locations
 Extra space
 Building irregularities
 CRAFT captures the initial layout with reasonable accuracy
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CRAFT - Cons
 Locally optimal solution only
◦ CRAFT is a path-oriented method so the final layout is dependent on
the initial layout. Therefore, a number of different initial layouts should
be used as input to the CRAFT procedure.
 CRAFT may lead to irregular shapes both for individual
departments and the facility itself.
◦ Most of the time, a manual “finishing” must be done before presenting
the CRAFT output.
 It is not always possible to exchange two unequal size, adjacent
departments without splitting the larger one.
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Initial layout
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Flow matrix
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Exercise
Departme 1 2 3 4 6
nt
Area 16 16 24 16 8
(sq.Units)
4 2 4
4 1 5 4
4 2 3
4 6
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Exercise
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Exercises
Departm Can be Value 4 2 4

ent exchange 4 1 5 4
1 and 2 4 2 3
1 and 3
4 6
1 and 4
1 and 5
2 and 3
2 and 4
2 and 5
3 and 4
3 and 5
4 and 5
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Exercises
Departm Can be Value
ent exchange
4 2 4
1 and 2 205
4 1 5 4
1 and 3
4 2 3
1 and 4 193
1 and 5 208 4 6
2 and 3 197
2 and 4 201
2 and 5
3 and 4 178
3 and 5 183
4 and 5 163
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CHAPTER 8: FACILITY LOCATION-

ALLOCATION THEORY
Le Duc Dao, PhD

Department of Industrial Engineering
Mechanical Faculty
1 Ho Chi Minh City, University of Technology
Phone: 0937286746
Email: lddao@hcmut.edu.vn
SUPPLY CHAIN SYSTEM PROBLEM
1
5/13/2023
PROBLEM IN THE SUPPLY CHAIN PROBLEMS

 Data flow management
 Distribution problem
 Product replenishment problem (fruit, Vegetable..)
 Location-Allocation problem
Factor
Location
Transportation
Market
Labor
FACTORY LOCATION-ALLOCATION Power
Affected factors for factory allocation Climate condition
Water
Land 3
Opponents
Disposal of waste
METHOD FOR FACTORY LOCATION-ALLOCATION
Resource Location-Allocation in factory

Qualitative selection method
 Survey
 Seft-defined relationship such as A-E-I-O-U
Quantitative selection method
 The importation of affected factor
 Quantitative and profit-cost analysis
Mathematical modeling
 Modeling method
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FACTORY LOCATION-ALLOCATION
 Algorithm: We will select the plan based on weighted
factors
 Determine the factors and weights
 Determine the score of each implementation plan related to
mentioned factors
 Determine the overall score
 We will choose the plan has the largest score
WEIGHTED COEFFICIENT METHOD
The Manager concern three factors for building the new

factory. After evaluation, the score has been listed in the
table below.
Factor Weight P–A P– B P–C

Labor skill 0.5 70 70 50
Preparedness of material 0.3 60 40 90
Potential market 0.2 70 95 60
Which plan should be used ?

6
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Overall Score = score of P-A ×Weighted factor score
Factor PA – A PA – B PA – C
Score W-score Score W- Score W-score
score
Labor skill (0.5) 70 35 70 35 50 25
Preparedness of 60 18 40 12 90 27
material
(0.3)
Potential market 70 14 95 19 60 12
(0.2)
Overall Score 67 66 64

What happen if we change the weighted score of factors, for
example , 0.45 (Labor ), 0.4 (material preparedness), 0.15
potential market
Factor PA – A PA – B PA – C
Score W- Score W- Score W-score
score score
Labor skill 70 31.5 70 31.5 50 22.5
Preparedness of material 60 24 40 16 90 36
Potential market 70 10.5 95 14.25 60 9
Labor skill 66 61.75 67.5
8
The plan has been evaluated subjectively based on the weighted scores, thus
easily causing the in-correct chosen .
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5/13/2023
WEIGHTED COEFFICIENT METHOD 2 MIN

 Given the table below, could you recommend for
managers the plan
Factor P–A P– B P –C
Score W- Score W- Score W-score
score score
H1 (0.2) 50 10 80 16 45 9
H2 (0.35) 70 24.5 60 21 75 26.25
H3 (0.15) 60 9 50 7.5 70 10.5
H4 (0.3) 40 12 70 21 85 25.5
71.25
 Plan C 9
FINANCIAL ANALYSIS
If the fixed cost and variable cost of each production
plan have been determinized, we will select the
plan having the lowest cost
 The company considers three production plan

with variable cost and fixed cost shown in the
table
Production Fixed cost Variable cost

plan (unit)
A 10.000.000 250
B 25.000.000 150
C 60.000.000 50
10
10
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5/13/2023
FINANCIAL ANALYSIS
 Total production cost = (fix cost ) + (variable cost ) x
(Production quantity
- plan – A:
Total cost= 10.000.000 + 250 x 250.000 = 72.500.000

- plan – B:
Total cost = 25.000.000 + 150 x 250.000 = 62.500.000

- Plan – C:
Total cost = 60.000.000 + 50 x 250.000 = 72.500.000

Plan B is the optimal Plan when production is under
250000 units/years
11
• What happen if production changed
11
FINANCIAL ANALYSIS
Total
cost
Production quantity
 Production cost changed according to the production

quantity 12
12
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5/13/2023
IN CLASS EXERCISES – 15 MIN

We will make plan to build the distribution center.
Recommend for the manager according to production
quantity
Plan
A B C
Fix cost 500 300 600
Variable cost 2 3 1
Unit million VND
13
13
FACTORY LOCATION-ALLOCATION MODEL
 Has been applied in a lots of field

 Hospital allocation
 School/University Allocation
 Warehouse allocation
 Canteen Allocation
14
14
14
7
5/13/2023
Decide the distance based on Rectilinear distance:
D  x1  x2  y1  y2
Decide the distance based Euclidean distance:
15
15
 Objective function
 Distance
 Với:
New location
Current location
Weight which is used to present the relationship

between new machine/department with the
current one
Distance between new machine/department 16
with the current one
16
8
5/13/2023
 We can solved it using two approach

Minisum approach
We minimize the weighted distance between the new machine/department
with the current one
Minimax approach
We minimize the maximum distance from new machine/department to
the current one be
17
17
MINISUM APPROACH
 Objective
 X-coordinate of the new machine will be the same as the X-

coordinate of one of the current machines/department
 Algorithm
1. Define X-coordinate
 Arrange X-coordinate of the current machine/department
by increasing the order
 Calculate the cumulative addition of weighted W
 If cumulative addition is larger the ½ of total W , this
location will be the X-coordinate of the new machine/
department
2. Similar to Y-coordinate 18
18
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5/13/2023
MINISUM APPROACH
 If we cannot locate the new machine to the best
location, the optimal location will be determined
based on the objective function by choosing the
min f(x,y)
19
19
MINISUM APPROACH
 Define the new supplied warehouse for 5 firm

EX: having the coordinate (X,Y) in the table below
20
20
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5/13/2023
MINISUM APPROACH
Coordinate
Current Weighted
Warehouse number
i
Current define x coordinate :

Coordinate Weighted number
Warehouse
i
21
21
MINISUM APPROACH Coordinate Relationship

between New-
i
define y coordinate :
22
22
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5/13/2023
MINISUM APPROACH
 Optimal location will be x=5 và y=4
 Objective value
23
23
MINISUM APPROACH
Result
 LINGO model
24
24
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5/13/2023
MINISUM APPROACH
 Suppose we cannot locate the machine to the best choice,
Which location (O1-O7) should be used to put the new
machine
25
25
MINISUM APPROACH
 Objective of (O1-O7)
 O1 
 O2 
 O3 
 O4 
26
26
13
5/13/2023
MINISUM –EXERCISES 10 MIN

Current equipment has been listed below
Equipm x y Weight of new-
ent current
A 1 3 6
B 2 5 8
C 1 7 3
D 8 2 4
E 6 9 3
F 5 4 1
Find the optimal location for new equipments and Obj

Define the optimal location for new machine if we only have three
potention location (6,4), (4,7), (3,8)
27
27
MINIMAX APPROACH
 Minimax approach
 We minimize the maximum distance from the
new machine/department to the current one be
 Algorithm
 We calculate 5 optimal value
The optimal location will be located in the
line between
With
28
The objective value c5/2
28
14
5/13/2023
MINIMAX APPROACH
We want to locate fire station between 8 departments. Fire station
should be put near all departments. You may use the minimax approach
to give us the optimal location
29
29
MINIMAX APPROACH
Optimal location should be ?

30
30
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5/13/2023
MINIMAX APPROACH
31
31
MINIMAX APPROACH
 Lingo model
 Result
X = 4.45
Y = 3.55
The line will be formed by
A and B and it includes
point (4.45, 3.55)
32
32
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5/13/2023
IN CLASS EXERCISES 10 MIN

Given the department A-K with the coordinate X,Y
below. Use the minimax approach to locate the
health care center to support all of departments
Department X Y
A 0 3
B 9 2
C 1 6
D 5 4
E 3 3
F 7 4
G 8 2
H 9 9
K 6 6 33
33
MODEL FOR N FACTORIES/RESOURCES

 How can we define more than one machine/
department
 Objective function
min f(x) = total distribution cost (the sum of

transportation cost between new machine + the sum of
transportation cost between new machine and current
machine )
Location of new machine/department

Location of current machine/department
Transportation cost of 1/unit form j to
34
Transportation cost of 1/unit form j to i
Distance from j to k
Distance from j và i
34
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5/13/2023
 Rectilinear:
 Euclidean:
35
35

 We want to locate 2 new machines to support
three current machines A=(1,5), B=(4,10) and
C=(10,3). The flow of machine has been listed
below
 Build the objective function based on Rectilinear
distance
36
36
18
5/13/2023
 Rectilinear distance
37
37

 Rectilinear distance lingo model
 Kết quả:
38
38
19
5/13/2023

 Modeling based Euclidean distance- Answers
39
39
20
5/13/2023
MATHEMATICAL MODELLING
Le Duc Dao, PHD

Bộ môn Kỹ Thuật Hệ Thống Công Nghiệp
Khoa Cơ Khí
Trường Đại học Bách Khoa Tp. Hồ Chí Minh
Phone:
1 Email:lddao@hcmut.edu.vn
MATHEMATICAL MODELING EX1
1
5/13/2023
MÔ HÌNH TỔNG QUÁT
MÔ HÌNH TỔNG QUÁT

Có 3 nhà máy A,E,K và có 4 kho B,C,D,M. Số lượng sản xuất trung bình
hàng ngày của 3 kho là 30,40,50. Số lượng yêu cầu trung bình hàng ngày
của nhà kho B,C,D,M là 35,28,32,25. Chi phí vận Chuyển được cho như
hình bên dưới. Biết 1 nhà máy chỉ được vận chuyển hàng hóa đến 1 kho.
Hãy lập mô hình toán để cực tiểu chi phí vấn chuyển
2
5/13/2023
3
5/13/2023
Crude oil Refining and Gasoline blending EX6
4
5/13/2023

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5/13/2023

Chapter 1: Introduction to Facilities Planning

Students understand the definition of facility planning

Support the vision Use of workders

Location desgin Structual design

Main raw Enviroment

 Importance of Material Handling system

Improve the flow of material to produce production cost

Improve the flow of material to reduce production cost

Material handling and plant layour cannot be seperated

• Customer satisfaction  Safety

 It is a multi-objective optimization problem with many constraints and many costs,

Fig 1_6: The facilities planning process.

• Determines how an activity’s tangible fixed assets should contribute to meeting

Chapter 2: Product, Process and Schedule Design,

SCHEDULE DESIGN  Profit optimizing product selection layout

involving:  Italian economists found that 85% of wealth is

When to produce - production scheduling -85% of the product volume is attributed

 Number of machines required  Production selection is analyzed through a

◦ Number of employees required Sequence of quantitative relationship graph which is Also

Identify exactly what To Know Is the project:

Volume-variety chart – Pareto law

• 85% of the production volume

Fig 2_15: Volume-variety chart for a facility where

CALCULATION OF PRODUCTION REQUIREMENTS

CALCULATION OF PRODUCTION REQUIREMENTS

CALCULATION OF PRODUCTION REQUIREMENTS

 Ok: the desired output without defects

 Ik: the production input

CALCULATION OF PRODUCTION REQUIREMENTS

3 đầu ra 2103 đầu vào 2125

CALCULATION OF PRODUCTION REQUIREMENTS

CALCULATION OF PRODUCTION REQUIREMENTS

2. CALCULATIONS WITH REWORK.

Fig 2_16: Process chart for operations with rework

CALCULATION THE REQUIRED MACHINE

M: number of machines required per shift

CALCULATION THE REQUIRED MACHINE

CALCULATION THE REQUIRED MACHINE

REJECT ALLOWANCE PROBLEM

How do we actually decide Q?

REJECT ALLOWANCE PROBLEM

 To maximize expected profit, Q can be determined

Calculating production quantities

Therefore the expected profit can be given:

The expected profit expression can be shown to reduce to:

REJECT ALLOWANCE PROBLEM

Expected profit from producing Q castings

OPERATOR MACHINE CHART

OPERATOR MACHINE CHART

OPERATOR MACHINE CHART

OPERATOR MACHINE CHART

Co = cost per operator-hour; Cm = cost per machine-hour;  = Co / Cm

OPERATOR MACHINE CHART

If  <1: then TC(n) < TC(n+1), and n machines should be assigned;

Chapter 2: Product, Process and Supply Chain

Lê Đức Đạo, Phd

 How are the make-or-buy decisions

 Managerial decisions requiring input

SUPPLY CHAIN NETWORK DESIGN

DC: distribution centers

TRADE OF AMONG LOGISTICS SYSTEM