FACILITIES PLANNING

CHERKAOUI ABDELGHANI
FACILITIES PLANNING

CHERKAOUI ABDELGHANI
• What is Facility Planning?

• Determining how an activity’s tangible

fixed assets best support achieving the
activity’s objectives.

• James A. Tompkins & John A. White, Facilities Planning,

 §1.1 Facilities planning defined
• It impacts so many activities:
– Handling and maintenance costs
– Employee morale
– Operating costs
– Capital investment
• Rapid changes in production techniques and
Equipment will continue as well
• Role of facilities planning within supply chain
excellence
 Supply chain excellence
• Business as usual
• Link excellence
• Visibility
• Collaboration
• Synthesis
• Velocity
• Quantitative tools
• Detailed real word example and problem
• Software solution: Visfactory

• Table of contents
• Facilities planning
– Actualité: conferences, recherche, journaux
– Hopital, dept assemblage, entrepôt, airoport,
détaillant, école, banque, bureau
– Dynamique: ability to become suitable for new
use
– «  ‫وترىا لجبا لت حسبها جامدة وهيت مر مر ا لسحابص نع هللا‬
‫ا لذيأتقنك ل ش يء‬ « « Sourat Annaml 88 »
 1.1 facilities planning defined
• The “F.P” help an organization achieve supply
chain excellence
– Business as usual
– Link excellence
– Visibility
– Collaboration
– Synthesis
– Velocity
Business as usual
 Business as usual

• Work hard to maximize its individual functions

• The goal of individual departments, such as
finance, marketing, sales, purchasing,
information technology, research and
development, manufacturing, distribution, and
human resources, is to be the best department
in the company.
• Each organizational element attempts to
function well withing its individual silo
 Link excellence
• Tear down the internal boundaries until the
entire organization functions as one
• If an organization hopes to pursue Supply
Chain Excellence, it must look within itself,
eliminate and blur any boundaries between
departments and facilities, and begin a never-
ending journey of continuous improvement.
 Visibility
• Every one in the supply chain cannot work
together, if they cannot see one another
• Bring to light all link in the supply chain
• It minimize supply chain surprise
• “element clef de la supply chain”
• Through visibility, organizations come to
understand their roles in a supply chain and
are aware of the other links
 Collaboration
• Through collaboration, the SC can determine
how best to meet the demands of the
marketplace.
• The supply chain work as a whole to maximize
customer satisfaction
• Proper application of technology and true
partership
•
 Synthesis
• The supply chain must pursue the continuous
improvement
• It create a complete pipe line from a customer
perspective
• Results
– Increased ROA
– improved customer satisfaction (they understand value
added activity)
– Reduced costs
– An integrated supply chain (partnerships and communication
and focus on the ultimate customer)
 Velocity
• La synthèse prend beaucoup de temps
• Velocity is synthesis at speed of light
• “ride fast or you will fall”
 Role of the “F.P” dans le “S.C”
• Les facilities sont indispensables
• Chacun organise ses facilities en fonction des
autres
• Assurer la fabrication et l’expédition vers le
consommateur
 Facilities
• Proper facilities planning along the supply
chain ensures that the product will be
manufactured and shipped to the satisfaction
of the ultimate customer.
 Caractéristques des “F.P”
• Flexibility
• Modularity
• Upgradability
• Adaptability
• Selective operability
 flexibility
• Flexible facilities are able to handle a variety
of requirements without being altered
 modularity
• Modular facilities are those with systems that
cooperate efficiently over a range of
operation rates
 upgradability
• Upgraded facilities gracefully incorporate
advances in equipment system and
technology
 adaptability
• This mean taking into considerations the
implications of calendars, cycles, and peaks in
facilities use
 Selective operability
• This mean understanding how each facility
segment operates and allows contingency
plan to be put in place
• Facilities planning determines how an
activity’s tangible fixed assets best support
achieving the activity’s objective.
•
 Manufacturing facilities

For a manufacturing firm, facilities planning

involves the determination of how
manufacturing facility best supports
production
 Airport facilities

• The facilities planning involves determining

how the airport facility is to support the
passenger-airplane interface
 Hospital facilities

• Facilities planning for a hospital determines

how the hospital facility support provinding
medical care to patients
Amelioration continue
Facilities design and facilities location
• Location: placement and orientation
• Design:
– Facility system
– Facility layout
– Handling system
 Facilities system

• Structure
• System atmospheric extern
• System enclosure intern
• Lighting/electrical/communication systems
• Life safety System
• Sanitation system
 Facilities layout
• Within the building envelope
– Equipment
– Machinery
– Furnishings
 Handling system
• Mechanism needed to satisfy the required
facilities interaction
Manufacturing facilities system
§1.2 Significance of facilities planning
To stimulate your thoughts on the
breadth of the facilities planning
opportunities, consider the
following questions:
1. What impact does FP have on handling and maintenance
cost?
2. What does FP have on employee morale, and how does
employee morale impact operating cost?
3. In what do organizations invest the majority of their capital ,
and how liquid is their capital once invested?
4. What impact does FP have on the management of a facility?
5. What impact does FP have on a facility’s capability to adapt
to change and satisfy future requirements?
 Autres considérations
• F.P. est une activité continue, c’est les
poumons de l’organisation
• Les changements et la productivité exigent
des adaptations rapides
• Éliminer le gaspillage
• Santé et sécurité au travail
• “to assure so far as possible every working
man and woman in the nation safe and
healthful working conditions and to preserve
our human resources” USA

• Au Maroc nous perdons 14 millards de Dh à

cause des accidents de la route, soit 2,5% du
PIB
• Conservation de l’énergie, on réamenage une
facilité si on peut gagner sur la consommation
d’eau, de la vapeur etc.
• Considérations communautaires: fire
protection and security “terrorism”, ADA”
Americans with Disabilities Act”
• Air pollution, noise, liquid and waste
 §1.3 Objectives of facilities planning
• B2B  B2B2B2B2B2B2B2C
1. augmenter la satisfaction du consommateur,
faciliter le W avec lui, répondre à ses besoins,
tenir ses promesses envers lui
2. augmenter le ROA (return of asset)
Maximiser inventory turn
Minimiser obsolete inventory
Augmenter employee participation
Amelioration continue
3. Augmenter speed of quick customer
response
4. Diminuer cost and grow the S.C. profitability
5. Support the organization vision through
improved material handling, material control
and good housekeeping
6. Effectively utilize people, equipment, space
and energy
7. Augmenter le ROI
8. Be adaptable and promote easy of
maintenance
9. Provide for employee safety job satisfaction
 1.4 facilities planning process
• Le processus est mieux perçu en revenant sur
la figure 1 ou cycle de vie
• F.P. n’est pas une science exacte mais une
approche organisée et systématique
• On utilise le processus traditionnel
d’ingénierie à savoir:

•
 Engineering Design Process

• Typically, design problems do not have well-defined, unique, optimum

solutions. We are interested in obtaining a satisfactory solution.

• General Procedure for Solving Engineering Design Problems

1. Formulate the problem.
2. Analyze the problem.
3. Search for alternative solutions.
4. Evaluate the design alternatives.
5. Select the preferred design.
6. Implement the design.
 Application of the Engineering Design
Process to Facility Planning
1. Define (or redefine) the objective of the facility:
Specify quantitatively the products to be produced or service to be provided.
2. Specify the primary and support activities to be performed in accomplishing the objective:
Requirements for primary activities include operations, equipment, personnel, and
material flows.
3. Determine the interrelationships among all activities:
Both qualitative and quantitative relationships should be defined.
4. Determine the space requirements for all activities:
These are determined considering the equipment, materials, and personnel requirements.
5. Generate alternative facility plans:
Including alternative facility locations and alternative designs for the facility.
6. Evaluate alternative facility plans:
Determine the important factors (see list of factors). For each candidate plan, evaluate if
and how those factors will affect the facility and its operations.
Application of the Engineering Design Process
to Facility Planning (cont.)

7. Select a facility plan:

Cost may not be the only major consideration.
Use the information in step 6 to determine a plan (pairwise comparison is a good
ranking procedure).
8. Implement the facility plan:
Considerable amount of planning must precede the construction of a facility or the
layout of an area.
9. Maintain and adapt the facility plan:
The facility plan must be modified as new requirements are placed, e.g., new energy
saving measures, changes in product design may require different flow pattern or
handling equipment, etc.
10. Redefine the objective of the facility:
Similar to step 1.
Changes in product design and/or quantities may require changes into the layout plan.
f01_04
 Une nouvelle approche
“winning facilities planning process”
• L’element clef de cette approche est le model of success:
1. Vision: a description of where you are headed
2. Mission: how to accomplish the vision
3. Requirement of success: the science of your business
4. Guiding principles: the values to be used while
pursuing the vision
5. Evidence of success: measurable results that will
demonstrate when an organization is moving toward
its vision