Material Handling
Conventional
Operations Process (Flow)
Chart
Flow diagram is a plan of work area, indicating the
position of machines, flow of materials and their
relationships
Flow diagram allows one to view the total flow plan
and to visualize potential storage areas, inspection
stations and potential unsafe factors, etc.
Flow diagram will present problems such as cross
traffic, backtracking and unnecessary traveling
distance
Operations Process (Flow)
Chart
OPCs are used for:
Showing sequences of all events
Identifying all major operation procedures
Distinguishing manufactured and purchased parts
Providing information for materials used and standard
times
Establishing the relationships between parts, fabrication
processes and assemblies
OPC Symbols
Operation: an object is changed in its characteristics
Transportation: an object is moved from one place to
another
Inspection: an object is examined with a standard as to
quantity and quality
Delay: the immediate performance of the next
planned action does not take place
Storage: an object is kept under control such that its
withdrawal requires authorization
Advantages of Charting





Provide clear representation of the task
Diagrammatic format aids comprehension
Can incorporate the sense of time
Information presented in format suited
for creating operational procedures
Format can provide links for human tasks,
system functions, material flows, and
equipment used
The Performance Principle
Know what your material handling costs are and continuously
work to reduce them. The process chart provides the form
to calculate the unit cost of every move. Tracking this
percentage can show the improvements in performance.
Material Handling Hours
Percentage of M.H. =
Total Labor Hours
Charting and Line / Cell
balance
Line balancing is simply a means to maximize
production. By studying the OPC data, balancing
determinations can be made.
Balanced Line
Unbalanced Line
10
9
8
7
6
5
4
3
2
1
0
20
15
10
5
0
A
B
C
D
Operation
E
A
B
C
D
Operation
E
Charting and Line / Cell
balance
6 min
3 min
3 min
6 min
4 min
2 min
18-min C/T using 3 people / 8-hr shift
3 shifts / day = 3 x 8-hr x 60 min =
1,440 min/day
1,440 min/day / 9 min =
160 pieces/day
Total daily labor hours = 3 shifts x 3
people x 8-hr = 72 hr
Charting and Line / Cell
balance
6 min
3 min
3 min
6 min
4 min
2 min
12-min C/T using 4 people / 8-hr shift
2 shifts / day = 2 x 8-hr x 60 min =
960 min/day
960 min/day / 6 min = 160 pieces/day
Total daily labor hours = 2 shifts x 4
people x 8-hr = 64 hr
Line Balancing Impact
Line Balancing Impact:
For the same production output (160 pieces
/day)
Labor Reduction (hrs) = (72 –64)/72 x 100 =
11%
C/T Improvement = (9-6)/9 x 100 = 33%
RIF = (9-8)/9 x 100 = 11%
Eliminated third shift expense
Total capacity doubled
Weighted Unit Load Analysis
Equivalency considerations:
 Shape – awkwardness, square, round, etc.
 Weight – per unit or specific weight
 Size – length, width, height
 Value – wood versus gold
 Fragility – risk of damage, hazardous, etc.
 Conditions – wet, cold, hot, etc.
 Equipment – fork truck, cart, crane, etc.
Key Manufacturing
Fundamentals
Four Fundamental Customer
Expectations:
1.
2.
3.
4.
Product Quality
Delivery as scheduled / requested
Flexibility to handle change and service
Low $$$
One method to achieve this is by
implementing Lean Manufacturing principles
Conclusion
Two Major Elements of the Direct and Indirect
Factory Labor Costs Equation are Effected by:
1. The way we handle materials
2. The way our facilities are laid out
This will be our focus this semester