Process dynamics and control 4th edition pdf download

Handbook on the Physics and Chemistry of Rare Earths. Particle Physics and Inflationary Cosmology — Linde. Inorganic Chemistry Catherine 4th Edition. Physical Inorganic Chemistry. Organic Chemistry McGraw Hill. Organic Chemistry. Starr, R. Cook and J. Home Blog. Collaboration between departments is better than isolation. This is often not the department's fault, as its processes and interactions with other departments are limited.

Another component of the principle is transparency. Processes and results of work should be visible and understandable to all participants. The more people know what is going on in the project and why, the easier it will be to connect and help. When, for example, only a small group of employees knows about a planned change, rumors and speculation appear.

The silence leads the rest of the team to resist the change. Determine the range of stakeholders within the company. These can be developers, external and internal suppliers, analysts, CRM managers - all those who are somehow involved in the creation of the organization's value. Some contributors may need to be more involved in the project.

Others - act as reviewers, consultants, or approvers. So, in software development, advanced companies involve several teams in cooperation at once: developers, testers, product owners, customers, users. A holistic approach to management is the understanding that the various activities of an organization are aimed at creating value. No service or element used to provide a service is standalone. To follow this approach and deliver consistently good results, try to perceive any process as part of the value chain and take a holistic view of the associated processes, resources and practices.

The principle of using the minimum number of steps to achieve a goal is considered obvious but is often forgotten. The car rental app collects a lot of data, including information about the time it takes a user to fill out each form in the app to book a car.

Research has shown that this data is of little use, and the real value is the data on how long the entire booking process takes.

As a result, the developers simplify the application interface and increase its work speed simply by removing the function of collecting optional data.

In the process of creating or optimizing an IT service, it is best to start with the simplest model possible, and then gradually add new elements, actions or indicators - if they are really needed.

It also happens in another way: a new process is perceived by the employees as a waste of time. However, this new stage is important on a corporate scale and indirectly affects the value of the service.

Therefore, employees must have a holistic view of what and how the organization does. Let individual teams or groups know how their work is influenced by others and how they affect others themselves. Strike a balance between competing goals - leadership goals and implementer goals.

Let's say the manager wants to collect a data set in order to make a strategic decision. In this text, we employ a practical approach to facilities planning, taking advan- tage of empirical and analytical approaches using both traditional and contemporary concepts. It should be noted that facilities planning, as addressed in this text, has broad applications.

For example, the contents of this book can be applied equally to the plan- ning of a new hospital, an assembly department, an existing warehouse, or the bag- gage department of an airport.

Whether the activities in question occur in the context of a hospital, production plant, distribution center, airport, retail store, school, bank, office, or any portion of these facilities, or whether in a modern facility in a developed country or an outdated facility in an emerging country, the material presented in this text should be useful in planning. It is important to recognize that contemporary facili- ties planning considers the facility as a dynamic entity and that a key requirement for a successful facilities plan is its adaptability and its ability to become suitable for new use.

Supply chain excellence is a process with six steps, or levels. These steps are business as usual, link excellence, visibility, collaboration, synthesis, and velocity.

Business as usual is when a company works hard to maximize the individual functions of the supply chain buy-make-move-store-sell.

The goal of individual departments, such as finance, marketing, sales, purchasing, information technol- ogy, research and development, manufacturing, distribution, and human resources, is to be the best department in the company. Organizational effectiveness is not the emphasis.

Each organizational element attempts to function well within its individ- ual silo. To achieve link excellence, companies must tear down the internal boundaries until the entire organization functions as one. Compa- nies usually have numerous departments and facilities, including plants, ware- houses, and distribution centers DCs. If an organization hopes to pursue supply chain excellence, it must look within itself, eliminate and blur any boundaries be- tween departments and facilities, and begin a neverending journey of continuous improvement.

It must have strategic and tactical initiatives at the department, plant, and link levels for design and systems. Supply chain excellence requires everyone along the supply chain to work to- gether. Everyone in the supply chain cannot work together, however, if they cannot see one another.

Visibility, the third level of supply chain excellence, brings to light all links in the supply chain. It minimizes supply chain surprises because it provides the information links needed to understand the ongoing status. It could be consid- ered the first real step toward supply chain excellence.

Through visibility, organizations come to understand their roles in a supply chain and are aware of the other links. An example is an electronics company with a Web site that allows its customers to view circuit boards and then funnels informa- tion about those customers to suppliers. Visibility thus requires sharing information so that the links understand the ongoing order status and thus minimize supply chain surprises.

Once a supply chain achieves visibility, it can move to collaboration, the fourth level of supply chain excellence. Through collaboration, the supply chain can deter- mine how best to meet the demands of the marketplace. The supply chain works as a whole to maximize customer satisfaction while minimizing inventories. Collabora- tion is achieved through the proper application of technology and true partnerships.

Various collaboration technologies exist, and, as with visibility software, the supply chain must choose the right technology or combination of technologies if it hopes to collaborate properly. True partnerships require total commitment from all the links in the supply chain and are based on trust and a mutual desire to work as one for the benefit of the supply chain.

After collaboration is in place, the supply chain then must pursue the continu- ous improvement process of synthesis. Synthesis is the unification of all supply chain links to form a whole. It creates a complete pipeline from a customer per- spective. The results of synthesis are as follows:. This is achieved by maximizing inventory turns, minimizing obsolete inventory, maximizing employee participation, and maximizing con- tinuous improvement.

They understand value-added activity. They also understand the issue of flex- ibility and how to meet ever-changing customer requirements. They com- pletely comprehend the meaning of high quality and strive to provide high value. This is achieved by scrutinizing transportation costs, acquisition costs, distribution costs, inventory carrying costs, reverse logistics costs, pack- aging costs, and so on and continually searching for ways to drive down the total delivered-to-customer cost.

This is achieved by using partnerships and com- munication to integrate the supply chain and focus on the ultimate customer. Synthesis is not achieved overnight. It takes time to take the links of a supply chain and remove the boundaries between them.

However, if all links are visible and all collaborate, then synthesis is within reach. Velocity is synthesis at the speed of light. The Internet has created immediate orders, and customers expect their products to arrive almost as quickly. Facilities are critical components of the multilevel global networks necessary for supply chain excellence.

Each organization in the supply chain should therefore plan facilities with its supply chain partners in mind. Proper facilities planning along the supply chain ensures that the product will follow the supply chain series buy- make-move-store-sell to the satisfaction of the ultimate customer. Flexible facilities are able to handle a variety of requirements with- out being altered.

Modular facilities are those with systems that cooperate efficiently over a wide range of operating rates. Upgraded facilities gracefully incorporate advances in equip- ment systems and technology. This means taking into consideration the implications of calen- dars, cycles, and peaks in facilities use. This means understanding how each facility segment op- erates and allows contingency plans to be put in place. This involves adopting the process of leadership in energy and environmental design LEED.

A whole-building ap- proach to sustainability recognizes performance in five key areas of human and environmental health: sustainable site development, water savings, energy efficiency, materials selection, and indoor environmental quality. Creating these facilities requires a holistic approach.

Consolida- tion also includes the physical merging of sites, companies, and functions. Preventive maintenance is a continuous process that minimizes fu- ture maintenance problems.

Predictive maintenance anticipates potential problems by sensing the operations of a machine or system. In this regard, for a facilities planner, the notion of continuous improve- ment for supply chain excellence must be an integral element of the facilities planning cycle. The continuous improvement facilities planning cycle shown in Figure 1. Whether you are involved in planning a new fa- cility or planning to update an existing facility, the process of facilities planning is unchanged.

For a manufacturing firm, facilities planning involves the determination of how the manufacturing facility best supports production. In the case of an airport, facilities planning involves determining how the airport fa- cility is to support the passenger—airplane interface. Similarly, facilities planning for a hospital determines how the hospital facility supports providing medical care to patients.

It is important to recognize that we do not use the term facilities planning as a synonym for such related terms as facilities location, facilities design, facilities layout, or plant layout. As depicted in Figure 1.

The location of the facility refers to its placement with respect to customers, suppliers, and other facilities with which it interfaces.

The location in the context of the global supply chain must take into consideration global transportation econom- ics, ports of entry, fuel costs, and the total delivered costs of products to the ultimate consumer. Also, the location includes its placement and orientation on a specific plot of land.

The design components of a facility consist of the facility systems, the layout, and the handling system. The layout consists of all equipment, machinery, and furnishings within the building envelope; the handling system consists of the mechanisms needed to satisfy the required facility interactions. Determine space requirements for all activities. What's the feasibility Maintain and of incorporating the Determine continuously Not facility new operation or improve facility on Feasible location existing site?

Develop alternative plans and evaluate. Select facilities plan. The layout consists of the production areas, production-related or support areas, and personnel areas within the building.

The handling system consists of the materials, personnel, information, and equipment-handling systems required to support production. Therefore, facilities planning may be subdivided into the subjects of facilities location and facilities design. Facilities location addresses the macro-issues, whereas facilities design looks at the microelements. The general terms facilities planning, facilities location, facilities design, fa- cility systems design, layout design, and handling system design are utilized to in- dicate the breadth of the applicability of this text.

In Figure 1. It is be- cause of its breadth of application that we employ a unified approach to facilities planning. Facilities location. Facility Facilities systems planning design.

Healthcare providers Facilities Layout system design design. Handling system design. Pharmaceutical supplier Facilities Layout design design. SC level Handling IV and up system design. Hospital Facilities Layout design design. Figure 1. Continuous improvement of each operation within each supply chain link takes an organization through the first three levels of supply chain excellence. To move to levels 4, 5, and 6, the links must collaborate, as illustrated above, to synthesize their operations and continue to improve the chain.

Manufacturing facilities Plant facility system planning. Material handling b Office location. Office facilities Office facility system planning. Hospital facilities Hospital facility system planning. Patient handling Physician handling Personnel handling Public handling Information handling d Material handling Emergency room location.

Emergency Emergency facility room system planning. Emergency room Emergency room design layout. Patient handling Physician handling Personnel handling Information handling Material handling. Census, U. Table 1.

As stated previously, contemporary facilities planning must include the notion of continuous improvement in the design approach. The importance of adaptability, as a key design criterion, is evidenced by the ever-increasing performance of previously purchased facilities, which are modified each year and require replanning. Although the annual dollar volume of the facilities planned or replanned indi- cates the scope of facilities planning, it does not appear that adequate planning is being performed.

Based on our collective experience, it appears that there exists a significant opportunity to improve the facilities planning process as practiced today. To stimulate your thoughts on the breadth of the facilities planning opportuni- ties, consider the following questions: 1. What impact does facilities planning have on handling and maintenance costs? What impact does facilities planning have on employee morale, and how does employee morale impact operating costs?

In what do organizations invest the majority of their capital, and how liquid is their capital once invested? What impact does facilities planning have on the management of a facility? Although these questions are not easily answered, they tend to highlight the importance of effective facilities planning.

As an example, consider the first question. Hence, if effective facilities planning were applied, the annual manufacturing productivity in the United States would increase approximately three times more than it has in any year in the past 15 years.

It is difficult to make similar projections for the other sectors of our economy. It represents one of the most promising areas for increasing the rate of productivity improvement. Economic considerations force a constant reevaluation and recognition of ex- isting systems, personnel, and equipment.

New machines and processes render older models and methods obsolete. Facilities planning must be a continuing activ- ity in any organization that plans to keep abreast of developments in its field. With the rapid changes in manufacturing and distribution systems, techniques, and equipment that have taken place in the recent past and those that are expected in the future, very few companies will be able to retain their old facilities or layouts with- out severely damaging their competitive position in the marketplace.

Productivity im- provements must be realized as quickly as they become available for implementation. One of the most effective methods for increasing productivity and reducing costs is to reduce or eliminate all activities that are unnecessary or wasteful.

A facil- ities design should accomplish this goal in terms of material handling, personnel and equipment utilization, reduced inventories, and increased quality. If an organization continually updates its operations to be as efficient and ef- fective as possible, then there must be continuous relayout and rearrangement.

Only in very rare situations can a new process or piece of equipment be introduced into a system without disrupting ongoing activities. A single change may have a sig- nificant impact on integrated technological, management, and personnel systems, resulting in suboptimization problems that can be avoided or resolved only through the redesign of the facility.

Employee health and safety is an area that has become a major source of mo- tivation behind many facilities planning studies. Under the law, an employer is required to provide a place of em- ployment free from recognized hazards and to comply with occupational safety and health standards set forth in the act. Because of these stringent requirements and attendant penalties, it is imperative during the initial design phase of a new facility or the redesign and revamping of an existing facility to give adequate consideration to health and safety norms and to elim- inate or minimize possible hazardous conditions within the work environment.

By in- corporating vital health and safety measures into the initial design phase, the em- ployer may avoid fines for unsafe conditions and losses in money and human resources resulting from industrial accidents. Energy conservation is another major motivation for the redesign of a facility. En- ergy has become an important and expensive raw material. Equipment, procedures, and materials for conserving energy are introduced to the industrial marketplace as fast as they can be developed.

As these energy-conserving measures are introduced, com- panies should incorporate them into their facilities and manufacturing process. Since its introduction in , LEED has become an important factor in assuring that the envi- ronmental and energy implications of facilities planning are fully addressed.

These changes often necessitate changes in other aspects of the facility design. For example, in some of the energy-intensive industries, companies have found it economically feasible to modify their facilities to use the energy discharged from the manufacturing processes to heat water and office areas.

In some cases, the addition of ducting and service lines has forced changes in material flows and the relocation of in-process inventories. If a company is going to retain a competitive edge today, it must reduce its consumption of energy.

One method of doing this is to modify facilities or redesign material handling systems and manufacturing processes to accommodate new en- ergy-saving measures. Other factors that motivate investment in new facilities or the alteration of ex- isting facilities are community considerations, fire protection, security, and the Americans with Disabilities Act ADA of Community rules and regulations re- garding noise, air pollution, and liquid and solid waste disposal are frequently cited as reasons for the installation of new equipment that requires modification of facili- ties and systems operating policies.

The enactment of this legislation has resulted in a significant increase in the alteration of existing facilities and has radi- cally shaped the way facilities planners approach planning and design. The act impacts all elements of the facility, from parking space allocation and space design, ingress and egress ramp requirements, and restroom layout to drinking-fountain rim heights. Com- panies are aggressively spending billions of dollars to comply with the law, and those involved with facilities planning must be the leaders in pursuing the required changes.

In many instances, these fires can be at- tributed to poor housekeeping or poor facilities design. Companies are now care- fully seeking modifications to existing material handling systems, storage systems, and manufacturing processes to lower the risk of fire. Pilferage is yet another major and growing problem in many industries today.

The amount of control designed into material handling, flow of materials, and design of the physical facility can help reduce losses to a firm. This will ensure that the other objectives are in alignment with what drives the enterprise, namely revenues and profits from customers. Many entities lose sight of the importance their customers have to their existence. Looking at customers as an internal element of the supply chain allows the focus to sustain itself indefinitely.

Too many companies, governmental agencies, educational institutions, and services become so focused on the other internal ele- ments and issues that the primary end-customer focus is lost. Many cannot properly define who their primary end customers are, and they fail as a result.

By incorporating the primary end customer into the supply chain and building the communication links and other infrastructure, the primary end cus- tomer is now a part of the entire supply chain, as it should be.

As a result, the facil- ities planning process will take place with this primary end customer as the focus. It is not reasonable to expect that one facility design will be superior to all oth- ers for every objective listed. Some of the objectives conflict. Hence, it is important to evaluate carefully the performance of each alternative, using each of the appro- priate criteria. Although a facility is planned only once, it is frequently replanned to synchronize the facility and its constantly changing objectives.

The facilities planning and replanning processes are linked by the continuous improvement facilities plan- ning cycle shown in Figure 1. This process continues until a facility is torn down.

The facility is continuously improved to satisfy its constantly changing objectives. Even though facilities planning is not an exact science, it can be approached in an organized, systematic way. The traditional engineering design process can be applied to facilities planning as follows: 1. Define the problem.

Volumes or levels of activity are to be identified when- ever possible. The role of the facility within the supply chain must also be defined. The primary and support activities to be per- formed and requirements to be met should be specified in terms of the operations, equipment, personnel, and material flows involved. Sup- port activities allow primary activities to function with minimal inter- ruption and delay. As an example, maintenance is a support activity for manufacturing.

Analyze the problem. Establish whether and how activities interact with or support one another within the boundaries of the facility and how this is to be undertaken. Both quanti- tative and qualitative relationships should be defined. Determine the space requirements for all activities. All equipment, material, and personnel requirements must be considered when calculating space re- quirements for each activity. Generate alternative designs. The alternative facilities plans will include both alternative facilities locations and alternative designs for the facility.

The facilities design alternatives will include alternative layout designs, structural designs, and material handling system designs. De- pending on the particular situation, the facility location decision and the facility design decision can be decoupled. Evaluate the alternatives. On the basis of accepted criteria, rank the plans specified. For each, determine the subjective factors in- volved and evaluate whether and how these factors will affect the facil- ity or its operation.

Select the preferred design. The problem is to determine which plan, if any, will be the most acceptable in satisfying the goals and objectives of the organization. Most often, cost is not the only major consideration when evaluating a facilities plan. The information generated in the previous step should be utilized to arrive at the final selection of a plan. Implement the design. Understand external issues 1B.

Understand the Establish facilities Obtain Implement plans Audit results organization planning design organization's 11 12 model of success criteria commitment 1A 2 3.

Obtain support for improvement Understand Establish teams plans internal issues 4 10 1C. Define Evaluate Identify Assess Identify improvement alternative alternative present specific goals plans approaches approaches status 6 9 8 7 5.

Supervising installation of a layout, getting ready to start up, actually starting up, running, and debugging are all part of the implementation phase of facilities planning. As new requirements are placed on the facility, the overall facilities plan must be modified accordingly. It should reflect any energy-saving measures or improved material han- dling equipment that becomes available. Changes in product design or mix may require changes in handling equipment or flow patterns that, in turn, require an updated facilities plan.

As indicated in the first step, it is necessary to identify the products to be produced or services to be pro- vided in specific, quantifiable terms. In the case of potential modifica- tions, expansions, and so on for existing facilities, all recognized changes must be considered and integrated into the layout plan.

A novel approach to contemporary facilities planning is the winning facilities planning process, as shown in Figure 1. A more detailed explanation of the win- ning facilities planning process is shown in Table 1. The model of success referred to in Figure 1. Experience has shown that in order for the facilities plan to be successful, a clear understanding is needed of not only the vision but also the mission, the requirements of success, the guiding principles, and the evidence of success.

The definitions of these five elements are 1. Vision: A description of where you are headed 2. A coor- dinated effort is required if external issues are to be well understood.

This step requires that management determine the criteria. This commitment must be uncompromised. Teams having a broad-based representation and the ability to make decisions should be established for each design requirement. These teams must be uncompromised.

This assessment will result in the baseline against which improvements will be measured. Both quantitative and qualitative factors should be assessed. The investigation of all feasible alternatives. The economic evaluation should adhere to corporate guidelines while estimating the full economic benefit of pursuing each alternative.

Define a detailed implementation and cash flow schedule. Document the improvement plans. Help management visualize the improved operation.

Oversee development, installation, soft load, startup, and debugging. Train operators and assure proper systems utilization. Stay with effort until results are achieved. Document actual systems operation. Compare results with the specified goal and anticipated performance.

Identify and document discrepancies. Provide appropriate feedback. Requirements of success. 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 organi- zation is moving toward its vision To help people understand where their organization is headed, it is often use- ful to illustrate the first four elements of the model of success in graphical form, as shown in Figure 1.

In Table 1. The first phases of the facilities planning process involve either the initial definition of the objectives of a new facility or the updating of an existing facility. These first phases are undertaken by the people charged with overall responsibility for facilities planning and management of the facility. The second phase of the facilities planning process is assessing the present status, identifying specific goals, identifying alternative approaches, evaluating alter- native approaches, defining improvement plans, and obtaining support for im- provement.

The final phase consists of implementing the plans and auditing the results. In applying the facilities planning concepts, an iterative process is often re- quired to develop satisfactory facilities plans. The iterative process might involve considerable overlap, backtracking, and cycling through the analysis, generation, evaluation, and selection steps of the engineering design process.

At this point, a word of caution seems in order. You should not infer from our emphasis on a unified approach to facilities planning that the process of replanning a pantry in a cafeteria is identical to planning a new manufacturing facility. The scope of a project does affect the intensity, magnitude, and thoroughness of the study. However, the facility planning process described above and depicted in Figure 1. Define or redefine 1A. Understand the organiza- objective of the tion model of success.

Understand external issues. Specify primary and 1C. Understand internal issues. Establish facilities planning design criteria. Obtain organizational commitment. Phase II Analyze the 3. Determine the 4. Establish teams. Assess present status. Generate 4. Architectural Technology: Research and Practice. Daylighting: Natural Light in Architecture. Design Integration Using Autodesk Revit Principles of Architectural Detailing.