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2015 | Buch

Handbook Factory Planning and Design

verfasst von: Hans-Peter Wiendahl, Jürgen Reichardt, Peter Nyhuis

Verlag: Springer Berlin Heidelberg

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This handbook introduces a methodical approach and pragmatic concept for the planning and design of changeable factories that act in strategic alliances to supply the ever-changing needs of the global market.
In the first part, the change drivers of manufacturing enterprises and the resulting new challenges are considered in detail with focus on an appropriate change potential.
The second part concerns the design of the production facilities and systems on the factory levels work place, section, building and site under functional, organisational, architectural and strategic aspects keeping in mind the environmental, health and safety aspects including corporate social responsibility.
The third part is dedicated to the planning and design method that is based on a synergetic interaction of process and space. The accompanying project management of the planning and construction phase and the facility management for the effective utilization of the built premises close the book.

The Authors

Prof. em. Dr.-Ing. Dr. mult. h.c. Hans-Peter Wiendahl has been director for 23 years of the Institute of Factory planning and Logistics at the Leibniz University of Hannover in Germany.

Prof. Dipl.-Ing. Architekt BDA Jürgen Reichardt is Professor at the Muenster school of architecture and partner of RMA Reichardt – Maas – Associate Architects in Essen Germany.

Prof. Dr.-Ing. habil. Peter Nyhuis is Managing Director of the Institute of Factory Planning and Logistics at the Leibniz University of Hannover in Germany.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Factory Change Drivers

Abstract

Due to the variety and speed at which factors influencing a factory change, a factory can quickly lose its competitiveness. In this first chapter we will consider the symptoms of a change resistant factory, describe the basic stages of developing a modern factory and outline the first approaches of a competitive manufacturing enterprise.

Hans-Peter Wiendahl, Jürgen Reichardt, Peter Nyhuis

Chapter 2. Planning Basis

Abstract

This chapter describes a strategically justified planning basis which can be regarded as a guideline for the planning team. The order fulfillment with its sub-processes stands in the foreground while the products and business processes typically determine the location and factory areas that are to be designed. The other major components of the planning basis include decisions about the type of factory from the customers’ perspective, the position of the factory in the supply chain and possibly the integration of the factory into a production network.

Hans-Peter Wiendahl, Peter Nyhuis

Chapter 3. Production Requirements

Abstract

Future design of factories has first of all to consider abrupt changes in the market, which in turn need high responsiveness and flexibility with respect to volume and variants. In order to enable the enterprise to meet this challenges the chapter describes how to focus on limits, involvement and empowering of employees, fostering personal communication and networking inside and across the firm. The demographic change has to be answered by designing age-oriented workplaces. All measures have to be aligned with corporate culture, as well as focused on resource and energy efficiency.

Hans-Peter Wiendahl, Jürgen Reichardt, Peter Nyhuis

Chapter 4. Known Production Concepts

Abstract

During the evolution of industrial production, the factory has continually undergone changes. To some degree this has been due to the demand for an increasingly net-worked economy, but it has also been in response to new technological possibilities. This chapter describes the evolution of factories from Taylor’s concept of mass production to the changeable factory of today.

Hans-Peter Wiendahl, Peter Nyhuis

Chapter 5. Systematics of Changeability

Abstract

Our discussion up until now has sufficiently clarified the need for production enterprises to adjust to the plethora of external and internal challenges that arise depending on the situation. Production enterprises have to adjust to the plethora of external and internal challenges by changeability. Changeability is defined here as an umbrella term for five classes of adaptability, namely: change-over ability, flexibility, reconfigurability, transformability and agility. In order to enable the factory objects to change, changeability enablers are necessary which are: universality, mobility, scalability, modularity and compatibility. In this chapter all terms are defined and it is exploited how to evaluate the changability of a factory. The chapter closes with a vision of the changeable factory.

Hans-Peter Wiendahl

Chapter 6. Functional Design of Workplaces

Abstract

A workplace can be viewed from different perspectives. First of all, there are the functions to fulfill at the workplace from a technological point. This will be met by equipment in interaction with human labor. This chapter provides an overview of the production technology and equipment for the production of piece products, to the extent which is necessary for the factory planner.

Hans-Peter Wiendahl, Jürgen Reichardt, Peter Nyhuis

Chapter 7. Designing Workplaces from a Work Organizational Perspective by Detlef Gerst

Abstract

Besides the technical equipment motivation, organizational integration, ergonomics and design of the working environment of the workplaces, employees play a significant role in the economic success of a factory. This chapter, therefore, addresses first the necessary development of the employee skills, and then the division of labor and responsibility within the organization. The design of the wage system and the working schedule conclude the chapter.

Detlef Gerst

Chapter 8. Spatial Workplace Design

Abstract

Workplaces, work related equipments, materials and the work flow should all be designed to ensure safe and healthy work within an aesthetically stimulating environment. From a spatial perspective this means providing a changeable yet orderly structure within the immediate visual field of a work area. In particular emphasis needs to be given for labor protection. The design of work places is governed by law in all industrialized countries and are in most cases a matter of co-determination. The chapter describes these aspects with focus on the human well being.

Hans-Peter Wiendahl, Jürgen Reichardt

Chapter 9. Functional Design of Work Areas

Abstract

A work area combines several manufacturing and assembly areas organizationally together, linked by storage, transportation and handling systems. The purpose of the work area is to enable the production of a salable product. For the functional design of a work area, the order type (customer or stock production), the type of procurement, the organization of production and assembly and the type of production planning and control must be determined. This is described in more detail in this chapter and forms the basis for the spatial design, which is discussed in Chap. 10.

Hans-Peter Wiendahl, Peter Nyhuis

Chapter 10. Spatial Workspace Design

Abstract

The spatial design of work spaces where people are permanently or temporarily located, results primarily from the type of cooperation and the required levels of communication. Secondly, it is important to promote mental and physical well-being. Finally, under all circumstances, health risks need to be minimized. In terms of communication, planning and implementing tasks of production should be close to each other or “under one roof”, while offices could be planned in various forms. Of special significance is the fire protection, which is regulated in detail in all countries. The chapter describes the practical details and regulations.

Jürgen Reichardt

Chapter 11. Building Design

Abstract

The architectural design of a building consists of four main components: structure, shell, building services, and grace. The performance of a building is essentially determined by the chosen technical, constructive and last but not least aesthetic solution in the interaction of these components. One has to differentiate between constant, difficult to change and easy to change structural components. In many cases, the phase of the basic evaluation, with the detailed discussion of all major building requirements, is underestimated. A high adaptability and high sustainability ensures a construction project with a large reuse potential in second and third use. The chapter explore these aspects in detail.

Hans-Peter Wiendahl, Jürgen Reichardt, Peter Nyhuis

Chapter 12. Master Building Plan

Abstract

The master building plan comprehensively defines both the current and future performance of a factory’s urban development concept. In creating the master plan, the characteristics of the project requirements determine not only the forms that will be built but also the safety and security criteria. The chapter describes a scheme how to develop a master plan and the components and show a practical example.

Jürgen Reichardt

Chapter 13. Site Planning from Space View

Abstract

The choice of a location is the most important decision in the context of any new factory. The long-term aspects of development, supply and disposal of media, utilities, rules, regulations as well as ecological and environmental concerns influence a company’s present and future changeability. The multitude of relevant parameters requires a thorough and systematic assessment of possible options. The relevant aspects are treated in this chapter.

Jürgen Reichardt

Chapter 14. Strategic Location Planning

Abstract

For a long-term successful location of a factory an orientation to the business location planning is indispensable. It is based on a competitive strategy that may relate to a cost, quality, technology, logistics and flexibility leadership. The location assignment is found in several steps starting with a global selection at country level, followed by a search on the local level until the determination of the final location. The content of the local production takes place on the product level, the final product assembly and item manufacturing based on the procurement, in-house production and final assembly strategy. The procedure is described in detail in this chapter.

Hans-Peter Wiendahl

Chapter 15. The Synergetic Factory Planning Process

Abstract

Due to different products, processes and environmental conditions, every factory planning is unique. Nonetheless, certain procedural steps that are based on a strategic positioning have proven themselves useful for all projects—independent of whether the planning is for a new building, an expansion or a re-organization. Since these aspects are frequently neglected in practice, we will explain them thoroughly. Due to the close connection between planning the production and the building, this chapter introduces an approach referred to as ‘synergetic factory planning’.

Hans-Peter Wiendahl, Jürgen Reichardt, Peter Nyhuis

Chapter 16. Project Management

Abstract

A professional Project Management Team plays a significant role in the success of a factory planning project, in terms of its functional performance, compliance with the time schedule and cost frame. Many managers underestimate the complexity of this task and wrongly assume that it can be handled in addition to their daily businesses. Holistic project management, as discussed in the following chapter, includes skillful organization of a team, as well as processes and planning procedures to manage contract, time, cost and quality thereby using state of the art digital planning tools.

Hans-Peter Wiendahl, Jürgen Reichardt

Chapter 17. Facilities Management

Abstract

Initially Facility Management (FM) was understood as a view of the factory more or less after finishing the project on-site, as a pure administration of the “as built” operational data. It is proven that synergies do exist between the initial planning and subsequent functions of Facility Management and cover the entire life cycle of a project including planning, implementation and operation. The possibility of integrating different professional views (e.g., production planners, architects, building services engineers) on the overall central data enables a high level of ongoing active collaboration, assuring a consistent project transparency. The chapter describes the task of FM systems, their structure and fields of application as well as two practical examples.

Jürgen Reichardt

Erratum to: Handbook Factory Planning and Design

Hans-Peter Wiendahl, Jürgen Reichardt, Peter Nyhuis

Backmatter

Titel: Handbook Factory Planning and Design
verfasst von: Hans-Peter Wiendahl
Jürgen Reichardt
Peter Nyhuis
Verlag: Springer Berlin Heidelberg
Electronic ISBN: 978-3-662-46391-8
Print ISBN: 978-3-662-46390-1
DOI: https://doi.org/10.1007/978-3-662-46391-8

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