Transcript Facilities Project Poster Template

Andrea Babbs
Adam Kindt
Tyler Krejchi
Preston Oihus
Zach Weishaar
IENG 471: Facilities Planning
O’Hara Garden Level Redesign
Employees of Garden Level O’Hara Building
Problem Statement
To analyze the current
O’Hara Garden Level
departments, and optimize
the way workers interact
through facility redesign.
Reduction of lost time,
relocation of key areas and
employees, and increasing
efficiency of the
departments is the aim of
the project.
Recommendations
Operation Impact
A comparison of time spent walking between departments
and throughout the facility on a daily basis was
conducted. Extrapolating this data over a year across all
employees in the basement area, the remodeled facility
will significantly impact the lost time factor. Relocating
pertinent people and spaces will improve operations and
work flow.
Using the analysis, a redesigned floor plan was created.
Several views of this improved design are seen here.
Time Spent Walking (Current Design)
Time Spent Walking (New Design)
Susan
Trips to HR
Conference
Bathroom
Water Use
Total (ft/day)
(ft/day)
200
3
300
40
543.00
HR/Acct. Totals
(ft/day)
(sec/day)
(min/day)
(min/yr)
(hrs/yr)
Cheryl
Trips to HR
Conference
Bathroom
Water Use
2641.00
880.33
14.67
3521.33
58.69
(ft/day)
200
3
300
40
543.00
5 HR Staff
(ft/day)
Conference
15
Bathroom
1500
Water Use
40
1555.00
Susan
Trips to HR
Conference
Bathroom
Water Use
Total (ft/day)
HR/Acct. Totals
Figuring in all 21 employees
(when fully staffed), the 58.69
hours equates to 176.07 hours
annually for the floor
(ft/day)
875
35
300
180
1390.00
(ft/day)
(sec/day)
(min/day)
(min/yr)
(hrs/yr)
Cheryl
Trips to HR
Conference
Bathroom
Water Use
5355.00
1785
29.75
7140
119
(ft/day)
875
35
300
180
1390.00
5 HR Staff
(ft/day)
Conference
175
Bathroom
1500
Water Use
900
2575.00
Figuring in all 21 employees
(when fully staffed), the 119
hours equates to 357 lost hours
annually for the floor
Cost Impact
Using the walking time study above, a monetary
impact was derived:
Time savings: 180.93 hours
Employees: 21
Average pay estimate: $10/hour
Constraints
Total Annual Savings: $38,995
Key limitations:
Operation Details
HR Dept. Pareto Chart
6
100%
5
4
40%
Print/Copy Room
Proximity to Restroom
Carpeting/Flooring
Lost Patrons
Proximity to Cheryl
Proximity to Susan
[42]
Reception and Seating
1
Confidentiality
2
HVAC Issues
3
Breakroom/Conference
Room
60%
Cumulative %
80%
Adequate Space
Listing all important areas and personnel in key dept.’s
and rating their importance to one another, particularly
the proximity factor, allowed for construction of a
Relationship diagram. In
descending order from A, E, I, O,
U, and X – The diagram showed
these relationships in detail.
South Dakota School of Mines and Technology HR Dept.
O'Harra Basement Redesign Project
11/15/2012
Defects
• Space cannot be expanded
• Existing Restrooms must stay
• Surrounding departments must
not be affected by changes
• Existing exits must remain
• Addition of office space and
break room/conference room
space is critical
• Proximity of related dept.’s and
key workers is needed
• A print shop space is desired
Extrapolating this over 20 years the cost of the
remodel could be significantly reduced by
correct placement of key areas.
20%
0
0%
Causes
Vital Few
Useful Many
Cumulative%
Cut Off %
The first 7 Causes cover 83.33% of the Total Defects
Cumulative Percentage Cutoff:
# Causes
1
2
3
4
5
6
7
8
9
10
11
Adequate Space
HVAC Issues
Breakroom/Conference Room
Confidentiality
Reception and Seating
Proximity to Susan
Proximity to Cheryl
Lost Patrons
Carpeting/Flooring
Proximity to Restroom
Print/Copy Room
80%
Defects
Cumulative%
5
5
4
4
3
2
2
2
1
1
1
16.7%
33.3%
46.7%
60.0%
70.0%
76.7%
83.3%
90.0%
93.3%
96.7%
100.0%
[42]
After assimilating data from a
Questionnaire, the issues
were rank ordered by
frequency and organized into
a Pareto Chart. This allowed
us to focus on 80% of the
concerns brought up in the
analysis, and include them in
the redesign of the space.