Factory planning

from Wikipedia, the free encyclopedia

Factory planning describes the systematic, goal-oriented process for planning factories that is structured in successive phases. This process ranges from the first idea to the commissioning of production and is carried out with the help of tools and methods.

Depending on the type of project, the factory planning can be as

  • Re-planning a factory,
  • Extension or
  • Reorganization of an already existing factory

be understood. Due to the many components, such as B. building planning, production plant planning, layout planning or personnel planning, which must be taken into account in the factory planning, ways must be found that mean a complexity minimization in the planning and the target state of the factory.

Factory planning is a task that is often performed by specialized departments in modern industrial companies. It is also counted among the long-term work preparation tasks . In addition, there are a large number of specialized companies that carry out this complex activity on behalf of a company.

Term "factory"

The term “ factory ” comes from the Latin; "Fabrica" ​​means workshop here . The factory can be described as a commercial form of organization in which, under uniform, technical and economic management, with a larger number of workers who work outside of their home, in their own or rented premises of the company with the help of a multiple division of labor and tight organizational consolidation industrial products are manufactured for sale on the market . This makes the factory an industrial company whose goal is the

of substances for the production of consumer goods or means of production .

Today, a factory is generally understood to mean a company with a high level of machine equipment, precisely planned work organization with a high division of labor between the various employees, with a large investment of capital, possibly extensive automation and separation of production and administration. Factory businesses are therefore in contrast to craft businesses.

In the Federal Republic of Germany in 2011 (2nd quarter) there were approx. 7.62 million employees (of approx. 41.0 million employees) in the manufacturing industry (excluding construction), of which around 708,600 (annual average 2010) were in companies the automotive industry.

Factory planning tasks

The task of factory planning is to adapt the factory and production structure to the factory environment changed by globalization, increasing market dynamics and increased cost pressure. Therefore, factory planning is a task that must be carried out continuously for future-oriented companies.

Already at the planning stage, the course is set for the functionality of a property to be realized; This applies in particular to the planning object factory, which is distinguished from other planning objects in particular by a high investment volume and often by a long service life.

The task of factory planning is to create the prerequisites for fulfilling the operational goals set as well as the social and economic functions of a factory. In addition, the factory planning must enable a technically flawless and economical flow of the production process with good working conditions for the people working in the factory. It is part of the overall corporate planning; in many cases it is even carried out in connection with inter-company industrial planning and communal or state overall planning. The planning itself is based on the top-down principle and consequently plans from the whole to the individual.

Main objectives of factory planning

Four generally applicable main objectives of factory planning can be derived:

  1. Favorable production and manufacturing flow,
  2. Humane working conditions,
  3. Good use of space and space as well
  4. High flexibility of buildings, systems and facilities.

In addition to the "classic" main objectives, today's factories are forced, against the background of increasingly fierce global competition, the constant shortening of product life cycles with an increasing variety of variants, and a pronounced time paradigm, to achieve objectives such as adaptability, attractiveness, sustainability, innovation, Value stream orientation, demand regulation, networking capability (clusters, production networks, virtual factories) and others to be pursued and permanently adapted in order to ensure a high level of future robustness with a factory life cycle of several decades. Objectives to protect the environment and to conserve resources (sustainability, improvement of energy efficiency, reduction of emissions, life cycle assessments) are becoming more and more important today, with a change from so-called additive (also "end-of-pipe") environmental protection to an integrative environmental management with the aim of creating "sustainable factories". Successful examples of this are "zero-emission factories".

The focus of factory planning is the production process. While building planners and architects used to play a key role in the planning of a factory building, today the focus is on factory operations. The factory planning aims at the main functions of production and assembly and at the same time takes into account the planning of the secondary functions transport, storage, supply of raw materials, energy in various forms as well as the removal of the finished products and waste materials.

Planning objects of the factory planning

Factory planning includes not only the planning of the factory buildings, but above all the planning of the production facilities, the machines and systems, transport and storage facilities as well as their arrangement and their interaction within the framework of the entire production process. It may include the complete re-planning of production facilities at a new location. But also smaller measures in the context of factory planning, e.g. B. the procurement of individual new production facilities or the conversion within existing building structures require systematic and precise preparation and planning. The planning objects concerned can be assigned to the structure levels

  • Workplace-,
  • Area and
  • Building structure

assigned to the factory. These levels are linked to the general and location structure so that they must be taken into account in the factory planning. Since the procurement involves high investments, financial planning must be carried out in connection with the factory planning.

The planning objects of the workplace structure are the functional, work-organization and spatial workplace design. The elements of the operating resources and river systems are selected here. Employee requirements are also closely linked to the planning of the production process.

At the area level, the planning objects relate to the functional and spatial design of the work area. The design serves to link and arrange the workplaces and production areas via the flow systems of the factory.

The planning of the building structure relates to the design of the building and the arrangement of the production facility, i.e. the individual areas within the building. The dimensioning of the required areas depends on the design of the entire manufacturing process and is therefore part of the building planning.

The planning objects of the general structure relate to the arrangement of the buildings on the factory site.

On the level of the location structure, the location planning from a spatial perspective and the strategic location planning are carried out and general development is planned. The choice of a suitable location is, on the one hand, particularly important from a long-term cost perspective, and on the other hand, market considerations must also be taken into account. So z. For example, many companies today consider a production location in a country with lower wage costs. The resulting higher transport costs are often accepted. Under certain circumstances, however, aspects such as B. Market proximity or the avoidance of high import duties play an essential role in relocations abroad. In particular, companies with a very high energy requirement (e.g. aluminum manufacturers) look for locations with the lowest possible electricity or energy costs. The availability of suitable information for production or the presence of people with the appropriate know-how can also be essential when planning and operating a factory. Numerous examples are known for the fact that, for this reason, priorities for certain manufacturing processes could be established in certain regions (example: Hagen-Hohenlimburg - focus on cold rolling technology).

Another planning aspect relates to the provision of the necessary capital for the realization of factory planning tasks. In many cases, factory planning measures are associated with a high investment requirement. The determination of the exact capital requirement, the proof of the profitability of the investments (investment calculation) and the company-internal or external procurement of the corresponding financial resources are therefore also mostly part of the factory planning task. The respective factory planning measures can therefore relate to many different planning objects and have very different scopes.

literature

  • Factory planning - planning procedure. VDI Society for Production Technology (ADB), Factory Planning Committee, Düsseldorf 2009.
  • VDI 5200 Part 1 (planning procedure)
  • B. Aggteleky: Factory planning - factory development and operational rationalization. Volume 1: Basics, target planning, preliminary work. 2nd Edition. Munich / Vienna 1987, ISBN 3-446-14860-4 .
  • B. Aggteleky: Factory planning - factory development and operational rationalization. Volume 2: Business analysis and feasibility study. 2nd Edition. Munich / Vienna 1990, ISBN 3-446-15800-6 .
  • B. Aggteleky: Factory planning - factory development and operational rationalization. Volume 3: Implementation planning and project management. Munich / Vienna 1990, ISBN 3-446-13207-4 .
  • D. Arnold: Material flow theory. Vieweg, Braunschweig / Wiesbaden 1995, ISBN 3-528-03033-X .
  • A. Bogatzki: Factory planning: procedure for optimizing machine installation. Dissertation University of Wuppertal (1998). Roderer 1998, ISBN 3-89073-234-8 .
  • W. Eversheim: Factory planning. (Lecture manuscript) RWTH Aachen, machine tool laboratory, own print.
  • W. Eversheim: Organization in production technology. Volume 3: Work preparation. VDI-Verlag, Düsseldorf 1989, ISBN 3-18-400840-1 .
  • W. Fischer, L. Dittrich: Material flow and logistics - optimization potential in transport and storage. Springer, Berlin / Heidelberg 1997, ISBN 3-540-62689-1 .
  • C.-G. Grundig: Factory planning: planning system, methods, applications. 4th edition. Hanser, Munich 2013, ISBN 978-3-446-43250-5 .
  • H. Kettner, J. Schmidt, H.-R. Greim: Guide to systematic factory planning. Hanser, Munich / Vienna 1984, ISBN 3-446-13825-0 .
  • H. Martin: Transport and warehouse logistics. 3. Edition. Vieweg, Braunschweig / Wiesbaden 2000, ISBN 3-528-24941-2 .
  • J. Milberg: Strengthening our strengths - the path to competitiveness and securing a location. mi Verlag, Landsberg 1994.
  • G. Pawellek: Holistic factory planning. Springer, Berlin / Heidelberg 2008, ISBN 978-3-540-78402-9 .
  • M. Schenk, S. Wirth: Factory planning and factory operation. Springer, Berlin / Heidelberg / New York 2004, ISBN 3-540-20423-7 .
  • H.-P. Wiendahl, J. Reichardt, P. Nyhuis: Manual factory planning. Hanser, Munich 2009, ISBN 978-3-446-22477-3 .

Web links

Individual evidence

  1. ↑ a b c d e C.-G. Grundig: Factory planning: planning system, methods, applications. 4th edition. Hanser, Munich 2013, ISBN 978-3-446-43250-5 .
  2. ↑ a b c d e H.-P. Wiendahl, J. Reichardt, P. Nyhuis: Manual factory planning. Hanser, Munich 2009, ISBN 978-3-446-22477-3 .
  3. ↑ a b H. Kettner, J. Schmidt, H.-R. Greim: Guide to systematic factory planning. Hanser, Munich / Vienna 1984, ISBN 3-446-13825-0 .
  4. ↑ a b c d e f M. Schenk, S. Wirth: Factory planning and factory operation. Springer, Berlin / Heidelberg / New York 2004, ISBN 3-540-20423-7 .