1

System Modeling and Simulation Assignment

Student name:

Professor’s name:

Course:

Institution:

Date:
 2

1. Develop simulation model with appropriate animations of the production system.

You may use the system layout in figure2 for your animation.

Layout of the company’s manufacturing system

Factory layout and design is an important part of the overall operation of a company in

terms of maximizing the efficiency of the production process and meeting the needs of its

employees. The basic goal of layout is to ensure the smooth flow of work, materials, and

information within the system. The basic meaning of facility is the space in which corporate

activities take place. The layout and design of this area has a great impact on how work is done
 3

(how work, materials, and information flow through the system). The key to good plant layout and

design is to integrate the needs of people (staff and customers), materials (raw materials, surface

treatments, in-process) and machines in a way that forms one well-functioning system. Ease of

Future Expansion or Modification – Facilities should be designed to be expandable or adaptable to

changing production needs. “Facility redesign is a large and costly undertaking that should not be

taken lightly, but there is always the possibility that a redesign will be necessary,” Weiss and

Gershon say in their book Production and Operations Management. “Therefore, any design should

be flexible.” Flexible manufacturing systems are mostly highly automated plants with serial

production of a large number of products. Their goal is to approach assembly line (singl

product) production speeds while minimizing changeover and set-up time for manufacturing

different products.

Operational Flow - Equipment design should reflect a recognition of the importance of

smooth process flow. Regarding factory equipment, the editors of How to Run a Small Business

say: The flow need not be straight. Parallel flow, U-shaped patterns, or even zig-zag patterns will

work with the final product returning to the shipping and receiving bays. Must be avoided.If parts

or materials go against or cross the overall flow, it will clutter personnel and paperwork, cause lost

parts and complicate coordination. "

Offices and production facilities tend to have very different designs. This reflects the

difference in the products manufactured by the two companies. "Factory makes things," writes

Stephen Konz in Facility Design. “These are moved by conveyor belts and forklifts. Operational

facilities include gas, water, compressed air, waste disposal, bulk power, telephone and computer

networks. One of the design criteria is transportation costs. But Konz says that the office's job is to

create information, whether it's physical (reports, memos, other documents) or electronic (computer

files).), or orally (telephone) to make it., face-to-face) form. "The criteria for his office design,

though difficult to quantify, are to minimize costs and maximize employee productivity," he writes
 4

Konz.

Layout requirements also vary greatly by industry. For example, the needs of a service-

oriented business often depend on whether the customer is served at the physical location of the

business (such as a bank or pet grooming store) or whether the business travels to the customer's

home or business location. increase. We provide services (exterminators, home repair companies,

plumbers, etc.). In the latter case, these companies may have facility layouts that emphasize storage

space for equipment, chemicals, and documents over spacious customer waiting areas. A

manufacturer can also have his plant layout significantly different, depending on individual

requirements.

Run Set up for Initial Runs are as Follows.

2. Identify the bottleneck process and propose alternative system improvement

initiatives that will improve the performance factors listed. Model your proposed

system and compare results for resource utilization, Work-In- Process, throughput

times and number out of each product type with the original system.

Bottleneck analysis is a key process in manufacturing that helps eliminate or reduce

production delays, increase efficiency, and improve overall equipment effectiveness (OEE).

Managers can use analytics to gain insights and implement process improvements aimed at

eliminating problems. A production bottleneck is a constraint in which upstream work arrives at

a batch or production line faster than the entire production line can process it. Congestion is like

a bottleneck or funnel, creating inefficiencies and driving up costs through increased processing

and lower equipment utilization on downstream equipment. Bottlenecks also lead to lower

productivity. Prolonged bottlenecks spill over into downstream processes, reducing productivity

per employee. Lower productivity means less efficiency and delayed orders. Morale can also be

affected by bottlenecks. Employees want processes to continue and can get frustrated when

processes don't work. This can lead to demoralization, costly workarounds, and bottlenecks for

other processes. After all, bottlenecks have a cost. All the examples above are worth a staggering

amount of money. Long-term bottleneck costs can range from hundreds to thousands or even

hundreds of thousands per hour, depending on your industry and business size. Bottleneck
 7

analysis has several important advantages. On the one hand, it helps avoid waste. Restrictions

that slow or stop production are wasted in the form of lost labor, materials, or lost production

capacity. Actionable bottleneck analysis can help eliminate this waste. A second benefit is

increased administrative knowledge. Understanding the reasons for bottlenecks helps managers

not only fix existing bottlenecks, but also design future production lines and production

expansions.

Bottleneck analysis is used specifically to identify the root cause of bottlenecks, or where

bottlenecks are likely to occur in the future, and is essential for organizations working through a

series of steps to complete a product or service. Tool. Whatever the reason for this analysis,

performing it will give you important information about how your product moves through the

manufacturing process and how you can improve the process. Discussing and performing a

bottleneck analysis is often one of the most difficult parts of the process. The following examples

of how to perform bottleneck analysis can help you get started with your own bottleneck removal

process.

Information gathering

Conducting a bottleneck analysis is a detailed process that begins with a company

gathering as much information as possible about the manufacturing flow of a particular product

or process. When performing bottleneck analysis, it is important to look at specific steps,

bottlenecks occurring, and the entire manufacturing process. Looking at the whole process gives

us important information about the steps leading up to the bottleneck, the bottleneck itself, and

what happens immediately after the bottleneck. Also, be aware that eliminating bottlenecks early

in the manufacturing process can introduce new bottlenecks later.

Using lean manufacturing tools

Some bottlenecks can be quickly identified and fixed without extensive analysis. Most

often, the tools used for this process are written flow charts or computer programs. Computer

programs for process flow management allow companies to enter information gathered at each step

of the process and provide a visual representation of what is happening along the workflow. If your

company uses the Kanban system, bottlenecks are easy to identify. By implementing this technique,

by visualizing the flow of work within a Kanban board or software program, a worker can see

where tasks cluster within the production process or his chain of supply. This makes Kanban a

great tool for continuous improvement efforts in terms of consistent and efficient workflow. Other

bottleneck analysis tools available are the DMAIC method and the theory of constraints method.

These are just a few of the tools available for analysis, but using the right tools is critical to

maximizing positive results. In simple situations, using templates can be an effective option.

However, if you have multiple products or different flows, you need to use a more advanced set of

tools. Companies that take the time to analyze this kind of information and use it to avoid

bottlenecks in plant operations will benefit from more efficient processes in the future. However,

rather than just identifying the superficial causes of bottlenecks, it's a good idea to take the time to

actually dig into the data to identify the root causes of manufacturing limitations. This not only

removes the bottleneck as soon as possible, but also adjusts the process to prevent future

bottlenecks.
 9

3. Discuss your improvements with reference to the original system in a written

report to the management of the company. The report should present a strong case

for your proposal and clearly show the values of the performance factors before

and after your improvement (you may want to use Arena's output analyzer for

your comparative studies). Validate the results using statistical means (see lecture

notes 5 and associated references)

Analysis of multiple systems arises from many purposes. First, we can perform a

sensitivity analysis of the simulation model. Sensitivity analysis should measure the effects of

small changes in the key input parameters of the simulation. For example, suppose you have a

certain arrival rate of customers in your system, and you want to find out what happens if the

arrival rate he decreases or increases by 10%. Sensitivity analysis helps you understand how

robust your model is to variations in assumptions. There may be many factors that need to be

considered in combination with others when performing a sensitivity analysis. This can result in

the need to perform a large number of experiments. This section describes how to use Process

Analyzer to analyze multiple experiments. In addition to performing sensitivity analysis, you can

compare the performance of multiple alternatives and select the best alternative. This type of

analysis is performed using multiple comparison statistical techniques. This section also shows

how to use Process Analyzer to perform multiple comparisons with best fit analysis.

Process Analyzer allows you to set up multiple experiments and run them in batch. Process

Analyzer allows you to control specific input parameters (variables, resource capacities,

replication parameters) for specific simulations and to analyze specific response variables

(COUNTERS, DSTATS (time duration statistics), TALLY (count-based statistics) , OUTPUT

statistics). model. An important aspect of using Process Analyzer is planning your model
 10

development so that you have access to the elements you want to control. In the current example,

the factors that need to be varied are already specified as variables. However, the Process

Analyzer has a limit of 4 decimal places for control values. Therefore, determining the standard

deviation of the rings requires some creativity. Since the actual value is simply a percentage of the

base level, we can express the percentage change as a factor magnitude and multiply it in the

model accordingly. For example, you can enter an inner ring standard deviation of 0.98 as the

lower bound for the coefficient (C).

0.98×0.002=0.00196 .

The table shows the resulting test scenarios with multiplication factors. Within the model,

we need to ensure that the variables are multiplied. For example, define three new variables

vNCF, vIDF, and vODF to represent the multiplication factors and multiply the original variables

used.

Call done? Decision module:

vNumCalls * vNCF

Determine the diameter in the ASSIGN

module. NORM(vIDM, vIDS*vIDF,

vStream) Determine the diameter in the

ASSIGN module. NORM(vODM,

vODS*vODF, vStream)

Another approach to achieve this is to define an EXPRESSION and use the expression in

your model. For example, you can define the expression eNumCalls = vNumCalls*vNCF and use

eNumCalls in your model. This has the advantage of not having to search for all changes in the
 11

entire model. The definition can easily be found within the EXPRESSION module.
 12

4. In addition, the company is considering installation of a conveyor system to

transfer entities between stations. You are required to simulate the conveyor

system (non-Accumulating) and find the best settings (e.g. velocity) that

retain the appropriate resource utilization but could reduce overall time

entities remain in the system.

Distances between Stations are:

5. Use Run conditions defined as: Warm-up Period = 30 minutes, Replication

Length = 5 days and Number of Replication = 10. The system requires

initialization between replications. Decide on whether to initialize Statistics at

Run replications and explain your reasoning why you have made the decision.

The more cells that are used to model the conveyor segment, the slower the model will run.

However, the higher the number of cells, the more "continuous" representation of how entities

actually enter and leave the conveyor. The larger the cell size, the longer an entity has to wait

before moving, so waiting entities have to wait longer for available space. Reducing the mapping

to cell spacing allows the unit to "crawl" more continuously on the conveyor belt. Suppose the

conveyor belt is 6 feet long and the room is modeled in inches. So the conveyor length is 72

inches. Let's say an entity needs 1 foot of space on the conveyor. If the conveyor is modeled with

72 cells, the entity will start riding the conveyor after only 1 inch (cell) and he will take 12 cells

(inch) when riding the conveyor. If the distance mapping of 1 cell equals 1 foot, the entity must

wait until it is a full cell of 1 foot before moving to the conveyor.

Setting the simulation range and run parameters is a challenge within this issue, as the

issue description does not provide any guidance on this point. If there are no specific

instructions, you will need to find out how to proceed from your problem description. The

problem description indicates that SMTesting is interested in using the new design over a period

spanning months or years. Additionally, the issue states that SMTesting wants all monthly cost

estimates. It is also a problem that the arrival rate changes every day depending on the time of

day, but without other information, it seems that the same non-stationary behavior is repeated

every day. Steady-state analysis based on data collected during the day is inappropriate due to

transient behavior during the day. However, since each day repeats, the system's daily
 14

performance can approach steady state for many days. Initial conditions can affect performance

in the first few days of simulation if the system starts empty and idle on the first day. This type

of situation is called cyclic steady- state parameter estimation by (Law 2007) and is a special

case of steady-state simulation analysis. Therefore, this issue requires investigation of the

effects of initialization bias. There are several ways to collect the daily power required to

perform the initialization bias analysis. For example, you can create an entity every day and use

that entity to record the corresponding performance. Aggregation, however, requires special

attention, and collection logic must be implemented for each of her KPIs of interest. The easiest

way is to use the settings in the Run Setup dialog. This affects how statistics and systems are

initialized for each replication.