AN ANALYSIS OF A PALLET MANUFAC'E‘URENG
PROCESS

Thasis éer fha Dogma of M. S.
MECHIGAN S‘E‘A‘FE UNIVERSITY

James L. Bowyar
1965

IHESIS

 
 

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.3: Al ALVSIS OF A PILLET
i'mLJUF “nCTUiiIiJG PROCESS

by James L. Bowyer

In this study a small pallet mill was examined with
respect to plant layout and materials flow, materials
handling, waste disposal systems, and efficient use of
machinery. Shortcomings of the system at the time of the
study were quite typical of the problems associated with
many small to medium-sized pallet mills it was hoped that
an objective analysis of the particular mill being examined
would provide useful information to these other mills as
well as showing the Inill studied the way to make definite,
cost-saving improvements.

Work sampling was the primary tool used to measure
the present system. Each operation was broken into a
number of classifications of time usage and observations
falling in each classification were totaled and expressed
in terms of percentage breakdowns of a work day. A brief
hea dsaw study was then conducted and the data from it were
used to compute the average log size used by the mill and
the average amount of time required to cut up this 105.
Feed speed data for each machine, operation process charts
for each product, and flow process charts for each product
component were also used in the examination.

Difficulties were assessed on the basis of the

work sampling data and improvements were suggested.

Feasibility of suggested improvements was measured by
determining increased lumber output at the headsaw brought
about by the change and then evaluating each machine in the
sequence to determine whether or not the increased production
could be handled by it. The final test of feasibility was
accomplished through means of a cost evaluation.

Changes in the layout were suggested in the form of
two prOposals; the second proposed improvement was designed
to follow the first at the end of a five—year period. The
prOposals were shown to have the potential of raising the
rate of return on investment from three or four to over

eighteen percent.

AN ANALYSIS OF A PALLET MANUFACTURING PROCESS

by
James L. Bowyer

A THESIS

Submitted to
Michigan State University
in partial fulfillment of the requirements
for the degree of

MASTER OF SCIENCE

Forest Products Department

1965

ACKNOWLEDGELEKTS

The author wishes to express his sincere gratitude to
Dr. Aubrey Wylie for his guidance and suggestions and to
Herbert and Paul Peters, without whose cooperation this
study would not have been possible. I would also like to
thank Dr. Alan Sliker and Dr. Richard Lewis (Marketing,
Transportation, and Administration) for their effort in
reading and commenting on the paper and helping with various
problems which arose throughout the study.

Last, but by no means least, I would like to thank
my wife, Ruthie, for her encouragement and suggestions and

for the many hours she spent in typing the draft.

iii

Acknowl
List of
List of
Chapter

I.

II.
III.

TABLE OF CONTENTS

edgements . . . . . . . . . . . . . . . .
Tables 0 O O O O O O O O O O O O O O 0 O

Illustrations O O O O t. O O O O O O O 0

Introduction . . . . . . . . . . . . . .

The Wooden Pallet Industry
he Subject of Study . .
Objective of Study . . . .
The Area of Study . . . . .
Review of Literature . . .
Limitations and Assumptions

Lethod of Study . . . . . . . . . . . . .

The Present Operation Description and
I‘leasureillent o o o o o o o o o o o o o 0

Raw Materials . . . . . .
Products . . . . . . . .
The Lill . . . . . .
Lethods of Laterials Handlin:

00".}...

Use of Lanpower . . .
Waste Disposal Systems .
Analysis of the Production Process
Process Charts . . . . . . . . .
Work Sampling Measurements . . . .
Feed Speeds and Other Stopwatch Data
Daily Production Estimation . . . .
Lachine Capacity Evaluation . . . .
Summary of Problems Associated with the
Present System . . . . . . . . . . .

O O O O O O O O O O O 0

iii
vi

vii

\O O\Ul ##D‘I h.) l-‘

14

15
15
15
22
24
25
27
27
29
'2

,J
'2

46

IV. Proposals and Suggestions . . . . .

General . . . . .
Preposed Layout ¥l - The Iodified
Cart System . . . . . . . . . .
Increasing Production Potential

Lachine Capacity Evaluation .

Changes in the Lill Layout . .

Lethods of Materials Handling

:Iaste Disposal Systems . . . .
anpower Usag. . . .

Comparison of eEfficiency with P
Iiethods . . . . . . . . . .
Process Charts . . . . . . . .
Cost Considerations . . . . .

.l-5.0.0.

Preposed Layout #2 - Carts and Conv

Increasing Production Potential
Lachine Capacity Evaluation .
Changes in the Kill Layout . .
Lethods of Laterials Handling
Waste Disposal Systems . . . .

Lanpower Usage . .

Comparison of Efficiency with P
l ethOdS . . . . o . . 0 . .
Process Charts . . . . . . .
Cost Considerations . . . .

000%....0

V. Summa Py O O O O O O O O O I O O O

The AnaIYSIS . 0 0 0 . . ‘ . 0 0 0 0
Suggestions for Further Research .
Bibliography 0 O O O O O O O O O O O O O 0
Appendix A . . 0 . 0 0 . 0 0 0 . 0 . 0 . 0
Appendix B . . . . . 0 0 . . . . 0 . . . 0

Appendix C . . . . . . . . . . . . . . . .

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.104
.109

E11

LIST OF TABLES

Components of Pallet and Box Products

Proportion of Time Each Lachine is
Attended by an Operator . . . . . . .

The First Day of Observation . . . .
The Second Day of Observation . . . .
The Third Day of Observation . . . .
The Fourth Day of Observation . . . .
Observation Totals . . . . . . . . .
Log Breakdown at the Headsaw . . . .

Headsaw Cutting Times for Various Log
Diweters O O O I O O O O O O O O O 0

Feed Speeds for Machines Used in Pallet

Box Production . . . . . . . . . . .

Machine Capacity Evaluation Proposed
Layout #1 . . . . . . . . . . . . . .

Machine Capacity Evaluation PrOposed
Lay’out 5‘32 0 O 0 O O O O O O O O O 0 O

44

47

58

LIST OF FIGURES

Work Sampling Data Sheet .

Basic Pallet Designs .

Elements and Machines for Production .

Layout of Hachinery in the Kill Structure

Flow Diagram . . . . .

Waste Disposal Systems

Operation Process Chart - Notched Stringer

Pallet . . . . . . . .

Breakdown of the Standard 14" Log

PrOposed Layout #1 . .

Eaterials Flow - PrOposed Layout

Waste Disposal - Proposed Layout

Block Storage Device .

Proposed Layout #2 . .

Materials Flow - PrOposed Layout

vii

#1

x' 1-
If

Page

l2

17
18
20
26

Chapter I. Introduction

The Wooden Pallet Industry

Commensurate with the development on the industrial
fork lift truck during the years of World War II, a market
for storage platforms materialized and then expanded. Wood,
it seemed, was the most logical material from which to build
these platforms. The product was simple in design, could be
produced with a minimum investment in machinery, and could
be quite acceptably constructed using inexpensive, otherwise
hard to market, low-grade material. The Opportunities in
such an industry appeared promising to many, and thus wooden
platform or pallet plants began to appear in increasing num-
bers near woodlands, cities, and industrial areas all over
the nation. Perhaps most characteristic of these new estab-
lishments was their smallness. Many sawmills added the pro-
duction of pallets to their Operation, and some changed from
lumber to pallet production entirely. Families got into the
business, and farmers produced pallets in their spare time
using wood from their own lots in many cases.

Since many people entering the pallet industry were en-
tirely unfamiliar with the wood industry, or with any industry
for that matter, problems were inevitable. Not the least of
the problems was one of sound plant layout and efficiency,
the lack of which caused many concerns to be plagued with
low production rates, late shipments, excessive waste, and
most importantly, marginal profit situations. Such problems

still exist today in a great number of plants because of the

absence of inexpensive, available assistance, the lack of
pertinent, easily understandable information, and quite
often, because Of the lack of realization that problems
exist at all.

The importance of the wooden pallet industry at the
present time is exemplified by the fact that about five
percent Of all lumber, or twenty-five percent of the hard-
wood lumber consumed in the U.S. last year (1964) went into
pallet manufacture; production was estimated at 76.6 million
pallets. In hichigan alone, the number Of pallet plants
increased from 78 in 1954, to 183 by 1961, and growth con-
tinues to occur. The outlook for Michigan and for the U.S.
is for steady increases in numbers of firms, employees, and

units produced.

The Subject of Study

 

The subject Of this study was Peter's Crate Works, a
pallet, box and building component mill located in the lower
peninsula of Michigan near the town of Harrison. A fire
swept through the mill in 1962 and following this time a
barn was used to house the Operation, with sawing Of logs
and nailing being done in this structure. In 1963, the con-
struction of a new building was begun on a new site one-half
mile north Of the original location. Upon completion of the
first part Of the building, the assembly and nailing process
was moved into it; log breakdown was done in the barn and
material was transported over the one-half mile distance to

be nailed and finally shipped. The profit and loss statement

was ”all red” for that year. In 1964 construction of the
new building was finished, and most Of the Operation was
moved to the site.

Little advanced planning as to machine locations,
materials flow, and disposal of waste was carried out prior
to construction of the mill and the result was a layout in
need of major changes from the very day production began in
the new structure. TO this date (August, 1965) several
changes have been made in the layout but even more need to
be effected. The changes that have been made have improved
efficiency somewhat, as reflected in increasing profits, and
it is thought that additional well-planned changes will in—

sure a continuation of this trend.

Objective Of Study

 

The purpose of this study is to locate several Of the
more important problems involved in production at Peter's
Crate Works and to make positive suggestions for improve-
ment after a complete investigation and analysis Of these
problem areas. Such an analysis is designed to aid Peter's
mill to become more efficient and also is designed to help
gain an understanding Of problems involved in pallet pro-

duction in general.

The Area Of Study

 

After visiting the mill site several times to Observe
the mill process and to gather certain basic information,
it was decided that the most critical areas for improvement

associated with the process were those Of plant layout and

U1

materials flow, materials handling, waste disposal systems,
and efficient use Of machinery. Problems in marketing Of
finished goods, product mix, and so forth were considered
as secondary in importance, and subject to investigation at

a later date.

Review Of Literature

Plant layout and materials flow has been the subject
Of a great deal Of attention among industrial concerns
since before the turn of the century. From about 1880 to
1930 a tremendous growth Of industry occurred in the United
States. This was a period when demand for goods far ex-
ceeded the production potential; in many cases, the limit
of how much a company could sell was determined only by how
much that company could produce. Consequently, a substantial
amount Of work was done on improvement of manufacturing
techniques with great contributions being made by such men
as Gilbreth, Taylor, and Emerson; these men laid the ground-
work for development Of systematic operations analysis pro-
cedures (17, 22).

Since that time, much has been accomplished and the
basic theories have been used by a number of people in
various ways to evaluate specific types of Operations.

The U.S. Forest Service has done a large amount of
work on sawmill efficiency studies. Some early work was
done on plant layout and utilization Of waste (4, 6, 23)

while later studies by C. J. Telford, have focused on waste

and materials handling devices (24, 25, 26, 27). In one of
the most recent studies, Heebink and Forbes described a
typical pallet Operation and develOped an ”ideal" plant
layout (10).

Another significant piece Of work pertaining to pallet
plant layout was written by Peter Koch, in which the plan
for an integrated plant design was revealed (11). This
study, as well as the work done by Heebink and Forbes in-
volved the establishment of a new mill, rather than improve-
ment Of an existing one.

Methods Of analyzing and improving current Operations
have been develOped by Compton (8), Nelson (16), Pauley and
Batdorf (18), Waldo (28), and many others (2, 3).

While much work has been done, little effort has been
expended in developing a simplified analysis technique
applicable specifically to pallet production; an attempt is

made, in the following text, to demonstrate such techniques.

Limitations and Assumptions

The actual process Of producing pallets, boxes, lumber,
or any other good in a manufacturing plant is only a part
Of the entire sequence of events involved in transforming
a standing tree to units of finished product in the hands
Of the consumer. Also involved in the process is the timber
owner, loggers, truckers, and others. Further, after delivery
of logs to the mill site, they may remain in inventory for
some period Of time before being used in production. After

final processing, units of finished goods may again remain

in inventory for some period of time before being moved,
loaded, and then shipped to the point of use.

Because the actual manufacturing process is only part
of the total production picture (and thus accounts for only
a part of the total costs involved) a complete analysis should
necessarily involve a look at all other factors in the se-
quence as well. For example, purchase of specified length,
rather than random length, logs might enable the firm to
realize substantial savings through waste reduction; pur-
chase Of wood in the form of boards or cants might also
prove to be more efficient than purchasing in log form.
Inventory studies of both raw material and finished goods
could possibly reveal several Opportunities for cost re-
duction. Some way might be found to cut shipping costs by
using more efficient loading methods, by scheduling, or by
systematic analysis of routing. This study, then, only
represents a good beginning toward a systematic analysis;
those aspects mentioned above and many more should be close-
1y scrutinized if full cost saving and the greatest level of
efficiency is to be attained.

Little attention was given to possible product improve-
ment as it was assumed that product designs adequately satis-
fied the end use requirements and also allowed efficient use
of materials. It should be noted that the great majority of
pallet and box products are manufactured according to speci-
fications set forth by the purchaser, and the manufacturer

can only make suggestions in this respect.

For purposes Of this study it was assumed that any in-
creases in the output of pallets, boxes, or building (cabin)
materials brought about by increased efficiency could be
absorbed readily by the market and without a reduction in
selling price. The assumption does not appear to be unreal-
istic in view of the large and expanding pallet and box mar-
ket in the Great Lakes Area and considering the estimate by
management Of the Peter's plant that at least ten times more
cabin siding could have been used in the previous year than
was produced.

Procurement of additional raw material for possible
increased production is seen as no problem since Peter's
mill has been assured long-term access to a large timber

holding in the mill area.

Chapter II. fiethod of Study

1C

Eefore any type of analysis of production problem
could be accomplished, it was essential that the present
status of the Operation, with regard to products manufactured,
plant layout, equipment specifications, and materials and
waste handling methods, be thoroughly described, measured,
and then examined to determine specific shortcomings and
areas in which greatest efforts for improvement were warranted.
This information was also needed to provide a basis for com-
parison of any systems subsequently prOposed.

Measurements were taken Of the entire mill layout; and
all room dimensions, window and door locations, and locations
of machinery were recorded. Completion Of the measurement
task was followed by a brief study of production to allow
determination of present use of manpower and flow Of materials.
After more detailed study, process charts were constructed
for all Operations.

Attention was then focused upon measurement of factors
in the actual production process. An attempt was made to use
stopwatch techniques for work measurement; but because of the
sporadic usage practices employed, it was very difficult to
obtain data for any one machine. It was decided that the most
practical and reliable method of factors measurement for this
situation was work sampling, a technique devised by an English-
man, L.H.C. Tippett. To Obtain the samples, a central lo-
cation was selected from which all work stations could be
Observed at one time. Observations were made at intervals
Of one to three minutes, depending on the time required for

one Observation. Included in one Observation was a check of

11

all machines in the plant. A check of the headsaw, for
example, was taken as the sweep hand of a stopwatch passed
the beginning point Of the dial. Succeeding machines in the
production line would be Observed at ten second intervals.

A machine Observation delayed to check the reason for a de-
lay of the preceeding machine was made in the next minute

at the same sweephand position that it was to have been taken
originally. TO facilitate the recording Of data a work sam-
pling sheet was designed (See Figure 1). After collection,
all Of these data were converted to percentage figures, show—
ing the portion of time spent performing each activity on
each machine.

A study of the headsaw was conducted next, along with
an investigation of machine specifications and capacities.
Cutting of a number of logs on the headsaw was Observed and
log diameters, lengths, and cutting times were measured and
recorded. These data provided a basis for a daily production
estimate and allowed determination of the average log size
processed by the mill. By analyzing this "average log," the
production estimate was converted from units of board feet
to units of numbers of various lumber sizes produced; these
units were then converted to actual yield of pallets and
boxes produced in a day.

Feed speeds Of each machine in the plant were determined
by measuring the processing time for pieces of known length.
Use Of the feed speed data in connection with information per-

taining to daily production requirements permitted calculation

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13

of the portion of time each machine must work to keep pace
with the rate of production on the headsaw. The operations
in progress a large portion of the time, which might cause
difficulty in the case of increased headsaw production, were
located and evaluated.

On the basis of all this information (process charts,
work sampling data, feed speed data, and machine capacity
calculationS) difficulties were assessed and prOposals for
new systems were drafted. Final comparison of all methods

was accomplished using expected production and cost figures.

Chapter III. The Present Operation -

Description and Measurement

Raw Katerials

 

A number of species are used in pallet manufacture
at the mill, the most common of which are elm, oak, poplar,
and aspen. Cabin siding is made from Northern White Cedar.
All wood is purchased in log form, and these range in
size from a minimum of six to eight inches in tOp diameter

to a maximum of about twenty—five inches.

Products

Three basic designs of pallets and boxes are produced
in the Peter's mill as well as various sizes and modifications
of them (Figure 2). Each of the product designs was described,
with the most common sizes being analyzed as to shape and size
of component parts; a listing of these elements can be found
in Table A. Through such a product examination, it was pos—
sible to determine which machinery might be disposed of or
replaced by more useful equipment. Shown in Figure 3 are the
pallet and box components and the machines on which they are
produced. Also shown in Figure 3 is the cabin siding product,
which is produced in one width only but in varying lengths.

None of the pallet material is dried prior to final
assembly. Cabin siding lumber is air dried after being rough
cut on the head saw and prior to the planing and matching

Operations.

The Kill
The layout of machinery within the mill structure

(Figure 4) seems, at first glance, to be one which affords

Figure 2. Basic Pallet Designs

 

Palletized Crate

 

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Figure 3

Elements and Machines for Production

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Deckboard:

81.53::
Head.8aw '
Edger . Head Saw
CUt Off Saw Cut Off Saw
Planer Resaw
Slat Saw

Cut Off Saw'#2

 

 

 

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Head Saw
Cut Off Saw
Planer
Resaw
Notched Stringer: Cabin Siding:
293d 53“ Head Saw
ut Off Saw Planer 42
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“Resaw Matcher-Moulder

Band Saw Cut Off SaW'#2

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19

a rather smooth, efficient flow of materials through the
mill. Equipment is apparently arranged so that subsequent
steps of production lead material to assembly or shipping
areas with minimized transport distances involved. It would
also seem that the machining steps needed for most product
components (Figure 3) are such that ”backtracking”1 of
material is unnecessary, thus eliminating conditions wherein
paths of flow might be constricted and flow of materials
hampered.

Construction of a flow chart (Figure 5) revealed, how-
ever, that shortcomings of the layout did exist, some of
which were quite serious. Despite the logical appearance
of the machine sequence, a great amount of backtracking of
material was noted to occur. For example, production of
deckboards might proceed from the headsaw (1), to the edger
(2), to the planer (6), to the small cut-off saw (7), and
finally to the nailing room. In this case, material would
have been transported over seventy feet further than if
machinery were arranged so as to remove the need for this
backward materials flow.

Observe also the production of notched stringers; the
sequence here would be from the head saw (1), to the cut-
off saw (3), to the planer (6), to the resaw (5), on to the

band saw (11), and then to the nailing room, a materials

 

lBy backtracking the author is referring to the flow of

a material back to a point previously passed during the
production process.

 

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Use Actual Size
Stringers l§"x 3" x L
Deckboards 3/4 x 2 3/4 x L

Expendible Deckboards Zfl161x3 x L
Blocks 3 x 3 x 35
Box Siding 53x 4; x L

Box Stringer Spacers 361x 3 x L

Table A

Other Specifications

Notched or Plain.
Lengths to 4'.
Various Lengths to 4'.

It I! ll

Various Lengths to 4'.

ll !l I!

Components of the Pallet & Box Products

22

flow of 225 feet. It is evident that careful planning
could greatly improve this situation.

Problems are also associated with production of cabin
siding material. While backtracking of material is again
part of the problem, the greatest difficulty appears to be
in storage of materials near the planer, edger, and matching
equipment prior to and during processing by this machinery.
Quite often this storage hampers materials flow in pallet
and box production; and likewise, flow of pallet and box
materials often hampers cabin siding production. A revamped
layout would, no doubt, eliminate many problems in this

respect.

Methods of Materials Handling

 

General
Materials handling in the plant is accomplished using
a system of carts. Materials to be processed are usually
taken from a cart, moved to the work station, and then
placed on another cart for movement to the next Operation.
All lifting and movement of material as well as the move-

ment of carts is done manually.

Log Breakdown and Edging
Logs are brought to the log deck by fork lift truck
and then moved to the head saw by hand. All log turning
is also accomplished by hand. Material coming from the head-
saw, which is in the form of four to ten inch width boards

or four inch thick cants, is either stacked next to the

23

edger or loaded directly on carts for movement to other
areas of the plant.
Boards to be edged are picked from the pile, processed,

and placed on a cart; two men are needed for this Operation.

Cut-Off and Slat Saw

Log-length cants are brought to the large cut-off saw
by cart; they are lifted from the cart onto the saw and then
separated by lengths onto other carts after cutting into
pallet dimension sizes. This same material often goes next
to the slat saw; and here again it is lifted from carts,
placed on the saw, and then placed on carts, again according
to size. Occasionally, material will be handed directly to
the slat saw Operator by the cut-off taller. Two men gener-
ally are involved in each operation, although one man some-

times Operates the cut-Off saw.

Resaw

As with the slat saw Operation, bolts of pallet use
length are brought to the resaw by cart and lifted onto the
saw table by hand. Pieces are cut to correct stringer
dimensions and stacked on a cart. This machine is also
used to size cut-off scraps for use as blocks in expendible
pallets. These scraps, which are cut into three blocks each,
are brought to the machine by cart, placed on the saw table,
and cut to a 3%" width. As pieces are cut, they are allowed
to fall to the floor until a later time when they are picked
up by hand and placed on a cart. Only one man is used in

each Operation.

24

Second Cut—off Saw
When boards are cut to length on this saw, the Operation
is the same as for the larger cut-Off saw. Manufacture of
blocks is accomplished by taking materials from a cart,
placing them on the saw table, and than letting them fall
into a bin cart after cutting. One man is used for each

Operation.

Band Saw
Notching Of stringers is done by one man who takes
pieces from a cart, makes the necessary cuts, and places

the finished pieces on a second cart.

Use Of Manpower

Seven men, in addition to the foreman, are used in
the pallet component portion of the operation. The headsaw,
cut-Off saw, and slatter saw are each Operated by two men.
One man is used to Operate little-used machines, to perform
odd jobs, and to dispose of waste materials. The foreman
sometimes Operates the resaw or cut-off saw #2. When cabin
siding is to be processed, men are shifted from their usual
tasks to Operate the necessary equipment.

Additional help in production, when needed, is pro-
vided by a part of the nailing personnel, with these employees
often being called upon to Operate the planer or cut-Off #2.
Notching of stringers on the band saw is done exclusively by

nailers; six nailers are employed by the mill.

PO
U1

Waste Disp sal Systems

0

 

Methods of waste disposal in the plant are shown in

Figure 6. Little mechanization is used for this task with
waste from most machines being removed periodically by hand;
such material is shoveled into a bin cart for transportation
out of the mill.

Sawdust is removed from the headrig location by means
of an elevated, ribbed, rubber conveyor. This waste is
carried about six to ten feet from the mill structure before
being dumped on a waste pile. Slabs and edgings are stacked
on carts during sawing and are then moved by cart to a large
waste pit behind the mill building for burning. Material
which is placed in the pit is allowed to collect in the
summer, with all burning taking place in the winter months.

A blower system is used to remove sawdust from several
pieces of equipment. Large pipes attached to a blower run
to the slat saw, the planers, and the second edger (used
for cabin siding). The waste is directed out of the mill
and allowed to collect in large piles. Sawdust is given
away free of charge to anyone who will haul it away, and
most of it is taken by local residents.

All other scraps are removed from the mill structure

by cart and placed in the pit for burning.

 

[0
ON.

 

 

 

- ...-«r ‘

., _. -,

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inland V
,vL’v-‘m P‘fi“-

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(:}3 Sawdust removed by blower system

Figure 6

Waste Disposal Systems

 

 

 

 

 

 

 

 

 

l."L‘W'—YQJE'CI.SI:\‘H.HV.‘ av." v—w—‘F '— w

27
Analysis of the Production Process

Process Charts

In an effort to more clearly show the various operations
and their relationships to one another, operation process
and flow process charts were constructed. The Operation
charts are designed to show the relationship Of all phases
Of production for a particular product; detail is necessarily
sacrificed in these charts to prevent them from becoming
unduly complex and only Operations and inspections are shown
in them. Operation process charts are shown for production
Of notched stringer pallets (Figure 7), block type pallets
and cabin siding materials (Appendix A). Production Of
crates is not shown since this process is much the same as
for pallet production.

Further detail, where needed, is provided by flow
process charts constructed for each product component
(Appendix A). These charts show sequences of Operations,
machines used, methods Of materials handling, and trans-
portation distances involved. Also recorded are all stor-
ages and delays. Times required for the different phases
Of the Operation are commonly recorded; but since work
sampling was used in this study, these times are not avail-
able. The charts should be studied with special note made
Of the summaries at the top of each page; a later comparison
Of the present and proposed methods will be made using

these charts.

 

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Work Sampling Measurements

Presentation of Data

As described in Chapter II, periodic observations
were made of all work stations in an attempt to determine
specifically the use of time in an average work day. Sam-
pling was done in a four-day period, in which 750 observa-
tions were made.

During the study, data were divided into four time
periods, each representing one day (4 - 8 hours) of work
sampling. Raw data were converted to percentage figures
for all periods, with information being compiled as to
the amount of time each machine was attended by an opera—
tor (Table E) and then as to the proportion of the attended

time given to various tasks (Tables C through G).

Limitations of the Data

 

When looking at the converted data figures, one might
be somewhat surprised at the extreme variations in time
usage from day to day. The portion of time spent actually
cutting on the headsaw, for example, varies from 20 percent
on the first day of observation, to 24.5 percent on the
second day, to 36 percent on the third day, and up to 40.5
percent on the fourth day. Differences also were noted to
occur between days for other machines and other classifica-
tions of time breakdown. It would seem logical to ask, then,

why such differences occur.

Table E

Proportion of Time Each Machine
Is Attended by an Operator

% of Time Attended

 

hechine bliggerator
Head Saw 79
Edger 7
Cut-Off Sew 43
Slat Sew 53
Re-Saw 15
Planer 21
Edger ;2 --i
Ketcher—Eoulder --%
Cut-Off Saw #2 23
Planer #2 -_%

*No usage noted during study. Equipment is Opera ed
.only occasionally for short time intervals.

 

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There are several explanations as to why data were not
uniform from day to day. One of these explanations is sim—
ply that the work schedule at Peter's is not uniform from
day to day, or hour to hour, for that matter. Different
products are produced, as well as different sizes of them;
and in different portions of a week, a day, or an hour,
various component mixes, requiring varying cycle times to
produce, are in production.

Another explanation of this lack of uniformity is that
production characteristics and rates may vary by the day of
the week merely because of the way employees feel. The
weather, or an upcoming vacation, or any one of a host of
circumstances has an effect on this.

A third explanation might be that the individual col-
lecting information caused inconsistencies in the data.
Failure to use the same procedures in data collection from
day to day, or lack of accurate recording of observations
could affect test results. Another possibility is that
the mere presence of an observer caused the work pace to
be faster or slower than is normally the case.

The most likely cause or causes of variation can be

easily determined by reasoning. In Chapter II, an explana—

tion of the methods used in collecting data was made. All
observations were taken from one spot in the plant and
spacing of observations was carefully, impartially regulated.

A standard form was used on which to record data. In other

words, steps were taken to minimize variation which might

 

36

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37

occur merely because of methods used in data collection.

The possibility of observations being affected by the
presence of an observer was largely eliminated by the method
of tabulating data after collection. While it is possible
that the length of a given work cycle might be shortened
due to increased effort by the worker, the chances are good
that the length of time used to perform each element of the
cycle will be reduced a prOportional amount. Thus, when
elemental times are expressed as a percentage of the total
cycle time, the results should be the same regardless of
whether the cycle has been performed faster or slower than
normal.

The conclusion, therefore, is that variation was caused
possibly to a small degree by observation error, to a small
degree by routine daily influences, and to a larger degree
by actual variation of the work procedure.

Since the work pattern does vary from day to day and
since one set of representative figures is needed to describe
the operation, it is desirable to use combined figures for
the greatest length of observation time possible. In this
particular study, for example, it would be unwise to look
at the data collected in a single day and attempt to make
a statement about production in general. Rather, the
averages for all four days should be examined as they are

more likely to give an authentic picture of production.

-7("‘

)0

Discussion of Sampling Results

Referring to the observation totals (Table G), a
number of interesting facts become immediately apparent.
Note that in most instances, the portion of time used in
getting materials to or from a machine is about the same
as the portion of time used in actual processing by that
machine. Notice also the large portion of time used for
waste disposal.

In the case of the headsaw, 34.2 percent of the time
the machine is attended by an operator is spent in cutting,
while 28.8 percent is spent in transporting logs to the
log deck or rolling logs along the deck to the saw carriage.
Additional time is used in manually turning the log or in
removing materials from the carriage. In total, over 52
percent of the attended time of the saw is spent in materials
handling alone. Little time is needed (0.2 percent) to re-
move sawdust from the saw area because of the waste con-
veyor which carries dust outside the mill from the saw pit.

The edger, with no automated waste removal system, is
tied up 21.6 percent of the attended time because of waste
removal work. The amount of time spent in getting materials
to the machine is again quite high.

With the re-saw and both cut-off machines, time spent
in unstacking and stacking carts, before and after the opera-
tion, takes well over twice as much time as the actual pro-
duction process. Times required for waste removal are sub-

stantial, especially for the cut-off saws.

k)!
\0

The slat saw setup, which is one of the most efficient
of the Operations, permits cutting to take place over 52
percent of the attended time. The big problem here seems
to be in down time for maintenance as 23.8 percent of the
time is spent in this way.

More than 68 percent of the time is spent in actual
processing with the planer. waste removal is no problem
and setup time is negligible. Here again, however, almost
20 percent of the attended time is spent in materials

handling.

Feed Speeds and Other StOpwatch Data

Daily Production Estimation

The use of work sampling data made it possible to
locate excessive delays, inefficient and sometime unnecessary
operations, and other problem areas. The ultimate test of
a production method, however, is not in the number or length
of delays, in the number of operations, or in the length of
transportation distances involved; this information is only
used to locate areas for improvement. The value of a parti—
cular production method, and its advantages or disadvantages
in relation to another method, are determined by the output
of finished product each system can generate at a given cost.
Thus, comparison of systems on the basis of production is
essential.

In order to obtain a basis for a realistic estimate of

daily production, the headsaw operation was closely observed

40

for approximately a one-hour'period. During this time,
each log diameter, length, and cutting time were measured
and recorded (Table H). The volume of lumber yield was
estimated using the International i inch log rule.

Using figures from Table H, computation of daily pro—
duction was done in the following manner:

PrOdUCtion:E%%%E X .79 X .80 X 1203 = 5324 board feet/day

Where,

450 is the number of working minutes in an eight
hour day. (Two 15 minute rest periods are allowed.)

.79 is the portion of time the headsaw is attended
by an operator (Table B).

.80 is the portion of attended time devoted to the
process of moving a log to the carriage, cutting,
turning the log, and removing the dog board.
Normal delays are also included in this figure.
Since time used in saw maintenance, or in bringing
logs to the deck by fork lift truck was not
included in the headsaw study, this portion of
time was removed from the calculations.

Once production has been determined in terms of board
feet, it is then necessary to find some way of expressing
this figure in terms of units of finished product, in this
case, allets, boxes, and cabin siding. To do this, the
data given in Table H were first rearranged to show the aver-
age times used in cutting up logs of various sizes (Table I).
The average log size was computed and then a theoretical
lumber yield was determined for the rough sawn log. Then,
by knowing the time required to cut up this size of log, thc

number of legs which could be processed in one day was

figured, and this was multiplied by the lumber yield per

41

log to give the rough lumber yield per day. Once in this
form it was an easy task to convert daily yield to a pallet
per day figure.

Note that in all component production processes, the
hearsaw is the first machine in the sequence (Figure 3);
thus, the output rate of each process is dependent on the
production rate of this single machine. It has been esti-
mated that the production rate averages over five thousand
feet per day. In Table H, the average log diameter handled
by the mill is shown to be 13.7 inches, or 14 inches if
rounded to the nearest whole inch. The average cutting
time for this size log is a little over four minutes (Table I)
using the mill equipment.

Assuming now, for the purpose of simplicity, that only
logs of 14” diameter are handled by the mill, then
fl%9 x .79 x .80 : 71 logs could be cut up in an eight hour
day. With an average volume of 74.7 board feet per log,

71 x 74.7 : 5304 board feet of lumber would be produced
daily. This figure is somewhat less than the daily pro-
duction figure derived earlier but is sufficiently close to
it for illustrative purposes.

Continuing the illustration, the 14" average size log
is considered to yield two cants, 4;" x 9" x 9.3', six boards,
8" x 3/8" x 9.3', and one board, 8" x l" x 9.3' (See Figure
8). One-fourth cant per log (or about 10% of the volume) is
considered lost to defect so that the actual number of cants

produced per log is 1 3/4. The board foot yield per cut up

log is 74.9.

 

 

‘ Figure 8

Breakdown of the Standard 11;" Log '

Log Breakdown on the Headsaw

 

 

(") (') (minutes) (bd. feet)

Lg; Diameter nggth Sawing Time Log7Volume*
1 13 10 3.40 70
2 20 12 9.76 210
3 13 10 4.61 70
4 l2 9 2.84 50
5 13 9 4.74 62
6 ll 8 2.20 35
7 l4 9 4.71 72
8 12 10 2.65 55
9 l4 9 4.40 72
10 15 11 5.80 105
11 18 12 6.21 170
12 ll 9 2.80 40
13 13 9 3.84 62
14 13 10 2.90 70
15 .133: .22 _2_._4_o .5132
206 150 64.26 1203
i = 13.7 10.0 80.2

*Volume by International 9 inch scale.

x

44

Table I

Headsaw Cutting Times for Various Log Diameters

Number of

Log Diameter

 

 

Observations (inches)
2 11
2 l2
5 13
3 14
l 15
_ 16
- 17
l 18
- l9
1 2O
*Sawing

of moving

removing the dog board,

original p

Sawing Time*
_(minutes)

 

2.50
2.75
3.90
4.17
5.80

9.76

time as used in this sense includes the activities

the log to the carriage,

osition.

sawing, turning the log,

and returning the carriage to its

2+5

The yield per day can then be expressed as follows:

71 logs/day x 6 boards/log : 426- 8” x 3/8" x
9.3' boards/day
71 logs/day x 1 board /log = 71- 8” x l" x

9.3' boards/day
125- 4%” x 9” x

3/4 cants/log
9.3' cants /day

71 logs/day x

H

II

These figures were converted to show the actual yield
of units of finished product. One—half of the volume of
3/4" boards (220 board feet) and one-half of the volume of
3/8" boards (490 board feet) as well as 145 board feet of
cants was assumed used for palletized crate production.

With an average board foot requirement for each box of 30

220 + 490 + 145 :
3O

28 boxes, could be constructed each day. At a selling price

(including a 25% adjustment for waste) then

 

/

of $5.22, daily sales of this product would amount to 314C.
Similarly, yield of block-type expendable pallets
(26'x 26") was computed. One-half of the volume of the
remaining cants (1874 board feet) and the other half of the
3/8" boards (490 board feet) were considered to go into pro—
duction of expendable pallets. The volume of wood needed
to make each pallet is 6.9 while the actual volume per
nailed—up pallet is 5.2 board feet. The number of pallets

which can be produced per day is 1872 g 450 : 143. With a

 

sales price of $0.13 per board foot, daily sales of this
product would be 343 x 5.2 x 0.13 = $232.

Daily production of notched stringer pallets was also
computed. All of the remaining cants (1874 board feet) and

the other one-half of the 3/4" boards (220 board feet) are

used for this product. A volume of 15.2 board feet is
needed for each pallet and the actual nailed-up volume is
2.3 board feet. The nurber of pallets which can be pro-
. ~ 1874 + 220 2 n
duced per day is 1C 0 : 1,8. with a sales price
JOL-
of $0.13 per board foot, daily sales of this product would

 

be 138 x 12.3 x 0.13 = $221.
Total daily sales is thus $599 (146 + 232 + 221).

This total is somewhat larger than actual mill sales; but
because cutting of cedar logs was not considered in the
calculations, some degree of error was expected. In the
actual operation, cedar comprises about one of every five
or six logs out; most of these logs are used in cabin con—
struction and do not enter directly into the daily sales

figures.

Recline Capacity Evaluation

To assess the degree to which all other machines must
be utilized to keep up with this production rate, it was
first necessary to determine feed speeds for each piece of
equipment. Since no records were available as to the fac-
tory specifications for each machine, it was necessary to

obtain this information from stOp watch data. The average

time required to pass an appropriate form of raw *aterial,
of known length, through a given machine was recorded

(Table J). The machine speed was then computed by the formula,

47

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where,
S : feed speed in feet per minute
L : length of the piece in inches
T : average time required to process one

piece in the machine under study (minutes)
Evaluation of each machine was then done in the

following manner:

Edger

Of the 497 boards being produced per day on the head-
saw, about two-thirds of them, or 331, must go through the
edger. The production rate for this machine (Table J) is

15.9 pieces per minute; therefore, the time needed to pro-

cess these 331 boards is ۤl9 : 20.8 minutes. The portion
00 8
: d d S 4" th b r :— _ ' {I
of time nee e for proces irg is en given y ”430 _ .C4c.

The edger Operates only 4.6% of the time; increased production

would cause no problem with this machine.

Planer

All 497 boards must be processed on the planer, but
with a production rate of 5.3 pieces per minute, processing
could be completed in 94 minutes. Also, 20 cants must be
processed, this operation requiring only four minutes. The
planer Operates only 22 percent of the time and would be no

problem if production were increased.

Cut-Off Saw
On cut-off saw #1, all 124 cants must be cut into three
36” bolts requiring four cuts per cant. At one minute per

cant, this process could be completed in 124 minutes.

J:-
\O

)1

Also, all 497 boards producer per day must be cut to

(

..

length. Brief observation revealed that several suck
boards may be cut at one time so that processing is done
at a rate Of about three boards per minute. The time re-
quired for processing here is 165 minutes. The total
portion Of time needed for production by this machine
is ggg = 64%. Some problem might develop here if a
higher production rate were effected.
Slat Saw

One hundred and eighty bolts must be cut into 3/8"
material per day. With a capacity of 0.9 cants per min-

ute, processing time for this number Of bolts would be

me
.9

must be cut into 3/4" material per day. The capacity for

= 200 minutes. One hundred and forty-one cants

cutting in this case is 1.4 cants per minute; 101 minutes
would be needed for the processing Of these bolts. Thus,
301 minutes per day are needed for processing by the slat
saw. This means that the machine is needed in production
%%% z 67% Of the time; since down time for this machine is
considerable, it might present a problem should production

be increased.

Re-Saw

On this saw 51 cants must be cut into stringer material.
Iith a production rate of 5.7 cants per minute, only 8.9
minutes would be needed to perform this Operation. Also,

end trimmings from cants must be sized into blocks. About

ten such end trimmings may be sized per minute. Each trim-
ming contains about three blocks; and with 3087 blocks
needed per day, approximately 100 minutes would be needed
tO complete this job. Thus, the machine would be needed in
production 109 minutes for a percentage of 24 percent.

This machine presents no problem in connection with in-

creased production.

Band Saw

0n the band saw 414 stringers must be notched daily.
With a processing rate of three pieces per minute, the
task would require 138 minutes. Production time would
thus occupy 31 percent Of the work day. Increased pro-

duction would cause no difficulty with this machine.

Cut-Off Saw #2

On this saw, all 3,087 blocks must be cut to length.
With a production rate of 7.5 per minute, 411 minutes, or
91 percent Of the time would be required for processing.
Increased production would inevitably cause trouble with

this machine.

Summary Of Problems Associated with the Present System
Analysis Of the Operation has revealed the existence
Of a number Of problems, most Of which have been heretofore
mentioned. Work sampling data showed that a large portion
Of time was used in materials handling and in waste dis-

posal. It was concluded that reduction Of the time needed

51

for these activities would make available additional man-
hours for performing more productive tasks.

From stOpwatch data, it was determined that the head-
saw was the machine limiting increased production; speedup
Of the log breakdown cycle could be accommodated tO some
degree by all other machines in the plant. The cut-Off
and slat saws were noted to be the most likely machines to
cause difficulty in the case Of increased production.

An excessive number of delays and eXcessive transport
distances were found using process charts. Elimination
Of these problems should smooth the production process and
possibly decrease production costs.

Another problem, not previously mentioned, is that
the cart system now in use causes considerable plant con-
gestion. Often, the movement of one particular cart to a
new location involves the movement Of not only that one
cart, but five or six carts; an even flow of materials is
prevented and a large usage Of time is involved.

Still another problem is that employees are shifted
from one Operation to another in the course Of a day or
of a week. Because Of this, certain personnel are unable
to become as efficient at a given task as they might if
allowed to work continuously at it. By reducing shifts

to a minimum, overall efficiency might be increased.

Chapter IV. PrOpOsals and Suggestions

53

General

One Of the major considerations in formulating a
revised layout plan is the cost of making improvements.
Before any improvement may be made, the money for it must
be procured; after the improvement is made, it must improve
efficiency, lower per unit costs, improve safety conditions,
or in some way have an effect on production such that this
improvement "pays for itself" in a given number Of years.

Honey is sometimes difficult to Obtain for improvement
Of a small business and generally, the more the money needed,
the more difficulty there is in getting it. Therefore, in
formulating a plan for a revised layout, an attempt was made
to allow improvements to be made over a period Of several
years, rather than all at one time. A graduated improvement
plan Of this kind permits the financier to gauge the effect
of improvements before committing extremely large amounts Of
capital; such a plan also allows the investor to pay for
changes in his business as they occur, rather than assuming
a large, long-term debt.

It was further realized, while planning layout revisions,
that the total investment, whether graduated or not, must be
relatively small. The reason for this is that the annual
sales figure for the plant is relatively small, and unless
improvements generate a huge increase in production potential,
the expense to sales ratio would be intolerable with a large

investment.

54
Proposed Layout #1 - The Modified Cart System

Increasing Production Potential

Since all machines are presently able to keep pace
with the headsaw production rate, the first step in in-
creasing production is tO increase the productivity Of the
headsaw itself. Perhaps the most convenient method Of in-
creasing production at the headsaw is to find some way Of
reducing the duties Of the headsaw personnel, so that they
may spend 100 percent, rather than 79 percent of the time
at the headrig. By so doing, 95 minutes (1% hours) can be
added tO the headsaw production time in each eight-hour day.

The portion of attended time devoted to the process of
moving a log to the carriage, cutting, turning the log, and
removing the dog board is considered to be .80.1 Thus, the
gain in production, due to an increase in the attended time

Of the headsaw can be computed by:

95 minutes x .80 _ 19 1 '
4 minutes to cut up an "average" 105 — average 088-

With 74.9 board feet per "average" log, this means
that daily production is increased 1423 board feet merely
because of the change made in manpower usage.

Assuming that the 21 percent of each day, used by both
the sawyer and saw tailer in doing something other than
Operating the headrig, was used in performing other necessary

tasks, provision must be made for additional manpower to

 

llt was assumed that the portion or time used in all phases
Of time breakdown will remain constant with increased head-
saw usage. The .80 figure was used in evaluating production
with the present mill setup (Page 40).

perform these tasks. For the moment, it will merely be
noted that 2 x 21 or 42 percent of a man-day is needed for
these other jobs, with an analysis of this to be done later
(page 69).

Further increases in headsaw productivity can be brought
about by installation of an automated log deck. In total,
effort being spent in getting logs to the saw in the present
operation amounts to 28.8 percent of the total time the head-
saw is attended by an operator. About 10 percent of the total
attended time (about 1/3 of this 28.8 percent figure) is used
in rolling logs along the deck to the saw carriage and pesi-
tioning the log prior to cutting. Through the use of the
automated deck, this 10 percent figure is expected to be re-
duced to about 3 percent.1 Therefore, 7 percent of the total
attended time (which is now 100 percent of a work day) has
been changed from non-productive, to potentially productive
time. Added daily production in this case is

(,07)x (450 minufies/work day) x .80 = 6 average logs.

The added board footage of production here is 449, for
a total added production of l922 board feet per day.

As before, to allow evaluation of other machines in
the production sequence and to allow production to be ex-
pressed in terms of actual units of finished product manu-
factured in a day, production was defined in terms of actual

board yield:

 

1While time-consuming hand rolling of logs can be completely
eliminated, positioning of logs on the saw carriage and
setting of the dogs must still be done.

56

96 logs/day x 6 boards/log 576-8" x 3%? x 9.3' boards/log
96 logs/day x 1 board /1og : 96-8" x l " x 9.3' boards/log
96 logs/day x 1;Lfl+ cants/log = 168—4§"Jc9 " x 9.3' boards/log

Using the same procedure as was used in evaluation of the
present operation (Page 45), daily board yield figures were
converted to show the actual yield of units of finished pro-
duct. Again, it was assumed that one-half of the volume of
the 3/ " boards (298 board feet) and one—half of the volume
of the 3/8" boards (662 board feet) were used for box manu-
facture. Also, 190 board feet of cants was assumed used for
the manufacture of this product.

Allowed for production of expendable pallets was the
remaining one-half of the 3/8" boards (662 board feet) and
one-half of the remaining cants (2543 board feet).

Production of notched stringer pallets was again con-
sidered to require all of the remaining cants (2543 board
feet) and the other one-half of the 3/h" boards (298 board
feet).

Output of boxes, expendable pallets, and notched stringer
pallets is then increased to 38, 464, and 187 units respec-
tively. Using the same selling price as in the previous cal-
culations, the total daily sales figure becomes $811
(198 + 314+-299), or $212 more than it is at present.

Machine Capacity Evaluation

Kachine Use Calculations
To determine if this production rate is feasible, a

check of all other machinery was necessary to see if they

57

could keep up with the production rate maintained at the
headrig. The same method Of evaluation as was used pre-
viously is used here, but the results have been condensed

into table form for brevity (Table K).

Evaluation of Cut-Off Saw #2

TO determine where specific improvements might be made
in the block cutting Operation, reference is again made to
Table G. Of the total attended time Of cut-off saw #2,

23.4 percent is used in cutting, 22.9 percent for inspection
prior to cutting, 26.3 percent in getting materials to the
machine, and 14.3 percent for moving these materials from
the machine. Another 1.? percent Of the total attended

time is used in removing waste materials from the work site,
and 6.3 percent is used in set-up Operations.

Inspection Of materials prior to cutting is needed so
that (1) the smooth side of the piece to be cut is aligned
with the guide block, and (2) the block is positioned so as
to be cut to correct dimensions; the majority of inspection
time is used to accomplish the latter objective. By con-
spicuously marking the point on the sawtable to which materials
must be moved for cutting to correct size, the inspection time
is expected to be reduced at least 10 percent. The Operator
must no longer spend time in each cycle searching for a faint
cut-Off line, nor must he try to estimate the cut-off point

for each block.

Involved in the "materials to machine" classification

is the movement of partially cut pieces to the cut-Off saw

58

 

 

 

Table K
Pieces to be Pro- Production Rate Percent of
Machine ceased Per Day (pieces/minute) Machine Use
Edger 384 15.9 5.4
Planer 576 5.3 24.2
Cut-off Saw 168 Cants 1.0
576 Boards 3.0 80.0

Slat Saw 243 Cants to 3/8" 0.9

195 Cants to 3/4" 1.4 90.9
Re-Saw 66 Cants 5.7

4176 Blocks 30.0 33.5
Band Saw 561 3.0 41.6
Cut-Off #2 4176 Blocks 7.5 123.8%

*This machine cannot keep up with the production rate of
the headrig. An investigation is needed to see if productivity
Of the machine can be increased; if not, a third cut-off saw
is needed.

59

table. TO perform this task, the saw Operator must turn to
his left, grasp a partially cut piece, and then move it to
the saw table while turning back to the right. While using
the cart transportation system, this motion sequence can be
little improved as the movement from cart to saw table is
necessary no matter what the work station layout.

The time used for movement Of materials from the machine
can be almost entirely eliminated. Pieces are merely pushed
off the saw table into a bin cart after cutting, with little
time used in doing this; however, after the bin cart has
been filled, the cut—off saw operator must move it to the
nailing room and then locate a cart for replacement, an
operation which requires about 14 percent of his time. This
situation can be corrected by having two bin carts available
at the cut-off saw at all times. The resaw Operator will
then be responsible for movement of blocks to the nailing
room.

The resaw operator is also to have the responsibility
of moving pieces from the resaw to cut-Off #2. This will
remove most of the 6.3 percent of the attended time used
for setup of the cut-off operation. Further, the 1.7 per-
cent of the attended time used in waste disposal will be
completely eliminated through use Of the automated waste
disposal system.

Therefore, by correcting inefficiencies in certain

aspects of the block cutting Operation, the cycle time

60

for the Operation has been reduced 32.3 percent, allowing
all block cutting to be done without purchasing another

cut-Off saw.

Changes in the Mill Layout

The layout for this proposal is shown in Figure 9.

In this setup, the headsaw, saw carriage track, nailing
room, and all heaters remain in the same position as in
the original layout (Figure 4); the positions of the edger,
cut-off saw, and slat saw are changed only slightly.

‘An extended, automated log deck is to replace the
present setup and a pole-supported roof is to cover the
portion of it protruding beyond the existing building.

A slightly larger deck will allow more logs to be kept on
hand at all times, thus simplifying to some degree the job
of maintaining an adequate supply of logs on the deck.

Perhaps most noticeable of the recommended changes
is the movement of the Office to a different location in
the mill structure. This move permits a distinct separation
of machinery used in building component production and
machinery used in pallet component manufacture. Supervi-
sion Of both phases of the Operation is made easier; and
plant congestion, due to attempted concurrent Operation of
cabin siding and pallet component production lines, is
reduced considerably.

Note that the planer has been moved to a position

directly behind the edger. This re-positioning allows the

61

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62

edging and planing processes to be done simultaneously
using three men. Stacking of material after edging is
eliminated (except in the case Of cabin siding material).
The superior feed speed capacity of the edger is largely
Offset by the fact that two or three boards may be passed
through the planer at one time.

The band saw was moved from the sash and door assembly
area to the pallet component production room. The Obvious
advantage here is that machinery is more tightly grouped
and transport distances are reduced.

In moving the cabin siding production line to a new
location, edger #2 was eliminated from the machine sequence,
with all edging to be done henceforth on edger #1. Per-
forming all edging on this one machine should cause no un-
due burden, even in the case of increased production, as
edger #1 is used only seven percent of the time at present.
Added to the siding production equipment is a new cut-Off
saw, made necessary by the change in location. Installation
of an eighteen-foot door in the side of the headsaw wing
is suggested for removal of cabin siding material from the
plant.

No addition to the nailing room is planned, as it is
felt the increased volume can be handled in the existing
facilities.

63
Methods of Materials Handling

Transportation Equipment

All equipment currently owned by the mill, which is
used for materials handling, is to be utilized in the new
system. The fork lift truck, presently in use, is adequate
for movement of material in the yard, and within plant
transportation can be handled entirely by the existing

supply of carts.

Log_Ereakdown and Edging

Shown in Figure 10 is a flow chart for the new layout.
Logs are brought to the log deck using the fork lift truck
and then logs are moved to the carriage by the live deck
mechanism. After cutting on the headsaw (1), material is
separated into boards of various sizes, cedar boards for
siding, and cants and is piled onto carts. All boards
(including pallet material and cedar stock) are passed
through the edger (2). Cedar siding is stacked on carts
following this Operation while pallet stock is fed directly

through the planer (3) and then stacked.

Planer

As mentioned, boards are passed through the planer
following edging and are then stacked on carts according
to size. The planer is also used to size cants and this
material is moved to the edger by cart, lifted onto the

machine, processed, and stacked again on a cart.

 

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Materials Flow

 

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Cut-Off Saw #1 and Slat Saw

In the cut-Off saw Operation, boards are cut to length,
stacked on carts, and then moved to the nailing room. Cants
are cut to bolts of various lengths and then stacked on
carts according to size. After the cut-Off operation, most
cants go to the slat saw (5); stringer material is moved
to the resaw (7). 0n the slat saw, bolts are cut into
boards and then stacked on carts and moved to the nailing

I‘OOIII.

Resaw and Band Saw

 

Bolts to be made into stringers are transported by
cart from cut-Off #1 to the resaw where they are taken from
the cart, cut to boards of correct width, and then piled on
carts. hovement is then to the nailing room or to the band-

saw if stringers are to be notched.

Cut-Off Saw #2

 

To this saw goes all cut off scraps and other material
to be made into pallet blocks. Katerial is taken from a
cart, cut to size, and dropped in a bin before movement to

the nailing room.

Cabin Siding Production Equipment

 

Cabin siding material, after passing through the edger,
is transported by cart out the Opening to the rear of the
headsaw, and taken to the yard for drying. When dry, several

months later, the cedar is processed using three men (Figure

66

10) and the finished product is moved out of the mill through

the south door of the room.

Waste Disposal Systems

The new waste disposal system is shown in Figure ll.
In this plan, disposal of waste is accomplished using two
blower systems (one of which is already installed in the
mill) and a conveyor system.

Some movement of the existing blower equipment will
be necessary to handle sawdust coming from the planer, re-
saw and slat saw, and about 120 feet of conducting pipe
must be added to the system. Pipes will go to each of the
machines listed, :ith sawdust being picked up and carried
to the west end of the headsaw wing of the building where
it is dumped onto the conveyor. To allow an option as to
the use of the sawdust, the last section of pipe is to be
movable so that sawdust may be directed into a pile or’a
container, rather than being sent to the waste burner.

The conveyor system is to consist of a two and one-
half foot width by three foot depth trough equipped with a
two foot wide, smooth, endless, rubber conveyor at the
bottom. This conveyor runs to all machines with the ex-
ception of the planer and carries trimmings, sawdust,
edgings, and the like to a new burner located at the west
end of the mill structure; the conveyor is elevated after
leaving the mill to a height of ten feet before waste is

dropped into a waste burner. Conveyor used on the elevated

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Figure 11

Waste Disposal
Proposed Layout fl

. Key

_ ——‘__

_.___“.- Conveyor below floor level

-Ruhher
’ ’F‘ ’ I.
(coverea

Rubber Conveyor (Uncovered)

-
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———_- w..-

3: Blower Takeoff for Sawdust
Blower Takeoff for Sawdust and

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68

section is to be ribbed. The majority of the conveyor length
within the plant is to be covered by movable concrete slabs,
but provision is made for some open areas to allow placing

of scraps on it. The open areas around the edger, cut-off
saw, and slat saw will be fenced for safety.

Since there is presently some demand for cedar shavings
for various uses, it is recommended that possibilities for
marketing of mill waste be investigated by the management.
Should it happen that an outlet for this material does exist,
then it should be collected in a concentration area where
it can be packaged for shipment. If no market exists, then
some method of disposing of these shavings is needed. In
either case, the most efficient means of disposal seems to
be one involving the use of a blower takeoff system. Shavings
could be picked up from the machine and transported by pipe
to a small shed or bin outside of the mill; bagging, if de-
sired, could be done here or, if the scraps were to be burned,
they could be taken by bin cart or palletized bin to the
burner. Because of the small production volume and small
amount of other forms of waste involved with cabin siding

manufacture, this material is to be removed by hand.

Manpower Usage
Eight men (not including the foreman) are used in pallet
component production with the new system; this is one more
man than is needed in the present operation. Two men are

needed to operate the headsaw, cut-off saw #1, and the slatter

69

saw. One man will be used to run the band saw; one man will
Operate cut-off saw #2; and the foreman will operate the
resaw.

Processing on the edger and the planer is handled by
the operators of cut-off saw #1 and the band saw operator.
Each of these men kuas at least 20 percent of a day's time
free for duties other than their primary tasks.

Work formerly accomplished by the headsaw crew in their
spare time (.42 man days) is to be taken care of by the
band saw operator.

Four men are needed for cabin siding production. When
a large amount of material to be processed has accumulated,
1en are taken from pallet production to complete siding
manufacture.

Increased needs for headsaw personnel were considered
proportionate to the increase in dollar volume generated by
the prOposal. However, since duties of the nailers have
been reduced with the new system only one (not two) addi-'

tional nailer is felt needed.
Comparison of Efficiency with Present Lethods

Process Charts

 

Operation process charts for the proposed method of
operation were not constructed since basic processes for
all products remained very nearly the same with the new
plan. However, flow process charts were constructed.

(Appendix B) and comparison of these with the flow process

70

charts for the present operation reveals several advantages
and disadvantages of the new system.

Production of deckboards from a cant requires the same
number of operations, transportations, inspections, delays,
and storages as in the present operation, but the total
transportation distance of material from log form to the
form of pallets loaded on a truck, is reduced twelve feet.
Likewise, the number of various operations required is the
same as in the present operation for stringer production,
but in this case, transportation distances of material
through the mill are reduced eighty-nine feet.

Block production, in the new system, requires one less
operation to be performed and involves one less delay. In
addition, transportation distances involved, from the time
of end trim removal at the cut-off saw (Cut-off saw #1) to
the arrival of blocks in the nailing room is reduced forty-
three feet.

Cedar cabin siding is made using one more transporta-
tion, one less delay, and using fourteen additional feet
of transportation distance than with the present system.

The result of reductions in transportation distances
is less time needed in within—plant transportation of
materials and much less congestion of the plant. A re-
duction in the number of operations also saves time, man-

power and machinery and reduces costs.

71

Cost Consideratior-

 

Additional company income and increased profits are
the primary aims of most plant improvement programs.
Reductions in process cycle times, elimination of certain
operations, delays, or transportations, or shortening of
transportation distances which might be brought about by
plant improvements are, for the most part, only incidental;
the important consideration is as to the effect these im—
provements have on profitability of the business.

In the following analysis, costs brought about because
of the improvements and because of the increased production
are examined in relation to the added yearly sales. Exam-
ination of the entire cost structure was thought to be un-

duly burdensome and unnecessary.

Capital Expenditures

1 Air operated automatic cut-off saw 331,0791
15 H. P. Drive motor for cut-off saw and

extra saw blades 250
210 feet of two- foot width, smooth, rubber 2

endless conveyor @ 340. 00/foot 8,400
200 feet of two- foot width, ribbed, rubber

outdoor use, endless conveyor $348. SO/foot 9.700
Power source for waste conveyors 350

32 feet of two— foot width, dead roll conveyor
v982 50 per 10 foot section 264

 

lPrice based on 1960 figures of Irvington Machine Works.

2The prices indicated for rubber conveyor, power source
for waste conveyors and the dead roll conveyor are as quoted
by the Corely hanufacturing Company, 1965.

72

Waste burner

Installation of 210 feet of 3' depth x
2 foot width concrete ditching in mill
structure

100 foot wooden, elevated, waste conveyor
support

Ten-foot extension of roof over log deck
Movement of the office to the new location

Installation of an eighteen-foot door in the
headsaw wing

Installation of an outside door to the
office

Cost of moving machinery, waste ducts, etc.
Live deck equipment
Cyclone blower system

Total

Cost of Additional Goods Sold

1,922 additional board feet of material
needed per day @340/M

Additional expense for nails (27,768
additional pounds neededld39/50#)

2 Additional employees-$31.75/hr.

Total

 

300

80
200

H

1,210
1,000

318,451

4.998
6,720

$30,169

lPrice quoted by Renco Products, Lapeer, Michigan, 1965.

2All prices not specifically quoted were estimated.

73

Additional Overhead

Additional social security paid (53% of first

33000 of each employee) 3 210
Additional state and federal unemployment tax 200
Additional workmans compensation 538

Additional insurance (.355% of additional value) 99

Increased delivery costs (313/M) 6,000
Increased power costs 1,000
Increased depreciation (5 years) 5,582

Additional Selling and General Expenses
There should be only a negligible increase in selling
and administrative expenses with the new layout; these will

not, therefore, be considered.

Summary
Increase in Sales (32l2/day x 240 days) 350,880
Cost of Additional Goods Sold 30,169
Gross Profit 20,169
Additional Overhead . 13,629
Net Profit (before tax) 7,082

Thus, the improvements can be made with a resulting
net profit of over 37,000 which gives a return on invest-

ment of over 25 percent before tax.

74
PrOposed Layout_fi2 - Carts and Conveyors

Increasing Production Potential

Examination of proposed layout #1 reveals that, once
again, the key to increased production is the headsaw.
However, substantial production increases will necessitate
improvements to be made in a number of operations, if addi-
tion of new employees and new machinery is to be minimized.

In the present system 28.8 percent of an operator's
time is used in moving logs to the saw carriage. Addition
of an automated log deck in proposed layout #1 reduced
this figure to 21.8 by eliminating the need for hand rolling
of logs along the deck to position them for sawing. Ey
eliminating the need for the sawyer to periodically venture
into the yard area to bring logs to the log deck, the por-
tion of the sawyer's time used in bringing materials to the
saw could be reduced to about 3 percent. Therefore, the
employment of a full-time fork lift operator is recommended.

By the same method as was used previously, the increase
in productivity at the headsaw, attributable to the change,
can be evaluated as follows:

(21,8 - 3.0) x 450Eminuteslwork day x .80 2 17 average logs

Production is increased 1273 board feet per day over
production estimates for prOposed layout #1.

Another boost can be given to headrig production by
estimating the log turning process. At present, 16.5 per-

cent of the total time the saw is attended, is spent

manually turning logs on the saw carriage, and it is not

unreasonable to assume that this figure could be cut in

1

half using an automatic log turner. If this were the case,

added production would amount to the following:

.085 X 430 X '80 a 8 average 1088

 

With a board footage per log of 74.9, added production
is 599 board feet for a total increase of 1872 board feet
over proposed method #1.

Amother stimulation can be given to headsaw production
by installation of a conveyor system which carries lumber
from the headsaw to subsequent operations. In the present
Operation 7.4 percent of the attended time is spent in re-
moving materials from the saw carriage; there is often a
time lag between the removal by the saw tailer of the last
out board and the "dog board" or remaining cant. By elim-
inating the need for manual carrying of material away from
the saw this time lag can be shortened appreciably. Assuming
that this aspect of time usage can be reduced by two-thirds
(from 7.4 to 2.4 percent), then production can be increased
by this amount:

f.
450 x i02 X -80 z 5 average loss

 

1This is an estimate only, but in discussions with indivi-
duals familiar with sawmill operation, it was agreed that
this figure would probably be realistic for a situation in
which medium-sized logs were handled.

76

Added board footage in this case is 375 for a total
increase in daily production over proposed method #1 of
2247 board feet (1273 + 599 + 375). Compared to the
present setup, overall production shows an increase of
4169 board feet per day.

Daily board yield can now be expressed as follows:

126 logs/day x 6 board/105 = 756 — 8%:3/8" x
9.3' boards/log

126 logs/day x l board/log = 126 - 8"x 1" x
9.3' boards/log

126 logs/day x 1 3/4 cants/log

221 — 4%" x
9.3 boards/log

Assuming that the proportion of material going into
manufacture of various product types is the same as in
the present and proposed #1 systems, daily output of boxes
is 50, output of expendable pallets is 596, and output
of notched stringer pallets is 241. Daily sales thus
becomes $1049 (261 + 403 + 385); this figure is $238 more
than sales forecast with prOposed method #1, and $450

more than it is at present.

77

Kachine Capacity Evaluation

Machine Use Calculations

Evaluation of the entire machine sequence was then
completed in order to locate other problem areas which might
have arisen with the production increase; this is shown in

Table L.

Evaluation of the Slat Saw

 

Two important categories of time usage associated with
the slat saw are maintenance (23.8 percent of the attended
time) and removal of waste (5.3 percent of the attended
time); by lessening the portion of time needed for these
tasks, daily usage of the saw can be reduced to a workable
level. I

All of the time noted in the maintenance category was
used in sharpening of saw blades. When a saw blade becomes
dull, the slat saw is shut down and the blade is removed
and sharpened. One or both of the slat saw operators are
either idle during this period or they find some task to
perform for the duration of the shut-down time. An easy
way to prevent this idleness and confusion is to make use
of more than one of each saw blade size. In this way, the
operation can proceed with interruption only for changing
of saw blades; all sharpening for an entire day can be
performed at one time by the mill foreman. Thus, lost time
attributable to maintenance can be reduced to at least

5.0 percent.

Table L

Pieces to be Pro- Production Rate Percent of

 

 

 

Kachine cessed Per Day Lpieces/minute) machine Use
Edger 507 15.9 7.1
Planer 756 5.3 31.7
Cut-off Saw 221 cants 1.0 49.1
Slat Saw 313 bolts to 3/8" 0.9

246 bolts to 3/4" 1.4 116.3%
Re-Saw 104 bolts 5.7

5364 blocks 30.0 43.8

Band Saw 723 3.0 53.6
Cut-off #2 5364 blocks ll.l** 107.4%

*This machinery must be improved or additional equipment
must be added in order for them to keep pace with headsaw

production.

**The figure given here represents the new production
rate after all improvements in the block cutting Operation
as suggested in proposal #1 have been made.

79

Use of the automated waste disposal system will reduce
the portion of time presentlysgent for waste removal to a
negligible amount.

In summary, the cycle time at the slat saw can be re-
duced 24.1 percent by merely improving two aspects of the
operation. This reduces the percent of machine use to
86.6% and allows increased production without addition of

another slat saw.

Evaluation of Cut-Off aw #2

With partially cut blocks coming to the cut-off saw
by conveyor, a stationary storage device can be used to
hold these blocks prior to final processing (Figure 12).

Blocks drop into the top of the hopper device which,
if necessary, can hold enough material at one time to sus-
tain production for an entire day. As blocks are moved
from the hOpper outlet to the saw, other material is
allowed to fall to the saw table. Turning and lifting
motions on the part of the cut-off saw operator are eli-
minated. At present, 26.3 percent of the attended time is
used in getting materials to the machine; and well over half
of this time is involved in turning, lifting, and trans-
porting material to the saw table. By installing the
hOpper, the time requirement for all of these time classi-
fications should be substantially reduced. Therefore, all

block cutting work can be done on the existing machine.

80

Figure 12

Block Storage Device

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

;/ '/ '

  
 

I17”; «

 

 

 

81

Changes in the Kill Layout

Figure 13 shows the plant layout for prOposal #2.
As was the case for proposed layout #1, the log deck,
headsaw, saw carriage track, and the heating system remain
in the same position as in the present layout. Movement
of all other machinery is planned.

To accommodate large increases in volume, the west
wall of the nailing room is to be extended twenty—five
feet for a two-thirds increase in the available nailing

space.

Methods of materials Handling

Transportation Equipment

 

The single fork lift truck, in present use, should
continue to adequately serve the expanded facilities and
no additional fork lift equipment should be needed. With
the discontinuation of the use of carts as the primary
means of transportation about two-thirds of the carts now
owned will be eliminated; some carts will still be needed
for movement of material to the nailing room.

The major means of material movement is to be accom-
plished using a two-foot width, live roll conveyor system
which moves material from the head saw to the slat saw or

planer.

LngBreakdown and Edging

 

movement of logs to the log deck by fork lift truck,

and conveyance of logs to the carriage is accomplished as

82

 

 

 

 

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E33 SWI‘T‘WJ lljllllliiiill 1mm
.2: ’.. ' __ L '0‘;
53—25 ‘0 : :1 “z, a: "H! '3' l “‘
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LHHIHHIHIIII 1, .7. ‘
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Figure 13 1 a;
Prooosed Layout i? NA‘UNG ROOM, -. 7
‘ L4

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

83

in prOposed layout #1 (Figure 14). Once on the carriage,
logs are positioned by the automatic turner. After log
breakdown, boards are allowed to continue on to the edger
while cants are carried by transfer chain to‘a separate
conveyor. The selection of the material route is to be

done mechanically. Boards to be edged are correctly aligned
on the conveyor by the saw tailer, who is also responsible
for the positioning of edger saws. Boards which do not
require edging are merely passed through the left side of

the edger where no cutting takes place.

Cutting to Length and Planing

After planing, boards are moved across a multiple
trimmer where they are cut to proper lengths in one pass
over the machine. Adjustment of saws is done by remote
control. After cutting to length, boards are carried by
conveyor to the planer; material is manually stacked on

carts following planing.

Handling of Cants

Cants move to the cut-off saw after being transferred
to a heavy duty conveyor which runs along the north side
of the headsaw wing. Here, cants are cut to bolts of
various sizes. The majority of the bolts will go to the
slat saw, with that material to be converted into stringers
going to the planer. Material is stacked on carts according

to size after both operations.

 

 

 

 

 

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85

Resawing_and Notching of Stringers

 

Bolts passed through the planer are stacked to the
left of this machine, or to the right of the resaw. These
bolts are picked from the pile, processed on the resaw, and
stacked to the left of the machine. Notching on the band
saw is done in much the same manner with unstacking, pro-
cessing, and restacking of materials involved.

Cut-off scraps are carried by overhead conveyor to a
bin by the resaw. This material is picked from the bin,

processed, and allowed to fall in a second bin.

Cutting of Blocks (Cut-off_#2)

Partially cut blocks are carried by overhead conveyor
to the location of cut-off #2 and placed in a bin. This
material is taken from the bin, cut to length, and placed

in a cart for movement to the nailing room.

Cabin Siding Production

Cedar to be made into cabin siding is removed from
the mill building by fork lift truck after edging and
is stacked in piles for drying. Once dry, lumber is brought
into the mill through the west door of the sash and door
assembly room and processed, beginning with the planing
operation. Only two men are needed for this operation.
Completed siding is removed from the mill through the

south door of the sash and door room.

86

Waste Disposal Systems

The same waste disposal system as is planned for
proposed layout #1 can be used with this system. Means
of access to the recessed waste conveyor will be slightly
changed in the vicinity of the edger to allow the edger
tailer to work from a position at the left rear of the
edging machine.

movement of the blower system is again necessary, but
ultimate disposal of the waste carried by the system is

the same as in the previous proposal.

Manpower Usage

Ten men (exclusive of the foremen) are needed for
pallet component production in proposed layout #2. As
before, two men each are needed for the headsaw and slat
saw operations. One man is needed to operate the multiple
trimmer and to act as the edger tailer; another is needed
for Operation of the cut—off saw; and another is needed
for stacking of material after planing.

Still another man is to function in operating the
resaw and the band saw, and one man will be used for block
cutting on cut-off saw #2. A full-time fork-lift operator
is to be hired.

Again, increased need for nailing personnel was computed
on the basis of increased volume. Two more nailers will be
needed than with proposed layout #1; a total of nine nailers

is now to be employed.

87

Comparison of Efficiency with Present Methods

Process Charts

 

Examination of flow process charts for proposed lay-
out #2 (Appendix C) reveals significant changes in the
,rocessing and material handling sequences for all the
elements produced.

In the manufacture of deckboards, materials are
transported ninety-four feet further than in prOposed
layout #1. However, movement of materials by hand (i.e.
carts) amounts to only thirty feet. Further, the number
of times that materials flow is delayed in movement through
the mill is reduced from eight to four.

As with deckboard manufacture, materials flow in
notched stringer production covers a longer distance
(61 feet longer) than with proposed layout #1; in this
case, only six feet of the proposed materials flow is
accomplished using carts. In addition, the number of
transportations is reduced from eight to six, and the
number of delays is cut from eleven to only five.

The new method of producing blocks eliminates one
delay and reduces the length of materials flow by nine

feet.

Cost Considerations
For purposes of this cost analysis, it will be assumed
that all of the changes suggested in proposal #1 have been

made. Therefore, cost figures given represent sales and

expenses over and above those incurred in the operation

as outlined in proposal #1.

Capital Expenditures

110 feet of heavy duty, two-foot width, ‘
live roll conveyor $4,5901

24 feet of heavy duty, five-foot width,

live roll conveyor 2,052
160 feet of medium duty, two-foot width,

live roll conveyor 4,770
1 Transfer chain, 16 feet wide x 8 feet long 150
2 Three-chain transfer chains, 16 feet wide

x 5 feet long 180
3 Two-chain run-off mechanisms 2,400
2 Three chain run—off mechanisms 2,000
1 Automatic adjusting, multiple saw trimmer 5,000
Block conveyor system 500
1 Automatic log turner 9502
Power source for live rolls 350

Movement of dust take-off system and

movement of machinery 200
Addition to nailing room ($2.50/sq. ft.) 2,500
Total $25,222

 

1Prices of all live roll conveyors, run-off mechanisms,
and power source for live rolls quoted.bw Corelykmnufacturing
Company, 1965.

2Price quoted by Renco Products, Lapeer, Kichigan, 1965.

69

Cost of Additional Goods Sold

2,247 additional board feet of material $21,571
needed per day @fi40/M
Additional expense for nails (30,163 5,429
additional pounds needed $g9/50#)
4 Additional employees $1.75/hour 13,440
Total $40,440

Additional Overhead

Additional social security paid (32% of

first @3000 of each employee) A 420
Additional state and federal unemployment

tax 400
Additional workmans compensation 1,072

Additional insurance (.355% of additional

value) 81
Increased delivery costs 7,000
Increased power costs 1,500
Increased depreciation (7 years)1 3,632

Total AIZTIBE

Additional Selling and General Expense
As with prOposed method #1, selling and administrative

effects are considered to be negligible.

Summary

Increase in Sales ($238/day x 240 days/yr.) $57,120

Increase in Cost of Goods Sold 40,440
Gross Profit 16,680
Additional Overhead 14,105
Net Profit (Before Tax) 2,5 5

 

1A seven year depreciation is used in this case as the pri-
mary expenditure is for conveyors and a building addition;
such investments should have a much longer life than machinery.

9O

PrOposed system #2 can be installed with a profit of
over $2,500 before tax for a before tax return on investment
of 10.1 percent.

When figures for the two proposals are combined, over-
all return on investment becomes 18.1 percent; commitment

of funds can be easily justified at this rate of return.

Chapter V. Summary

 

In this work, the application of several useful tools
of work measurement and evaluation to small manufacturing
processes has been demonstrated. Through the use of work
sampling, a simple technique once understood, it was shown
how those associated with the Operation can locate problem
areas and reas warranting the most attention toward improve-
ment. It was further demonstrated how examination of this
and other information may suggest possible solutions to
these problems. Some of this other information included a
description of the existing mill site, as well as a descrip-
tion of the role of each employee and the role of each piece
Of machinery in the processing sequence. In addition, feed
speed data for each machine, which is obtainable from records
or by simple measurement, proved to be useful.

Two interrelated, proposed solutions were formulated
on the basis of the mill studies and then these were evalu-
ated through use of the "average log" concept. By formulating
the dimensions of the typical log for the particular mill
being studied and determining the time required to cut it
up, time savings due to increased efficiency were expressed
in terms of the common denominator, the "average log." From
this point, daily output of boards and cants was obtainable
from which study of machine capacities was made. Problems
encountered at this stage Of the analysis were examined,
changes were suggested, and re-evaluation was made of the

improved Operation. Also by using the average log concept,

\O
\N

actual output of units of finished product, and thus dollar
sales, were determined. Finally, by using this dollar sales
in a complete financial analysis in which prOposed additions
to overhead, investment, and material costs were evaluated,
the feasibility was determined. By using this type Of
analysis, realistic estimates of system performance can be
made before the firm has made a commitment of capital.

It slould be mentioned that the analysis outlined in
this study is by no means the only method available for
evaluating a small manufacturing Operation. However, it is
thought to be a method which is simple to use and which gives
fairly accurate results with a minimum investment in time

and money.

Suggestions for Further Research

 

It is the contention of the author that further research
is needed in pallet and box design. Host Operators do not
know exactly what the strength characteristics are for
various species and sizes Of boards in different pallet
designs. As a result, a significant amount of material is
produced with some safety factor applied to assure product
durability. A great deal Of added material cost is involved
when component dimensions are increased only a small amount;
should research show that such material thicknesses as are
now being used are unnecessary, producers could realize
substantial cost savings.

Studies in inventory control related to the wood industry

and studies Of raw material purchasing would also prove

helpful in further efficiency studies.

Bibliography

10.

ll.

12.

13.

14.

15.

\0
U1

Anglo-American Council on Productivity. Katerials
'andling in Industry. New York, 1950.

 

 

Anonymous. "How Can Time Be Saved at the Headrig?"
The Lumberman, 80(3): 84-85, 1953.

 

_________. "How to Rake a Profit Out of Pallets,"
Southern Lumberman, 202(2514):33, 1951.

 

. "Layouts and Sheds for Small Mills,"
L.S. Forest Service, Forest Products Laboratory
himeograph 899-10, (n.d.).

 

.. "Katerials Handling," Consulting Engineer,

1 (4): 103-126, 1960.

. "Uses for Slabs, Edgings, and Trims,"
U.S. Forest Service, Forest Products Laboratory
Report NO. D-l666-2, (n.d.).

Boltz, Harold A. and Hagemann, George E. materials
Handling Handbook. New York: The Ronald Press
Company, 1958.

 

Compton, Kenneth 0. "Increasing Sawmill Efficiency,"
Forest Products Journal, 6(1):l9-27, 1956.

 

Field, Peter. "Residues From the Sawmill...Kaking
Smoke or Profit?" Forest Products Journal, 8(11):

Heebink, Thomas B. and Fobes, Eugene W. "Hardwood
Pallet Manufacturing," U.S. Forest Service, Forest
Products Laboratory Report No. 2132, 1958.

Koch, Peter. "Using Low-Grade Hardwood - A Proposed
Integrated Plant Design," Nichigan State University
Cooperative Extension Service Bulletin NO. 460,
1964. —(Revised) originally Agriculture Experiment
Station Bulletin 413.

 

Laughner, V. H. (ed.). The Kodern haterials Handling
Kanual No. 1. Boston: Boston Publishing Company,
Inc., 1955.

 

T.

. The modern Eaterials Handling_manua1 NO. 2.
Boston: Boston Publishing Company, Inc., 1957.

. he Hodern haterials Handling Kanual No. 3.
Boston: Boston Publishing Company, Inc., 1958.
Later, R. H. "Lanagement Decision: Automate the Sawmill?"
Forest Products Journal, 9(10): EBA-35A, 1959.

 

16.

17.

20.

21.

22.

25.

24.

25.

26.

27.

28.

96

Nelson, A. L. "Streamlining Eaterials Flow," Northwest
Wood Products Clinic Proceedings, 9:25-30, 1954.

 

Kiebel, Benjamin N. Potion and Time Stud*. 3rd ed.
Homewood, Illinois: Richard D. Irwin, Inc., 1962.

 

Pauley, W. N. and Batdorf, R. 0. "Practical Production
Analysis," Forest Products Journal, 8(5): 27A-30A,
1958.

Reed, Ruddell, Jr. "An Engineering Look at Material
Handling Costs," haterial Handling_EnEineering,

18(12): 57-59, 1963.

 

Rose, H. A. "Automation in the Lumber Industry,“
Forthwest Wood Products Clinic Proceedings,
9:34-41, 1954.

Saunders, D. K. "DevelOpment of a Sawmill Layout,"
Forest Products Journal, 4(6):22A-24A, 1954.

 

Schwartz, George (ed.). Science in Karketing. New York:
John Wiley and Sons, Inc., 1965.

Simmons, F. C. and Bond, A. R. "Sawmill 'Waste' in
Earyland," U.S. Forest Service, Northeastern
Forest Experiment Station, Station Paper 74, 1955.

Telford, C. J. (Revised by F. B. Kalcolm). "Sawmill
Conveyor," U.S. Forest Service, Forest Products
Laboratory Report No. 899-21, 1958.

. "Slab Disposal Devices for Portable Kills,"
U.S. Forest Service, Forest Products Laboratory
Report No. 899-29, 1946.

. "Small Sawmills: A Pocket Guide," U.S.
Department of Agriculture Handbook No. 70, 1954.

. "Small Sawmill Operators Manual," U.S.
Department of Agriculture Handbook No. 27, 1952.

Waldo, R. J. "Production Requires Consideration of
Eachines," Southern Lumberman, 184(2300):36-42,
1952.

Wart, E. C. "Design and Planning of a Montana Sawmill,"
Forest Products Journal. 5(5):40?41A, 1955.

APPENDIX A

Subject Charted
Chart Begins L99 to log deCL

Summary Totals :

mmocssdm

Deckboard (from cant)
Chart Ends 1-0251151913511101: Ion shipment

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Move pallet to yard area by fork lift

 

6 3 , 8 1 25'6
r:
c: +> o
O {-4 W 0
-c O 4.) Q3 0 +3
+5. . 5: :5 5 a:
L) (’3'.- O "u
r: F’? 9 ~52. E5 13‘” Notes
5. :i E; 635 4‘3 55-0 c:
Q E-‘it‘fii D5015Q°H
57515".- :— "75_“ ' 5
[I ‘ \-‘:‘- ' ‘ : - R ‘. cur 4
5....-2.‘ ' _:~_ __...; 7 100 move 100 to deck
w"..\ ‘ -3
O Sigh]. -gv Logs on deck
r:~-:-fii
."""‘-.I r' '
Q 745$ )L V 10 Move log to carriage
i/f'x/ DE; ! D v
v \5: 5 Saw loo to boards and cants-stack on cart
§.-‘-"—5".*\!‘\ .. .
O (351..., 5,4,, v Iliaterlal on cart
r"'__§
..5 .
O :1! E DV SO Cart to cut-off saw
.295 -7555“? '
O Ssh—43¢;5v Tat-arid on Cart
1‘ '_-~_-5 5 _ insogct for cut-off
"\J’Sj‘ 1L V Tut to Iengtfi-sf‘ack on cart
0 Ga )LL/ Cut stock on cart
ED
0 [:55 6 Cart to slat saw
‘ 55“”, v. o
0 DH: L/ :fiaterlal on cart
0'55 D
~\y D Cut cants to boards—stack on cart
5‘” r .
O D [jg/U sfaterlal on cart
0 CID! D 30 Movement to nailing room
.'_j\_5‘\
O D) 9:1) Material on cart
._____J--___
(55/ {—55 D
\/'5~\. is}; Use material in pallet-stack
~55 5'5
C3!) I51; Pallet 1n stack
ins?
‘5‘! 5D
:3 :j} 60

 

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Subject Charted Stringer
Chart Begins Log to log deck Chart Ends Pallet to yard area

 

 

Smeary Totals:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

6 8 2 ll 0 366
c: .9 g
3 ‘53. 33? :5. 5.54.»,
E f’ m :9 > ('6 . c» Notes
=3 g a5 .55” 5: 5’."
‘ r:
$5 5: £5 a 53 a“
O 55-5535 D v
__ w?5l..2_..i?... lOO Move loo to deck
0 DE Egg?\ EV Logs on deck .
“Fifi-.1135 ’
1'7”“ , .
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5’ - .5-
{53 3h? DV 8'31 1 t r‘ t «5 k
\/\ 53L E a5: 09 o boar ds and can s-sJac on cart
Elf-"‘i\'h\
O DELJE/L/ v Material on cart
{—395
O WED! D V 80 Cart to planer
' Ti??i;:fii\{\ ,.
O 3555,1554» V material OIL cart
I/N' 5’7 I .
L/\§DE DV Plane rough cants-stack on cart
5:55:55 55 . .
O ragga/V liaterlal on cart
...,i. FD
O Winn]! V 20 Move cart to-cut-off SH?!
2 \1"\
O DEDE L/ V Material on cart
-/
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.’\.,/!
{QQED D V Cut stock to length-stack on cart
0 DEDI,.L./ V E-Taterial on cart
I _-
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.—-n-———- (
55'. _ ,
£0 DEE-LIL.” V 5-‘Tateria1 on cart
ir-g
0 DE”; D V Inspect for resaw-ring
‘tvr-QED D V Resaz-I cants-stack on cart
it"; 75
Q DEE—J ,5 V Material on cart
Aw -F""""L;;’:‘_"“ ‘
O :13}; D v 65 Move cart to band gab!
? \ EV?"55."\.
(J QED! L/ v Haterial on cart
,J' '3 , .
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"‘ 7 5"~5-ILF5
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Pi£~?--:_E Di v 5' T-"QYB cart 111) nailing rnnm
' --—--<3_--?5 .
.' __ Material on cart
a .. 5,,,,,-.=3 '5. Use material in pallet stock
'"T‘Emgm' .
E [la DE DE V 60 Move pallet to yard area by fork lift truck

 

 

 

Subject Charted
Hove trins

Chart Begins

J-VV

FLCE PROCESS CHER?

Block

 

from cvtoiifihart finds

 

Summary Totals:

 

 

 

 

 

axuu L..-

 

3 1 5 o 125
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4.) C
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m g" p (3 Notes
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D;(:7 Delay

 

 

 

Dipcpc on {lonr

i 30 love end tii*ovoos from cot-off to resaw
I H . Trimminos on cart‘
,::=;;;J “
1 [:3 Insoect for resawing
zo
iL—-2' Cut t”*"*1“c“ to hei15t in end "idth
i ‘1 F\
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.a_J‘L3,g Dlaces on cart

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g. 1 5 LS love oieces to Sflell cot-oii o"'
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Subject Charted Cedar Cab'n S.d 1c

1 i -2
‘, D ' 1 1 I'M - H ‘I 1 o
Cnart megins Log to log QQCK cnart “nds Loacing aroauct for sh1pment
Summary Totals:

61 .993

1H.

r

 

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.nfipcction 0

4.)
3 Notes
94
c
or!

ytorage

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J

 

 

 

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flove log to Cfirriafio

 

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103
OPERATION PROCESS c.

AP

“'5

La

Cedar Cabin Siding

Ledar Cabin Siding

° 0
0,31) ’1TBE
a‘u'ld‘JS’l-J’t-V [\CO nnVQJO j
:-Sat~.j_dg_st to vile
(Blower)

S

 

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l
r 3
3
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Scraps to burning pit (Cart) (EDSaw log to boards (Headsaw)
,,,..

/?>Plane boards (Planer)

’Inspc

 

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boards for edging

 

l 66%

s5
Shavings to oiggihj art) as;jwps

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:7Sawdust storage

 

 

 

(tlburning Pit

Cut-off scraos to pit (Cart)

S £3,332.11" y-

Operations- 6
Inspections-2

Sawdust to Bile (B101 i”
awotst_and_non-«bsaole scraos to pit 3 Edge boards to desired.width
: Cart) .49 (Edger)

!

3

Kb

\J,Match boards with tongue and

groove (IHa cherqloulder)

E
C5

@Stack lumber

Insoect boards for cut-off

Cut boards to length (Cut-
off #2)

 

APPENDIX B

 

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Subject Charted Deckboard (from cant) Operation-Lai‘Proposed #1
Chart Begins Log to log deck Chart Ends Load pallet for shipment
Summary Totals:

5 6 l 8 l 2148
c p ‘5
:3 E 35 a $1:
2 (é: g: ? g p ‘3 Notes
a 2 '5 3 ~93 c:
8 {.1 H c: m cm
3 .
' 0 Eng! D v 100 Move log to deck
0 QED V Logs on deck
-—————-‘ . ,
Q Eng D v 10 Move logic carriage by live deck mechanism
CHEW-:1 D V 2 Saw log:to boarda and cants-513C}: OIL mart
. \m
O DESI/u V Material on cart
0 ED D V 50 Cart to cut-off saw
F“ .
0 DD;) V Jaipflqi mm ”M
O CZLJ DV Inspect for cut-off
mifi
KJQD DV Cut to length-stack on cart
“‘° J\
O Q d/c/ V Cut stock on cart
0 C353] D v 6 Cart to‘qlaLQQH
u f“
O D ELL.) V ~Material on cart

, ’fi ' m, r .
O‘Lé E! L/ V Cut cants to boards-stack on cart
0 Q Bi? V I~Iaterial on cart

0 5151i D V 12 Movement to nailing room
0 DECmI V Material on cart
fl/ \
\JLElD [J V Use material in pallet—stock
[<\F\ ‘7
O D ”—3 2’" V Pallet in stack
0 c; 1:? E V 60 Move pallet to yard area by fork lift
0 D D D37 Stack pallets in yard
CdU C V Load truck for shipment
ODUDV
O D D D \7
ODDDV
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l'\
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ODQDV

 

 

 

 

 

 

 

Subject Charted
Chart Begins
Summary Totals:

Notched Stringer
Log to log deck

FLOJ FRCIIESS (HART

Operation__P1;gpose’~d #1
Chart Ends Pallet to yard area

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

m ‘

L /
_,

Material on cart

 

3.,

8..

Use material on pallet stock

 

/

 

 

O O O O O":

 

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6 8 ,2 ll 0 277
c +:* g
.9. ‘5 :3 o.) 84.»
*’ 5% 8 E? 53 8 N t
g g cu ga ‘* +,gi 0 es
6) (U V) H O .23 C:
8 t: #3 r3 6% cu
F.
<:> Ezflgglj E) :7 A¥100 Move loq to deck
0 D}__C_J_> j V Logs on deck
. (:>15:5i:] [D :7 20 'Nove log to carriage by live deck mechanism
/
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is P\ .
O Gigi}: L/ V Material on cart
<:> C21£:4_ E) :7 , 36 Cart to planer
O DELEJT V Material on cart
_/?
C’QiL—J D V lane rough cants-stack on cart
O [3% , P‘s/v Material on cart
gtfi'— r\ .
0 CLD L/ V 16 Have cart ta cut—off saw
\,\:"\I
O Dial/L) V Material on cart
(:> [éngmd E) :7 Alnsnect for cut-off ‘
<:>13§?I:]! [D YZ Cut stock to length-stack on cart
0 (I) E!“ V Material on cart
, ”i
<:> E:¥E:3 !:>‘Y7 22 Kove cart to resaw
\ r\‘
O D D> / V Jilaterial on cart
T‘Vi
<:>’EE;P“4 E) :7, Iaaaectafar resawiag
/r» \ ‘
UQ!D L V Resaw cants-stack on cart
\l r\
QE‘D 1.3 V Material on cart
i l
0 63E] D V 13 Move cart to band saw
‘\\r\
O Dial/L4 V _j=1aterial on cart
’Afi D D V Notch stringers-stack on cart
' \-J F\
DIEJ V Material on cart
EEG D V 10 Move cart to nailing room
V
V
V

I-Iove pallet to yard area by forklift truck

 

 

Subject Charted Block Operation Proposed #1

 

Chart Begins I-‘iove trims from cutoff Chart Ends Blocks to nailing room
Sunmary Totals:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2 3 1 h o 82
c: p 5
. Q,
3§§ aw
7:3 L m $3 a. 3 E3 Notes
‘53 E to” H o m
u c: m .p .... c
8 (... H O U) C)“
i E ”A l‘—'1 .
( )§~.-L'.:__J" D V 22 Hove end trimmings ”from cut-off to resaw
.-*—"\|" ~ . .
O 5315 ‘ a: i, V Trimmings on cart
F: o -
D? [I V Insoect for resawing
A,/E " . _ . . 1
L 3 DEC” D V Cut tnmmgs to helghth and moth
\
0 DC]! D v Place pieces in a bin
[“‘fi'.
D: \r“\‘ C O O
O ESQ/u v Pieces 1n bm
O :4...“ D V 20 Move pieces to small cut off saw
F—flr r o
i ':-\h v
0 D2 ,7" Pieces m cart
“MMD  
‘\ /\‘D:DL V Clit piPCOQ into hlnrkq_'lo+ F111 53—1312 Cari-r
'l "'3 I" \ . . .
DIDR/ Blocks in ma
3’ -1 D Mov blocks to nailin room
:5 LO 9 9

 

 

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Subject Charted Cedar Cabin Siding Operation Proposedz#l
Chart Begins Logs to log deck Chart Ends Load pallet for shipment
Summary Totals:

'7 2 5 1 297

 

 

 

 

 

 

 

 

t ‘3 ’ V
a 353' 8s.
a C) 5 0 Notes
CL 2? 4:94
5 m s .2 a
It: '5 O OH
I—Tza
3?g*_g lOO Move log to deck
:1 i'\j
DUEL) ,i Logs on deck
Wit;- '1
Ftwi '2 20 Move logito carriage by live deck mechanism

 

Breakdown logs on saw-stack boards on cart

 

 

Material on cart

 

10 Tove cart to edger

 

 

Material on cart

10 do (IQlOIO Operation O\
T

 

 

Inspect for edqina

 

JO _
- U {9
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L U 57..
<l<l<l<l<l<1<l<l<lswmgc

 

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S .
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.95.,

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r-‘h .— I ‘
...W 51;] ill-23v 130 Move cart to sash and door assemblv room via
' outside shuttleway

 

 

Iiaterial on cart

0 £1-
ii:1714%5
* 5'??? *"
..- E2
4 <1

 

Plane siding material

 

6 Move to matcher-moulder

 

 

6 Move to cut-off saw

 

V
V
Ml! DEEE D V Match siding material
V
V

CID: LID

Inspect for cut-off

 

p-p—-_‘

“d
-.-“—

~.-‘

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L :LE;_L_JI [2! v Cut boards to length-stack on cart

 

 

......

25 Move siding material out of building

 

Store in yard

 

Ligad truck for shipment

 

 

 

 

 

 

 

 

 

 

 

 

 

APPENDIX C

. 1! III
III! {Ill-Isl! i.‘ all Ill-Ii

FLO»: PROCESS CHART

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Subject Charted Deckboard (from cant)_ Operation Proposed 5’2
Chart Begins Log to lg deck Chart Ends Load p_a11et for shipment
Summary Totals:
5 6 l L! 1 31:11
a J
0 L41 «4 N
...4 o; p c.) U 4.)
p C" 9 on g g 'r
S g‘)‘ 5). :1) 2 4.194 totes
m (1‘ m H o m
0. $4 C Q) +> "" CI
““1 E“ r—'
0 Eli; __/ ‘/ lOO I-Iove log to deck by forklift
—'-._.-.{ :*\l
O ‘- Jiliw V Logs on deck
0 27L} 9 \7 10 Log to carriage by live deck
N :” .r—‘l [\3 Y7
\4 L.‘ -/ .I Saw logs to boards and cants
\ —~—-~ P
0 L22! ... 9) V 914 Cant to cut-off saw by conveyor
"\ k
1 “'" m
L/ Oil-xi L) V Inspect for cut-off
."i: r.’ P \‘7
Lib ”Ni ~ 'J ’ Cut cants to length
\rn » I“
f,» C U \7 1 30 Bolts to slat saw by conveyor
rx/ - r— !" ~ _ .
(:JLQIJ _,. V EPt,]3;?l-t5 to boards of correct thi ckness-stack
C3! .__,;>Q \7 Material on cart
”‘1 r\ ‘-
O EEK _, \V 5 30 Move cart to nailing room
\ fl ;
\ \ '79
O ['3 F’L/ \/ f l-Taterial on cart
m i r t
‘ Cs; 1..—7 ‘
\J‘\ 1..... L» \73 Use jzaterial in pallet—stack
O [‘3 L .5;fo \“3 Pallet in stack
0 awn. J I'A Vi $5 - -
__ “:24 J ‘ 80 move pallet to yard area by fork lift
0 r": b» , '
/ ”IVS" t , ‘ Stack oallets in vard
F‘s «if—“e F \71 .
\ / ' “~~~ ' ' Inpd truck fnrjh'uument

 

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W ...i
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. FLOW PROCESS CHART
Subject Charted Notched Stringer Operation Proposed #2
Chart Begins Log to log deck Chart Ends Pallet tgjard area
Summary Totals:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

6 6 1 S o 3148
C __
‘5' 1'3 3 o
«a O 4.) 0 0 4)
...) 0.1 U D) g o:
{‘3 "" 3?. a £3 be: Notes
” 5 :3 2: ° .2 c
8‘ s: H a {7) Q...
l'
I"
O QQ J V 100 Move log to deck by fork lift
0 D4L§>D V Logs on deck
0 pi} D \7 20 Move log to deck by livedeck mechanism
KN”
x,{ D E] D v SEE-3-39.9...130 boards and cants__
O» E D V '9) Cents to cut-off saw by conveyor
0 D1,: 3 D V Inspect for cut-off
7‘Afi .7
3’ DL‘ D \7 Cut cants to length
0 D D V ’48 Bolts to planer by conveyor
.’ F". V '
G (73D .x‘v Plane bolts to correct thickness-stack on platfirm
O Q 5,22.) V Material on platform
(N6 ["1 m V .
-.r ell _/ Resaw bolts to stringer Size-stack on platform
[0 D (J \7 Material on platform
I r‘
. Q\ B L/ V Notch stringers-stack on cart
0 D ”we; \/ I'iaterial on cart
0 L"~'\—;—J’ D V 6 Move cart to nailing room
r. .
0 C3» [:>} V Material on cart {
[A /’ ‘~ . x _ ‘ '
’ D [j [2 V [~Use material in pallet stock
0 D I: V 80 Move pallet to yard area by fork lift
Q DU C V
0 DC: D v
0 EU ['7‘ V
O m [3 [‘3 v I
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'5‘ bL/fl rnww.) VI LN\I " "

 

 

Subject Charted Block Operation Proposed #2
Chart Begins move trims from cutoff Chart Ends Blocks to nailing room

 

 

Summary Totals:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

9 3 l J O 73
o 9 1
g L‘ «"4 o)
1 ...) ('1. L) x.) g g g H
U) :3) r’ - w 0
S r (I. (“J L41 4.) H .vOte.)
Q) (6 mi r-Jg o (.1
C‘. L. C! m +> '* C
C) s« #43 :4 to. -~
' i -- l' I‘ ' _.
‘W :M L‘ ' 1.1 "‘4
_K,‘ \ - ~-' A ’ Ti HQVP 011d tr1rmmgs irom CUt-fojlo resaw by
(i) :fé T: 7"V71 overhead conveyor. '
\-' ?;__“:‘\... : ,
-\‘ ‘ . a ‘ , ' . . . .
(A) _‘4 _”’;/;\73 Trimmings 1n bin
m :3.- ugh-,1 ,
\'/ ”' ‘ -,fi vi Inspect for resawxng
”'“e/Pq r _ 1 r"'7
~L\.L“3;hj[ wt V' Cut trimrings to height and width-place on conv.
1": '3 O TIQvaieces to cut-off by_overhead conveyor
\ :I——— \- "' o o o
(i) 5 §[ _ , Pleces 1n bin

 

Cut nieces to blocks—let fallginAbinocart

 

 

 

 

 

 

 

 

 

__ /j 1 Blocks in bin cart

L‘j'r \‘ If“)!
Kw) ‘QE__j .:i V g 10 Move blocks to nailing room
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K) ‘ .- i _i a
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a “'33:; L f ' V3

F_"‘. K" -.M

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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