l I HI ”WWI r I W! TH . MATE-REAL HANDiNG FOR SUBSISTENCE SUPPLEES IN A UNNERSITY RESIDENCE HALL Thesis for flu Degree of M. 5. MICEIQRN STATE KENNEBSETY Ruth M. Dickey Snyder 1962 LIBRARY Michigan State University MIGHGAN 5mm mums EAST LANSING, MICHIGAN iii-lr'i y (LIE-12‘ r" , Rii’i'LI": M- Diic; laizay Mai 111-9 r :_i. a .1. l'iéilWCH.1.115;}! f’mr" fféau b2}; l 5-5.; 'L (-3-) n (:3 (a M _ 1‘33 , ‘1_‘Ef}'i3?§.2?3 l33’ii'IIFEI MICHIGAN STATE UNIVERSITY “Hm i' .. .I'E‘i i W -V /~,*_._.- -1-.. PLACE IN RETURN Box to remove this checkout from your record. TO AVOID FINES return on or before date due. MAY BE RECALLED with earlier due date if requested. DATE DUE DATE DUE DATE DUE 6/01 c:/ClRC/DateDue.p65-p.15 EATEBIAL HANDLING FOB SUBSISTENCE SUPPLIES IN A UNIVERSITX RESIDENCE HALL v-x Dy RUTH H. DICKEY SNXDER A PROBLEM Submitted to the Dean of the College of Home Economics of Michigan State University of Agriculture and Applied Science in partial fulfillment of the requirements for the degree of MASTER OF SCIENCE Department of Institution Administration 1962 TABLE OF CONTENTS LIST OF TABLES....... .................................. ..iii LIST OF FIGURES. ...... . ........................ . ...... ...iv LIST OF EXHIBITS........ ..... .. ........................ ..v INTRODUCTION ..... . ......... ... ................ . ........ ..1 REVIEW OF RELATED LITERATURE Time and Motion Study.................... ...... ......3 Material Handling.................... ...... . ........ .8 The flow of meterial:............ .............. ...8 Objectives of material handling.... ...... '. ...... ..10 Principles of material handling............. ...... 13 Indicators of material handling problems..........16 Analysis of material handling problems. ...... .....16 Factors in material handling planning. ..... .......17 Eouipment selection procedure..... ...... ..........18 Fields of study for improvement. ..... .. ........ ...20 A UNIVERSITX RESIDENCE HALL ORCAkIZATICn EOE EATEEIAL HANDLING Food Stores.......... ...... .... ...... . ......... ......22 Organization and phasical plant ..... ..... ....... ..23 Material handling facilities......................23 Production activities..................... ..... ...29 Brody Hall........................... ...... . ..... ....31 Organization and physicel plant of food service...32 material handling equipment ...... ..... ......... ...33 waterial handling activities....... ..... ..........36 1 LITERATURE CITED ....................................... ..u5 APPENDIX ................................ . . . . . ............ 1+9 11 LIST OF TABLES Table Page 1. Meals Served to Students and Employees in Brody H51], April 9-15, 1962 o o o o o o o oo o o o o o oooooo I o o o o o 37 2. Subsistence Supplies for Brody Hall, April 9-15, 1962.. ............................. . ........... . 39 111 LIST OF FIGURES Figure Page 1. Organization of the Division of Dormitories and Food Service ................................... .. 24 2. Platform Skid.. .................................. 25 3. Pallet ........................................... 26 u. Fork Lift Truck .................................. 27 5. Lever-lift Truck.. .................... .. ......... 28 6. Roller Conveyor. ........... . ..................... 30 7. Brody Hell Food Service Organization............. 33 8. Second Floor Plan Brody Hall...... ..... .......... 34 9. Steel Plate Bridge ......... . .............. ....... 35 10. Flow Chart of Milk....... ...... ......... ........ . 43 iv LIST OF EXHIBITS Exhibit Page 1. Flow Process Chart of Rilk, Brody Hall........ 40 2. Menus for Men's Residence Halls, April 9-15, 1962......oooooo......: ooooooooooooooooooooo 0149-55 INTRODUCTION Material handling is an almost universal business func- tion. It affects the cost of making, distributing, and selling every kind of product. modern material handling methods are directed at accomplishing the needed movement with a minimum of time, labor, waste, and cost. White(51) explained that material handling is the pick- ing up and moving of things. It applies to the movement of raw materials, parts—in-process, and finished products. ha- terial handling goes on all the time in every plant. In some plants it accounts for as much as 50 percent of the manufacturing cost. The plant layout engineer considers material handling essential to any cost reduction program. The major objectives of a study of material handling are to reduce handling costs, to increase the capacity of production, to improve working conditions, and to improve distribtuion of materials. All areas of an Operation need to be considered when studying material handling. These in— clude the methods of handling used, the plant layout, the equipment, the working conditions, and the training of the personnel. Food production managers are learning to apply many of the principles developed by engineers for the solution of food service problems. Management has recognized the need for efficient equipment layout. hore consideration has been accorded mobile equipment for food preparation and storage in an effort to reduce handling. With approximately 50 percent of the on—campus college and university students housed in residence halls, manage- ment is confronted with the myriad problems involved in the material handling of subsistence supplies, work production loads, and clean and soiled table service. A good program for material handling can result in a reduction of man hours, better utilization of cubic storage Space, reduction in handling of materials and parts, mini- mum salvage and scrap handling, better material inventory control, and less chance for injury to employees. This paper discusses the material handling procedure for subsis- tence supplies at Brody Residence Hall, Michigan State Uni- versity for the period April 9-15, 1962, and summarizes the information. rs. Q» llxkl REVIEW OF RELATED LITERATURE Industry, business, and government agencies reCOgnize the necessity for continually improving methods which will assure profitable operation. This means there must be cre- ative thinking. There must be teamwork between management and labor assuring high performance of both parties. Be- cause of increasing competition as well as unparalleled ex- pansion in this country, only the most progressive business- es can expect to continue profitable operation. Time and Motion Study Time and motion study has steadily improved since 1930 until today it is recognized as a necessary tool for effec- tive operation of business and industry. Neibel (37) stated that the far reaching possibilities of time study and work simplification were tremendous. Government agencies, de— partment stores, retail stores, and the transportation in- dustry offer fertile fields for its application. Dr. Frederick W. Taylor (#3), the father of time study in the United States, started his work at the Midvale Steel Company in Philadelphia in 1881. His emphasis was on time study in relation to material, tools, and equipment. Barnes (4) gave credit to the Gilbreths (1h,15) for the next im- portant steps in time and motion study. Frank Gilbreth had an engineering and construction background with a talent for analyzing the motions made by workmen. Lillian Gilbreth was a psychologist, who emphasized the need for understanding the attitude of the worker. Frank and Lillian Gilbreth de- veloped techniques of studying work, fatigue, monotony, transfer of skill, and work for the handicapped. Barnes (4) felt that the fundamental character of their work was indi- cated by the fact that the principles and techniques which they developed about 1911 are being studied and adapted by present day industry as a basic tool of operation. Today most specialists in the field of work simplification are students of students of the Gilbreths. The uses of time and motion study are not limited to in- dustry; they are also utilized by offices, retailing, homes, farms, food service organizations, hospitals, and even den- tistry and surgery. Apple(3) included in the applications of motion and time study the planning of new methods, the simplifying of work to be done, im roving present methods, comparing methods, establishing work standards, determining the number of workers and machines required, and establish- ing bases for scheduling and for wage payment. Current specialists (3,9,33,3b,35,37) in the field of time and motion study have recommended that to do this type of work a person should have an open mind, a questioning at- titude, and training in the use of the various analytical techniques. These techniques include the process symbols; therbligs; charts such as operation process, flow process, man and machine process, gang process, and operator process; principles of motion economy; micrOmotion study; memo- motion study; and synthetic motion times. The procedure universally (3,u,j?,3h,35,37,) recommended to the analyst for making a time and motion study involves five steps. (1) Pick a job. Choose one that needs to be improved; e.g., one which is very time consuming, is a bottleneck in the Operation, requires much chasing around, has a high turnover rate, is not safe, is a monotonous task, is costly of materials, or is too diversified. (2) Break the job down into detail. This is done by means of a process chart. Neibel(37) defined the process chart as a graphic presentation of any manufacturing pro- cess. In methods analysis one Of five types of charts is used: operation process, flow process, man and machine pro- cess, gang process, and operator process. The operation process chart as exolained by Neibel(37) shows all operations, inspections, time allowances, and mate- rials used. The comoleted chart helps visualize the present method with all its details so that a new and better proced- ure may he developed. The flow process chart contains more detail than the operation process chart. The former gives a graphic descrip- tion of all Operations, trsnsportstions, inspections, delays, and storage occurring during a procedure. “2‘ H . e-» r—w §.\. (7\ Ran and machine process charts are described by Neibel (37) for use in studying, analyzing, and improving one work station. An analysis of the chart information should indi- cate the best relation between the working cycle of the man and the Operating cycle of his machine. The gang process chart was cited by Neibel(37) as a use- ful tool for determining the exact number of operators needed to service a machine or process effectively. The operator process chart is sometimes called the left and right hand chart. Neibel(37) pointed out that the Oper- ator process chart clearly reveals the work done by each hand in performing an Operation and shows the relative time and relationships of all motions performed by the hands. In breaking a Job down the analyst will need to become familiar with these charts and the specific function of each one. (3) Question every detail. Kipling's saying: I keep six honest serving men (They taught me all I knew); Their names are NhAT and NET and WHEN and HOW and WHERE and WHO. is very apprOpriate to the attitude needed in approaching methods improvement. Maynard and Stegemerten(31) suggested a sequence of exhaustive ouestions for the analyst. WHAT is done? WHAT is the purpose of the Operation? WHY is the work done? NEAT would happen if it were not done? Is every part of the job necessary? WHO could do it better? Can changes be made to permit a person with less skill and train- ing do the work? WHERE is the work done? Could it be done somewhere else more economically? WHEN is the work done? Would it be better to do it at some other time? now is the work done? When the analyst is satisfied that there are no other answers to his questions he is ready for the next step. (4) Develop a new methos. It is generally(ih,15,34,35, 37) accepted that this is done by eliminating a job or part of it, combining jobs, changing the sequence Of job elements, or applying the principles Of motion economy. Barnes (5) has divided the principles Of motion economy into three sec- tions: those related to the use of human body, those re- lated to the arrangement Of the work place, and those re— lated to the design of tools and equipment. (5) Install the new method. The new method is tried out for effectiveness. Neibel(37) declared that it is human to resist change regardless of the level in the organization. In order to overcome this natural resistance Lillian Gil- breth(15) recommended that the employee involved in the change be approached with genuine sincerity. Everyone asso- ciated with the method should participate in the improvement and be helped to understand the necessity for it. Fundamen— tally if the employee can be made tO see the need for a change and works it out he is proud of his accomplishment. The new method can mean increased production, less fatigue for the worker, and improved employee morale. (D material Handling Neibel(37) stressed the fact that one of the primary approaches to operation analysis is material handling. To- day, material handling has developed into a full science of methods and equipment, which ties together sequential oper- ations and develops them into a large production unit. The American Material Handling Society(37) defines material hand- ling as being the art and science involving the movement, packaging, and storing of substances in any form. This def- inition includes all substances from the tiniest particle to the largest unit. Material handling adds nothing to a pro- duct but cost; the more this cost can be decreased, the low- er will be the price of the finished product. The flow of materials Apple(3) explained that material handling begins with the flow of mzterials. The flow pattern is the path, or paths, which materials follow in moving through a series of steps or operations in a process. The objective of a flow pattern should be to facilitate the orderly flow of materi- als through the process, from receiving through shipping. A logical flow pattern will facilitate the manufacturing process and will minimize handling by reducing the distances materials will have to be moved. more economical use can be made of the operator's time. Overhead costs will be low- ered through more effective movements of materials through the process. Product cost will be lower as a consequence of the savings indicated above. Apple(3) declared that the factors affecting the flow pattern include external transportation facilities, the nut- ber of parts in the product, the number of operations on each part, the saouence of operations on each part, the num- ber of sub-assemblies, the number of units to be produced, the necessary flow between work areas, the amount and shape of space available, and the storage requirements. In planning the flow pattern Arple(3) suggested that the three areas to be considered are the receiving and storage, the in-process, and the packing and shipping. In each of these areas the scope, the factors, and the space required should be considered. Dernberger and Rice(1C) maintained that application should be made of the principles of mater al handling and consideration given the tools used to determine the pat- tern. The tools for planning flow patterns are the assem— bly chart, the operation process chart, the flow process chart, and the flow diagram. The basic flow patterns are the straight line, the serpentine or zigzag, the U-shaped, the circular, and the odd angle. In planning the flow pattern each individual Operation is consider d in the over- all picture. lO Objectives of material handling Apple(3) declared the objectives of material hanflling are to lower the unit cost, re7uce crocuction time, reduce overlead, conserve floor space, irevent streins snfl acci- dents to workers, ans imrrove emrloyee ncrele. Lowering unit cost. Through rroper planning unit costs can be lowered by elinirating unnecevsrry hanfiling. As many tieces as possible should be henéled in one unit. Behaniling time can be reduces to a minimum by completing movement of materials in one trir; delivering material to the right place the first time; using unit oackages such as sectional cars; using skids, pallets, gondolas, and racks; and build- 5 ing assemblies on skids usec for shipping. Existing mate- rial handling equipment can be replaced with a better type whenever the new equipment will yield greater efficiency or savings. Reducing trofluction ting. Apple(3) indicated that material handling equipment will avoid delays of machine Operators; mairtain a continuous, uniform, maximum rate of novement of work; and provide for automatic rrocessing of parts. To 0.» avoi bottlenecks and to assist in keeping work continuous, the capacity of J8t€P181 hancling equirment must as nearly q as possible ed al that of machires ant mer. Assembly lines 1 vith variable speed orives rermit coherence to schedules 11 since the! ma' be reoulated. Conve ors to carr' ”arts to :3 5’ r and from workplaces help to increase production. Reducing overhead. By coordinated handling, overhead can be reduced(3). This will cut down the need for stock Chasers, stock boys, and expediters. Other reductions can he made by installing material handling equipment to nermit workers to spend full time on production. Accident damage can be prevented to parts in transit by using the right kind of equipment, thus avoiding scrapping or reclaiming which adds to the cost of the oroduct. Reduction in cos may be done effectively and efficiently if all material handling is co- ordinated into a system. If it is planned, the various systems may be integratvd to operate in synchronization wherever possible and to aid or supplement each other. When equipment is purchased it should be as near standard as I | J oss— ible to permit use for purposes other than those for which it was originally intended, but at the same time provide variety intended, but at the same time provide variety in use in order to meet all situations. Conserving,floor space. Floor space can be saved if there is enough equipment to correlate material'handling with pro- duction schedules and so {revent excessive stock storage in production areas (3). Floor space can also be saved if eoui-ment is used such as conve or racks and un-enders which . y . 12 carry materials in an upright rosition. The use of over- head systems and industrial trucks lessens the need for fixed floor space. By studying all material handling prob- lems in relation to plant layout and vice-versa unnecessary use of floor space can be eliminated. Preventing strains and accidents to workers. hechanical equipment can replace heavy physical labor in the movement of material. Apple(3) outlined the basic rules employed by one plant to safeguard worker's health and safety were to use mechanical equipment: 1. Whenever a man has to lift anything from his feet to a point above his head. 2. Wherever a nan has to lift more than no hounds from his feet to his shoulder. 3. Whenever a man has to lift more than éo pounds from his feet to his waist. u. Whenever a man ha (I) to lift more than 75 pounds from his feet to his knees. 5. Whenever a man has to stand in one rlace steadily moving material for more than 30 minutes. 6. Whenever a man has to move material more than six feet, which is approximately two steps. 7. Whenever a man or group of men, although moving around in a small radius, must move more than ten tons of material per hour. 13 Improving emrloyee morale. Apple(3) stated that material handling equipment can helr introve emnloyee morale because it replaces effort with machinery. mechanization assures a constant rate of production and thereby adds to a worker's sense of security about his job. Pronerly flanned material handling equipment places a fair share of work on each em- bloyee. Principles of material handling The principles of material handling can be divided into those affecting methods, plant layout, and equipment. hethods of production. The rules of material handling as outlined by Dernberger and Rice (10) for methods of produc- tion are: 1. Perform only necessary Operations. 2. Determine the best methods. 3. Reduce the amount of handling by production workers. u. Synchronize related production operations. 5. Avoid transfers. 6. Avoid sorting. 7. Utilize packaging, containers, and unit loading. 8. Use mechanical aids. 9. Utilize men and equipment fully. 10. Schedule and control. 'b Plant layout. The principles of material handling that are concerned with plant layout stress these directives: keep the over-all problem in mind, clan straight line routes, and combine handling with processing wherever possible. When laying out shipping and receiving the following factors need to be considered: adequate area, location of area, building limitations, unloading layout, capacity and facilities, material handling equipment utilization, check- ing, weighing, receiving, inspection, local containerization, distribution facilities, distribution arrangements, and acces- sibility, provision for schedule changes, overloads, under- loads, and fluctuations(10). Dernberger and Rice(10)-emphasized that when storage areas were planned the following considerations are impor— tant: dimensions of stora e areas, building limitatirns, g location with regard to receiving, shinning, and production, warehouse arrangement, rate of stock turnover, maximum—min- imum capacity, first-in first-out plan, ease of identifica- tion and inventory, accessibility of fast moving items, local containerization, standardization of containers and unit loads, utilization of material handling equipment, safe stor- age to highest point, provision for schedule changes, over- loads, underloads, and fluctuations. Layout planning for the nroduction area involves these basic applications according to Dernberger and Bice(10): least amount of handling, best Tossible flow of gaterial, reduced work in rrocess, in‘ake snd discharge roints at pro— cessing and assembly areas, adequate aisles, nroner use of material handling equipment, positioning material at work level, inspection needs, scrap removal and handling facili- ties, local containerization and standardization of contain- ers, identification and material quantity, schsdule changes, overloads, underloads, fluctuations, and alternate methods of handling. Eguinment. Dernberger and Rice (10) stated that the rules for choosing equipment for material handling were: 1. Use mechanical equipment. 2. Utilize rresent equipment. 3. Select standard equipment. u. Integrate the equipment. 5. Provide alternate methods. 6. Provide suitatle building conditions. 7. Consider the unit cost. 8. Plan for the future. 9. Do not overlook maintenance. When selecting material handling aids that affect work- ing conditions the rules as emnhasized by Dernberger and q Rice (10) included mechanizing handling to decrease fati & ue, J and making the equipment safe. 16 Indicators of material handling :roblems Apple(3) resorted specific indicators of material hand- ling problems included high overhead cost, high indirect labor payroll, unexplainable delays, idle time, damaged ma— terials, accumulating demurrage charges, truck tie-ups, and stock control difficulties. Another group of indicators listed were excessive injuries due to material handling, de- creased production in an area, unexplainable cost increases, employee complaints, crowded conditions, large numbers of men moving materials, and hard, hazardous work performed by hand. Additional operating difficulties noted were handling by skilled labor, bottlenecks in production, back—tracking, excessive material handling equipment repairs, excessive temporary storage, materials being piled directly on the floor, and unnecessary handling. The last series of prob- lem indicators rerorted were obstacles in material flow, scheduling difficulties, safety hazards, excessive scrap, lon iaul (N P N) , and wasted "cube" or third dimension. H Ana ysis 2; material handling problems Dernberger and Hice(10) maintained that in material handling as in any engineering, the problem must first be defined. These authors considered that material handling problems in themselves were usually not too difficult, but were often surrounded by so many variable factors that the solutions were not readily oppsrent. If nroduction is en— I teriels in motion, then ") rrlying motion study snfl pPOC‘SS analysis to material handling problems shoulfl give the an- swer. The four questions asked in work simrlification can also be used for material handling. These are: can the job be simtlified? can the job be combined with another? can the job be eliminat d? can the sequence be changed to ad- vantage. Factors in material handling nlnnring ling Apr1e(3) contended the ()1 In planning meterisl hen factors to be considerefi are the material, the move, end the method. In studying the first factor consideration must be given to the type of material, wherher liquid or gas, es well as how it is neckeged. The characteristics of volume, size, weight, shepe, end nature effect how the neteriol will be handled. The type of move is contingent on whether there is 3 fixed path or e verisble path anJ the iistence the material is moved. The cherecteristics of the move ore decidefl by the distence involved, the source and fiestinstion of the me- teriel, the quantities per move, the rate or time allowed, the nature of the route, building factors, the flow pattern, and the cross traffic. The building fectors that nwei to Fe considered are the floor load csgacity; the aisle width; osy size, the ceiling height; whether or not there are elevators, ranps, or col- umns; the kinds and sizes of doors; and the number of floors. The method of handling materials may be mznual, mechan- ical, or a combination of the two. Equigment selection orocedure A preliminary determination of the type of equipment to be used for msterial handling will be ased on a knowl- edge of equipment, a study of the items to be handled, an analysis of the bath the item is to trevel, and the flow pattern. Harrington(17) recomnended that the general type of equipment selected for heavy industry should come from one of three major groups: conveyors, cranes, or industrial trucks. Conveyors msy be selected when the unit loads are relstively uniform; when the rate of movement, unit loads, and location of route are not likely to vary; where cross traffic can be by-passed by the conveyor; where there is a fixed path; and for point-to—point movement. Cranes or hoists may be selected for intermittent move- ments within a fixed area; for materials of variable size or weight; for movement of meterisls regsrdless of cross traffic or uniformity of load. Industrial trucks moy be selected where msterisls must ..J V) be nicked up find moved intermittently ovrr variois routes; where materials are either of mixed size and weight or of C); uniform size; where istances29re moderate; when cross traffic exists; where there are suitable running surfaces and clearances; where the Operation is primarily handling, not transporting; and where unit loads are spnlicable. The tentative selection of equipment can be facilitated by such aids as the Check List of Material Handling (22), the Conveyor Selector(22), the Industrial Truck Selector(36), the Flow Directory (13), and the Production Hsndbook(1). After studying the equipment available Apple(3) be- lieved an evaluation of alternativc methods should be made. Consideration should be given to the intangible factors, the cost factors, and the unit nateriol handling costs. Intangible factors to considered include the fossible future exnsnsion or contraction of productions plans or variations in production, the flexibility or adaptability of equipment to other uses, the safety considerations, and the estim ted length of time equipment will be used. Other intangible factors to consider ore the :ehcent of time the equipment will be in operation, the svsilsbility of the selected equipment, the manufacturers' reputation, the avail- ability of repair parts, and the comjlexity of the equipment. Stocker(u5) stated that the cost factors to be consid- ered besides the purchase price were the depreciation rate, the taintensnce costs, the taxes sni interrst, the la or '7 0 costs for operators, the power costs, the operating effi- ciency, the amortization time, the possible ssvings over and shove another method, and the operating cost per unit handled. Fields_g_ study for imgrovement Fields for future study of material handling as out- lined by Apple(3) included the raw and comnonent psrt stocks; delivery to processing; handling to and from workplaces; movement between workplaces, between departments, and to finished stock; finished goods; controls; and organiza- tion. In raw and component part stocks the storeroom layout, the material handling methods, the assembly of orders for processing, the inventory and purchasing may offer possibil- ities for improvement. When studying delivery to processing methods and equipment, scheduling and dispatching are fields to consider. Review of handling to and from workplace should include methods and equipment, and slso identifica- tion and controls. Improvements for finished goods may be found for pack- ing and unitizing, layout of storage area, methods and equip- ment into storage, assembly of orders for shipping, inven— tory control, and methods and equipment to shipping. Con- trols of methods and equigmsnt for processing paperwork, ls- bor, and communicetions offer fertile fields for study. Scrutiny of the organization should incluie develooment of 21 material handling department, cost accumulation and analysis, and the relation of msterial handling to the rest of the or— gsnization. A good program for material handling can result in a reduction of man hours, better utilization of cubic storage space, reduction in handling of materials and parts, mini- mum salvage and scrap handling, better msterisl inventory control, and less chance for injury to employees. i\) ho A UhlwhdSITl RESILEHCE IALL ORGAKIZATION FOR Val. LATEBIAL HANDLING Since World Wsr II colleges and universities have ex- psnded housing facilities for racidly increasing student en- rollments. At the time of this study Richigsn Stste Univer- sity provided housing and food service for approximately twelve thousand students in the fourteen residence halls for men and women. Housing 9nd food service activities st hichigsn State University were directed by the Manager of the Division of Dormitories and Food Services. Under his supervision were the respective mans;ers of Kellogg Center, the Union Build- ing, derried Housing, the Residence Halls for he and Women, and the Food Stores. Food Stores A central Food Stores which was established in 1958 served as the nerve center for all residence hall food ser- vices. The msnsger of Food Stores was resconsible to the University Vice President for ?usiness and Finance for pur— chasing procedures and accounting methods and to the ks.sger of the Division of Dormitories and Food Services for msnsge- ment of the operation. _Qrgenization and physical plant The organization of the department is shown in Figure 1. Each department head was responsible to the Food Stores man- aéer for quotstions, rurchasing,1~eceiving, and delivery of merchandise for his particular department. The Food Stores building which consisted of three floors and s basement HOS located on the south side of the camyus within a one mile radius of all food service units andx~as D )4 adjacent to a railrow« siding to speed receiving and unload— f‘ i. ing of carload lots of merchandise. The facilities in the warehouse included dry storage for staples, refrigerated stor- age for meat and fresh produce, and frozen storage for fruits, vegetables, juices, meats, and fist. In addition to these areas a cool room for meat fabrication, offices, a confer— :oods and dishes were Q ence room, and dry storage for paper provided. Material handling facilities Food Stores was planned to incorporate modern material handlin equipment. The building had an elevator directly I" e: ‘ . opposite the freight siding that opened both onto a dock for five trucks and the main corridor of the building. Rerchsndise was handled on platform skids(Figure 2) or pallets(F1sure 3) by either a fork lift truck(Figure u) or by hand operated lever-lift trucks(Figure 5). Carcass meat was received at the truck dock and moved into refrigeration mvoa>pom boom and mods09HEsom mo 90ama>am on» go sodpsNHSmmso .H opswam ~ w Hamm vosooamom n.soso3 * mucosusao< :vmoom ss>s . unannoaau A: a mo sufioxmws Am a sac ammo A: s my :OuHH3* Am a zv Haonusaos Am a zv mandafia3s punpsm uaafifiasmusonzsms unoaam A3 @ mv sasm ofioaMAOppsm pepsuo anodesno £030 . ssmsm ‘ .L A3 @ my Ohazsl hvaaom Memos“: ponn©0pm HmQ2344- upoumxoo ‘ m y . u A . sawmsmz 7 022% coo.“ maddooxouzom .380 55% m3 II . S as .w - » xmo sommsaz ooammo WSW msammm poem ooa>som poem .;mm . ho omswno s mo ompmno ad Hmu mamasoo omesoz .umm Lcmusaz .puu¢ monmmmoz-o humans; .pmm newness .pmu< _ _ meuwmsmz .umm< . 11 hummus: Lemons; - - xi humans: - , Lemons: , , somsssz ozHQAHDm ZOHZD juHmDom QmHmm<2 mqqHn mm0H>mmm noon s mmHmoaHzmon —00Sfifldm Uflfl nuOflHnflm LO.“ #ficflduvhm “Wag lllll wasm encuptam .N unsmdm pcafiam .m «Lamas ' Figure h. Fork Lift Truck 25 Figure 5. Lever-lift truck or the fabricating room on s monorail. Produce was moved to the basement on s roller conveyor(Figure 6) directly from the dock trap door. Production activities All subsistence supplies for University food services ex- cept dairy products and bread were handled through the Food Stores. Ordering for esch department of Food Stores was done by the resrective department heed. Staples, frozen fruits and vegetables, and nest were purchased by Specification from quotations submitted. Frssh produce wss purchased four times weekly at either the Terminal harket or the Farmer's Esstern .... H hrrket in Detroit and trznsported to -sst Lansing in Univer- sity owned trucks. Receiving otersti ns ware directed by the heed of the de- partment for whom the merctxndise was ordered. He checked specifications for goods, directed unloading and authorized the location of storage. Warehouse storage was divided according to the type of merchandise and the temperature rsouirsd. Stsrles were gen- erally received in freight cars and unloaded from the rail- road siding. Cahned goods wsre purchased once a yesr since there was adequate space to store these commodities. heat was purchased in the carcass or primal cuts on a weekly bssis and delivered in purveyor owned trucks to the dock where it wss unloaded to the monorail which r:n into 31 refrigeration or the fabricrting room. In the fabricating room meat wss cut into tortion sizes and stored in stainless steel fans which were placed on skids. From this roint the skids could be moved to the holding room or to the delivery truck. Frozen foods were rurchssed in lots for one yesr direct- ly from the processor. There was adequate frozen storage Spsce to receive.the entire shipment st one time. The distribution of the various com odities was the re- sponsibility of the respective deosrtment heads. All goods were handled on rlatform skids as aUCh as possible and moved onto University owned trucks for delivery to the various University food service units. Brody Hell The Brody Residence Group was comrleted in the fall of 1956. This project consisted of six residence halls to house three thousand students with Brody Hall as a central building designed for food service and recreation fecilitivs for these students. The main floor of Brody Hall wss planned for re— crsation rooms, lounges, a sods bsr, valet services, uphol— stery shop, and office space for the administrative staff of the reSidence halls. D 32 Organization and rhysicsl plant of food service Erody Hell food service organization was headed by a manager. See Figure 7. fienu Planning was done by s commit- tee of residence hall managers or their regresentstives with the Assistant hansier in chsrge of Food Service. All resi- dence halls used 5 three weeks cycle selective menu. The food greparation ares was locsted approximately in the center of the second floor. Seven servin g counters and dining rooms, one for each of the six residence hall units f“ T) d one for employees were on the reriphery of the kitchen as shown in Figure 8. The preparation areas included a range section, 3 bake shop, s salad and vegetable prepara- tion space, and storage. The storage svsilsble included dry, refrigersted, and freezer space. In dry storage 1288 A als, canned goods, 1"" squsre feet was utilized for staplrs, cere and laundry; refrigerated storage included 2h? square feet for dairy products, 228 square feet for fresh meats, 208 square feet for fresh produce, and 1&6; square feet for left- over foods; 160 square feet of notsto storage space were available; 3u1i square feet were allocated for freezer space. haterial hsndling equiptent The material hendlirg aids used in receiving included a steel plate bridge (Figure 9), an elevator, numerous plat— form skids, and three lever lift trucks. godpauasmmpo v0a>pom noon Hamm keepm .5 opsmum - meooo azmaaem_ mmamom - oneoaaomm mmoooaa Honemm¢mmmm mqm£emom>x_ ‘ . - . .H, [ll - I» r1 mammoame - m‘momm m24mq_ — moooAummmfl zoom am2H4l_ , mmmao - — , w ‘ - mzmmm_ quzzommMm ezmmsem_ qmzzommmm @ x , ‘ - - w - zoommmHa meom Haoommmoaww_ 3 ‘ - ¢ 3 —‘ a l_\ A. I mammmmm q¢mm momH>mmmsm ezmosem zoommmHa mmemom mmomH>mmmDm onaoaqomm ezmemHmm< m ~. . - fi fi , f _ momH>mmmom _ —mOmH>mmmDm moH>mmm— *Im mzzommmmw BZMDDBM - —mozmmmDm ZOHeoaoomm_ poaouxvade psouzpm H. mmmmmmmaHB J r —mmmqo *Illlllmmommm noon fimmo¢z¢a Adamo 3L; Hamm mDOpm awam pooam onooom .m unswam . _ :63 xnmo.‘ - I toot $2.25 zoom QSEQ 1n. n. 1'4. ”_ . tut ‘ ii 1 :03 a . - In . x E .mfiwokm 130 : cook 5&9 Ammo a: C Soou 9523 - L 31! III. I. took was: uyt mum 33$?» 3‘ a I“ ‘14 & XQNfi‘Q u I); . a: u h 5% 1 J a ahquw finfiuw_ w— - .ILU _ .D :50! * a: F E $ S—uw*vl_hv_— miinhfiog mto: 9.3.3 n. ”3“ {03% 9.3.3» 1’ I ban: a» 1* x33 x33 ,//// Figure 9. Steel Plate Bridge 36 kerchandise received fTOm Food Stores came on platform skids and was removed fro; the truck by use of the lever—lift truck. The goods were moved to the elevstor by the lever- lifts and tr:nssorted to the second floor. The items were delivered to their various storsge gleccs in the kitchen area by the storeroom ten. usterisl handligg activities Ordering food surplies wss the resrossibility of one assistant food production surervisor. Cleaning and paper st OTC- 1' supilies were kert at pa? stock and r=crdered by the room HCD as needed. Two full time men were employed for the storeroos. They had cogies of all requisitions and were responsible for re- ceiving and inventory. Drivers of delivery trucks signalled G‘ v means of a bell when they arrived at the receivirg lock. A storeroom nan reported to the dock t3 check the merchandise and signed the delivery slips. He transferred the good to productions or to storsge on the secsnd floor. Before unload— ing the goods the assistant food service surervisor in , charge of ordering rechecked the goods against his requisi— tion. During the week of April 9-15, 1962, with the material handling sids available at Brody ball the two storeroom men moved all provisions for an sversge of 5,000 meals daily (see Table 1) for a selective cycle menu(Appendix Exhibit 2). 37 5:0.mm mum.:fi moo.mfi mom.u mq omw.m mama mam oom.e mmoHps e msHDms woe.ofi mos.0u mmumeem ymuaamuwllllllumw q7 on deck 3 0"" [3ka 3' tr m. 4 ODD .7 _sn docL ; ODYDV : I 6 oou DV 1 2 O“ I DV lift t a skid by hand 8 ODD.‘ on skid 9 0““ DV to elevator - 25' lever-lift 5.0 00D .1 on elevator 11 '5' I Dv to second floor gigs belevqter 12 .DDV to milk refrigerator 50' lene u-iift i3 OD. V meve old supp]; of milk lb, ODE-1", on skid 15 Om. DV remove to amen by 16 ODD .‘7 refrigeratsr 17 ”DDV._QL§Lup_uith_dairy_tmk 3:2: Thigip 8 ODD '7 en tug wheeledjmnk Oral DV , 1 1, 7g, 0 ODE] w a d 1094- DV 5 a p 2 ODD" on floor JAMES M. APPLE lndustrlal Management Consultant PART NAME mm; 1, FLOW PRoCESS CHART “.24.; (continued) #1 jgigk NO. PROCESS DESCRIPTION Delivery DEPARTMENT Jaguar-v i 9.9. PLANT RECORDED BY_ B. Snyder QOPERATIONS E1) TRANSPORTATIONS D INSPECTIONS D DELAYS IV STORAGES Brody—Hal; DATE__’~L/_111_62_ TOTAL STEPS DISTANCE TRAVELED I U STEP er 8 DESCRIPTION OF METHOD 2h M [3 9 <1 <1 11' JAMES M. APPLE Industrial Management Consultant LI2 handling of one subsistence item, milk. By the American Society of Mechanical Engineers stsndsrd definition(37) the flow process chart is a "graphic representation of all cper— aticns, transportations, inspections, delays, and storages occuring during s process or procedure, and insludes inform- ation considered desirable for analysis such as time required and distance moved." From the data obtained in the Flow Process Chart s Flow Chart was constructed (Figure 10) which shows the path fol- lowed in the delivery of milk from the elevator to the point of consumption. All fresh milk was delivered from the University Dairy in ten gallon cans for use in bulk milk dispensers. The cans were moved from the delivery truck to platform skids. After reaching the second floor the containers were removed from the platform skids and stored directly on the floor of the dairy refrigerator. The milk cans were delivered to the various lines by supply boys who used a two wheeled truck designed for dairies. The can was lifted by hand into the bulk dispenser. Efficient plant layout eliminated beck-tracking in mov- ing one subsistence item, milk, from receiving to the point of consumption. Basic material handling equipment was also essential for controlling and minimizing man hours. Order- ing and delivery schedules frequently made it possible to move materials directly to production without stcrsge. “3 Haas soosm sans co guano seam .oH «Lamas n” Eflfl _' E L U J in use? _J 44 Material handling affects the cost of making, distrib- uting and selling every kind of product. A study of mate- rial handling can reduce handling costs, increase the cops- city of production, improve working conditions, and improve the distribution of materials. Such 2 study Will include methods of handling, the plant layout, the equifment, the working conditions and the training of the personnel. By means of much of the srme mechanical equipment in both Food Stores and Brody hall this study shows that 75,620 pounds of subsistence supplies were moved by two men for the period of April 9—15.1962 from the receiving dock to the point of production for 35,047 meals. 10. 11. 12. 13. 14. 15. 45 LITERATURE CITED Alford, L. P. Production handbook. New York, The Ronald Press. 1948. Allegri, T. H. and Herrick, J. F. Materials handling in public refrigerated warehouses. Marketing Research Report No. 145. United States Department of Agriculture. 1957. Apple, J. M. Plant layout and miteriala hsndling. New lork, The Ronald Press. 1950. Barnes, R. E. Motion and time study. 3rd. ed. New Xork, John Wiley and Sons, Inc. 1949. ---------- Work methods msnusl. New York, John Wiley and Sons, Inc. 1950. ---------- Work methods training manual. 3rd ed. Dubuque, Iowa. Wm. C. Brown and Co. 1950. Brown, R. E. Methods improvement is management's job. modern Hospital. 83:71. Aug., 1954. Carlson, J. G. Planning easier work. Jour. Am. Diet. Assn. 30:133-137. 1954. Current trends in industrial psychology. Pittsburgh, University of Pittsburgh Press. 1949. Dernberger, W. J. and Rice, R. S. Material handling, Booklet #2 of Know How. Pittsburgh, The Material Handling Institute, Inc. 1952. England, Arthur 0. Who, me? New London, Conn., The National Foremen's Institute. 1950. Fitzsimmons, C., Goble, E., and Nonhaut, G. Easy ways. Purdue Agr. Ext. Serv. Bull. 391. 1953. Flow directory of material handling equipment. Flow magazine. Cleveland, Ohio. 1956. Gilbreth, Frank B. Primer of scientific management. New York, D. Van Nostrand Co. 1914. Gilbreth, Lillian M. The psychology of management. New iork, The Mchillan Co. 1919. 16. 17. 18. 20. 21. 22. 23. 25. 26. 27. £16 Gomberg, W. A trade union analysis of time study. 2nd ed. New York, Prentice-Hall. 1955. Harrington, Csrl C. Materials handling manual. New York, Conover-Mast Publications, Inc. 1952. Harrington, M. N. Work simplification at work. Jour. Am. Diet. Assn. 29:796. 1953. Hatch, L. A practical approach to work simplification. Their application to the dietary depsrtment. Hos- pitals. 29:127. Oct., 1955. Hendry, J. W. A manual of time and motion study. Lon- don, Sir Isaac Pitmsn & Sons, Ltd. 1946. Holmes, W. G. Applied time and motion study. New York, The Ronald Press. 1938. ‘ How to analyze and solve msterisls hsndling problems. Factory Management and Maintenance. 106:88-98. Jen., 1948. Kemler, C. L. You can be your own efficiency expert. Hospitals. 30:33. her..1, 1956. Lawrence, A. and Menard, N. Motion and time study in clearing dishes and handling trays. Jour. Am. Diet. Assn. 31:604-608. 1955. Lesperance, J. P. Economics and techniques of motion and time study. Dubuque, Iowa, Wm. C. Brown Co. .1953. Lowry, 5., Maynard, H., snd Stegemerten, G. J. Time and motion study. New York, NcGraw-Hill Book Co., Inc. 1940. Lundberg, D. E. Personnel management in hotels and restaurants. Minneapolis, Burgess Publishing Co. 1948. Nsier, Norman. Psychology in industry. 21d ed. Bos- ton, Houghton hifflin Co. 1955. Mattos, E. R. A practical a,proach to work simplifi— cation. The principles and tools. Hospitals. 29:126. Oct., 1955. 31. 32. 33. 34. 35. 36. 37. 38. 39. no. 41. 1+3. an. 45. 47 Maynard, H. B. and Stegemerten, G. J. Guide to methods improvement. New York, MoGraw—Hill Book Co., Inc. 19““ e Maynard, B. B., Stegemerten, G. J., and Schwsb, J. L. lethods-time measurement. New York, NcGraw-Hill Book Co., Inc. 19MB. Miller, J. C. This suggestion system sparks work sim- plification. Food Eng. 26:59-60. Jan., 1955. Morrow, R. E. Motion economy and work measurement. 2nd ed. New York. The Ronald Press. 1957. Nundel, M. E. Motion and time study. New York, Pren- tice-Hall, Inc. 1950. Nadler, Gerald. Motion and time study. New York, NC Grew-Hill Book Co., Inc. 1955. Nsdler, G. and Holtzmsh, A. 0. Pick the right materials handling equipment. hill and Factory. 58:92. June, 1956. Niebel, B. w. Motion and time study. Homewood, Ill., Richard Irwin, Inc. 1955. Northrup, N. w. Rodernizstion erases 20 year old errors. Institutions. 39:130. July, 1956. Ross, Ercole, Jr. Work simplification-~sitool for re- ducing food costs. Jour. Am. Diet. Assn. 27:952. 1951. Schmid, N. D. Work simplificstion, making the Job easier. Jour. Am. Diet. Assn. 24:1062. 19MB. Simons, A. N. and Dutton, H. P. Production mensxement. Chicago, AmeriCan Technical Society. 1951. Smith, H. C. Psychology of industrial behsvior. New York, McGrsw-Hill Book Co., Inc. 1955. Speckler, J. C. Work simplification as a tool of man- agement. Jour. Am. Diet. Assn. 2h:598. 19MB. Spriegel, w. 3. 2nd Myers, C. The writings of the G11- breths. Homewood, Ill., Richard Irwin, Inc. 1953. Stocker, H. E. Materials handling. 2nd. ed. New York, Prentice-Hall, Inc. 1951. 50. 51. 58 Stokes, J. w. Simplify job, 21d morale. Institutions. 53170. Sept., 1953, Suggestion plan pays dividends. Institutions. 37:107. Oct., 1955. Taylor, F. W. The brinciples of scientific management. New York, Harper and Bros. 1911. Thomas, O. M. Job analysis in institutional kitchens. Jour. Am. Diet. Assn. 23:505. 1947. U. S. Bureau of the Budget. Work simrlification. Puhl. 91. Public Administration Service, Chicago. 1945. White, w. L. Improving materials handling in small ,plants. Small Business Management Series No. 4. Small Business Administr tion. 195”. APPENDIX “9 Bananas Orange Juice Apple Juice Farina Assorted Cereals French Toast Fried Apples & Ham Eggs any Style Sweet Rolls Toast Butter Jelly Coffee. Tea Milk Cocoa L‘NCRE'N Cream of Tomato Soup, Crackers Beef Stew with Vegetables on Rice Grilled Cheese Sandwich Pear and Cream Cheese Salad Sliced Tomato Salad Molded Crushed Pineapple Salad Assorted Breads Butter Gold Cake Vanilla Pudding Fruit Cocktail with Bananas Coffee Tea Milk DINNER Fried Chicken Corned Beef Mashed Potatoes Rice New Cabbage Buttered Carrots Relish Plate Head Lettuce Peach Pinwheel Cherry Squares Chocolate & White Layer Cake Frozen Apples Coffee Tea Milk Exhibit 2: len's Residence Hall Menu for April 9, Spring Term, 1962 5O BREAKFAST Whole Orange Orange Juice Tomato Juice Ralston Assorted Cereals Fried Potatoes Bacon Blueberry Hot Cskes Eggs any style Cinnamon Rolls Toast Butter Marmalade Coffee Tea Milk Cocoa LUNCHEON Chili Con Csrne Crackers Chicken Tetrszinni Creole Eggs Chopped Buttered Spinach Grapefruit Juice Gracie's Cole Slaw Citrus Pinwheel Salad Assorted Breads Peanut Butter and Jelly Gingerbread, Lemon Sauce Jello Cubes Fruit Coffee Tea Milk DINNER Beef Loaf Liver and Onions French Fried Potatoes Rice Green Beans with Bacon Crumbs Buttered Green Beans Carrot and Raisin Salad Celery Cabbage fielded Fruit Cocktail Assorted Breads Hot Rolls Butter Pineapple Upside Down Cake Grapefruit Melon Orange Sherbet Coffee Tea Milk Exhibit 2 (continued): men's Residence Hall Menu for April 10, Spring Term, 1962 51 BREAKFAST Apricots Orange Juice Pineapple Juice Malt-O-Mesl Assorted Cereals Brown and Serve Sausage Buckwheat Cakes Eggs any style Fried Cakes Banana Muffins Toast Butter Jelly Coffee Tea Milk Cocoa LUNCHEON Meat Pie-Potato Topping Egg Salad Sandwiches, Pickles Buttered Mixed Vegetables Peach and Cream Cheese Salad Relish Plate Spring Salad Assorted Breads Butter Chocolate Ice Cream Slice Pineapple Fluff Blue Plums Coffee Tea Milk DINNER Veal Cutlets, Wisconsin Beast Leg of Lamb Creamed New Potatoes Rice Whole Grain Corn holded Banana Salad Sliced Cucumber and Onions in Vinegar Applesauce Assorted Breads Orange Bread Butter Peach Blossom Pie Frozen Strawberries Jelly Roll Coffee Tea Milk Exhibit 2 (continued): Men's Residene Hall Menu for April 11, Spring Term, 1962 52 BREAKFAST Prunes Orange Juice Grapefruit Juice Farina Assorted Cereals Griddle Cakes Link Sausage Regular Bacon Eggs any style Apple Turnovers Bran Muffins Coffee Cake Toast Coffee Tea Milk Cocoa LUNCHEON Beef Noodle Soup, Crackers Barbecued Beef on Bun Hero Sandwiches Tuna Salad on Bun Molded Strawberry and Crushed Pineapple Salad Tomato and Cucumber Salad Orange and Apricot Juice Glorified Bread Pudding Pineapple Chunks Cookie Coffee Tea Milk DINNER Baked Ham, Sauce Meat Balls Potatoes V Rice Buttered Green Peas Russian Salad Grapefruit molds Mixed Fruit halted Milk Cake Frozen Peaches Ice Cream Slice Coffee Tea Milk Exhibit 2 (continued): Men's Residence hell Menu for April 12, Spring Term, 1962 53 BREAKFAST Sliced Pineapple Orange Juice Apple Juice Oatmeal Assorted Cereals Fried Potatoes Canadian Bacon Hot Cakes Sweet Rolls Toast Butter marmalade Coffee Tea milk Cocoa .LQNCHEON Cream of Potato Soup, Crackers Macaroni and Cheese Spanish Rice Cottage Cheese Tomato Wedge Molded Sliced Peach 31. Orange Assorted Breads Butter Chinese Chews Fruit Cup Chocolate Pudding Coffee Tea Milk DINNER Fried Smelt Turkey Pie Veal Cutlet Mashed Potato Rice Buttered Squash Rhubarb Banana and Crushed Pineapple Lettuce Wedge Assorted Breads Bran Muffin Butter Lemon Pie Lime Sherbet Royal Ann Cherries Coffee Tea Milk Exhibit 2(continued): Men's Residence Hall menu for April 13, Spring Term, 1962 BREAKFAST Fruit Orange Juice Assorted Juices Hominy Sausage Eggs, H,C. or S.C. Cereal Grilled Cinnamon Rolls Toast Butter Jam Coffee Tea Milk Cocos LUNCHEON Liverwurst on Bye, Pickles Cheese Sandwich Hot Meat Sandwich with Grsvy French Fried Potatoes Creamy Cole Slaw Fruit Punch Pear and Cheese Salad Cherry Cobbler Jello Cubes Sheet Cake Coffee Tea Milk Spaghetti-heat Sauce Pork Cutlets-Apple Ring Potatoes Rice Buttered Wax Beans Spring Salad Jellied Citrus Fruit Spiced Apple Ring and Grapefruit Assorted Breads Vienre Breed Butter Coffee Tea hilk Exhibit 2(continued): ken's Residence Hall henu for April 1h, Spring Term, 19‘2 55 BREAKFAST Half Grapefruit Orange Juice Assorted Cereals Fried Egg Fried Ham Coffee Cake Toast Jelly Butter Coffee Tea Milk Cocoa Tomato Juice Roast Sirloin of Beef French Fried Shrimp Mashed Potatoes Buttered Asparagus French Cut Green Beans Head Lettuce Molded Red Cherry Salad Hot Rolls Assorted Bread Butter Fudge Sundae Fruit Cup Coffee Tea hilk Exnibit 2(continued): Men's Residence Hall Menu for April 15, Spring Term, 1962 SCHOOL 0? 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