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Final Report: Design of Current and Additional Pharmacy StorageTo: Dr. Barbara Higgins, PharmD, Assistant Director of Pharmacy, Medication UseSystems and Emergency Medicine ServicesMr. Arnold Yin, Industrial Engineer, Michigan MedicineMs. Chloe Morgan, Performance Improvement Fellow, Michigan MedicineDr. Mark Van Oyen, Professor, Industrial and Operations EngineeringMs. Mary Duck, Staff Specialist, UMH QI Michigan Quality System, Michigan MedicineFrom: IOE 481 Project Team #2Brendan ConardSarah Costello Elizabeth LobazaDate: December 11th, 2018Table of ContentsExecutive SummaryBackground and Key IssuesGoals and Objectives Project Scope Data, Methods, Findings, and Conclusions Design Method, Requirements, Constraints, and StandardsRecommendationsExpected Impact or Outcomes33334455Introduction6Background Key IssuesGoals and ObjectivesProject Scope691011Data and MethodsLiterature SearchCurrent State Analysis Drug Picking and Stocking Data Analysis11121213Findings and ConclusionsFindings from Literature Search Findings from Current State AnalysisFindings from Drug Picking and Stocking Data Analysis13141517Design Methods, Requirements, Constraints, and Standards Design Requirements (Soft Constraints) Hard ConstraintsStandardsProposed Floor PlansPugh Decision Matrix202020212327RecommendationsFloor PlanDrug and Materials RelocationCartsAdditional Considerations2828303032Expected Impact or Outcome34Future Work34References35Appendix36List of Figures and TablesFigure 1: AmerisourceBergen Totes and Unpacked Drugs on Carts7Figure 2: Staff Member Picking from Rotating Carousel8Figure 3: Pharmacy Floor Plan Highlighting B2D400, B2D311, and B12639Figure 4: Proposed Floor Plan Changes for Main Pharmacy (B2D400)13Figure 5: Overlay of Spaghetti Diagrams15Figure 6: Fishbone Diagram with 5-why Leading to Root Causes of Problems16Figure 7: Histogram of Picking Frequency19Figure 8: B2D311 Floor Plan Design A23Figure 9: B1263 Floor Plan Design A24Figure 10: B2D311 Floor Plan Design B25Figure 11: B1263 Floor Plan Design B26Figure 12: The Current Carts with Only Two Shelves31Figure 13: Carts with Evenly Spaced Shelves32Figure 14: Bin Labeling Design33Table 1: Project Charter11Table 2: Summary of Drug Picking Frequency18Table 3: Pugh Selection Matrix for B2D311 Floor Plan Comparison27Table 4: Pugh Selection Matrix for B1263 Floor Plan Comparison28Executive Summary Michigan Medicine’s pharmacy is responsible for supplying drugs to all of Michigan Medicine’s hospital and associated off-site clinics. The pharmacy is currently filled to capacity and unable to efficiently store all of the drugs they keep on hand. The pharmacy lost floor space to an enlarged narcotics vault and a hazardous storage area. Additional renovations have been approved for the main pharmacy and will begin in 2019. To address this issue, the pharmacy acquired additional rooms to use for storage in other areas of the hospital. The Assistant Director of Pharmacy asked a University of Michigan IOE 481 project team to design new floor plans and to maximize the storage efficiency of the drugs in the available space, while keeping the drugs accessible and minimizing travel time to stock or pick. Additionally, the team was asked to analyze the renovations in the main pharmacy.After examining the current state of the pharmacy, observing staff members, creating workflow charts, and analyzing order and retrieval data, the team analyzed proposed floor plans for the Pharmacy (B2D400) and developed two floor plan options for the additional storage spaces (B2D311 and B1263). Background and Key IssuesThe Michigan Medicine Pharmacy has one major drug storage location in the basement of the hospital (B2D400) that houses over 4,000 different drugs. Each drug is stored in a specific zone of the storage space either in a carousel, refrigerator, freezer, or shelving unit. If there is not enough space in a drug’s primary storage location, the extra quantity is stored on overflow carts or shelves, or in boxes that sit along aisle ways throughout the pharmacy. Relevant processes in the pharmacy to this project include Receiving and Omnicell Pharmacy Central Pickers, also referred to as pickers. The key issues in the pharmacy include inadequate storage that results in drugs overflowing into aisle ways, loss of storage in B2D400, and additional storage in B2D311 and B1263.Goals and ObjectivesThe primary goal of this project was to design an efficient storage space to accommodate the rapidly expanding drug supply in the pharmacy. To achieve this goal, the team created a current state map of receiving, storing, and picking processes. Based off of the current state maps, the team designed new optimal floor plans for the two additional storage spaces, as well as minor changes to the materials and processes used in the pharmacy.Project ScopeThe scope of this project focuses on current pharmacy (B2D400) and the additional storage spaces (B2D311 and B1263). This project did not consider the hazardous drug storage areas, narcotics vault, loading dock, or research pharmacy offices. Data, Methods, Findings, and ConclusionsThe team conducted a literature search, current state analysis, and an Excel data analysis in order to better understand current process in the pharmacy and guide recommendation decisions.Literature SearchFour literature searches related to storage methods and pharmacy procedures were conducted. Two of these searches came from the IOE 481 Project Database. The literature searches provided the team with additional insight on how to design efficient floor plans and implement storage. The findings offered the team with different forms of storage for small items, framework to design a layout, how to identify non-value activities, and how to balance workloads in satellite pharmacies.Current State AnalysisThe team collected data from observing and interviewing staff members. Five observations of three different jobs were conducted. The team constructed spaghetti diagrams for the current state of each role. The diagrams identified high traffic areas within the pharmacy. The team performed interviews to gain knowledge on the current state. The interviews determined that Carousel 5 and its accompanying zones are the hardest to pick from due to the distance between the fridges and shelves. It was found that searching for drugs creates confusion and frustration. The team completed a 5-Why analysis to drill down onto specific problems the pharmacy was facing. Main areas to address included inefficient carts, seasonal storage, and zoning. The team reviewed the renovations for the suggested new pharmacy space, B2D400.Drug Picking and Stocking Data AnalysisThe team received 6 months worth of Excel data covering all orders and picks made in the pharmacy between April 2018 and September 2018. Access and Excel were used to filter and identify the infrequently picked drugs. Of the 3,574 unique drugs picked, 703 are picked 10 times or fewer. This finding indicates that the infrequently picked drugs should be moved out of the main area to make space for the more frequently picked drugs.Design Method, Requirements, Constraints, and StandardsThe findings from the literature search, current state analysis, and drug picking data analysis were used to determine alternative floor plans for the pharmacy.Requirements, Constraints, and StandardsThe team determined five design requirements including: Clean aisles, ergonomics, intuitive design, not increasing walking time, and acceptance by the staff. Six hard constraints were also taking into consideration for the new floor plans designs: Compliance standards must be followed, correct data and power capabilities must be included in all three locations, equipment should be designated to zones, and the designs need to be easy to use. The floor plan designs must also follow all standards from NFPA 1, NFPA Formal Explanation, and ABA 2006. Decision Matrix The team used a Pugh Decision Matrix to determine the best floor plan design for the pharmacy. The team selection criteria was total added storage area, ergonomics, ease of implementation, minimal staff walking time, reduction of aisle obstruction, cost, and reduction of unspecified storage. Recommendations Floor Plan Based upon the results of the Decision Matrix, the team suggests Option A for room B2D311 and Option B for room B1263 to maximize the efficiency for the current and additional pharmacy storage space. Both choices offer the greatest additional storage space.Drug and Materials RelocationsInfrequently picked drugs will be moved to B2D311. The team recommends relocating bulk bottles for the PACMED machine from the carousels to B2D311 as they are not picked from frequently and are used as a reference for re-ordering. Research Pharmacy shelves and files should be moved from B2D311 to B1263 as they are not accessed regularly. Carts The team recommends moving from the plastic carts that only have one shelf to the taller metal carts that offer more storage area as the staff can use the middle shelf to store drugs additional drugs.Additional ConsiderationsThe team suggests using color coding to pair drug names with drugs in the tote to avoid any confusion while picking or storing the drugs. The team also suggests not placing similarly labeled or named drugs near each other on the shelves in B2D311 to avoid any errors. The majority of the foam coolers should be relocated to B2D311, only keeping a few in B2D400 for daily use, as currently extra coolers spill into the receiving area.Expected Impact or OutcomesThe expected impact of this project is to clear the aisle ways in the pharmacy and add space and organization. In addition, excess staff walking will be eliminated. By having the entire drug stock in the primary storage location the staff members will not have to search overflow bins or the aisle ways for drugs. This will also improve their ability to track pharmacy drug inventory. Finally, the designs allow for adaptation of storage for future changes. IntroductionThe Michigan Medicine pharmacy supplies drugs to the entire Michigan Medicine hospital and its associated off-site clinics. The pharmacy department has lost drug storage space to a controlled substance vault and a new hazardous drug storage area. Additional renovations within the normal operating space of the main pharmacy have been approved by the hospital and will begin in 2019. This loss of space has been amplified by the practice of the pharmacy to hold more drugs in stock to avoid shortages and bringing in “new to market” drugs which have recently been approved by the FDA. Reduced storage space due to the controlled substance vault and upcoming hazardous drug storage area combined with holding larger stock quantities, has filled the pharmacy over capacity.To address these storage space issues, the pharmacy acquired two additional rooms in other areas of the hospital, but needed to determine how best to utilize the new spaces. The Assistant Director of Pharmacy asked a University of Michigan IOE 481 project team to design new floor plans that maximize the storage efficiency of drugs in the available spaces, while keeping drugs accessible and minimizing travel time to stock or pick. Additionally, the team was asked to analyze the renovations that will occur in the main pharmacy in 2019 and report their findings. After examining the current state of the pharmacy, observing staff members, creating workflow charts, and analyzing order and retrieval data, the team analyzed proposed floor plans for the Pharmacy (Room B2D400) and developed two floor plan options for the additional storage spaces (B2D311 and B1263). The purpose of the report is to summarize the team’s data collection, analysis, conclusions, and recommendations for the main pharmacy and additional spaces.BackgroundThe Michigan Medicine Pharmacy has one major drug storage location in the basement of the hospital (B2D400) that houses approximately 4,000 different drugs. In this drug storage space, there are five built-in carousels (a wall of shelves containing bins that can be rotated), along with multiple refrigerators, freezers, and shelving units. Each drug is stored in a specific zone of the storage space at the appropriate temperature. If there is not enough space in a drug’s primary storage location, the extra quantity is stored on overflow carts or shelves, or in boxes that sit in aisle ways throughout the pharmacy. These extra quantities are difficult to keep track of and must be marked in or out of the official count manually.In the pharmacy, staff members perform 8 processes:ReceivingOPC PACMED packagingUnit dosingKits and box areaCartfillRequisitions Omni sorting Two processes are relevant to drug storage: receiving and OPC. Twice a day, the pharmacy receives a shipment of drugs from their main supplier, AmerisourceBergen. The drugs are shipped in plastic totes and delivered to the receiving area of the pharmacy. The pharmacy staff unpacks the drugs onto carts, then scans, counts, tags, and places the drugs into the appropriate storage zone. Figure 1 below shows the totes the drugs arrive in and the drugs after they are unpacked and placed on carts, ready to be put away. Figure 1: AmerisourceBergen Totes and Unpacked Drugs on CartsAfter the drugs are scanned, a ticket is printed with their storage location. The right hand image in Figure 1 shows the drugs with a storage location sticker. The pharmacy staff scanning in drugs will sometimes group them by storage zone. Grouping drugs by zone decreases the walking distance and time required to store, because all drugs on the cart are going to the same area. However, this zone sorting method is not done consistently and sometimes the drugs on a single cart belong to multiple zones. This increases the length of time to stow the drugs and the likelihood of a mistake occurring. The pharmacy’s main way to pick non-refrigerated drugs is through the carousels, pictured in Figure 2 below. Figure 2: Staff Member Picking from Rotating CarouselThe pickers use a computer software, Workflow RX, which is connected to the carousels which receives information about all batches of drugs that need to be picked that day. These batches are ordered by priority but are not required to be picked in this order. The software also allows the drugs to be ordered by other factors, including zone. When a technician is ready to start picking a batch, the computer will print a sticker with a barcode for each type of drug. When scanned the carousel automatically rotates to the proper shelf and indicates the correct bin via a light or light bar on the top or bottom, then the staff picks the drug. For drug that is stored in refrigerators, freezers, or on shelving, scanning the barcode will tell the picker the drug location within the pharmacy. The technician will then find and scan the product to confirm the drug and put it into the batch they are collecting. This process repeats until a batch is complete. It is important to note that larger batches requiring varying drugs are generally picked by several staff members, each fulfilling the drugs from their picking zone and then staging it for the next staff member. The main pharmacy, B2D400, and the additional pharmacy storage areas, B2D311 and B1263, are shown below in Figure 3. Figure 3: Pharmacy Layout Highlighting B2D400, B2D311, and B1263 (Michigan Medicine, 2018)As shown above, room B2D311 and B1263 are off-site from the main pharmacy. B2D311 is within very close walking distance, however, B1263 is located on a different floor and would require additional walking time as well as stairs or an elevator to access. Key IssuesThe following list highlights the key issues for drug storage:Inadequate storage in B2D400, causing drug to overflow into aisle ways.Loss of storage in B2D400 to controlled substances vault and new storing regulations for hazardous drugs.2019 renovations of B2D400.Addition of storage locations in B2D311 and B1263.The pharmacy has lost a significant amount of space to a controlled substance vault. This vault is secured and the controlled substances are managed by separate pharmacy staff. To comply with new hazardous material standards, the pharmacy is also losing another section of floor space to a hazardous drug storage area. This reduction of floor space has strained storage in B2D400.Recently, additional space within the Pharmacy Administration Office Suite, B2D311, has become available. This additional space is located within close proximity to the pharmacy and is currently being used to store excess pharmacy equipment as well as files and drugs from the Research Pharmacy that must be maintained for years. There is also an off-site storage space available, B1263. This space is completely empty and unfinished which allows for a wide range of design options. Goals and ObjectivesThe primary goal of the project is to analyze the proposed floor plan of B2D400, and design 2 new floor plans for both B2D31 and B1263 that maximize drug storage efficiency. Each was designed to accommodate a variety of drugs and equipment to relieve storage strain in B2D400. The designs contain additional shelving components influenced by texts found through our literature search and experience with lean manufacturing principles. The team accomplished the primary goal by completing the following objectives: Documented the current state receiving, storing, and picking processes of the PharmacyAnalyzed University of Michigan Medicine 2019 proposed floor plan changes for B2D400Informally Interviewed affected staff about possible changesCompiled spaghetti diagrams of staff walking patterns to identify high-traffic pathwaysCreated two sets of improved floor plans for B2D311 and B1263To better outline the problem, its magnitude, and the team’s focus for the design of current and additional pharmacy storage a project charter was created, Table 1.Table 1: Project CharterWhat is the problem on which we need to focus?Inadequate storage for the current inventory of drug.Who is affected by the problem?Pharmacy Staff, Patients, PublicWhat processes are involved in the problem?Ordering and stocking/picking of drugsWhere does it occur?Throughout the main pharmacy area (B2D400)When does it occur?After drugs are received, when they are supposed to be stocked and while retrieving drugs for batchesWhat is the magnitude of the problem? How often? How much? How many?Drugs being stored in alternate, unmarked areas is a daily occurrence, with a handful of drugs orders being placed in secondary storage dailyOn what will the team focus?Moving non-essential and non-pharmacy equipment as well as infrequently used drugs out of B2D400What is the impact that is targeted?Reduced storage stress on B2D400By answering all of the questions in the above charter, the team has ensured that all necessary aspects of this project were addressed.Project ScopeThe scope of the project will include the current pharmacy space (B2D400) and extra pharmacy space (B2D311) and the Taubman space (B1263). The pharmacy area that the team addressed did not include the narcotics vault, research pharmacy offices, or hazardous drug storage area. The project focused on analyzing the current state processes of ordering, receiving, storing, and picking to help create efficient storage floor plans and systems. The team completed spaghetti diagrams for each job position (Appendix A). Data and MethodsThe team conducted a literature search for storage solutions, relevant research, and previous Michigan Medicine Pharmacy Projects. Additionally, a current state analysis was performed to better understand the processes that occur in the pharmacy. Also, picking and stocking data from the pharmacy was analyzed to search for patterns and trends. The methods used are described in the following sections. Literature SearchThe team conducted a literature search using the University of Michigan online library, the IOE 481 project database, and Google Scholar. Four documents were discovered related to storage methods, layout design, and previous University of Michigan IOE 481 Pharmacy projects. The literature searches were conducted in order to provide the team with additional insight about storage methods and pharmacy related processes. Current State Analysis The team observed three different jobs in the pharmacy over five observations. Four spaghetti diagrams of the staff workflows were created and the staff was informally interviewed to understand the current state of their roles. By completing observations at different times, the team was able to capture multiple elements of the pharmacy. An observation was done on a Monday morning at receiving, which showcases the heaviest flow of drugs into the pharmacy. The other observations happened in the morning and afternoon of various week days and followed picking technicians as they filled orders.To construct the spaghetti diagrams, the team followed four staff members through their jobs for an hour. The observations of walking patterns and informal interviews provided the team with greater insight into the space shortage problems the pharmacy faced. Observation and interview data were considered in the design of the new floor plans.To further clarify the processes, problems, and direction of the project the team also completed a 5-why analysis. The 5-why analysis breaks problems into four types, and then drills down to the root cause, with the aim of reducing the cause of the problem, not a secondary effect of it.Michigan Medicine’s Pharmacy Administration has approved renovations for the main pharmacy space. A new carousel, named carousel 6, will be built into the pharmacy across from carousel 5. Carousel 3 will then be removed and replaced with fridges. This carousel replacement is necessary, however, the team still conducted an analysis of the proposed floor plan. The floor plan can be seen below in Figure 4.Figure 4: Proposed Floor Plan Changes for Main Pharmacy (B2D400) Drug Picking and Stocking Data AnalysisThe team received an Excel file from the client that contained orders and stocking data from the pharmacy between April 2018 and September 2018. This file identified drugs that were picked or stocked, the quantity and zone of the drug, what floor or clinic ordered the drug, and the priority of that order. To analyze this data, the team used Microsoft Access and Excel. In Access, each unique drug names was matched with their frequency of picking and their associated storage zone. This file was then exported into Excel, where the drugs were sorted by frequency and zone. This was done using the filtering function and pivot tables. An overview of this data was created by converting it into graphs and tables which are referenced later in this document and Appendix.Findings and ConclusionsThe team discovered the following findings and formed conclusions based on knowledge gained from the literature search, study of the current state of the pharmacy, and analysis of drug picking and stocking data.Findings from Literature SearchThe findings from the literature searches include four documents about forms of storage for small items, frameworks for how to design a layout, how to identify non-value added activities and unnecessary motion, and how to balance workloads in satellite pharmacies. These findings were implemented into the current state analysis and floor plan designs for this project. “A systematic design procedure for small parts warehouse system using modular drawer and bin shelving systems” [1] compares two forms of storage commonly used for small item storage in warehouses: modular storage drawers and bin shelving. The results of the experiment show that bin shelving is the cheaper alternative according to equipment, area, and labor costs no matter the type and size of items to be stored/picked. This source is relevant to the team’s work because the Pharmacy already uses both types of storage and will be implementing more storage in the additional spaces. As a result of this finding, the team used bin shelving units instead of modular drawers in the floor plan designs for rooms B2D311 and B1263. “A framework for the design of warehouse layout” [3] explains how to create efficient floor plans. Some of the main points made in this article related to this project include how to improve the overall arrangement of functional areas by determining the number of aisles and forming picking zones. In cases where storage space needs to be optimized and workers will not be crossing paths, it is appropriate to implement straight paths and narrow aisle ways. When creating zones for partitioning picking areas, the zones do not need to be permanent. Based upon the needs of a warehouse, zones can be shifted over time. In the floor plan designs, the team implemented narrow aisle ways in a fixed path, because congestion is not a concern. In addition, the zones in the design are temporary and can be adjusted as the needs of the pharmacy and the frequency of use for different drugs change. The two literature searches from the IOE 481 Project Database include how to improve processes in the Michigan Medicine pharmacy. “Workflow Analysis of Discharge Island in Taubman Pharmacy” [2] studied the floor plan and processes in the Taubman pharmacy to look for inefficient or unnecessary movements and actions. The objective of the project was to eliminate backups within the pharmacy, while considering the layout. In order to do this, spaghetti charts were created from each observation and then overlaid to identify heavy traffic areas. This method was used to determine traffic density and appropriate storage for different areas. The team mimicked this technique in the current state analysis of the pharmacy. The second former IOE project, “Redesigning the Workflow of 5th and 6th Floor Satellite Pharmacies” [4] analyzed the workloads of satellite pharmacies to improve their balance. The findings included information on peak delivery times, delivery variability, and origin of orders. Recommendations included, “Assign the task of delivering orders to one technician each shift to minimize the number of workload interruptions” [4]. This finding of how to allocate workers was taken into consideration when designing new zones in the additional pharmacy storage space. Findings from Current State AnalysisThe current state analysis provided the team with a deeper understanding of the tasks performed within the pharmacy. Techniques from the literature search and lean methodology concepts were implemented in this analysis. Spaghetti Diagrams Using the four spaghetti diagrams mentioned earlier, the team was able to construct a map that shows the approximate traffic density in B2D400. This can be seen in Figure 5 below:Figure 5: Overlay of Spaghetti Diagrams(Adapted from Individual Spaghetti Diagrams in Appendix A, Team Observations)The traffic density map shows that the tube system and receiving areas must be accessed by every staff member and require additional walking and path crossing in the central area (near carousels 1, 2, 3, and 4 and between carousel 4 and the shelving. The individual spaghetti diagrams used to create Figure 4 can be found in Appendix rmal InterviewsWhile observing the staff for the creation of spaghetti diagrams, the team also asked the workers questions about their specific job and the pharmacy in general. Each staff member was asked different questions based on the direction of the conversation, and problems the team was focusing on at the time. Without a standardized question set the team could not directly compare responses. However, some patterns were observed and the comments were taken into consideration in the final floor plan designs. One of the most common responses was that carousel 5 and its accompanying zones (everything but carousels 1-4) are regarded as the most difficult to pick. The accompanying zones which include the shelving and refrigerators near carouse 5, require significantly more walking to retrieve orders. Additionally, the team found that the staff had a preference for larger, more durable carts, with greater storage capacity. Lastly, the staff experienced problems with searching for drugs that are not in a carousel or on a clearly marked shelf. Having to search for drug creates frustration for the staff and wastes time. The staff were generally positive about the state of the pharmacy, but provided valuable information about areas they thought could be improved.Fishbone Diagram and 5-why analysisCompletion of the Fishbone Diagram and 5-why analysis provided the team with a more focused view of the major problems in the pharmacy. Most of the problems can be traced back to a simple lack of space, but the team also discovered that underutilized equipment and poor space management practices were partially to blame. The completed Fishbone Diagram and 5-why analysis can be seen below in Figure 6.Figure 6: Fishbone Diagram with 5-why Leading to Root Causes of ProblemsThe team conducted three 5 WHYs based upon branches of the Fishbone Diagram. Most of the carts used to move drugs have a too low of a bottom shelf and only two shelves total. This makes loading and unloading from the bottom shelf difficult and leaves a large gap between the top of the drugs on the bottom shelf and the bottom of the top shelf. The carts are inefficient and take up valuable floor space, even when they aren’t in use for sorting or moving drugs.The team also found space management to be a cause of the storage stress within the pharmacy. Space is “set aside” for future use on the drug organizing software. However, when a tech or member of the ordering department checks the physical space on the shelf in the pharmacy, it is often filled with overflow drugs. This poses a problem as it requires constant double checks of all potentially available spaces for incoming orders or new to market drugs. It is necessary for the drug organizing software model to mirror the physical space in the pharmacy, in order for the software to be used effectively.Finally, the zoning of the pharmacy leads to problems. All picking zones make trips to the tube system to send orders throughout the hospital, because it is so far away from the center of the pharmacy it requires additional walking time and leads to congestion in narrow walkways, between carousels 1 & 3 and 2 & 4. Additionally the zones are not evenly sized, from Figure 4, it can be seen that picking zone 5 and accompanying zones is more spread out than picking zones including carousels 1 & 2 and 3 & 4. This difference in zone picking sizes causes an increase in total picking time and difficulty.Proposed Renovations in Main PharmacyThe pharmacy is removing carousel 3 and replacing its location with fridges. The shelving across from carousel 5 is to be removed and its location is to be replaced with a new carousel. These changes will address some of the issues discussed previously. This will help with the decentralization of the pharmacy by relocating fridges closer to the center of the pharmacy when they were previously only on the outskirts near carousel 5. The team was also informed that the new carousel will have a larger storage capacity than previous models. Based on this increased capacity and analysis of walking density in the pharmacy, the team believes the changes will better distribute the workload of stocking and picking, while maintaining or reducing congestion within the pharmacy.Findings from Drug Picking and Stocking Data AnalysisThe findings from the data analysis influenced the floor plan design of current and additional pharmacy space. The team found that 773,026 drug picks or stocks were made over the course of six months, April 2018-September 2018. From these picks and stocks, there were 3,639 unique drugs accessed. There was a different picking and stocking frequency for each drug, ranging from one to 6,714 times. The following findings refer specifically to the picking data. The team found similar numbers and trends for both picking and stocking and concluded that if a drug is picked, then at one point it was also stocked within the pharmacy, so only picking data is used in the findings of the report. All stocking tables and graphs can be found in Appendix B. By determining the frequency with which drugs were picked, the team was able to find what drugs were taking up unnecessary space in carousels, fridges, and on shelves in B2D400. These findings suggest that some drugs can be relocated to B2D311. By moving the infrequently picked drugs, the main pharmacy can have more space to store the drugs that are picked on a regular basis in B2D400. The most frequently requested drugs need to be kept easily accessible in the main pharmacy and should require minimal walking distance. Table 2 below indicates how many drugs were only picked one to ten times in various zones. Table 2: Summary of Drug Picking FrequencyFrequency of Drug Being PickedCarousels 1 & 2Carousels 3 & 4Carousels 5 & accompanying zonesSum of All Zones1 10566812231781023155668642635382514552716126557371633958893374999440531010102848Total14445514703(n=3574, Michigan Medicine Pharmacy 2018, April 2018-September 2018)These 703 drugs, or 19.67% of the drugs picked during the six month period, should be relocated into the off-site storage locations. An Excel spreadsheet named April-Sept 2018 Analyzed Data can be found in the MBox folder IOE 481 F18. All of the findings from the drug picking and stocking data analysis can be found in this file. The tab Names of Infrequently Used Drugs lists out all of the names of the drugs that make up Table 2. The staff member responsible for carousel 5 and its accompanying zones have the most drugs with a low picking frequency. By removing the infrequently used drugs, more storage space in the B2D400 will open up. This will allow for the drug boxes cluttering the aisles to be stored properly. Boxes containing frequently used drugs can be placed on shelves or in carousels in B2D400. Whereas the boxes containing infrequently used drugs can be moved onto the shelves in B2D311. As a result, the main pharmacy area will be better optimized: frequently used drugs will be easy to access and aisles will be cleared.Figure 7 below shows a histogram of the picking frequency of all 3,574 drugs over the six month time frame. Figure 7: Histogram of Picking Frequency (n=3574, Michigan Medicine Pharmacy 2018, April 2018-September 2018)Figure 7 shows that of all the drugs picked, over 50% of them are picked 60 times or fewer. In the pharmacy, fewer drugs are picked on a more frequent basis. The cut off for this graph is at the 90th percentile. Only 10% of the pharmacy’s drugs are picked over 540 times or more over the course of the six months. This final 10% is made up of a relatively even distribution between different number of picks, there is not one number of picks that makes up for the majority of the Over 540 bar. This finding makes it very clear that these frequently used drugs need to stay in the main pharmacy area, B2D400. It would be inefficient to move these drugs to the off-site location due to the fact that staff members are accessing them so often. The stocking frequency histogram looks very similar to Figure 6, it can be found in Appendix B. Design Methods, Requirements, Constraints, and StandardsThe team’s main design task was to analyze the proposed renovations and create new floor plans for the additional pharmacy storage spaces. Design methods, requirements, constraints, and standards, all influenced the final floor plan designs. The following sections go into detail on each of these areas and how it affected the final design of the floor plans.Design Requirements (Soft Constraints)When designing the floor plans, the team took into consideration five design requirements. These soft constraint requirements will be used in the evaluation and ranking of the floor plans. The labels listed after the requirements description correspond to Appendix C.The new floor plan should allow for clean aisles (R-C-1)The new floor plan should consider ergonomics in its design (R-C-2)The new floor plan should be intuitive and easy to implement in the pharmacy (R-E-1)The new floor plan should not increase the employee walking time when receiving, storing, or picking (R-F-1)The pharmacy staff should accept the new floor plan and the changes to their workflow (R-F-2)Requirements (Soft Constraints) in Detail:R-C-1: For safety reasons, the floor plan designs will ensure that no boxes are left in aisle ways. Crowded aisles are a fire and tripping hazard. They can also cause further disorganization.R-C-2: For staff safety, the new storage implemented into the floor plan designs will be easily accessible for all workers. Workers will not have to strain themselves when pushing carts or retrieving items from shelving units.R-E-1: The new floor plan will result in changes to the workflows. Therefore, the new floor plan must be intuitive and easy for the workers to get accustomed to.R-F-1: The new floor plan should make the staff’s jobs easier by reducing the walking and searching time for drugs. In order for the staff to accept the new floor plan, the workflows should be more efficient.R-F-2: The ability of the new floor plans to be used effectively by the staff members. Hard ConstraintsThe team identified five hard constraints that must be followed in the design of the new floor plans. The labels listed after the constraint description correspond to Appendix D. The constraints are listed below:The new floor plan must follow compliance standards (C-A-1)The new floor plan can only store certain drugs where there is critical power and data sources (C-E-1)The new floor plan will include all three locations (B2D400, B2D311, and B1263) (C-E-2)The new floor plan will ensure that all pharmacy equipment and drugs are stored in a designated area in one of the three available locations (C-E-3)The new floor plan will incorporate equipment than can be easily used and accessed by all employees (C-F-1)Compliance standards, correct data and power capabilities, includes all three locations, designated zones, easy to use.Hard Constraints in Detail:C-A-1: The new floor plan must meet all fire and safety regulations.C-E-1: Certain drugs such as refrigerated items and narcotics must be stored in locations where there is critical power in case of a power outage. For the health and safety of patients, drugs that need special storing must be located in rooms with proper equipment.C-E-2: The current pharmacy is room B2D400 and the additional pharmacy space is found in rooms B2D311 and B1263. These are the only available spaces that the pharmacy floor plan design can use.C-E-3: All drugs and equipment must be given a storage location within one of the three pharmacy spaces. When this design is implemented, all drugs should have a designated location and there should be no boxes of drugs cluttering aisles.C-F-1: All equipment within the pharmacy must be able to be used by any employee regardless of their anthropometry. This constraint will allow all members of the pharmacy to complete their jobs without assistance. StandardsThe team identified several government and industry standards that are relevant to space concerns for the Pharmacy and additional spaces. Each standard is labeled according to its position in the Standards Matrix which can be found in Appendix E.NFPA 1This standard sets limits for the minimum distance between the bottoms of sprinkler heads, top of storage, and obstructions for fire safety. This standard relates to the project because the team will be implementing new storage into the pharmacy and additional spaces, meaning they will need to comply with height restrictions. [1] (S-1-1)NFPA Formal ExplanationThis formal explanation makes it clear that open face storage units placed along a wall are not subject to the same height restrictions as other types of storage. This standard allows for less than 18 in. of clearance to be present if the storage unit meets certain requirements. The team can use this explanation to justify taller shelving in certain areas which will increase overall storage space. [2] (S-2-1)ABA 2006This ABA standards sets the required minimum width for walking paths and turns. There are also exceptions that allow for more narrow paths for certain distances in certain circumstances. These standards will directly affect the design of the additional storage spaces. The additional spaces will require walking paths and turns that must meet this standard. [3](S-3-1, S-3-2)The team also searched for additional standards on multiple websites on November 3, 2018 with keywords pharmacy, shelving, storage, floor plan, fire safety, building code, and layout but were unable to find other applicable standards through ASTM, ASME, ANSI, SAE, and OSHA and MiOSHA.Standards in Detail:S-1-1: The new floorplan must follow all Sprinkler Installation Standards.S-2-1: Wall shelving can be higher than off-wall shelving in certain scenarios.S-3-1: Walking paths must be kept at a minimum width, except for certain distances under certain circumstances.S-3-2: Turning areas must be kept at a minimum width, except for certain distances under certain circumstances.Proposed Floor Plans The team created 2 floor plan options for each of the additional storage spaces available. These options are shown below.Figure 8: B2D311 Floor Plan Design AFigure 9:B1263 Floor Plan Design AFigure 10: B2D311 Floor Plan Design BFigure 11: B1263 Floor Plan Design BPugh Decision Matrix A Pugh Decision Matrices were made to compare the A and B floor plan designs for B2D311 and B1263. All floor plan designs meet the design requirements, hard constraints, and standards mentioned in the previous section. The Pugh Selection Matrices use selection criteria to select the most optimal design. The results are shown in Table 3 and Table 4 below. Table 3: Pugh Selection Matrix for B2D311 Floor Plan Comparison Floor Plan AFloor Plan BSelection CriteriaWeightingRaw Score(1-10 , 10 best)Weighted ScoreRaw Score(1-10, 10 best)Weighted ScoreTotal Added Storage Area5 1050 945 Ergonomics 1 8 8 9 9Ease of Implementation 1 5 5 1 1Minimal Staff Walking Times 1 10 106 6Reduction of Aisle Obstructions 1 10 1010 10Cost 0 2 04 0Reduction of Unspecified Storage 110 10 10 10Total 10 93 81Table 4: Pugh Selection Matrix for B1263 Floor Plan Comparison Floor Plan AFloor Plan BSelection CriteriaWeightingRaw Score(1-1010 best)Weighted ScoreRaw Score(1-10)Weighted ScoreTotal Added Storage Area58 40 9 45Ergonomics2 10 2010 20Ease of Implementation3 5 15 721Cost04 05 0Total10 75 86The team analyzed the options for each space and gave a weighted score based on what elements were the most important when choosing a floor plan. The team weighted the total added storage area as the most important element. The amount of square footage of storage is ranked the highest in both matrices as it is a major factor in achieving the specified goal. For B2D311, option A has 232.85ft? of storage while option B has 218ft?. For B1263, option B has 172.35ft? which is greater than option B’s storage space of 156ft?. This was taken into account through the raw score on each. For both rooms, cost was included but weighted as zero. The client expressed that money was not a factor, but the team wanted to include a raw score as it should be considered when directly comparing the two in case it asked about in the future. Recommendations The main design task was to analyze the proposed floor plan for B2D400 and create new floor plans for B2D311 and B1263. The team worked with the client to understand the current state of the pharmacy, grasped pharmacy operation concepts, and received all the relevant data, such as Excel sheets and dimensional space floor plans. The recommendations have been separated into four sections: Floor plan, drug and materials relocation, carts and shelving, and additional considerations. Floor planBased on the Pugh Matrices and evaluation of additional square footage, the team recommends implementing option A for room B2D311 and option B for room B1263. For room B2D311, the client gave the team several elements that were desired or required due to regulations:Six triple Omnicells in B2D311 to account for a drug being re-designated as a controlled substanceMaximized remaining storage in B2D311Sliding shelves rather than static shelves whenever feasibleAisle width wide enough to comfortably guide cart throughThe sliding shelves are placed in the center of the room to allow easy access to the totes. Static shelving lines the edge of the room for additional space. B2D311 does not currently have critical power so the team did not want to include fridges in this floor plan as it would be more difficult to implement for a small benefit. Also, there would need to be generators if fridges were included, in case of a power failure. With option A for B2D311, the sliding shelves could accommodate 480 totes, only using the middle 4 shelves leaving the bottom and top shelves for bulk storage. This will decrease any ergonomic strain on the staff. With both options for B2D311, there is a large amount of storage for drugs and the team recommends turning the space into its own zone. This would decrease a staff member having to walk from the main pharmacy back and forth to B2D311 to get drugs. If it operates as its own zone. One staff member could work within that room and only have to walk back to deliver a cart or have it picked up from B2D311. To achieve this, the room would need data and critical power, as well as handheld scanners to scan the drugs after they are ordered, which would increase the difficulty of implementation. With the increased shelving space, B2D400 will be able to get rid of under carousel and non-bulk secondary storage. Currently, when a tote cannot accommodate all the drugs, the extra are stored underneath the carousel or sometimes in an alternate location. This causes confusion when there is not a specified area for these extra drugs. The new shelving in B2D311 should eliminate most instances of overflow drugs but would have a designated and clearly labeled area they could be stored temporarily until a permanent location is found. For B1263, the proposed floor plans are similar. This space was obtained during the project and allowed the team more flexibility in designing storage. It was discussed with the client and the main focus of the B1263 space should be accommodating the Research Pharmacy’s (referenced as RP in the floor plans) files and shelves that were originally in B2D311. When evaluating the options for this space, the square footage of storage was still the main factor. Option B had an additional 20ft? and has storage that can accommodate further expansion. Placing sliding shelves in the center of the room allows for extra storage without blocking aisle ways as the shelves can be moved easily. Drug and Materials RelocationBased on the findings from the Excel stocking/picking data the team recommends relocating as many drugs from B2D400 that were picked with a frequency of less than 10 over the data period to B2D300. Some drugs will be restricted from relocation based on their classification such as hazardous, cold, freezer, or controlled substance. The team also recommends that drugs moved into the B2D300 location are assigned to a space and arranged in a way as to minimize confusion between drugs that have names or containers that appear visually similar to one another. This can be accomplished in the programming of the new drug locations in Workflow RX, which are generally done manually. Randomization should keep most similar drugs apart, but a visual check should always be done to confirm drugs are easily distinguishable in their new locations.The team also recommends that the Pharmacy minimize all non-essential secondary storage. This includes the blue bins located under carousels and countertops that are filled when no other locations for drug are available. Drugs should be limited to a location within the carousel and a single bulk or secondary location. Items stored in less groups take up less space and create less confusion for pickers when looking for a drug. Currently, the drugs stored in the blue bins below a carousel aren’t necessarily secondary storage locations for drugs located within that carousel. This means that pickers rarely access the bins below the carousels in their zones and often have to travel to other carousels. If multiple secondary locations are required for a drug, it is important that the pharmacy link the locations electronically rather than the current handwritten note method and make it clear to pickers which location they should pick from.Another method of freeing space in B2D400 would involve relocating all the bulk bottles used to supply the PACMED unit dose packaging machine to B2D400. The drugs are currently stored alongside all other drugs in the carousels. Separation of packaged and loose drug is important as it reduced the possibility of order error as well as frees up space for more frequently used drugs. The entire pharmacy would also benefit from the implementation of a designated pallet storage area. Large orders of items like flu vaccines, or IV bags that must be bought in bulk could be stored in B2D311 and retrieved as needed. This is critical for organization as these large bulk items must often be split up and stored wherever there is space at the time. This leads to stocking and picking from multiple smaller locations around the pharmacy.The majority of items currently located in B2D311 should be relocated to B1263. This includes all research pharmacy drugs and files. Additionally, disaster totes should be moved to B1263 as they occupy a large amount of space and are used very infrequently.Carts After informally interviewing the staff members and talking with the project client it was realized that the number and type of carts and shelving used in the pharmacy is a partial cause of the space issues. At certain times of the day, there could be 8-10 carts waiting to be filled, but at the moment just occupying space. Figure 12 shows the current carts many staff members use to organize the drugs. They are wider and have a lower shelf but is not ergonomic to place individual drugs on the bottom shelf. Figure 12 shows a staff member receiving drugs to take back to a carousel and store. Figure 12: The Current Carts with Only Two ShelvesThe team recommends changing the cart to a taller, thinner, cart that would have multiple levels. There is an example of this cart located in Figure 13. A taller cart would allow more drug to be received at one time. This will reduce walking for staff members to refill their cart. Figure 13: Carts with Evenly Spaced ShelvesWithin the pharmacy there are a few carts similar to that shown in Figure 13 but the team suggests moving all the carts staff members use to something more similar to this, with at least three shelves, handles, and a narrower profile. The plastic cart in Figure 12 has an area of 7.2ft? while the metal cart has 11ft? using the top and middle shelf. Switching over completely to the new style of carts will help conserve space as well. Additional ConsiderationsThe team, along with the client and coordinators also came up with several smaller ideas that were not thoroughly researched or backed with data, rather driven by basic design concepts, common sense, and knowledge gained about pharmacy equipment, processes, and staff members throughout the project.Storage Methods and Organization for Relocated DrugsThe study regarding modular drawer and bin shelving systems [1] found bin shelving systems to be the more efficient storage method in all situations. This combined with concerns about confusion of drugs with visually similar names or appearances led the team to a possible solution using the bins that would otherwise be discarded when carousels are replaced. These bins perfectly meet the specifications for bin shelving systems as they have 8 possible slots that can be configured in a multitude of ways. The team would recommend using color coding to pair drug names and drug bins to avoid any confusion. This is considered a visual workplace tool, which is an element of lean processing. A preliminary design can be seen below in Figure 14.Figure 14: Bin Labeling DesignThis design would help to reduce confusion by using color to enforce a correct selection. As the picker identifies the bin they are supposed to pick from, they can search the exposed end of the bin with color coded tags containing the drug name, pull the bin and look for the corresponding name and color. Using two identifying factors for each drug in a bin reduces the likelihood of picking of stocking an incorrect drug.MiscellaneousSome final small changes may include the buying, distributing, and training workers how to use a hand truck to move large or heavy boxes. As new storage on bottom shelves in B2D300 is being allocated to bulk storage, it is important that staff members know how to safely and efficiently move these boxes around the pharmacy. The team would also recommend that the majority of foam coolers currently being stored on a rack near receiving be relocated to B2D311. Some should be kept in B2D400 for daily use, however keeping all of them uses space for non-essential instead of drug binations of these smaller changes with one another or with the larger recommendations can lead to noticeable improvements with minimal efforts. The pharmacy would likely benefit from the implementation of more lean principles, which could help to simplify some of the process steps involved with ordering, picking, and receiving, in addition to minimizing confusion and mistakes.Expected Impact or OutcomeThe expected impact of this project is to clear the aisle ways in the pharmacy. In addition, excess walking will be eliminated. By having the entire drug stock in the primary storage location the staff members will not have to search overflow bins or the aisle ways for drugs. This will also improve the ability to track pharmacy drug inventory. Finally, by clearing the aisle ways there will be no evacuation hazards. This project will have a positive impact on the pharmacy and its employees.Future WorkWith the pharmacy continuously expanding, it was important to provide the client with a tool that could accommodate the constant changes. The team created a SketchUp model of the additional spaces and created different shelves, fridges, and Omnicells drawn to scale. The client in the future can use this simple model to test new additions to the spaces and see how different elements can be added or removed. The team used SketchUp to create their recommended models as optimal as possible provided the current state. As that state changes the client can use the SketchUp Free tool to adapt to the changing environment. The team had created detailed instructions on downloading and using the tool, there is no special software required. The team will deliver the template and instructions to the client. The instructions are found in the Appendix F. References[1] D. Bodner, M. Goetschalckx, T. Govindaraj, K. Huang, L. McGinnis, and G. Sharp, “A systematic design procedure for small parts warehouse systems using modular drawer and bin shelving systems,” IMHRC 2002, Portland, ME, USA, September 02, 2002. pp. 1 - 12. [2] D. Conlon, Z. Costello, F. Hong, A. Lee, “Workflow Analysis of Discharge Island in Taubman Pharmacy”, Ann Arbor, MI, USA, December 10th, 2013[3] M. Hassan, “A framework for the design of warehouse layout”, Facilities, Vol. 20 Issue: 13/14, pp.432-440[4] S. Christian, N. Curhan, M. Friedman, “Redesigning the Workflow of 5th and 6th Floor Satellite Pharmacies,” Ann Arbor, MI, USA, December 13th, 2010APPENDIXAppendix A: Individual Spaghetti Diagrams of Staff Walking PatternsFigure A1: Walking path of operator picking from Carousel 1 & 2center46355Figure A2: Walking path of Operator picking from Carousel 5Figure A3: Walking path of operating receiving drug shipmentFigure A4: Walking path of operator storing drugs in Carousel 3 & 4 Appendix BFigure B1: n=3,472 Number of Stocks Between April-September 2018Frequency of Drug Being StockedCarousels 1 & 2Carousels 3 & 4Carousels 5, cold, & all other zonesSum of All Zones1923344219378100314459774242537951354563612652707143385589335479943952109102645Total13242458632Figure B2: n=3,472 Michigan Medicine Pharmacy 2018, April 2018-September 2018Appendix C: Design Requirements (Soft Constraints) Matrix Entry #123RequirementsR-A. Organizational PolicyN.A. R-B. EthicalN.A. R-C. Health & Safety(R-C-1) (R-C-2) R-D. EconomicN.A. R-E. Implementability(R-E-1) R-F. User Acceptance(R-F-1) (R-F-2) R-G. Patient AcceptanceN.A. R-H. Task DurationN.A. Appendix D: Hard Constraints Matrix Entry #123Constraints C-A. Organizational Policy(C-A-1) C-B. EthicalN.A. C-C. Health & SafetyN.A. C-D. EconomicN.A. C-E. Implementability(C-E-1)(C-E-2)(C-E-3)C-F. User Acceptance(C-F-1) C-G. Patient AcceptanceN.A. C-H. Task Duration(C-H-1) Appendix E: Standards MatrixEntry #123StandardsS-1. NFPA 1(S-1-1) S-2.NFPA Exception(S-2-1) S-3. ADA (S-3-1)(S-3-2)Standards that are not of consequenceANSINIOSHOSHAAppendix F: Instructions for Sketchup FreeSketchup Free: Pharmacy Layout Tool InstructionsDownloading Sketchup FreeCopy the following link into your search bar: the red box to Start Modeling: ? INCLUDEPICTURE "" \* MERGEFORMATINET Select the option to Sign in with your Google Account: INCLUDEPICTURE "" \* MERGEFORMATINET Use your normal Google email and password.Downloading Layout Design ToolLog into MBox: the folder IOE 481 F18.Download 481 layout design tool.skp: INCLUDEPICTURE "" \* MERGEFORMATINET You should see the file downloaded on the bottom of your browser: INCLUDEPICTURE "" \* MERGEFORMATINET Importing Layout Design Tool into Sketchup FreeBring up Sketchup onto the screen and drag the file at the bottom of your browser into the window of Sketchup. An example of this is shown below: INCLUDEPICTURE "" \* MERGEFORMATINET A popup will appear on your screen. Click on Insert as Component: INCLUDEPICTURE "" \* MERGEFORMATINET The element will add as a component into Sketchup and will move with your mouse. You will see the following: INCLUDEPICTURE "" \* MERGEFORMATINET Line up your mouse with the origin, shown as where the three lines connect.Right Click to secure the component at the origin.The model will now be highlighted blue, as seen below:6188075242951000 INCLUDEPICTURE "" \* MERGEFORMATINET On the left side of the screen is your Toolbar. An example of this is shown on the right: The INCLUDEPICTURE "" \* MERGEFORMATINET , move button, is highlighted and will make your selected component move around. Select INCLUDEPICTURE "" \* MERGEFORMATINET , the cursor, to select other elements.If the components move, just click again to anchor them to the page and then hit INCLUDEPICTURE "" \* MERGEFORMATINET .To move around the model hover over the bottom icon on the Toolbar and select ? INCLUDEPICTURE "" \* MERGEFORMATINET , pan. An example of finding the pan button is shown on the right: INCLUDEPICTURE "" \* MERGEFORMATINET allows you move your view around the screen but only up and down, this is done by clicking your mouse and dragging the screen.The scroll on your mouse is helpful to zoom in and out.Orientate the view by hovering over the bottom icon of the Toolbar and select INCLUDEPICTURE "" \* MERGEFORMATINET , orbit. An example of finding the orbit button is shown to the right:To effectively use the model use INCLUDEPICTURE "" \* MERGEFORMATINET to get the window to show the elements from the top of the view, looking like a floor plan.Click and hold while dragging your mouse downward.Using a combination of orbit, pan, and zooming with mouse to make window look like this: INCLUDEPICTURE "" \* MERGEFORMATINET Once you are looking from above you do not need to use the INCLUDEPICTURE "" \* MERGEFORMATINET tool anymore. Only use INCLUDEPICTURE "" \* MERGEFORMATINET to move within the model. Select ? INCLUDEPICTURE "" \* MERGEFORMATINET to begin to move objects. Click save at the top of the screen to save the model to your desktop. Saving the ModelClick save at top left corner: INCLUDEPICTURE "" \* MERGEFORMATINET Select SketchUp: Name model and click save here: INCLUDEPICTURE "" \* MERGEFORMATINET Selecting and Moving ElementsTo start a new floorplan use INCLUDEPICTURE "" \* MERGEFORMATINET to highlight the desired room. Double click to highlight in blue. An example is shown below:Cntrl-C to copy, Cntrl-V to paste. Click to place your new template in the window.Select ? INCLUDEPICTURE "" \* MERGEFORMATINET to move the element. Start filling your floor plan with various elements. The template offers fridges, shelves, RP (research pharmacy) shelves and files varying in sizes. These templates are clearly labeled in the layout. To move an element, use INCLUDEPICTURE "" \* MERGEFORMATINET to fully select it. Then use move INCLUDEPICTURE "" \* MERGEFORMATINET to move it around the room by clicking and dragging. Click to fully place. To move one of those elements into the floor plan, use INCLUDEPICTURE "" \* MERGEFORMATINET to double click what you want to move. The blue dots mean that it is fully selected.Use Cntrl-C and Cntrl-V to make a copy of that element, the INCLUDEPICTURE "" \* MERGEFORMATINET tool will now activate.Place the element by left clicking. INCLUDEPICTURE "" \* MERGEFORMATINET Create a LineChoose Line icon on Left Toolbar, 4th icon from the top. INCLUDEPICTURE "" \* MERGEFORMATINET Click on window.Then drag line to desired length or type length and it will show in the bottom right corner. Press escape to end the line segment.Lines can be selected INCLUDEPICTURE "" \* MERGEFORMATINET and moved INCLUDEPICTURE "" \* MERGEFORMATINET .Create New ElementSimplest element is a square. Hover over the 6th icon on the left Toolbar. Select the rectangle. An example is shown to the right:Click and drag to form a rectangle, the dimensions of the rectangle are listed in the lower right corner. An example of this is shown below: INCLUDEPICTURE "" \* MERGEFORMATINET To add your measurements, just begin typing them.Hit enter to have your new element.Follow the same procedure, but select the circle icon to make a circle. The circle icon is shown to the right:Insert the radius in the dimensions.Rotate an ElementNOTE: Move element into open space to rotate, do not attempt to rotate element in the layout as it may disrupt other elements. Select, move out, rotate, select, move in.Use select INCLUDEPICTURE "" \* MERGEFORMATINET , double click on an element so it is highlighted in a blue grid.Use the left Toolbar and hover over rotate INCLUDEPICTURE "" \* MERGEFORMATINET , the 7th element from the top.If you do not see that icon, Select On Face, INCLUDEPICTURE "" \* MERGEFORMATINET , a blue circle will appear. The blue circle is shown below: INCLUDEPICTURE "" \* MERGEFORMATINET Click on the element with the center of the circle.Click on the other end of the element so there are 2 diamonds. INCLUDEPICTURE "" \* MERGEFORMATINET Now when you move the mouse the element will rotateClick to select when element is properly rotatedSelect INCLUDEPICTURE "" \* MERGEFORMATINET to escape from rotate tool, and move INCLUDEPICTURE "" \* MERGEFORMATINET ?to move the new elementColor elementsOn the right side of the window there is another Toolbar. This Toolbar is shown on the right. Select materials INCLUDEPICTURE "" \* MERGEFORMATINET , 5th icon from the top. A color chart pops up: INCLUDEPICTURE "" \* MERGEFORMATINET Select color and drag mouse to hover over element you want to color, a paint bucket will appear, Left click to fill with paint. ................
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