**DRAFT**

**SLI Proposal Document**

**For**

**Advanced Manufacturing Facility**

**1.0 [Introduction/Executive Summary]{.underline}**

1.  **Vision and Mission**

Fermi National Accelerator Laboratory (Fermilab) has as its mission, to
advance the understanding of the fundamental nature of matter and energy
by providing leadership and resources for qualified researchers to
conduct basic research at the frontiers of high-energy physics (HEP) and
related disciplines. Fermilab has placed a high priority on maintaining
the ability to provide services and technical support to the present HEP
program and to perform research and development for future accelerator
initiatives in a reliable, efficient and cost effective manner. In order
to achieve these goals, the Laboratory has made a commitment to improve
and strengthen the infrastructure and engineering support services. As
part of this initiative, Fermilab has identified the consolidation and
rejuvenation of the machine shop and manufacturing facilities as a key
area for increased efficiency and productivity.

The Lab's mission is built on a foundation of

eight core competencies. This project touches

on several of these proficiencies including:

-   Operation of the world's highest energy

particle accelerator and experimental

user facility.

-   Accelerator research, design and

development of the frontier machines

that are necessary to keep the U.S.

among the world leaders in high-energy

physics.

-   Magnet research, design and development

with particular emphasis and expertise

extending to leading-edge technology in

both superconducting and permanent

magnets.

-   Detector design and development.

-   Construction and management of large scientific and technical
    projects.

The Advanced Manufacturing Facility will combine several old machine
shops that are currently spread out across the Lab site into one
centrally located, modern facility, which will lead to increases in
productivity and efficiency. It will allow for more efficient operation
of the present accelerator complex, provide solutions to many of the
existing ES&H concerns and be adaptable to changing research
requirements.

1.  **Mission Support**

As detailed in the Strategic Facilities Plan (September 2002),
Fermilab's infrastructure vision and objective is to establish and
maintain a dependable base from which high energy physics research and
other Fermilab programs can be safely accomplished without interruption.
Along these lines the Lab intends to:

-   Achieve and maintain an ES&H conscious environment

-   Establish and maintain infrastructure to the identified standards

-   Operate and maintain infrastructure for peak performance and
    sustainability

The Technical Division is the technical and administrative home for the
Machine Shop Department (MSD). However, these facilities perform work
and provide benefits to the entire Fermilab community. All three major
technical divisions and many university experimental groups have parts
machined and manufactured in the Fermilab shops.

The machine shop has always played an important role in the success of
projects at Fermilab. The interaction between machinists and welders and
the scientific staff is a key ingredient in the ability to solve
problems quickly and cost effectively. Maintaining an on-site machine
shop also allows for the fabrication, modification and repair of
accelerator and detector components that would otherwise be nearly
impossible to complete. Construction of the Advanced Manufacturing
Facility will provide Fermilab with the opportunity to establish a state
of the art fabrication facility that will meet the challenges of
Fermilab's mission both now and in the future.

2.  **Nature and Rationale for Project**

The Advanced Manufacturing Facility combines several existing machines
shops that are currently spread out across the site and allows for the
logical consolidation of all steps of the fabrication process
(procurement, material processing, machining, welding, assembly and
inspection) under one roof. The cost savings and productivity increases
from this type of consolidation and pooling of resources are expected to
be significant.

The history of the machine shops dates back to the very

beginnings of the Laboratory. Unfortunately, what was

viewed (in 1968) as a temporary home for the main shop

(housed in a lab/storage type building) has become the

permanent location. The shop facility has suffered from

not having the ability to make substantial building

improvements and has not kept pace with changes in the

manufacturing field. The Fermilab machine shop is

slipping into functional obsolescence as the need to do

conventional machining decreases (due to availability of

local machine shops in industry) and the facility is not equipped to
meet the requirements of advanced machining techniques. Coupling state
of art machining capability with close, frequent interactions with
scientists and engineers is essential if the Lab is to solve some of the
more challenging problems associated with future upgrades and new
accelerators. The Advanced Manufacturing Facility would eliminate the
limitations of the existing buildings, provide a safe and efficient work
environment, substantially reduce the cost of providing these services
and allow for future expansion to meet the needs of new projects. In
essence, it would shape the future of the machine shops and assure that
the shops are up to the task of providing mission support in the long
run.

1.  **[Mission Need]{.underline}**

    1.  **Mission Support**

Maintaining strong, on-site machine shop capability is essential to
Fermilab being able to complete its scientific mission. The Fermilab
machine shop does not compete with outside vendors but complements their
facilities and provides the following unique capabilities:

Rapid turnaround on repairs or modifications of existing components

Machining capability for slightly radioactive parts

Interactive development of complex prototypes and one of a kind
components

Exploration of new and advanced machining concepts required for future

accelerator projects and advanced particle detectors

It would be almost impossible to maintain and reliably operate the
existing accelerator complex without on-site machining capability. The
quick repair of failed components is necessary to minimize accelerator
down time. Upgrades to accelerators and experiments have benefited from
the presence of a capable shop in which prototypes and modifications to
components have been made. The ability to perform

machining of slightly radioactive materials on Lab property, under
controlled conditions, minimizes the transportation of such equipment
and the corresponding environmental and safety issues. The expansion of
the shop floor space allows for construction of a precision machining
area with an accurate temperature controlled environment and local
quality control measurement capabilities. This is required for projects
that press the

state of the art technologies associated with future accelerators.

2.  **Project Benefits**

The Advanced Manufacturing Facility (AMF) will be the first building at
Fermilab that will be designed from the beginning to be a machine shop
facility. The machine shop floor space will have complete crane coverage
and have sufficient head height to accommodate modern, large CNC
machining centers. The floor area will be large enough to accommodate
all of the required equipment from several existing buildings. The
layout of the AMF would allow for a logical workflow, solve the present
problems associated

with overcrowding and accommodate a temperature controlled area for
precise machining. The shape of the building would minimize
non-productive time

that is now spent moving material and components from building to
building. The location of the building places it inside the major
industrial fabrication campus of the Fermilab site and therefore
minimizes travel time by engineers and scientists. Combining functions
of several groups into this one facility will allow for more efficient
use of labor resources. Correcting all of these deficiencies will

save money, which can then be channeled back into the scientific
programs of the Lab. Finally, the AMF will give the Lab a manufacturing
facility that is capable of meeting the needs of future accelerator
research projects.

The Fermilab machine shop supports the entire scientific community that
operates the accelerator complex and participates in HEP experiments.
Providing these services in the most cost effective manner saves money
that can be channeled back into the Lab's projects. Cost savings
associated with the Advanced Manufacturing Facility are anticipated from
the following sources:

Consolidating multiple machine shops (5) into one main shop

Eliminating redundant machine capabilities, which reduces maintenance
and operating costs

Reducing the need for duplicate supervisory personnel

Energy savings due to more energy efficient building construction

Reducing building maintenance and operating costs

Increasing productivity of shop and scientific personnel

2.  **[Benefits of the Project Re. Current Conditions]{.underline}**

    1.  **Current Conditions That Negatively Impact Productivity**

[Physical separation of several interrelated functions]{.underline}

The present situation has the machine shop capability spread out over
several different buildings (seven in total). In the main shop complex
(in the Village) the activities of material processing (cut shop),
machining (main machine shop), welding and machine repair are all
located in different buildings. Assemblies that require machining and
welding must be transported back and forth to accomplish the task. This
affects the productivity of the workers. In fact, the main machine shop
does not contain all of the larger machines that are needed and some of
these pieces of equipment are spread out in the other buildings. For the
satellite shops (Wilson Hall and IB4) the shop locations were chosen to
allow for closer proximity to the work. However, the negative aspects of
locating these shops remote from the main shop is that there is a
duplication of machines (increases maintenance, repairs and operating
costs), additional supervisors and administrative costs and increased
travel time for employees that must travel to the main machine shop for
material, parts or tools.

[Crowded conditions in machine shops]{.underline}

![](media/image1.jpeg){width="2.3333333333333335in" height="3.5in"}All
of the machine shops are overcrowded. Since none of the buildings that
are currently occupied were designed to be shop facilities, the
arrangement and spacing of machines and support equipment is tolerable
at best. Spacing between machines is minimal and aisles are narrow and
sometimes blocked when materials extend past the machine bed. Support
areas (office space, CAD/CAM rooms, lunch rooms, etc.) also are
overcrowded and lead to unproductive time spent in transit. As machine
technology improves and older machines (World War II vintage) are no
longer capable of producing the tolerances required per project
specifications, the foot print for a machine has become larger,
particularly when multi-axis machining is involved. Modern Numerically
Controlled (CNC) machines have a larger footprint than the machines they
replace. The current situation requires that at least one and usually
two machines must be pulled from service if there is a desire to add a
more modern piece of equipment.

![](media/image2.jpeg){width="3.0in" height="2.375in"}

[Substandard, deteriorating facilities]{.underline}

Many of the buildings currently occupied by the machine shop date back
to 1968. The cost of building maintenance continues to increase and the
limitations of what work is cost effective to perform forces many of the
poor condition to be just tolerated. The "office space" for the main
shop is a converted house structure that just does not meet the needs of
the group. The manager's office, computer area, meeting room, lunchroom
and bathrooms are all dated and are substandard.

![](media/image4.jpeg){width="3.0in" height="2.410416666666667in"}

> [Mitigating unsafe conditions]{.underline}
>
> ![](media/image5.jpeg){width="3.0in"
> height="3.433333333333333in"}Fermilab has made significant efforts to
> eliminate safety hazards and improve working conditions in the machine
> shops. However, the size and layout limitations of the buildings and
> the mission requirements for the shop facilities conflict and force
> certain conditions to be tolerated. The main machine shop building is
> a narrow, elongated warehouse type structure with insufficient
> daylight and ventilation. Machine spacing (due to overcrowding) is
> tight and aisles are too narrow. Crane coverage over machines is
> incomplete and limited in capacity. Lighting is just barely acceptable
> and requires additional maintenance to keep it at this level. In the
> end, none of these conditions present a life-threatening situation but
> these conditions have contributed to some injuries in the past and
> should be corrected in the future.

[Expected energy savings]{.underline}

The main machine shop buildings were erected in 1968, making them some
of the earliest buildings on site. Although upgrades to the buildings
have occurred, the overall structures are still not energy efficient.
Insulation and natural lighting could be improved. The windows are still
single pane. Loading docks do not exist so truck entrance to the
building requires large roll up doors to be opened thereby changing
atmospheric conditions in the whole building.

[Insufficient space, utility capacity, configuration]{.underline}

The field of tight tolerance machining requires very controlled
conditions (temperature, humidity, contaminant-free). Projects such as
High Field Superconducting Magnets and LC R&D require this sort of
precision. The present building arrangement does not allow for clean
room machining. Adding space to any of the existing buildings to provide
for a machine area with controlled environment is very costly due to
surrounding structures and utilities. Machining to high accuracy
requires that parts be measured to assure that they meet the
specifications. Currently there is no space available to provide this
capability.

2.  **Benefits that are Achievable**

The construction of the Advanced Manufacturing Facility would
consolidate several existing machine shops into one location, alleviate
space and safety problems, free up valuable real estate in Wilson Hall
and IB4, provide room for expansion to accommodate high precision
machining and locate the shop in a more centralized location. All of
these benefits relate to increasing the efficiency of operations. Since
the new building would be built to today's energy efficient standards
and replace old maintenance-intensive structures, total operating costs
would be reduced. Specifically productivity increases can be found in
the following areas:

*For the 8 staff members stationed at the Wilson Hall Machine Shop (FIMS
\# 1)*

1\) Eliminate the supervisor position, amounts to 12.5% increase in
productivity.

2\) Reduce non-productive time that is due to jobs not properly matched
to the satellite shop environment (can be either lack of work or
inefficiency of doing the job), waiting for material deliveries from Cut
Shop or Weld Shop, and traveling to the Main Machine Shop for safety
lectures, training and group-level meetings, amounts to 10% increase in
productivity.

3\) General productivity increase due to better utilization of space,
improved configuration, adequate crane coverage, improved utilization of
equipment, eliminating unsafe conditions and improved office space,
amounts to 5% increase in productivity.

**Total increase in productivity amounts to 27.5%**

*For the 4 staff members stationed at the Machine Shop Department Office
(FIMS \# 108)*

1\) Reduce supervisory responsibilities associated with operating the
satellite shops, approximately 50% of a person, amounts to a 12.5%
increase in productivity.

2\) Reduce travel time between the Village and the Industrial Complex,
amounts to 12.5% increase in productivity.

**Total increase in productivity amounts to 25%**

*For the 3 staff members stationed at the Machine Repair Shop (FIMS \#
109)*

1\) Reduce travel time and increased efficiency associated with
maintenance and repair of fewer machines, all of which are located in a
common building, amounts to 12.5% increase in productivity.

2\) Increase efficiency due to improved working conditions that include
adequate crane coverage for machine maintenance and repair, eliminating
unsafe conditions, improved configuration and better utilization of
equipment, amounts to 12.5% increase in productivity.

**Total increase in productivity amounts to 25%**

*For the 3 staff members stationed at the Lab 1 Cut Shop & Weld Shop
(FIMS \# 179)*

1\) Reduce non-productive time due to the present layout of buildings
where different functions, Cut Shop, Weld Shop, Sheet Metal Shop and
Machine Shop, are located in separate buildings. The inefficiency occurs
when parts need to be moved back and forth between buildings in order to
be manufactured, amounts to 12.5% increase in productivity

2\) Productivity increase due to better utilization of space, improved
configuration, adequate crane coverage, improved utilization of
equipment, eliminating unsafe conditions and improved office space,
amounts to 12.5% increase in productivity.

**Total increase in productivity amounts to 25%**

*For the 19 staff members stationed at the Main Machine Shop (FIMS \#
182)*

1\) Increase the efficiency of operations by eliminating the
overcrowding situation in the Lab 4 building, providing adequate space
for operations and machine layout, and allowing higher efficiency
machines (which require more floor space) to be installed. This amounts
to a 12.5% increase in productivity.

2\) Reduce non-productive time due to the present layout of buildings
where different functions, Cut Shop, Weld Shop, Sheet Metal Shop and
Machine Shop, are located in separate buildings. The inefficiency occurs
when parts need to be moved back and forth between buildings in order to
be manufactured, amounts to 12.5% increase in productivity.

**Total increase in productivity amounts to 25%**

*For the 2 staff members stationed at the IB4 Machine Shop (FIMS \#
805)*

1\) Eliminate the working foreman position, which accounts for 25% of
one of the machinist's time, amounts to 12.5% increase in productivity.

2\) Reduce non-productive time that is due to jobs not properly matched
to the satellite shop environment (can be either lack of work or
inefficiency of doing the job), waiting for material deliveries from Cut
Shop or Weld Shop, and traveling to the Main Machine Shop for safety
lectures, training and group-level meetings, amounts to 10% increase in
productivity.

3\) General productivity increase due to better utilization of space,
improved configuration, adequate crane coverage, improved utilization of
equipment, eliminating unsafe conditions and improved office space,
amounts to 5% increase in productivity.

**Total increase in productivity amounts to 27.5%**

4.  **[Overview of the Proposed Project]{.underline}**

####### Section includes references to IB3 Addition, which is no longer in the scope of the project.

The Advanced Manufacturing Facility (AMF) involves the construction of
two new buildings in three distinct phases. The two new buildings
include the 44,000sf Industrial Building 5 (IB5) and the13,500sf
Industrial Building 3 Addition (IB3a). Phasing of the project is
required to meet anticipated line item funding and facilitate an
organized relocation of the existing facilities to their new location.
Phasing is anticipated to be as follows:

1.  [Phase I]{.underline} -- Construct all of IB3a and a portion of the
    proposed IB5 including related site improvements.

2.  [Phase II]{.underline} -- Construct the remaining portion of IB5
    including site improvements.

IB5 includes the construction of two 40' high bay industrial buildings
(each 225'x80') with an interconnecting 20' high bay structure
(80'x100'). The interconnecting lower bay will house office bathrooms, a
locker room, and a lunch room. A bypass corridor will also be include in
this area to provide material transport between high bay areas via fork
trucks. The high bay areas will house various machining, welding,
manufacturing and assembly areas. A 20 ton bridge crane is anticipated
in both high bay areas. The building will consist of a structural steel
frame on cast in place spread footings, insulated metal panel walls and
reinforced concrete slab on grade. Mechanical features include a series
of roof top HVAC units, a sprinkled fire protection system, and plumbing
as required for domestic water and sanitary sewer. Electrical service
will be via a new 1500 kva 480 v transformer. Main Power and
distribution power panels will be installed within IB5 as required.
Lighting, Equipment power distribution, convenience outlets and welding
outlets will be provided as required. Site improvements include 28,000sy
of paved surface including parking lots and roads, installation of a new
feeder and switchgear from the master substation. Utility extensions
that are planned include industrial cooling water (ICW), sanitary sewer,
natural gas, and domestic water. Site grading will involve limited tree
removal, relocation of a small stream, and filling of existing turf
areas in anticipation of roads and parking. It is anticipated that x
personnel will occupy the IB5 daily (population density = x gsf).

IB3a comprises modifications and additions to the existing Industrial
Building 3 (IB3) in the industrial building complex. The two-story
addition will add 5800sf of office space on the second floor and 7700sf
of low-bay laboratory space on the first floor. The exterior of the
addition is designed to blend well with the existing IB3. Architectural,
structural, mechanical and electrical considerations for IB3a are much
the same as described for IB5 above. It is anticipated that x personnel
will occupy the IB3a daily (population density = x gsf).

Both of the above facilities will be design in accordance with
Fermilab's Necessary and Sufficient Standards including sustainable
building design principles. The building designs will incorporate
environmentally responsible building materials and finishes, sensitive
siting and orientation, energy conservation, and energy management
systems where applicable. In addition, waste minimization and water
conservation will be considered in both the construction and operation
phases.

Project risks include but are not limited to the following:

1.  Unforeseen conditions -- issues like locally poor soil conditions
    discovered during construction can add cost and time to a project.
    Fermilab will direct a geotechnical engineering firm to conduct a
    soils investigation within the project site to help mitigate this
    risk.

2.  Changed market conditions -- Our conceptual and future design phase
    estimates are based on current understandings of local civil
    construction related costs. Conditions such as increased inflation,
    trade labor shortages and ongoing civil construction volume within
    the Chicagoland area may result in higher bids for the various
    construction packages. Fermilab will retain an separate consultant
    to perform Independent Cost Estimates (ICE) at the CDR and Title II
    phases to ensure Construction cost estimates reflect appropriate
    changed condition factors.

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5.  **[Economic Analysis]{.underline}**

Based on the information presented in Table 1, the proposed facilities
are clearly justified from an economical standpoint. Because the
existing manufacturing facilities are housed in seventeen different
locations with ages ranging from 25 to 50 years economic benefits are
not difficult to demonstrate. At completion the AMF will allow Fermilab
to realize significant savings in operation and maintenance costs. In
addition, the Technical Division will realize significant increases in
productivity. The calculated rate of return for this project is ??.??%.
The anticipated useful life of the proposed facilities is 50 years.

Table 1 summarizes the results of the cost benefit financial analysis.
The data shown are present values as requested in the OMB Circular 94.
Existing building information is based on the Facilities Information
Management System (FIMS). Existing building energy usage is based on a
recent survey of the existing mechanical equipment and current data on
operational costs. Maintenance of existing facilities is based on data
retained by the Facilities Engineering Services Section (FESS) and or
anticipated preventative maintenance. Proposed building costs are based
on conceptual estimates and similar recent project energy usage and
anticipated maintenance costs.

The analysis compares the present value costs of Operation and
maintenance of the seventeen existing facilities to that of the AMF over
a 50 year period. The cost-benefit analysis of the AMF project is
estimated to save \$??? Million (Present Value) of operation and
maintenance costs over the life of the building. Simple payback is
estimated at ?.? years. Increase in productivity is estimated at ?%.

6.  **[CAMP Scoring]{.underline}**

A camp score of 53 was determined for this project. Programmatic risks
comprised the majority of the score. See attached camp score analysis.

**[Appendix]{.underline}**

###### Productivity Increases by Building Number

In most cases, a general increase in productivity equal to 5% is
assumed, based on better utilization of space, improved configuration,
adequate crane coverage, improved utilization of equipment, eliminating
unsafe conditions and improved office space. This is consistent with DOE
SC-82 guidance for projects associated with consolidation of personnel.
Additional productivity increases are added, to account for specific
inefficiencies that will be eliminated or reduced with the new
buildings.

##### Wilson Hall Machine Shop, FIMS \# 1

The Wilson Hall Machine Shop is located on the ground floor of Wilson
Hall in an area that was never intended to be a permanent home for a
shop. It is overcrowded, lacks sufficient crane coverage and is taking
up valuable space that is better suited for offices. The work force for
this shop consists of 7 working machinists and one supervisor.
Initially, this shop was needed to provide quick and efficient machining
for small components and repairs for the accelerator complex. As time
has passed, these repairs and modifications needed to get the machine
back up quickly have become much less frequent. Now the jobs that are
brought to this shop could just as easily be taken to a central main
shop, particularly if it were closer to the work site.

When the Wilson Hall Shop is incorporated into the Main Machine Shop,
there will no longer be a need for an independent supervisor for this
group. The group will become integrated with the Main Shop machinists in
the IB5 work force. The present supervisor position could be reassigned
to a role of a working machinist and increase the output and
productivity of the group.

1 person / 8 people = 12.5% increase in productivity.

There are inherent inefficiencies associated with locating "satellite"
shops away from the main shop facility. First, the type of jobs that can
be handled by a shop is limited because the type of machines available
is limited. Second, the projects that feed a satellite shop are not the
full set of projects available, since not everyone has the same easy
access to the facility. Third, the satellite shop is still dependant on
the Cut Shop and Weld Shop for material supply and services. This causes
additional inefficiencies to creep into the system. Finally, the
personnel in the Wilson Hall Shop still need to return to the Main Shop
for meetings, safety training and to deliver paperwork. Using the effort
reporting system, management has tracked the amount of time attributable
to these conditions. An estimate of a 10% increase in productivity is
considered reasonable for these factors if the group moves into the IB5
Building.

*10% increase in productivity*

The working conditions of the Wilson Hall Shop are far from optimum. The
present area lacks adequate crane coverage (a big disadvantage for a
machine shop), is overcrowded and is not capable of handling any of the
new and larger CNC type machines. There are several safety issues
associated with having a machine shop in an office building like Wilson
Hall and these have always been a source of concern. The generally
accepted productivity increase of 5% is used to account for these
inefficiencies.

### Total productivity increase for FIMS \# 1 = 27.5%

[40 Shabbona, FIMS \# 108 (Machine Shop Department Office)]{.underline}

The Department Office for the Machine Shop is located in a reconditioned
house adjacent to Lab 4. There are four people situated in this
building, three shop managers and the administrative support person. The
house is not well suited to serve its function, as it lacks adequate
meeting room facilities and is very segregated in its layout.
Communication between offices is limited and the administrative support
person cannot adequately control access to the shops.

Of the two machine shop mangers located in this building, one has a
substantial portion of his job responsibilities targeted to managing the
activities of the satellite shops. When the IB5 Building is built, this
responsibility will decrease by 50%. This individual can then be
redirected to other tasks, which increases the productivity of the
group.

*0.5 FTE / 4 FTE = 12.5% increase in productivity*

Given that the Main Machine Shop and the Machine Shop Department Office
are located in the Village (\~3.5 km from the Industrial Complex), there
is a measurable amount of travel time that is used by management
personnel shuttling back and forth. It is estimated, based on the number
of trips and the average time it takes to drive the distance that at
least 1 hour per day per person could be saved if a more central
location was available. The IB5 building will be a short walk away from
the Industrial Center Building where the Technical Division is
headquartered. In addition, the procurement group for the Division will
be located in IB5, which would further minimize travel time.

*1 hr / 8 hrs = 12.5% increase in productivity*

### Total productivity increase for FIMS \# 108 = 25%

[30 Winnebago, FIMS \# 109 (Machine Repair Building)]{.underline}

The Machine Repair Group performs routine and emergency maintenance on
all machines used by the shops (includes the Main Shop and all satellite
shops). The three-man group does all of the "oiling" and preventive
maintenance, troubleshoots problems and performs alignments to assure
the highest quality of services. They travel to all shop facilities on a
regular basis and are constantly moving around site to perform their
duties.

To incorporate three shops into one will require that the total number
of machines will decrease. There is no need for multiple duplicates of a
machine type particularly if the vintage of the machines is quite dated.
Also, the new facility will allow for new machines to be placed that
will further reduce the maintenance load. Travel time for the Machine
Repair Group will be dramatically reduced, as the number of sites
visited will decrease. This change in scope for the Machine Repair Group
will amount to a productivity increase of 1 hour per day per person.

1 hr / 8 hrs = 12.5% increase in productivity.

The present building that is used as the Machine Repair facility has
many inefficiencies associated with it. The wooden frame, pole-building
construction does not allow adequate crane coverage, which is a big
disadvantage. Space is very tight and there is limited ability to store
replacement parts. There are several safety concerns that would be very
costly to fix. Finally the fact that it is located in a separate
building means that every trip to check out a machine problem
constitutes a trip where tools and parts must be taken along. It is
estimated that productivity would increase by as much as 1 hour per day
per employee if the repair operation were located in the same building
as the machines.

1 hr / 8 hrs = 12.5% increase in productivity.

### Total productivity increase for FIMS \# 109 = 25%

[Lab1, FIMS \# 179 (Cut Shop and Weld Shop)]{.underline}

The Cut Shop and Weld Shop are located in Lab 1 in the Village. This
building is within walking distance of the Main Shop. Unfortunately, it
suffers from the same types of inefficiencies as the Main Shop. The
building was never designed to be a shop, rather it was intended to be a
storage and light fabrication area. Crane coverage, lighting,
ventilation and building insulation are all substandard. Because it is a
separate facility, the three employees stationed in Lab 1 must
coordinate their outside visits to assure that the two-man safety rule
is not violated. This creates additional inefficiency in the system.

The machinist and welders located in Lab 1 must frequently move between
their building and the Main Shop (Lab 4). Whether it be to deliver
material, transport welded subassemblies or submit paperwork, these
employees spend approximately 1 hour per day moving back and forth
between buildings. Having these services located in the same building
(IB5 proposal) would eliminate this inefficiency.

1 hr / 8 hrs = 12.5% increase in productivity.

The condition of overcrowding and poor utilization of floor space and
equipment is dramatic in the Lab 1 building. Facilities for Electron
Beam welding were located in an adjacent house because of lack of space.
Storage of welding equipment is also done in a separate building because
of overcrowding. The delivery of raw materials interrupts the workflow
in the Cut Shop because the building lacks a defined staging area. The
ventilation of the building is a safety concern particularly when plasma
burning is being performed. Poor lighting and barely adequate crane
coverage are also sources of inefficiency. An estimate of 1 hour per day
per employee is attributed to these issues.

1 hr / 8 hrs = 12.5% increase in productivity.

**Total productivity increase for FIMS \# 179 = 25%**

[Lab 4, FIMS \# 182 (Main Machine Shop)]{.underline}

The Main Machine Shop (Lab 4) was the first shop set up on site, back in
1968. The Lab 4 building was originally designed to be a warehouse and
light assembly facility. The problems with overcrowding, poor floor
layout and lack of adequate crane coverage and lighting have been issues
for many years. One of the reasons for the existence of satellite shops
is the lack of an expandable shop facility that could meet the growing
needs of the Lab. The Lab 4 facility employs 19 working machinists. All
of the larger machines, needed to meet requirements associated with
construction and repair of magnets and bulky components are located in
Lab 4. The limited floor space leads to machines being spaced too close
together and setups sticking into an already narrow aisle. The 5-ton
crane, which only covers half of the building, does not meet the
requirements for the area and causes additional inefficiencies when
heavier machines need to be moved around. The other part of the building
has only a 2-ton crane that has limited functionality.

The layout of the Lab 4 building has many sources of inefficiencies. The
machines are too close to each other and so there are times when one
machinist will have to wait for another to finish before he can start
the setup. There is very little chance to expand the facility and add
new machines. Newer, more efficient machines take up a relatively larger
spot on the floor and so the ability to incorporate them is limited.
Parts of the larger machines need to be stored out of the way and so
changing tooling on these machines becomes more time consuming. Since
there is no room for a staging area, deliveries to the building cause a
reshuffling of materials and personnel. The lack of adequate tool room
storage and restroom facilities contributes to the problems. It is
estimated that these types of inefficiencies add at least 1 hour per day
per person to the work.

1 hr / 8 hrs = 12.5% increase in productivity.

The machinists located in Lab 4 must frequently move between their
building and the other labs that house equipment and materials, Lab 1
(Cut Shop and Weld Shop) and Lab 2 (Sheet Metal Shop). Whether it be to
pick up material, transport welded subassemblies or use a particular
break or shear, these employees spend approximately 1 hour per day
moving back and forth between buildings. Having these services located
in the same building (IB5 proposal) would eliminate this inefficiency.

1 hr / 8 hrs = 12.5% increase in productivity.

**Total productivity increase for FIMS \# 182 = 25%**

##### IB4 Machine Shop, FIMS \# 805

The IB4 Machine Shop is a two-man shop located in a corner of the IB4
building. The IB4 building also is the home for Linear Collider R&D,
materials receiving for the Technical Division and the Quality Control
Group, which uses Coordinate Measuring Machines and other precise
measuring instrumentation to check dimensions on components. The IB4
shop provides local machining capabilities for the Technical Division.
It suffers from all of the inefficiencies associated with a satellite
shop but has the added complication of having only two employees
(requires better coordination to assure that the two-man safety rule is
not violated). Once the IB5 Building is built and ready for operation,
this shop is redundant and can be closed. The space that is made
available will be very beneficial for the other projects in the IB4
building.

When the IB4 Shop is incorporated into the Main Machine Shop, there will
no longer be a need for Working Foreman for this group. The group will
become integrated with the Main Shop machinists in the IB5 work force.
The present working foreman, who spends approximately 25% of his time
doing supervision and paperwork, could be reassigned to a role of a
working machinist and increase the output and productivity of the group.

0.25 FTE / 2 FTE = 12.5% increase in productivity.

There are inherent inefficiencies associated with locating "satellite"
shops away from the main shop facility. First, the type of jobs that can
be handled by a shop is limited because the type of machines available
is limited. Second, the projects that feed a satellite shop are not the
full set of projects available, since not everyone has the same easy
access to the facility. Third, the satellite shop is still dependant on
the Cut Shop and Weld Shop for material supply and services. This causes
additional inefficiencies to creep into the system. Finally, the
personnel in the satellite shop still need to return to the Main Shop
for meetings, safety training and to deliver paperwork. Using the effort
reporting system, management has tracked the amount of time attributable
to these conditions. An estimate of a 10% increase in productivity is
considered reasonable for these factors if the group moves into the IB5
Building.

*10% increase in productivity*

The working conditions of the IB4 Shop introduce additional
inefficiencies. The present area lacks adequate crane coverage (a big
disadvantage for a machine shop), is extremely overcrowded and is not
capable of handling any of the new and larger CNC type machines. Due to
the overcrowding issue, large assemblies are hard to machine in this
shop. Ventilation and lighting are also areas of concern. The generally
accepted productivity increase of 5% is used to account for these
inefficiencies.

### 

### Total productivity increase for FIMS \# 805 = 27.5%

The productivity increases used in this analysis are based on data
gathered from specific groups at Fermilab. The literature contains many
references to increases in productivity that exceed these values and
make these estimates seem conservative.

The following table, a review of existing literature on Environmental
Satisfaction vs. Productivity Studies, is taken from: Environmental
Satisfaction, Personal Control and the Positive Correlation to Increased
Productivity, *Carol Lomonaco and Dennis Miller, Johnson Controls, Inc*

Available online at:
<http://www.johnsoncontrols.com/cg/PersEnv/pe_whitepaper.htm>

  --------------------------- ----------------- ------------------------------
  **Analysis of Environmental                   
  Satisfaction-Productivity                     
  Studies**                                     

  **Study**                   **Environmental   **Result**
                              Condition**       

  Greening the Buildings &    Lighting\         6% prod. gain, reduced
  Bottom Line 1994            \                 defects, \$25k increase in
                              \                 product quality,\
                              Noise &           13% prod. gain, 25% less
                              Daylighting New   absenteeism\
                              Building          15% prod. gain + 15% less
                                                absenteeism\
                                                15% less absenteeism

  West Bend Mutual 1992       Individual        2.8% prod. gain/could be up to
                              Control           6%\
                                                12.8% prod. drop when
                                                disconnected

  Mau-Lin Chiu/Carnegie       Lighting\         Cites 4 Studies\
  Mellon\                     \                 \
  1991\                       Noise\            Cites 5 Studies\
  According to Chiu, six      \                 \
  factors influence office    Temp & Air        Cites 5 Studies
  productivity: (1) Spatial   Quality           
  Quality (2) Thermal Quality                   
  (3) Visual Quality (4)                        
  Acoustic Quality (5) Air                      
  Quality (6) Long-Term                         
  Building Integrity                            

  Economic Benefits of a      Thermal Air       5-15% incr. efficiency in
  Healthy Indoor Environment  Quality           concentration\
  (Wyon)\                     Individual        34% improvement in Sick
  1994                        Control           Building Syndrome

  Predicting the Effects of   Individual        3-25% efficiency gains\
  Individual Control on       Control           3-15% for concentration and\
  Productivity (Wyon)\                          7-25% for routine office tasks
  1995                                          

  Indoor Air '96 Conference   Individual        2-10% increase in group
  (Wyon)1996                  Control           efficiency

  BOSTI 1984                  Noise\            These each have dollar figures
                              Temperature/Air   for 3 job types representing
                              Quality Lighting\ improvements to absenteeism
                              Comfort           and turnover.

  Center Core 1993            Air Quality       55% improvement in
                                                absenteeism\
                                                40% self-reported prod.
                                                increase\
                                                Enhanced perception of their
                                                office

  UK Office of Environment\   Air Quality       These are all self-reported
  1990                        Space\            results. People feel they are
                              (People per room) more productive when air
                              Individual        quality is better, they are
                              Control           less concentrated, and have
                                                environmental control.

  Worker Productivity: Hidden Air Quality       One lost working day due to a
  HVAC Cost\                                    sick building = 60% of annual
  1990                                          energy costs.

  Lighting & Human            Lighting          7.6% prod. increase\
  Performance\                                  13.2% prod. increase\
  (refers to other studies)                     30% proofreading decrease when
                                                light levels cut in half.
  --------------------------- ----------------- ------------------------------

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