02 elements of production systems

Arif Rahman – The Production Systems 1
Slide 2
Elements of Production System
Arif Rahman, ST MT

Arif Rahman – The Production Systems
Production System
The production system consists of facilities
and manufacturing support systems.
¤ The facilities of the production system consist of the factory, the
equipment in the factory, and the way the equipment is
organized.
¤ The manufacturing support systems is the set of procedures
used by the company to manage production and to solve the
technical and logistics problems encountered in ordering
materials, moving work through the factory, and ensuring that
products meet quality standards. Product design and certain
business functions are included among the manufacturing
support systems.
2

Production System
3

Production System
4
(a) Production System Facilities
(b) Manufacturing Support Systems

PRODUCTION SYSTEM
Facilities
5

Production System Facilities
6

Facilities include the factory, production machines
and tooling, material handling equipment,
inspection equipment, and computer systems that
control the manufacturing operations
Plant layout – the way the equipment is physically
arranged in the factory
Manufacturing systems – logical groupings of
equipment and workers in the factory
¤ Production line and assembly line
¤ Processing cluster and routing
¤ Standalone workstation and worker
7

A manufacturing company attempts to organize
its facilities in the most efficient way to serve the
particular mission of the plant
Certain types of plants are recognized as the
most appropriate way to organize for a given
type of manufacturing
The most appropriate type depends on:
¤ Types of products made
¤ Production quantity
¤ Product variety
8

“A collection of integrated equipment and human
resources, whose function is to perform one or
more processing and/or assembly operations on a
starting raw material, part, or set of parts”
Manufacturing System Defined
9

Single-station cells
Machine clusters
Machine cells (cellular manufacturing)
Manual assembly lines
Automated transfer lines
Automated assembly systems
Examples of Manufacturing Systems
10

Equipment includes :
¤ Production machines and tools
¤ Material handling and work positioning devices
¤ Computer system to coordinate and/or control the
preceding components
Human resources
¤ Workers operates the equipment
¤ Managers manages the system
Elements of a Manufacturing System
11

In virtually all modern manufacturing systems,
most of the actual processing or assembly work is
accomplished by machines or with the aid of tools
Classification of production machines:
1. Manually operated machines are controlled or
supervised by a human worker
2. Semi-automated machines perform a portion of the
work cycle under some form of program control, and
a worker tends the machine the rest of the cycle
3. Fully automated machines operate for extended
periods of time with no human attention
Production Machines
12

In most manufacturing systems that process or
assemble discrete parts and products, the
following material handling functions must be
provided:
1. Loading work units at each station
2. Positioning work units at each station
3. Unloading work units at each station
4. Transporting work units between stations in multi-station
systems
5. Temporary storage of work units
Material Handling System
13

Two general categories of work transport in multi-
station manufacturing systems:
1. Fixed routing
• Work units always flow through the same sequence of
workstations
• Most production lines exemplify this category
1. Variable routing
• Work units are moved through a variety of different station
sequences
• Most job shops exemplify this category
Work Transport Between Stations
14

1. Fixed routing
2. Variable routing
15

16

17
V-plant A-plant T-plant

Typical computer functions in a manufacturing system:
¤ Communicate instructions to workers (receive processing or
assembly instructions for the specific work unit)
¤ Download part programs to computer-controlled machines
¤ Control material handling system
¤ Schedule production
¤ Failure diagnosis when malfunctions occur and preventive
maintenance
¤ Safety monitoring (protect both the human worker and
equipment)
¤ Quality control (detect and reject defective work units produced
by the system)
¤ Operations management (manage overall operations)
Computer Control System
18

Factors that define and distinguish
manufacturing systems:
1. Types of operations performed
2. Number of workstations
3. System layout
4. Automation and manning level
5. Part or product variety
Classification of Manufacturing Systems
19

Basic activities that must be carried out in a factory
to convert raw materials into finished products:
¤ Processing operations, uses energy including
mechanical, thermal, electrical, and chemical, to alter a
work part's shape, physical properties, or appearance to
add value to the material
¤ Assembling operations, two or more separate parts are
joined to form a new entity which is called an assembly,
subassembly, or some other term that refers to the specific
joining process, either permanently or semi permanently.
¤ Material handling and storage, move the product from
one operation to the next in the manufacturing sequence
¤ Inspection and test, to insure high quality.
¤ Coordination and control.
Manufacturing Operations
20

Processing operations on work units versus assembly
operations to combine individual parts into assembled
entities
Type(s) of materials processed
Size and weight of work units
Part or product complexity
¤ For assembled products, number of components per product
¤ For individual parts, number of distinct operations to complete
processing
Part geometry
¤ For machined parts, rotational vs. non-rotational
Types of Operations Performed
21

Production quantity refers to the number of units of a given
part or product produced annually by the plant
¤ Low production: quantities in the range of 1 to 100 units per
year
¤ Medium production: quantities in the range of 100 to 10,000
units annually
¤ High production: production quantities are 10,000 to millions of
units
Product variety refers to the different product designs or types
that are produced in a plant
¤ Hard product variety is when the products differ substantially
 the variety between different product categories
¤ Soft product variety is when there are only small differences
between products  the variety between different models within
the same product category
When product variety is high, production quantity tends to
be low; and vice versa  inverse correlation
Production Quantity vs Product Variety
22

23

Project – makes one or limited quantities of
customized products
¤ Includes production of some or all unique
components of products
¤ Products are typically unique, singleness of purpose,
and complex interdependencies.
¤ It has definite life cycle, specific deliverable, specific
due date
¤ Equipment is general purpose
¤ Typical layout – Fixed position (site) layout
Low Production Quantity
24

Fixed-Position Layout
25

Job shop – makes low quantities of
specialized products
¤ Wide spectrum of product variety and continually
development
¤ Equipment is general purpose
¤ Variable routing
¤ Typical layout – Process Layout
Low Production Quantity
26

Process Layout
27

Batch production – A batch of a given
product is produced, and then the facility is
changed over to produce another product
¤ Hard product variety
¤ Changeover takes time – setup time
¤ Typical layout – process layout
Medium Production Quantities
28

Cellular manufacturing – A mixture of
products is made without significant
changeover time between products
¤ Similar (fixed) routing in flow within
manufacturing cell, and variable routing in
flow between manufacturing cells
¤ Soft product variety
¤ Typical layout – cellular (group technology)
layout
Medium Production Quantities
29

Cellular Layout
30

Quantity production – Equipment is
dedicated to the manufacture of one product
¤ Standard machines tooled for high
production (e.g., stamping presses, molding
machines)
¤ Typical layout – process layout
High Production (mass production)
31

Flow shop or flow line production –
Multiple workstations arranged in sequence
¤ Product requires multiple processing or
assembly steps
¤ Continuous or intermittent flow of production
¤ Synchronous or asynchronous processing
capacity
¤ Typical layout – product layout
High Production (mass production)
32

Product Layout
33

34
Production Quantity
Fixed
Position
Layout
1,000,00010,0001001
Product
Layout
Process
Layout
Types of facilities and layouts used for different levels of production
quantity and product variety
Cellular
LayoutProject
Job
Shop
Quantity Production
Flow Shop /
Flow Line Production
Batch
Production
Cellular
Manufacturing
ProductVariety

Plant Layout
35
Fixed Position
Layout
Cellular
Layout
Process
Layout
Product
Layout

Convenient measure of the size of the system
¤ Let n = number of workstations
¤ Individual workstations can be identified by subscript
i, where i = 1, 2,...,n
Affects performance factors such as workload
capacity, production rate, and reliability
¤ As n increases, this usually means greater workload
capacity and higher production rate
¤ There must be a synergistic effect that derives from n
multiple stations working together vs. n single
stations
Number of Workstations
36

Applies mainly to multi-station systems
Fixed routing vs. variable routing
¤ In systems with fixed routing, workstations are usually
arranged linearly
¤ In systems with variable routing, a variety of layouts
are possible
System layout is an important factor in
determining the most appropriate type of
material handling system
System Layout
37

System Layout
38
Horizontal Flow Pattern

System Layout
39
Vertical Flow Pattern

Automation level of workstations or production facilities
1. Manually operated
2. Semi-automated
3. Fully automated
Human participation in the manufacturing processes:
1. Manual work systems
2. Worker-machine systems
3. Automated systems
Manning level in attendance at workstation
1. Worker must be at the station continuously
2. Dominated by manual operations
3. Dominated by some form of automation
Automation and Manning Levels
40

“The degree to which the system is capable of
dealing with variations in the parts or products it
produces”
Three cases:
1. Single-model case - all parts or products are identical
(sufficient demand/fixed automation)
2. Batch-model case - different parts or products are produced
by the system, but they are produced in batches because
changeovers are required (hard product variety)
3. Mixed-model case - different parts or products are produced
by the system, but the system can handle the differences
without the need for time-consuming changes in setup
(soft product variety)
Part or Product Variety: Flexibility
41

Product Variety in Manufacturing Systems
42
Single-model case
batch model case
mixed-model case

Identification of the different work units
¤ The system must be able to identify the differences
between work units in order to perform the correct
processing sequence
Quick changeover of operating instructions
¤ The required work cycle programs must be readily
available to the control unit
Quick changeover of the physical setup
¤ System must be able to change over the fixtures and
tools required for the next work unit in minimum
time
Enablers of Flexibility
43

Manufacturing Systems High Complexity
44

Manufacturing Systems Low Complexity
45

Single-station cells
¤ n = 1
¤ Manual or automated
Multi-station systems with fixed routing
¤ n > 1
¤ Typical example: production line
Multi-station systems with variable routing
¤ n > 1
Overview of Classification Scheme
46

n = 1
Two categories:
1. Manned workstations - manually operated or semi-
automated production machine
2. Fully automated machine
Most widely used manufacturing system -
reasons:
¤ Easiest and least expensive to implement
¤ Most adaptable, adjustable, and flexible system
¤ Can be converted to automated station if
demand for part or product justifies
Single-Station Cells
47

n > 1
Common example = production line - a series of
workstations laid out so that the part or product
moves through each station, and a portion of the
total work content is performed at each station
Conditions favoring the use of production lines:
¤ Quantity of work units is high
¤ Work units are similar or identical, so similar
operations are required in the same sequence
¤ Total work content can be divided into separate tasks
of approximately equal duration
Multi-Station Systems with Fixed Routing
48

n > 1
Defined as a group of workstations organized to
achieve some special purpose, such as:
¤ Production of a family of parts requiring similar (but
not identical) processing operations
¤ Assembly of a family of products requiring similar (but
not identical) assembly operations
¤ Production of a complete set of components used to
assemble one unit of a final product
Typical case in cellular manufacturing
Multi-Station Systems with Variable Routing
49

Manufacturing Support
Systems
50

Information processing cycle in manufacturing support systems
Manufacturing Support Systems
51

Involves a cycle of information-processing
activities that consists of four functions:
1. Business functions - sales and marketing, order
entry, cost accounting, customer billing
2. Product design - research and development,
design engineering, prototype shop
3. Manufacturing planning - process planning,
production planning, MRP, capacity planning
4. Manufacturing control - shop floor control,
inventory control, quality control
Manufacturing Support Systems
52

Business Functions
¤ The principal means of communicating with the
customer
¤ The beginning and the end of the information-
processing cycle
¤ Including sales and marketing, sales forecasting,
order entry, cost accounting, and customer billing
¤ Forms of the production order:
• An order to manufacture an item to the customer’s specifications
• A customer order to buy one or more of the manufacturer’s
proprietary products
• An internal company order based on a forecast of future
demand for a proprietary products
Business Functions
53

Product Design
¤ If the product is to be manufactured to customer design, the
design will have been provided by the customer
¤ If the product is to be produced to customer specifications, the
manufacturer’s product design department may be contracted to
do the design work for the product as well as to manufacture it
¤ If the product is proprietary, the manufacturing firm is
responsible for its development and design
• Market-pull products. The firm finds a market opportunity and a technology
to meet customer's needs. Thermo care.
• Technology-push products. The firm begins with a new technology and then
finds a market for it.
¤ The departments of the firm that are organized to accomplish
product design might include research and development,
design engineering, drafting, and perhaps a prototype shop
Product Design
54

Manufacturing Planning
¤ The information-processing activities in manufacturing
planning include process planning and production
planning (master scheduling, requirements planning,
and capacity planning).
¤ The customer order decoupling point (CODP)
identifies the point in the material flow where the
product is linked to a specific customer.
¤ The firm makes manufacturing planning based on
CODP by anticipation of customer orders at the
upstream CODP and response to customer orders
at the downstream of CODP
Manufacturing Planning
55

Manufacturing Control
¤ Managing and controlling the physical operations in
the factory to implement the manufacturing plans
¤ Including
• Shop Floor Control. It deals with the problem of monitoring
the progress of the product as it is being processed,
assembled, moved, and inspected in the factory.
• Inventory Control. It attempts to strike a proper balance
between the danger of too little inventory (with possible
stock-outs of materials) and the carrying cost of too much
inventory.
• Quality Control. The mission is to ensure that the quality
of the product and its components meet the standards
specified by the product designer.
Manufacturing Control
56

The customer order decoupling point (CODP)
determines how and when the firm response to allocate
product to the customer.
The CODP divides the operations stages that are
forecast-driven (upstream of the CODP) from those that
are customer order-driven (the CODP and downstream).
There several CODP positioning strategies that can be
decided by manufacturing firm to satisfy customer
demand in a decent leadtime.
Make to Stock (MTS), Make to Order (MTO), Assemble to
Order (ATO), Engineer to Order (ETO), Purchase to Order
(PTO).
CODP Positioning Strategy
57

The manufacturing firm serves customers by selling and
delivering product from the finished goods inventory,
includes inventory in the distribution network systems.
The firm runs the whole production processes based on
forecasting. The production processes start from the
processing of raw materials to finished goods without
waiting for receipt of customer orders. The products will
be stored in its storage or distribution network system.
The firm prevents shortage at the finished goods
inventory.
Make To Stock (MTS)
58

The manufacturing firm serves customers by
accomplishing the production processes of materials
from the raw materials inventory and delivering the
products.
The firm runs the whole production processes
responding to customer order. The production processes
starts from the processing of raw materials to finished
goods after receive customer order. It delivers the
products before the due date.
The firm prevents shortage at the raw materials
inventory.
Make To Order (MTO)
59

The manufacturing firm serves customers by conducting
the assembly processes of preassembled modules from
the components inventory and delivering the products.
The firm runs the fabrication processes based on
forecasting and the assembly processes responding to
customer order. It stores the components in its storage.
It delivers the final assembly before the due date.
The firm prevents shortage at the components inventory.
Assemble To Order (ATO)
60

The manufacturing firm serves customers by purchasing
the materials, processing them and delivering the
finished products.
The firm runs the whole production processes
responding to customer order, including materials
procurement. It starts from material procurement after
receive customer order until the production processing of
raw materials to finished goods. It delivers the products
before the due date.
The firm maintains materials availability from its
suppliers.
Purchase To Order (PTO)
61

The manufacturing firm serves customers by creating
product design that satisfy customer needs, making it
and delivering it.
When the customer order received, it starts to design
exclusively in accordance with consumer needs
(customization or tailor-made), including the materials. It
delivers the products before the due date.
It does not have to control raw materials inventory. It will
purchase materials after the customer confirms the
design.
The firm has to maintain a cooperation network with
several suppliers.
Engineer To Order (ETO)
62

CODP Positioning Strategy
63

Push system: the production system for
moving work where output is pushed to
the next station as it is completed
Pull system: the production system for
moving work where a workstation pulls
output from the preceding station as
needed.
The Push/Pull Production System
64

65

Push System
Schedule work
releases based on
demand
Inherently due-date
driven
Control release rate,
observe WIP level
Pull System
Authorize work
releases based on
system status
Inherently rate driven
Control WIP level,
observe throughput
66

67

68
From
Supplier
To
Customer
Process A
Lot = 15/cycle
Defect = 10%
Process B
Lot = 20/cycle
Defect = 5%
Customer order = 10.000 units

PUSH SYSTEM
69
From
Supplier
To
Customer
Process A
Lot = 15/cycle
Defect = 10%
Process B
Lot = 20/cycle
Defect = 5%
Number of Lot on Process B =
10.000 X ((100%) / (100% - 5%))
20
= 526,3158 ≈ 527 Lots ≈ 10.540 units
Number of Lot on Process A =
10.540 X ((100%) / (100% - 10%))
15
= 780,7407 ≈ 781 Lots ≈ 11.715 units
11.715 units
defects
good
defects
good
10.000
units
all
transfered

PULL SYSTEM
Lot size of bin A (output of process A) = 15 units
Lot size of bin B (output of process B) = 20 units
The finished goods storage withdraws 500 empty-bin B
The process B takes item from filled-bin A to produce filled-bin B, and
withdraws empty-bin A every 15 units consumption.
The process A takes item from filled-bin materials to produce filled-bin A, and
withdraws empty-bin materials.
70
From
Supplier
To
Customer
Process A
Lot = 15/cycle
Defect = 10%
Process B
Lot = 20/cycle
Defect = 5%
defects defects
transfer
filled-bin B
10.000 units
consume
20/cycle
transfer
filled-bin Aconsume
15/cycle
Do empty-bin BDo empty-bin A
withdraw 500
empty-bin B
withdraw
empty-bin Awithdraw empty-
bin materials

Automation in
Production Systems
71

Two categories of automation in the production
system:
1. Automation of manufacturing systems in the factory
2. Computerization of the manufacturing support
systems
The two categories overlap because
manufacturing support systems are connected
to the factory manufacturing systems
¤ Computer-Integrated Manufacturing (CIM)
Automation in Production Systems
72

Computer Integrated Manufacturing
73

Examples:
Automated machine tools
Transfer lines
Automated assembly systems
Industrial robots that perform processing or assembly
operations
Automated material handling and storage systems to
integrate manufacturing operations
Automatic inspection systems for quality control
Automated Manufacturing Systems
74

Three basic types:
1. Fixed automation
2. Programmable automation
3. Flexible automation
Automated Manufacturing Systems
75

A manufacturing system in which the sequence of
processing (or assembly) operations is fixed by the
equipment configuration
Typical features:
Suited to high production quantities
High initial investment for custom-engineered equipment
High production rates
Relatively inflexible in accommodating product variety
Fixed Automation
76

A manufacturing system designed with the
capability to change the sequence of operations to
accommodate different product configurations
Typical features:
High investment in general purpose equipment
Lower production rates than fixed automation
Flexibility to deal with variations and changes in product
configuration
Most suitable for batch production
Physical setup and part program must be changed
between jobs (batches)
Programmable Automation
77

An extension of programmable automation in
which the system is capable of changing over from
one job to the next with no lost time between jobs
Typical features:
High investment for custom-engineered system
Continuous production of variable mixes of products
Medium production rates
Flexibility to deal with soft product variety
Flexible Automation
78

Automation Types
79

Objectives of automating the manufacturing support
systems:
To reduce the amount of manual and clerical effort in
product design, manufacturing planning and control, and
the business functions
Integrates computer-aided design (CAD) and computer-
aided manufacturing (CAM) in CAD/CAM
CIM includes CAD/CAM and the business functions of
the firm
Computerized Manufacturing Support Systems
80

1. To increase labor productivity
2. To reduce labor cost
3. To mitigate the effects of labor shortages
4. To reduce or remove routine manual and clerical tasks
5. To improve worker safety
6. To improve product quality
7. To reduce manufacturing lead time
8. To accomplish what cannot be done manually
9. To avoid the high cost of not automating
Reasons for Automating
81

1. The Understand-Simplify-Automate
Principle
2. Ten Strategies for Automation and
Process Improvement
3. Automation Migration Strategy
Automation Principles and Strategies
82

1. Understand the existing process
¤ Input/output analysis
¤ Value chain analysis
¤ Charting techniques and mathematical modeling
1. Simplify the process
¤ Reduce unnecessary steps and moves
1. Automate the process
¤ Ten strategies for automation and production
systems
¤ Automation migration strategy
The Understand-Simplify-Automate Principle
83

1. Specialization of operations
2. Combined operations
3. Simultaneous operations
4. Integration of operations
5. Increased flexibility
6. Improved material handling and storage
7. On-line inspection
8. Process control and optimization
9. Plant operations control
10.Computer-integrated manufacturing
Ten Strategies for Automation
84

1. Phase 1 – Manual production
¤ Single-station manned cells working independently
¤ Advantages: quick to set up, low-cost tooling
1. Phase 2 – Automated production
¤ Single-station automated cells operating
independently
¤ As demand grows and automation can be justified
1. Phase 3 – Automated integrated production
¤ Multi-station system with serial operations and
automated transfer of work units between stations
Automation Migration Strategy
85

Automation
Migration
Strategy

Classification of automation level:
1. Manually operated systems
2. Semi-automated systems
3. Fully automated systems
Automation Level on Production System
87

Manually operated systems are controlled or supervised by
a human worker. The machine provides the power for the
operation and the worker provides the control. The entire
work cycle is operator controlled.
Manually Operated Systems
88

A semi-automated system performs a portion of the work
cycle under some form of program control, and a worker
tends to the machine for the remainder of the cycle. Typical
worker tasks include loading and unloading parts
Semi-Automated Systems
89

Fully-automated systems are most operated by machines.
Machine operates for extended periods (longer than one
work cycle) without worker attention (periodic tending may
be needed).
Fully-Automated Systems
90

The categories of the human participation in the
processes performed by the manufacturing
system:
1. Manual work systems
2. Worker-machine systems
3. Automated systems
Human Participation in Manufacturing Systems
91

Manual Work System
92
Manual work systems - a worker performing one or
more tasks without the aid of powered tools, but
sometimes using hand tools

Worker-Machine System
93
Worker-machine systems - a worker operating
powered equipment

Automated System
94
Automated systems - a process performed by a
machine without direct participation of a human

The long term trend is toward greater use of
automated systems to substitute for manual
labor. Manual labor are important resources
in the production system, also in the modern
one.
Manual labor in factory operations
Labor in manufacturing support systems
Manual Labor in Production System
95

1. Some countries have very low labor rates and
automation cannot be justified
2. Task is too technologically difficult to automate
3. Short product life cycle
4. Customized product requires human flexibility
5. To cope with ups and downs in demand
6. To reduce risk of product failure
Manual Labor in Factory Operations
96

1. Product designers who bring creativity to the
design task
2. Manufacturing engineers who
¤ Design the production equipment and tooling
¤ And plan the production methods and routings
1. Equipment maintenance
2. Programming and computer operation
3. Engineering project work
4. Plant management
Manual Labor in Manufacturing Support Systems
97

Manning level Mi = proportion of time worker
is in attendance at station i
¤ Mi = 1 means that one worker must be at the
station continuously
¤ Mi ≥ 1 indicates manual operations
¤ Mi < 1 usually denotes some form of
automation
Manual Labor and Manning Levels
98

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02 elements of production systems

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