1. Ch 1 Introduction Sections: Production Systems
Automation in Production Systems
Manual Labor in Production Systems
Automation Principles and Strategies
Organization of the Book
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2. Manufacturing
Manufacturing  manus (hand) + factus (make)  made by hand Small shops  Factories Handicraft techniques  Machines Workers see the entire product  Specialization
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3. The Realities of Modern Manufacturing
Globalization - Once underdeveloped countries (e.g., China, India, Mexico) are becoming major players in manufacturing
International outsourcing - Parts and products once made in the United States by American companies are now being made offshore (overseas) or near-shore (in Mexico and Central America)
Local outsourcing - Use of suppliers within the U.S. to provide parts and services
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4. More Realities of Modern Manufacturing
Contract manufacturing - Companies that specialize in manufacturing entire products, not just parts, under contract to other companies
Trend toward the service sector in the U.S. economy
Quality expectations - Customers, both consumer and corporate, demand products of the highest quality
Need for operational efficiency - U.S. manufacturers must be efficient in their operations to overcome the labor cost advantage of international competitors
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5. Modern Manufacturing Approaches and Technologies
Automation - automated equipment instead of labor (reduces labor cost, decreases production cycle times, increases product quality and consistency)
Material handling technologies - manufacturing usually involves a sequence of activities; material handling provides transportation, storage and tracking of materials through the plant
Manufacturing systems - integration and coordination of multiple automated or manual workstations through material handling technologies
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6. Modern Manufacturing Approaches and Technologies
Flexible manufacturing - to compete in the low-volume/high-mix product categories
Quality programs - to achieve the high quality expected by today's customers
Computer Integrated Manufacturing (CIM) - to integrate design, production, and logistics
Lean production - more work with fewer resources
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7. Production System Defined
“A collection of people, equipment, and procedures organized to accomplish the manufacturing operations of a company”
Two categories:
Facilities – the factory and equipment in the facility and the way the facility is organized (plant layout)
Manufacturing support systems – the set of procedures used by a company to manage production and to solve technical and logistics problems in ordering materials, moving work through the factory, and ensuring that products meet quality standards
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8. The Production System Fig. 1.1 White collar Blue collar
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9. Production System Facilities
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
Stand-alone workstation and worker
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10. Manufacturing Systems
Three categories in terms of the human participation in the processes performed by the manufacturing system:
Manual work systems - a worker performing one or more tasks without the aid of powered tools, but sometimes using hand tools
Worker-machine systems - a worker operating powered equipment
Automated systems - a process performed by a machine without direct participation of a human
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11. Manual Work System (Fig. 1.2.a)
A manual work system consists of one or more workers performing one or more tasks without the aid of powered tools.
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12. Worker-Machine System (Fig. 1.2.b)
A human worker operates a powered machine, such as a machine tool or other production machine.
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13. Automated System (Fig. 1.2.c)
An automated system is one in which a process is performed by a machine without the direct participation of a human worker.
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14. Automated System
A semi-automated machine performs a portion of the work cycle under some form of program control, and a human worker tends to the machine for the remainder of the cycle, by unloading and loading it, or performing some other task each cycle.
A fully automated machine has the capacity to operate for extended periods of time with no human attention.
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15. Manufacturing Support Systems
“People and procedures by which a company manages its production
Operations”
Design the process and equipment
Plan and control the production orders
Satisfy product quality requirements
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16. Manufacturing Support Systems
Involves a cycle of information-processing activities that consists of four functions:
Business functions – principal means of communicating with customer
The production order will be in one of the following forms:
an order to manufacture an item to the customer’s specifications
a customer order to buy manufacturer’s product
an internal company order based on a forecast of future demand
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17. Manufacturing Support Systems
Product design - research and development, design engineering, prototype shop
Manufacturing planning – the information and documentation that constitute the product design flows into the manufacturing planning function
Process planning: consists of determining the sequence of individual processing and assembly operations needed to produce the part
Master Production Schedule (MPS) is a listing of the products to be made, the dates on which they are to be delivered, and the quantities of each
Materials Requirement Planning (MRP): planning of individual components and subassemblies that make up each product
Capacity planning is concerned with manpower and machine resources of the firm
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18. Manufacturing Support Systems
Manufacturing control – concerned with managing and controlling the physical operations in the factory to implement the manufacturing plans
Shop floor control deals with the problem of controlling the progress of the product as it is being processed, assembled, moved, and inspected in the factory
Inventory control attempts to strike a proper balance between the risk of too little inventory (with possible stock-out of materials) and the carrying cost of too much inventory, i.e. what to order and when to order
Quality control ensures that the quality of product and its components meet the standards specified by the product designer
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19. Information Processing Cycle in Manufacturing Support Systems
Fig. 1.3
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20. Automation in Production Systems
Two categories of automation in the production system:
Automation of manufacturing systems in the factory
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)
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21. Computer Integrated Manufacturing
Fig. 1.4 Opportunities for automation and computerization in a production system
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22. Automated Manufacturing Systems
processing
assembly
inspection
material handling
They are called automated because they perform their operations with a reduced level of human participation compared with the corresponding process (sometimes virtually no human participation)
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23. Automated Manufacturing Systems
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
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24. Automated Manufacturing Systems
Three basic types:
Fixed automation
Programmable automation
Flexible automation
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25. Fixed Automation
“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
Transfer Lines
Automated Assembly Lines
The economic justification for fixed automation is found in products that are produced in very large quantities.
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26. Fixed Automation
The economic justification for fixed automation is found in products that are produced in very large quantities
Transfer lines
Automated assembly lines
Transfer Lines
Automated Assembly Lines
The economic justification for fixed automation is found in products that are produced in very large quantities.
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27. Programmable Automation
“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)
Numerically controlled (NC) machine tools
Industrial robots
Programmable logic controllers
The operation sequence is controlled by a PROGRAM which is a set of instructions coded so that they can be read and interpreted by the system (new programs can be prepared and entered into equipment to produce new products).
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28. Programmable Automation
The operation sequence is controlled by a program, which is a set of instructions coded so that they can be read and interpreted by the system.
New programs can be prepared and entered into equipment to produce new products.
Numerically controlled (NC) machine tools
Industrial robots
Programmable logic controllers
Numerically controlled (NC) machine tools
Industrial robots
Programmable logic controllers
The operation sequence is controlled by a PROGRAM which is a set of instructions coded so that they can be read and interpreted by the system (new programs can be prepared and entered into equipment to produce new products).
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29. Flexible Automation
“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 manufacturing systems
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30. Product Variety and Production Quantity for Three Automation Types
Fig. 1.5
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31. Computerized Manufacturing Support Systems
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
The term CIM denoted the pervasive use of computer systems to design the products, plan the production, control the operations, and perform the various information-processing functions needed in a manufacturing firm.
The term CIM denotes the pervasive use of computer systems to design the products, plan the production, control the operations and perform the various information processing functions needed in amanufacturing firm.
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32. Reasons for Automating
To increase labor productivity
To reduce labor cost
To mitigate the effects of labor shortages
To reduce or remove routine manual and clerical tasks
To improve worker safety
To improve product quality
To reduce manufacturing lead time
To accomplish what cannot be done manually
To avoid the high cost of not automating
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33. Manual Labor in Production Systems
Is there a place for manual labor in the modern production system?
Answer: YES
Two aspects:
Manual labor in factory operations
Labor in manufacturing support systems
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34. Manual Labor in Factory Operations
The long term trend is toward greater use of automated systems to substitute for manual labor
When is manual labor justified?
Some countries have very low labor rates and automation cannot be justified
Task is too technologically difficult to automate
Short product life cycle
Customized product requires human flexibility
To cope with ups and downs in demand
To reduce risk of product failure
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35. Labor in Manufacturing Support Systems
Product designers who bring creativity to the design task
Manufacturing engineers who
Design the production equipment and tooling, and
Plan the production methods and routings
Equipment maintenance
Programming and computer operation
Engineering project work
Plant management
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36. Automation Principles and Strategies
The preceding discussion leads us to conclude that automation is not always the right answer for a given production situation. A certain caution and respect must be observed in applying automation technologies.
The USA Principle
Ten Strategies for Automation and Process Improvement
Automation Migration Strategy
The preceding discussion leads us to conclude that automation is not always the right answer for a given production situation.
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37. U.S.A Principle Understand the existing process Input/output analysis
Value chain analysis
Charting techniques and mathematical modeling
Simplify the process
Reduce unnecessary steps and moves
Automate the process
Ten strategies for automation and production systems
Automation migration strategy
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38. Ten Strategies for Automation and Process Improvement
If automation seems a feasible solution to improving productivity, quality or other measure of performance, then the following ten strategies provide a road map to search for these improvements.
Specialization of operations: The use of special-purpose equipment designed to perform one operation with the greatest possible efficiency.
Combined operations: Involves reducing the number of distinct production machines or workstations through which the part must be routed. Saves setup, material handling effort, waiting time, lead time.
Simultaneous operations: Reduces total processing time.
If automation seems a feasible solution to improving productivity, quality or other measure of performance, then the following ten strategies provide a road map to search for these improvements:
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39. Ten Strategies for Automation and Process Improvement
4. Integration of operations: Linking several workstations together into a single integrated mechanism, using automated work handling devices to transfer parts between stations.
5. Increased flexibility: Attempts to achieve maximum utilization of equipment for job-shop and medium-volume situations by using the same equipment for a variety of parts or products (reduce setup and programming time).
6. Improved material handling and storage: Reduces WIP and shortens manufacturing lead time.
If automation seems a feasible solution to improving productivity, quality or other measure of performance, then the following ten strategies provide a road map to search for these improvements:
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40. Ten Strategies for Automation and Process Improvement
7. On-line inspection: Permits corrections to the process as the product is being made (reduces scrap, improves quality)
8. Process control and optimization: Control at process/machine level
9. Plant operations control: Control at plant level
10. Computer-integrated manufacturing: Integration of factory operations with design and the business functions.
If automation seems a feasible solution to improving productivity, quality or other measure of performance, then the following ten strategies provide a road map to search for these improvements:
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41. Automation Migration Strategy For Introduction of New Products
A formalized plan for evolving the manufacturing systems used to produce new products as demand grows.
Phase 1 – Manual production
Single-station manned cells working independently
Advantages: quick to set up, low-cost tooling
Phase 2 – Automated production
Single-station automated cells operating independently
As demand grows and automation can be justified
Phase 3 – Automated integrated production
Multi-station system with serial operations and automated transfer of work units between stations
A formalized plan for evolving the manufacturing systems used to produce new products as demand grows.
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42. Automation Migration Strategy
Fig. 1.6
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43. Organization of the Book
Overview of Manufacturing
Automation and Control Technologies
Material Handling and Identification Technologies
Manufacturing Systems
Quality Control in Manufacturing Systems
Manufacturing Support Systems
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44. Organization of the Book
Fig.1.7
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