Production Systems

Production System
Production System is
the collection of
people
equipment
procedures
Production System
Manufacturing
Support System
Facilities
Factory Equipment
In modern manufacturing operations,

portions of the Production System are
automated and/or computerized.
IE321 Industrial Production Systems
IIKIE
organized to accomplish the

manufacturing operations of
a company.
Manufacturing Support System
set of procedures used by the company
manage production
solve problems (technical, logistic),
moving work through the factory
quality standards
product design
information technology
Facilities
the factory
the equipment in the factory
production machines & tooling
material handling equipment
inspection equipment
computer that control mfg. ops.
the way the equipment is organized
plant layout
Production System - Facilities
IIKIE
Manufacturing Systems are logical groupings of

facilities, workers, and policies
individual work cells:
a single production
machine
a worker assigned
assigned to that
machine
a production line:
multiple workstations
connected by a conveyor
IIKIE
A manufacturing company attempts to organize its facilities

in the most efficient way to serve the particular mission of
that plant.
Over the years, certain types of production facilities have
come to be recognized as the most appropriate way to organize
for a given type of manufacturing.
Type of product: type of operations that product needs
discrete parts not fluids or bulk

Production :
Quantity
Product
Variety
Product Variety
IIKIE
number of units of a given part or product produced

annually by the plant
refers to the different product designs or types that are
produced in a plant
(shape, size, style, function, market focus, components,...)
Low
Medium
High
1
100
10,000
Production Quantity
1,000,000
4
IIKIE
Variety is less quantitative than Quantity

Hard Product Variety
Soft Product Variety
car vs truck
models of cars
May use the same production

line for different models
sedan, hatchback, convertible,...
(from the same company)
Common parts is an indicator of lack of variety

Hard Product Variety
Soft Product Variety
different product categories

within the same prod. category
Work Organization usually depends on the Product Variety
IIKIE
Low Quantity Production

1-100 units/year
Job Shop Fixed Position Layout
IIKIE

1-100 units/year
Process Layout Arrangement by function or type
IIKIE

Job Shop
specialized and customized products
typically complex products
space capsules boats and ships
aircrafts
heavy machinery
special machinery locomotives and wagons
can be also component parts for products
special orders, repeat orders may not occur
equipment: general purpose
labor force: highly skilled
IIKIE

Job Shop
designed for maximum flexibility
wide part & product variations
Fixed Position Layout
large and heavy products remain in a single location
workers and equipment are brought to the product
(may also build in large modules at different locations
then bring together for final assembly)
IIKIE

Process Layout
equipment is arranged according to function or type
may be used for producing components of large products
for example each in one department
lathing sheet metal work welding
milling cutting
grinding
boring heat treatment painting
different parts requiring different operation sequences are
routed through the departments in the particular order
needed for their processing, usually in batches
10
IIKIE

Process Layout
Pros: flexibility, great variety of alternative operation
sequences for different part configurations
Cons: the machinery and methods to produce a part
are not designed for high efficiency
much material handling is required to move parts
between departments, in-process-inventory (WIP)
can be high
11
IIKIE
Medium Quantity Production

100 - 10,000 units annually
Batch Production
product variety hard
make-to-Stock situations items are made to replenish inventory to
be gradually depleted by demand
12
IIKIE

100 - 10,000 units annually
Cellular Production
product variety soft
13
IIKIE

Batch Production
facility is changed over to produce a batch of the next product, after one
batch is made
orders for products are frequently repeated
equipment capacity can be shared among multiple products
Setups (changeovers) between products take time
setup time / changeover time (waste of prod.capacity)
change tooling test run
setup the machine calibrate
reprogram the machine supervisor need
Process Layout is usually used
14
IIKIE

Cellular Production
no extensive changeovers between products
the equipment is configured so that groups of similar parts or products
can be made on the same equipment without siginificant loss of time for
changeovers
processing or assembly of different parts or products is accomplished in
cells consisting of several workstations or machines
cells are designed to produce a limited variety of products specialized in
production of a given set of similar parts or products
Group Technology: clustering parts + designing cells
Cellular Layout is used
15
IIKIE
High Quantity Production

10,000 to millions of units per year
mass production
production facility is dedicated to the manufacture of a product with
high demand rate
Quantity Production
Flow Line Production
16
IIKIE

Quantity Production
single part on single pieces of equipment
standard machines (stamping press) equipped with special tooling (dies
and material handling devices) in effect dedicating the equipment to the
production of one part type
for example: nuts & bolts
Process Layout is used typically
product 1
product 3
product 2
product 4
17
IIKIE

Flow Line Production
multiple workstations arranged in sequence
parts or assemblies are physically moved through the sequence to
complete the product
workstations consist of production machines and/or workers equipped
with specialized tools
the collection of stations is designed specifically for the product to
maximize efficiency
Product Layout is used
18
IIKIE

Flow Line Production Example:
assembly line (cars, household appliences)
pure flow line: no variations in the products made on the line single model
production line (each product is identical)
model variations, styles, options are needed to increase marketability
suiting the individual customers taste
mixed model production line: soft variety is made on the line (modern
automobile industry, same basic design, different nameplates, options,
variations coming from the same line)
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Product Variety
fixed position
layout
IIKIE
process
layout
Job Shop
cellular
layout
Batch
Production
Cellular
Manufacturing
Quantity
product
layout
Flowline
Mass Production
10,000
100
1,000,000
Production Quantity
20
Manufacturing Support Systems
IIKIE
Production System
Manufacturing
Support System
A manufacturing company
organizes its facilities in the most
efficient way to serve its mission
-Design the processes and equipment
-Plan and Control the production orders
-Satisfy Product Quality Requirements
Facilities
Factory Equipment
21
IIKIE

people and procedures by which a company manages its production
operations
does not necessarily comes in contact with the product but plan and
control but plan and control its progress through the factory
22
Customer
order
Product
Design
Product
Research&Development
Design
Drafting/Prototype Shop
Design Engineering
Business
Functions
Business
marketing
Functions
forecasting
order entry
cost accounting
customer billing
Production
System
Facilities
IIKIE
types of orders:
manufacture to customers specs
manufacturers proprietary products
internal order based on a forecast
types of design:
customer design
customer specification
proprietary product
Manufacturing
Planning
Manufacturing
Process
Planning
Planning
Master
Production Schedule
Materials Requirements Planning
Capacity Planning
Manufacturing
Control
Manufacturing
Shop Floor Control
Control
Inventory Control
Quality Control
23
Automation
IIKIE
Automation in Production Systems

technology concerned with application of mechanical, electronic, and
computer based systems to operate and control parts of or the entire
production with reduced or no human input
Automation of the manufacturing systems in the factory floor are often
implemented by computer systems
Computerization of the manufacturing support systems such as
sales forecasting, customer relations, product design, process design,
manufacturing planning and control
Both systems are connected to the computerized manufacturing support
systems and management information systems operating at the plant and
enterprise levels. This extensive use of computers computers in production
systems is often referred to as Computer Integrated Manufacturing
24
Automation
IIKIE
Production System
Computer Integrated Manufacturing
Manufacturing
Support Systems
Potential Computerization
Applications
Facilities
Factory Equipment
Potential Automation
Applications
25
Automation
IIKIE
Automated Manufacturing Systems

perform their operations with reduced level of human participation
compared with their corresponding manual processes.
automated machine tools that process parts (processing)
transfer lines performing a series of machining operations
automated assembly (assembly)
mfg systems that use industrial robots to perform processing and/or
assembly operations
automatic material handling and storage systems to integrate mfg ops
automatic inspection systems for quality control
or combination of processing, assembly, inspection, and mtrl handling
within the same system
There are three basic types:
Fixed Automation
Programmable Automation
Flexible Automation
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Automation
IIKIE
Fixed Automation
sequence of processing/assembly operations are fixed by the
equipment configuration. Each of the operations in the sequence
is usually simple such as linear or rotational movement or a
combination of the two. Integration and coordination of many such
operations into one piece of equipment makes the system complex.
Example: feeding a rotating spindle
high initial investment for custom-engineered equipment
high production rates
relatively inflexible in accomodating product variety
economical justification is the large quantities and high production
rates
27
Automation
IIKIE
Programmable Automation
capability to change sequence of operations to accomodate different
product configurations. Operation sequence is controlled by a program,
a set of coded instructions. New programs can be prepared and entered
into the equipment.
Example: computer numerical control (CNC) milling machine, industrial
robots, programmable logic controllers
high initial investment in general purpose equipment
lower production rates than fixed automation
flexibility to deal with variations and changes in product configurations
suitable for low and medium volume batch production
Each batch requires reprogramming and a changeover: reprogramming,
altering the physical setup, loading tools, attaching fixtures, adjusting
machine settings.
Typical cycle involves: setup + production
28
Automation
IIKIE
Flexible Automation
capability to produce a variety of parts or products with virtually
no time lost for changeovers from one style to the next. No need to
use batch production. The differences between parts processed by
the system should not be significant, soft variety.
Example: flexible manufacturing systems (FMS) dating back to late 1960s
high initial investment for custom engineered systems
continuous production of variable mixture of products
medium production rates
flexibility to deal with product design variations
29
Product Variety
Automation
IIKIE
Programmable
Automation
Flexible
Automation
Manual
Production
Fixed
Automation
1
10,000
100
1,000,000
Production Quantity
30
Computer Integrated Manufacturing
IIKIE
Abbreviated as CIM, Computer Integrated Manufacturing is

the pervasive
use of
computers in
designing of the products

planning the production
controling the operations
performing various business related functions
aims at reducing the amount of manual and clerical effort

ideally true CIM integrates all of these functions in one system
throughout the enterprise
CAD the use computers to support the product design function
CAM the use of computers to support manufacturing engineering
such as process planning or numerical control part programming
CIM = CAD/CAM +
manufacturing related
business functions
31
Computerized MSS
IIKIE
Product
design
Business
functions
Raw
materials
Factory operations:
Processing
Material handling
Inspection, etc
Manufacturing
planning
Finished
products
Manufacturing
control
32
Reasons for Automating
IIKIE
Increasing the level of automation is not necessarily the right direction for a
given production situation. Here are some of the reasons used to justify
automation:
1. To increase labor productivity
2. To reduce labor cost
3. To mitigate the effects of labor shortages
4. To reduce or eliminate routine manual and clerical tasks
5. To improve worker safety
6. To improve product quality
7. To reduce manufacturing lead time
8. To accomplish processes that cannot be done manually
9. To avoid the cost of not automating
33
Manual Labor
IIKIE
Manual labor will be required, for the foreseeable future, to manage and
maintain the plant even in those cases where they do not participate in
directly in its manufacturing operations.
Manual Labor in Factory Operations
There is a long term trend of greater use of automated machines and every
reason to believe the trend will continue. Economics, namely hourly labor
cost, is still the major determinant. Average wages in some countries are so
low, most automation projects are impossible to justify on the basis of cost
reduction (Mexico, China, India, so on). Other reasons not to automate:
Task is too technologically difficult to automate
physical access to work location
adjustments required in the task
manual dexterity requirements
demands on hand eye coordination
34
Manual Labor
IIKIE
Short product life cycle

design and introduction time is too short
product on the market for a short period of time
tooling for manual production vs automation
Customized product
one of a kind item, unique features
manual labor is versatile and adaptable, more flexible than any machine
To cope with ups and downs in demand
manual labor can be added or reduced much easier than automated
machines, automated systems have upper limits on their capacity
Fixed cost of automation must be spread over fewer units when
demand is low
To reduce the risk of product failure
introduction of a new product, the ultimate success of the product is
uncertain. The risk of losing a significant investment in automation
if the product fails to achieve a long market life.
35
Manual Labor
IIKIE
Manual Labor in Manufacturing Support Systems

In manufacturing support systems, many of the routine manual and clerical
tasks can be automated using computer systems. Similar to production
automation, use of computers in this case, increases productivity and
improves quality.
Example:MRP, order releases for component parts based on the master
production schedule for final products (massive amount of data
processing). Humans are still needed to interpret and implement
the output of MRP computations
Example:CAD, assists amplifies designers creative talents
Example:Computer Aided Process Planning, plan production methods
and routings
36
Manual Labor
IIKIE
Tasks we cannot automate: decision making, learning, engineering,

evaluating, managing.
Relative Strengths of Humans

Sense unexpected stimuli
Develop new solutions to problems
Cope with abstract problems
Adapt to change
Generalize from observations
Learn from experience
Make difficult decisions based on
incomplete data
Relative Strengths of Machines

Perform repetitive tasks consistently
Store large amounts of data
Retrieve data from memory reliably
Perform multiple tasks at same time
Apply high forces and power
Perform simple computations quickly
Make routine desicions quickly
37
Manual Labor
IIKIE
Kinds of tasks that still need human labor even if all the manufacturing
systems in the factory are automated:
Equipment Maintenance
maintain, repair, preventive maintenance
Programming and Computer Operations
upgrades, new program installations, execute programs
Engineering Project Work
continual need to upgrade procuction machines, design tooling,
continuous improvement projects
Plant Management
running the factory
more emphasis on the managers technical skills rather than personnel
skills
38
Automation Principles
IIKIE
USA Principle Understand, Simplify, Automate

Understand The Existing Process
inputs? outputs? what exactly happens in between?
what is the function of the process?
how does it add value to the product?
what are the upstream and downstream operations in the production
sequence, and can they be combined with this process?
number of steps in the process
number and placement of inspections
number of moves and delays
time spent in storage
mathematical/numerical modeling
input/output variables
operating parameters, environmental conditions, process settings
the relationship among the parameters and variables
process control, quality control, planning&control
39
Automation Principles
IIKIE
USA Principle
Simplify The Process
what is the purpose?
is it necessary? can it be eliminated?
is this the most appropriate technology?
how can it be simplified?
combine some of the steps, perform some steps simultaneously,
integrate some of the steps into a production line
Automate The Process
once the process has been reduced to its simplest form
automation may become unnecessary or may not be cost justified
anymore, otherwise go ahead with automation
automation migration strategy might be implemented
40
Automation and Production Strategies
IIKIE
Ten Strategies for Automation and Production Systems

1. Specialization of Operations
design a tool/machine to do one operation with greater efficiency
yield, quality, production rate
2. Combined Operations
perform more than operation at a given machine
decreases the number of transports (reduced material handling effort)
reduces the number of separate machines needed
reduces the total setup time (since using fewer number of machines)
3. Simultaneous Operations
perform two or more operations simultaneously (transport + assemble)
requires more resources or investment
reduces total processing time
4. Integration of Operations
link several workstations together into a single integrated mechanism
(use automated work handling devices to transfer parts b/w stations)
(a small production line)
41
IIKIE

5. Increased Flexibility
maximize utilization of equipment (jobshop medium volume) by
using the same equipment for a variety of parts or products, involves
use of the flexible automation concepts
reduce the setup time and programming time for the machines
6. Improved Material Handling and Storage
automate the material handling and storage system
reduce non-productive time
reduce Work-In-Process
7. Online Inspection
incorporate quality inspection into the manufacturing process rather
than traditionally placing the inspection at the completion
permits corrections to the process as the product is being made
reduces scrap
reduces the waste of production effort on already defective parts
42
IIKIE

8. Process Control and Optimization
wide range of control schemes to operate the individual processes
and the associated equipment more efficiently (time and quality)
9. Plant Operations Control
concerned with control at the plant level
manage & coordinate aggregate operations in the plant more efficiently
usually involves high level of computer networking within the factory
10. Computer Integrated Manufacturing
integrate factory operations with engineering design and business
functions of the firm
involves extensive use of computer applications, computer data bases,
and computer networking throughout the enterprise
43
Automation Migration Strategy
IIKIE
Consider a situation where a company needs to introduce a new product

into the marketplace in the shortest possible time often seen in competitive
markets. The easiest and least expensive way to accomplish this objective is
to design a manual production method, using a sequence of workstations
working independently. If the capacity needs to be increased the single
workstations are replicated as many times as needed to meet the demand.
If the product turns out to be successful and high future demand is
anticipated, then it makes sense for the company to automate production.
The improvements are often carried out in phases. Many companies use an
automation migration strategy, a formalized plan for evolving
manufacturing systems used to produce new products as demand grows.
A typical automation migration strategy has three phases.
44
IIKIE
Phase 1: Manual production using single-station manned cells operating

independently. A quick and low-cost tooling way to get started
45
IIKIE
Phase 2: Automated production using single-station automated cells operating

independently. As demand for the product grows, and it becemes
clear that automation can be justified, then the single stations are
automated to reduce labor and increase production rate. Work
units are still moved between stations manually.
46
IIKIE
Phase 3: Automated integrated production using a multistation automated

system with serial operations and automated transfer of work
units between stations. When the company is certain that the
product will be produced in mass quantities and for several years,
then integration of the single-station automated cells is warrented
to further reduce labor and increase production rate.
47
IIKIE
48
IIKIE
49
IIKIE
The details of this strategy vary from company to company, depending on

the types of products they make and the manufacturing processes they
perform. The expected advantages of using such a strategy are:
allows shortest possible time to introduce new products (manual w/s)
automation is introduced gradually in planned phases as demand for
the product grows, engineering changes in the products are made,
and time is allowed to do a through design job on the automated
manufacturing system
avoids the committment to a high level of automation from the start,
since there is always a risk that demand for the product will not
justify it
50

Production Systems

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Production System

In modern manufacturing operations,

organized to accomplish the

Production System - Facilities

Manufacturing Systems are logical groupings of

IE321 Industrial Production Systems

Production System - Facilities

A manufacturing company attempts to organize its facilities

IE321 Industrial Production Systems

Production System - Facilities

number of units of a given part or product produced

IE321 Industrial Production Systems

Production System - Facilities

Variety is less quantitative than Quantity

May use the same production

sedan, hatchback, convertible,...

(from the same company)

Common parts is an indicator of lack of variety

different product categories

Work Organization usually depends on the Product Variety

IE321 Industrial Production Systems

Production System - Facilities

Low Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

Low Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

Low Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

Low Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

Low Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

Low Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

Medium Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

Medium Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

Medium Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

Medium Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

High Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

High Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

High Quantity Production

IE321 Industrial Production Systems

Production System - Facilities

High Quantity Production

IE321 Industrial Production Systems

Production System - Facilities