PM I Eng v6

Production management I (Prof.
Schuh) Lecture 6
Production Management I
- Lecture 6 -
Process planning and operations scheduling
Contact:
M. Phornprapha, M. Eng.
m.phornprapha@wzl.rwth-aachen.de
WZL, R. 504
Tel.: 0241-80-27383
WZL
Objectives of the lecture
To define process planning and to define the boundaries between operations

scheduling and operations control
To explain the information media which are created in the process planning
department
To outline the functions of operations scheduling
To explain the approach adopted in drawing up operations schedules
To present the tasks and functions in NC-programming
To outline the tasks involved in operations control
To disseminate basic knowledge of scheduling and capacity planning as well
as shop-floor control
To characterise the need for action with regard to a rationalisation of process
planning
To demonstrate the general approach to rationalisation
To introduce planning methods and tools in order to systematise process

planning
To describe areas of application for planning tools
Process planning and operations scheduling L6 page I

Production management I (Prof. Schuh) Lecture 6
Structure of lecture No. 6:

1. Overview of the process planning department L6 page 1
1.1 Definition of process planning and delimitation of

operations scheduling from operations control L6 page 1
1.2 Information media of process planning L6 page 2
2. Operations Scheduling L6 page 3
2.1 Functions of operations scheduling L6 page 4
2.2 Drawing up operations schedules L6 page 5
2.3 NC-programming L6 page 10
3. Operations control L6 page 14
3.1 Functions of operations control L6 page 14
3.2 Scheduling and capacity planning L6 page 16
3.3 Shop floor control L6 page 20
4. Manufacturing concepts and rationalisation within process planning L6 page 21
4.1 Planning complexity and new manufacturing concepts L6 page 21
4.2 Options for rationalisation in process planning L6 page 22
4.3 Methods for the rationalisation of operations scheduling L6 page 24
5. Factors impacting on the system used to draw up operations schedules L6 page 25
6. Appendix
6.1 Supplement L6 page 1
7. Exercise
7.1 Calculation exercise E6 page 1
7.2 Self-Calculation exercise E6 page 1
Process planning and operations scheduling L6 page II

Summary of lecture No. 6
In the process planning department, the manufacture and assembly of the products is thought out in detail
and specified, furthermore, the schedules are planned and monitored. The main functions of operations
scheduling within order processing are to produce parts lists, to draw up operations schedules, NC-
programming and to plan special-purpose manufacturing resources.
Developing the operations schedule involves determining the unmachined part, determining the sequence
of operations, selecting manufacturing resources and determining standard times. The results of these
planning operations are documented in the work schedule. The data in the work schedule are extremely
important since they are required for further use in many areas of the company. Among their other
functions, they become part of the so-called working papers.
The NC-programming can be regarded as a further detail in the process of drawing up the operations
schedule. NC-programs can be written by using various methods, which mainly differ in terms of the
location at which the programming is done and of the level of automation involved. One of the long-term
functions of operations scheduling is to develop appropriate measures to ensure economically efficient
organisation and construction of the manufacturing and assembly area.
The main tasks in operations control are to plan the availability of material, to plan schedules and
capacities and to control the shop-floor. The duties involved in operations control revolve around the
following objectives:
- to observe schedules
- to minimise the throughput times of material and capital commitment and
- to ensure that capacities are fully utilised and that operating resources and labour costs are kept low.
The function of scheduling and capacity planning is deadline-oriented planning and control of
manufacturing orders, ensuring at the same time that operating resources are utilised to a permanently
high level. Short-term control and monitoring of shop-floor orders is the task of shop-floor control.
Rationalisation is an important aid for the economic efficiency of production. If operations scheduling is to
be rationalised successfully, it is essential to ensure that the rationalisation objectives are at first
formulated and that they are then pursued by systematising the organisation, documents, planning
methods and tools. The rationalisation objectives have to be identified from an analysis of the companys
boundary conditions and of the requirements to be met by the operations scheduling department. This
analysis encompasses the workpieces to be planned, the activities of operations scheduling and the
information generated and required. The most important principle of rationalisation is the re-use of
planning outcomes already developed. The production and assembly of such parts families can be
planned efficiently by using standard work sheets.
Operations scheduling uses a number of different tools. The presented systematisation permits tools to be
selected purposefully and to be used rationally. Different means of accessing tools selectively will be
outlined within the lecture.
The rationalisation achieved by systematising operations scheduling and its tools can be further increased
by using IT (information technology) -components. An approach to the introduction of IT-components will
be presented while pointing out that outcomes achieved in conventional operations are an essential
requirement for the successful use of IT.
Process planning and operations scheduling L6 page III

Literature Lecture 6:
Eversheim, W. Organisation in der Produktionstechnik
Band 3: Arbeitsvorbereitung, VDI-Verlag, Dsseldorf, 1988
Wiendahl, H.-P. Betriebsorganisation fr Ingenieure

Hanser Verlag, Mnchen, 1989
N.N. Methodenlehre der Planung und Steuerung

Teil 1: Grundlagen
Teil 2: Planung
Teil 3: Steuerung
Hrsg.: REFA Verband fr Arbeitsstudien und
Betriebsorganisation e.V.
Hanser Verlag, Mnchen, 1985
N.N. Handbuch der Arbeitsvorbereitung

Teil I: Arbeitsplanung
Teil II: Arbeitssteuerung
Beuth-Verlag GmbH, Berlin
Kief, H.B. NC/CNC-Handbuch '93/94

NC-Handbuch-Verlag, Michaelstadt, Stockheim, 1993
N.N. DIN 66025

Programmaufbau fr numerisch gesteuerte Arbeitsmaschinen
Hrsg.: Deutscher Normenausschu, 1983
Pritschow, G. Tendenzen in der NC-Steuerungstechnik

Spur, G. Carl Hanser Verlag, Mnchen, Wien, 1993
Weck, M.
Hackstein, R. Produktionsplanung und -steuerung (PPS)

Ein Handbuch fr die Betriebspraxis
VDI-Verlag, Dsseldorf, 1984
Spur, G. Handbuch der Fertigungstechnik,

Stferle, Th. Band 6, Fabrikbetrieb,
Carl Hanser Verlag, Mnchen, Wien, 1994
Eversheim, W. Arbeitsplanung, Handbuch der modernen Fertigung und Montage

Hrsg.: K. Brankamp, Verlag Moderne Industrie, Mnchen, 1975
Diels, A. Systematischer Aufbau von Methodenbanken fr

die Arbeitsplanung dargestellt am Beispiel
der Arbeitsplanerstellung und NC-Programmierung,
Dissertation RWTH Aachen, 1989
Tnshoff, H.K. Strategische Ausrichtung der Arbeitsplanung

Hamelmann, S. CIM-Management 2/93
Process planning and operations scheduling L6 page IV

Literature Lecture 6:
Eversheim, W. Arbeitsplanerstellung fr die Montage
Schulz, J. Industrieanzeiger 108 (1986) 20
Luszek, G.
Eversheim, W. Integrierte Arbeitsplanung und Fertigungsfeinsteuerung Schneewind, J.

ZwF 87 (1992) 7
Lange, U. Wie produktiv ist die Arbeitsplanung?

Produktivittsverbesserung in der Arbeitsplanung eines
Maschinenherstellers,
CIM-Management 1/92
Eversheim, W. Produktentstehung
In: Eversheim, W.; Schuh, G. (Eds.): Betriebshtte
Produktion und Management
Springer-Verlag. Berlin, Heidelberg, New York, 1996
Eversheim, W. Produktentstehung
In: Eversheim, W.; Schuh, G. (Eds.): Betriebshtte
Produktion und Management
Springer-Verlag. Berlin, Heidelberg, New York, 1999
Eversheim, W. Organisation in der Produktionstechnik

Band 1: Grundlagen, VDI Verlag, Dsseldorf, 1996
Eversheim, W. Organisation in der Produktionstechnik - Arbeitsvorbereitung

Springer-Verlag, Berlin, 1997
Eversheim, W. CAP-Einfhrung
Schneewind, J. RKW-Verlag, Eschborn, 1993
N.N. REFA - Methodenlehre der Planung und Steuerung

Teil 3: Zeitermittlung, Erstellung von Arbeitsunterlagen,
Werkstattsteuerung, Carl Hanser-Verlag, Mnchen, 1985
Wiendahl, H.-P. Betriebsorganisation fr Ingenieure

Carl Hanser-Verlag, Mnchen, 1985
Hamelmann, S. Rechneruntersttzte Arbeitsplanung - was gibt der Markt her?

Die Arbeitsvorbereitung, Bd. 30 (1993)
Eversheim, W. Die Arbeitsplanung im genderten produktionstechnischen

Bochtler, W Umfeld, VDI-Z 137 Nr. 3 (1995), S. 88-91
Humburger, R.
Eversheim, W. Formation of Part Families based on Product Model Data

Deuse, J. Production Engineering Vol. IV/2 (1997), S. 97-100
Process planning and operations scheduling L6 page V

Definitions and examples of functions in process planning and scheduling
... includes all one-off planning measures which ensure the

manufacture-oriented production of a product, while taking
Design economic efficiency into constant account.
What
How Examples:
Drawing up a parts list for Determining standard
Process planning
Operations Where- manufacture times

scheduling by Materials planning
Areas of production
NC-programming
Operations sequences planning Cost planning
Operations Manufacturing Methods and
control resources planning investments planning
... includes all measures required in the course of the

order processing operations set out in the operations
How schedule.
Manufacture much
Examples:
When Materials disposition
Determining requirements for
Where assemblies and single parts Operating machine
Assembly Detailed deadline
Who Determining net requirements
planning
Operating dates for in-company
manufacture Harmonising capacity
WZL
Figure 1
Notes on Figure 1:
Process planning is divided into the areas of operations scheduling and operations control.
In operations scheduling, decisions are made regarding

WHAT and
HOW manufacturing has to take place using
WHICH (kind of) resources.
In operations control, the issues are

HOW MUCH
WHEN
WHERE and
BY WHOM
a work-piece or assembly is manufactured.
In practice the term operations scheduling (work scheduling) is often replaced by

production planning or process planning. Likewise, the term operations control is
sometimes replaced by operations management, production control or process control.
Within operations scheduling there are differences between industry (serial production) and
craft (individual production).
Process planning and operations scheduling L6 page 1

Input and output documents of process planning
Input documents Output documents

Planning documents/ tools
Design drawing Drawing of manufacturing
resources
machine file
NC-program Arbeitsplan
standard work schedules

Quality control plan
computing
Non-order specific additional documents
Welle
Manufacturing parts list

Design parts list Work schedule
Completed
with order
data
Operations Order specific follow-up documents to
Process planning
scheduling work schedule

(total/ partial deduction)
Order data
Adjustment of capacity
Operations control Work progress control
Efficiency survey
Use of material
Compliance with deadlines
WZL
Figure 2
Notes on Figure 2:
If manufacture has to be economically efficient, all information acquired in the
course of process planning must be documented using suitable information
media, i.e. production documents and instructions.
The operations schedule is the basis for drawing up the order-specific production
documents. Depending on how they will be used, the production documents
contain the complete operations schedule (complete outlet) or an excerpt of the
operations schedule`s heading data, containing the data of one process step
each (partial outlet).
To draw up the production documents, in addition to the input documents

planning documents and tools are used that will be introduced later within this
lecture.
Today, production documents are usually generated by a PPS*-system

(production planning and control; PPS: production planning system).
*PPS is the connecting point in which production and order data, material
administration, scheduling and capacity management meet and in which they are
managed in master data records. The objective is to plan, control and supervise
organisationally the process of production from drawing up an offer up to the
dispatch of the complete product. In doing so, special emphasis is not given on
technical but on quantity-, deadline- and capacity criteria.
(Note: Further information about PPS-systems is given in PM I L7 and in PM II

L3.)

Operations schedule for the manufacture of a drive shaft
Header Sheet: Date: 07/19/2002 Order No. PM1V6B3 Organisa-

1
Work Schedule tional data
Engineer: W. Mller
Quantity: Area: Designation: Drawing No..:
1-20 Drive shaft 170-0542 Task
specific
Material: Un-machined shape and dimensions: Un-machined Finished weight: data
St 50 Round stock 60 mm weight: 7.6 kg 4.6 kg
Manufacturing
Work
Work cycle description Cost center
Wage Machine
auxiliary
tr te Work
cycle No. group group [min] [min] cycle
resources
Saw round stock to 345 mm specific
10 length 300 04 4101 - 30 10,0 data
Cut round stock to 340 mm 1001
20 and centre 340 06 4201 30 2,0
1051
Turn shaft completely 1101/1121/
30 360 08 4313 30 2,6
1131
Drill threaded holes and cut 1201/1231/
40 threads 350 07 4407 1233 20 5,2
Mill feather key groove
50 400 09 4751 3104 45 4,7
Grind bearing seats
60 510 07 4908 - 20 6,7
Finished part control
70 900 - 9002 - 10 3,8
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Figure 3
Notes on Figure 3:
The most important document for production and assembly apart from the
drawing is the operations schedule (work schedule/ work sheet). The function
of the operations schedule is to structure the manufacturing task and to specify
the time required to complete each unit. For individual production such a time
management is not necessary.
The data in the work schedule are divided into three groups:
- organisational data to label the operations plan clearly
- task-oriented data which clearly label and characterise the initial and the
final state of a part of assembly to which the operations schedule relates
- work cycle related data which characterise the individual operations in

detail, giving manufacturing equipment, standard times, additional texts
etc. This description must not be too long but must contain all important
data.
IT-systems supporting operations scheduling are called CAP-systems (computer

aided planning) as well as CAPP (computer aided process planning). Usually,
computer aided operations scheduling aims not only at a reduced expense of
planning but also at an improved planning quality. Whereas units for operations
control (operations schedule management) within PPS-systems often offer only
elementary functions of editing for the drawing up and the modification of work
schedules, CAP-systems support individual planning functions more intensively.

Functions of operations scheduling
short term planning functions

Process parts lists Draw up work NC-programming Planning manu-
schedules facturing resources
Draw up production work Write parts Developing
schedule programs production resources
assembly part lists -NC-machines for special purpose
production part lists assembly work
schedule -robots machining tasks
Planning
preparation Material planning
Functions of operations
Consult design scheduling Planning: types of
dept. store and store
Compile planning locations
documents Logistic concepts
Quality assurance Investment Methods planning

Cost planning planning
Preliminary costing Inspection planning Planning Developing
Feasibility study Quality planning
manufacturing production methods
resources planning methods
facilities
short-/ long-term planning functions long-term planning functions
WZL
Figure 4
Notes on Figure 4:
The functions of operations scheduling are classified as short- or long-term
planning functions. Whereas the economic aspects of order processing are
planned and specified in the manufacturing and assembly areas as short-term
activities, the objective of long-term planning is to develop appropriate
measures to ensure that the organisation and layout of these areas is
economically efficient.
Frequently it is distinguished between the tasks of process planning and

management of production systems.

Planning methods for drawing up operations schedules
Repeat planning Work schedule

Part No.
Basis: same or old work schedule available 4711
Modification of operational data

Application in case of changes in production
conditions or in work-pieces
Variants planning
Basis: standard work schedule Standard-
Work
Application useful only in the case of a schedule
limited number of part categories
Search criteria:
Planning effort
Adjustments planning - Drawing No.

- Part designation
Basis: similar or old work schedule available - Classification No.
Application to part families
Stock of work
Selective access to work schedule required schedules
Planning from scratch (new) Planning

experience
Basis: expert knowledge and availability
of planning documents
Not part-based
Planning
documents
WZL
Figure 5
Notes on Figure 5:
Depending on the reason for planning and the planning principle adopted,
various planning methods can be used to draw up an operations schedule.
Variants planning, adjustments (adaptation) planning and planning from scratch

are methods used to draw up a completely new operations schedule.
The modification of an operations schedule because of changes in the work-

piece or in the conditions of production is called adjustments planning. When
only the order-specific organisational data such as quantity and order number are
altered, this is referred to as repeat planning.
The objective is to reduce the planning from scratch (new planning) to

minimum.

Process sequence to draw up operations schedules
Machining task
Design drawing
Quantity
Specification of un-machined part

Arbeitsplan
Type/ shape
Dimensions
Weight
Determination of work cycle sequence

Arbeitsplan
Work cycles
Sub-work cycles
Selection of production resources

Arbeitsplan
Machines
Jigs and fixtures
Tools
Determining standard times

Arbeitsplan
Set-up times
Unit times
WZL
Figure 6
Notes on Figure 6:
The individual planning steps involved in drawing up the work schedule are not
always performed sequentially. The process is frequently iterative:
The definition of the initial part aims at fixing the un-machined shape
and data considering technological (form, surface, material),
economical (number of items, acquisition and machining costs) and
timing (acquisition time) requests. The results are the kind of starting part
(forging piece, flat steel, round stock), its geometry, weight etc.
The work cycle sequence, i.e. the order in which a material or a body is
lead from raw into finished state by changing its shape and/ or its property
of substances, constitutes the most important information about the
manufacturing of a work-piece for all the divisions concerned.
For every operation within the work schedule the production means and
devices (machines, facilities and tools) necessary for the execution have
to be defined. The selection takes place considering technical variables
(e.g. working room dimensions). The decision is made out of technically
possible alternatives under consideration of economical criteria.
The definition of standard times contains the determination of the

target times for each operation.

Structure and calculation of standard times
Conceptual meaning of Approach to calculating

Structure of standard times
standard times standard times
Basic setting-up time trg

Preparing operating resources
e.g. procure tools, set up, take +
down Setting-up additional time trv Machine specific tables
+
Setting-up recovery time trer Supplement (approx. 5-15%) of
Irregularly occurring times, e.g.
machine starting times
= setting-up time (allowance)
Setting-up time tr
Supplement, depending on level
Time for people to recover + and duration of load
Productive time th Basic
Calculate (guideline values for
Time with direct progress in + time
machining data), measuring,
relation to production order Non-productive time tn tg
comparing
+
Additional time tv
Regular times, contributing only Machine-specific tables
indirectly to work
+
Recovery time ter
= Supplement (approx. 5-15%) of
Irregularly occurring times, e.g. Time per unit te basic time (allowance)
preparation at beginning of shift
Execution time ta = te * m Supplement, depending on level
and duration of load
Time for people to recover
Order time T = tr + ta = tr + (te * m)
m = quantity
WZL
Figure 7
Notes on Figure 7:
The standard times or target times of operations are determined in the standard time
calculation phase. These data are very significant because important functions and
decisions relating to:
- date setting
- capacity planning
- costing
- quotation costing
- investment planning and
- payment, e.g. piece-work or bonus payments are based on them.
Methods to define standard times have variant degrees of accuracy. Usual methods are:
- estimation (based on experience)
- usage of planned current market values (tables)
- recording times
- calculation (e.g. formula for calculating productive time, cf. exercise)
To determine the standard time of a partial work process it is possible to divide it into sub-
operations or stages. The definition of productive and non-productive time is made for each
stage then. tv and ter are often given only as a safety factor to tg. The setting-up time can be
even greater than te. Therefore it is indispensable for the calculation of order time.
The calculation of order time is the basis for every operations scheduling.

Computer Aided Planning (CAP)
Work cycle Date of

number process
Work cycle
description
Tool group
WZL
Figure 8
Notes on Figure 8:
CAP (computer aided planning) as well as CAPP (computer aided process
planning) means the use of computers within production planning, e.g. for the
creation of NC*-information, work plans and parts lists.
The geometrical, numerical, technological and structural data resulting from
design and construction are translated within operations scheduling into
organisation and control data for production, assembly and quality assurance
(production-, assembly- and control planning). The required production-,
assembly- and control methods, operating resources and operation sequences
as well as the resulting times and materials have to be defined individually.
Sometimes even parts of cost- and investment planning are classed with work
scheduling. The result of operations scheduling are work schedules and also NC-
, robot- and control programs, provided that completely or partly computer aided
production-, assembly- and quality assurance processes follow.
Computer aided planning aims at managing the mentioned tasks by using the aid
of information technology. Furthermore, the data flow from design to operations
scheduling and forward to the areas of production, assembly and quality
assurance is to be optimised.
*NC (numerical control) stands for the numerical control of machine tools. The
route- and switch-information is binary-coded and input into the machine tool by
saving media such as diskettes or CD-ROMs or it is input directly by transmission
from a control computer (DNC: direct numerical control) or alternatively from an
integrated computer that is freely programmable (CNC: computer numerical
control).

Basic components of CAP-systems
neutral to business dependent on business
Data input Definition of work

cycle progression
Selection of
System progress machines
control
Definition of sub-
Standard Current Planning
work cycle
processing planning master
progression
data data
Use of data Selection of tools

and mechanisms
Data output definition of

work cycle data
WZL
Figure 9
Notes on Figure 9:
CAP-systems often represent special solutions or they have to be provided with
company-specific master data before being applied. Therefore, many companies
focus on proprietary development. Generally, CAP-system components can be
divided into neutral and work-specific system modules. The modules
independent from users contain innately existing possibilities for dialogue-
designing respectively for designing in- and output as well as mechanisms for
data file handling, for planning process control and for the converting of standard-
and decision tables.

Planning stages in the NC-process chain
Process planning (overall planning)

Planning of the production process
Work schedule
Work cycle data

Work cycle No. Work cycle Cost centre
20 NC-turning 47115
Operations planning (Detailed planning)

Detailing of work cycles
Operation plan
Work cycle: NC-turning
SWC-No. Sub-work-cycle Tool
10 Facing SCLR 2525
NC-programming
PROGRAM
%
N001 G91 S200 M04
N002 T0103 M06
WZL
Figure 10
Notes on Figure 10:

NC-programming can be regarded as the most detailed form of making
operations schedules since all information required for the automated
manufacturing operations must be available.
The NC-program details the results of the operations planning, i.e. the
description of the sub-operations or stages, down to the level of individual
movement and switching commands.

Methogical and organisational classification of NC-programming systems
Methodical manual
category
mechanical
Graphical-inter- Computer Shop-floor- Shop-floor Record-based

Programming methods
active program- programming based programming programming

ming systems systems programming systems conforming to
systems (manual input) DIN
Menu
N010 G17
N020 G41 D2
N030 G01 X125 Y050 F300
N040 X105 Y040
N050 X090
N060 G03 X075 Y025 J15
Text editor N070 G01 X075 Y020
N080 X025 Y060
N090 X045 Y060
Remote from
Organisational
Remote from machine

machine
category
Machine-oriented,
linked to machine
WZL
Figure 11
Notes on Figure 11:

There are various methods of programming that can be classified depending on
the location they are used at and on the method they are based on. Whereas the
remote-from-machine programming operations based on higher-level
programming languages (e.g. APT (automatically programmed tools) -technique)
are non-machine-dependent, the machine-oriented systems usually depend on
the control system.
Within NC-programming for simple work-pieces there is a trend towards shop-

floor-oriented programming, since this ensures that the qualifications of the
machine operators are utilised. Ideally, the data flow from engineering is
continuously and without any disruption a digital one, i.e. without manual
collection of data along the chain.

General sequence of manual NC-programming
Resources Planning steps Outcomes
Specify machine
Experience sequence
of planner
Specify tools
Tool file
Allocate place in
Machine description
magazine
Determine cutting
Standard Diagrams data
value
amax = f (die plate,

length of cutting edge, Subdivide cutting
machine torque, operation
max. cutting load)
Calculate tool paths
WZL
Figure 12
Notes on Figure 12:

The technique of manual programming, in which each individual movement and switching
operation conducted by the machine is determined and encoded by the NC-programmers
themselves, is rarely used nowadays. Within NC-programming the definition of the co-
ordinate systems of work-pieces, tools and machine tools as well as the dimensioning of
drawings is essential.
Pre-conditions and approach to define an NC-program are the knowledge of machine
tools parameters (e.g. working area, revolutions per minute), knowledge of regulation and
control (e.g. input format) and knowledge of machining possibilities (advance- and cutting
velocity, infeed).
Manual programming contains:
1. Combination of geometrical and technological tasks to a work plan according to the
work steps and to a program sequence plan
2. Translation of the operational tasks given by a text into a short form according to certain
rules (presentation of information according to DIN 66025 in short form). To each work
step one sentence is dedicated: a group of words which are treated as an entity and which
contain the complete data for the accomplishment of one work step. Sentences contain
variant data/ information.
3. Transcription of these predefinitions (encoding). Encoding means allocating signs of
one character set to the signs of another character set. Carriers of information can be
punched tape, diskettes, magnetic tapes or rams.
Basically, the planning steps involved in manual programming are also contained in
automated programming operations. However, in these systems the planning steps are
conducted in a computer-assisted or, in some cases, automated operation.

NC-programming system
Simulation of tool Tool

routes and standard selection
machine components
shaft
NC-programming
List of parameters
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Figure 13
Notes on Figure 13:

Computer aided NC-programming of a machine tool contains the positioning of a
machining program using a problem-oriented programming language including the
subsequent converting in an IT-system (EDP-equipment) in order to gain the numerical
control program (according to DIN 66025-1/2: Deutsches Institut fr Normung e.V. (DIN);
the German institute for standardisation).
The formulation of the part program can take place interactively-graphically.

Functions of operations control
Process planning
Operations scheduling Operations control
Scheduling, capacity
Material planning Shop-floor control
planning
Stock level control Throughput scheduling Work distribution and
provision
Stock level
Deadline overview
Time
Determination of
requirements Deadline
Consumption
Capacity planning Progress monitoring

Time
Order planning
Load
Optimal order quantity

Costs
Quantity Time
Xopt
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Figure 14
Notes on Figure 14:

According to REFA (Reichsausschuss fr Arbeitszeitermittlung; Association for
Time and Motion Studies), the function of operations control is to give
instructions for, to monitor and to ensure the execution of tasks in terms of
quantity, date, quality and cost. This is based on the work and assembly
schedules drawn up in the operations scheduling department and on the order
dates. The objectives of the control system, some of which are contradictory, are:
- to observe deadlines
- to ensure short throughput times for the materials and low levels of capital
commitment and
- high use of capacities coupled with low operating equipment and human
resource costs.
(Note: Materials management as part of the function of operations control is

explained in PM I L4/5, management of deadlines and capacities in PM I L7).

Multi-dilemma of operations control
Workload
Scheduled
Lead time
delivery date
Transfer to
capital lockup
WZL
Figure 15
Notes on Figure 15:

Two challenges must be taken into account within the multi-dilemma of
operations control:
Conformity between workload in production (by customer orders
respectively market specific orders) and own capital commitment
Adjustment of lead time of production orders with the scheduled delivery
date. At this point, the wait time within the lead time and the delivery date
should be considered.

Order- and capacity-based scheduling
Phase 1 Phase 2
(Focus: work-piece) (Focus: machine)
Order-based scheduling Capacity-based scheduling
Deadline plan Deadline plan

Order 1 1.1, 1.2, 1.3 Order 1 1.1, 1.2, 1.3
Order 2 2.2, 2.3
Order 3 3.1, 3.2, 3.3
Deadline overview Deadline overview

Lead time for order 1 Lead time for order 1
A 1.1 A 1.1 3.1

Work systems
B 1.2 B 2.2 1.2 3.2
C 1.3 C 2.3 1.3 3.3
Deadline Deadline
WZL
Figure 16
Notes on Figure 16:

When setting the dates for customer-oriented production, the start and
completion dates for each step (operation) must be determined with the
completion date in mind. Various types and methods of date-setting are used.
Within order-oriented scheduling, only the data relating to one order are taken
into account. The basic scheduling methods (e.g. forward and back-ward
scheduling (c.f. PM I L7) are used.
Within capacity-oriented scheduling, the mutual dependency between orders

and therefore between capacity limits is considered.
As a rule, at first order-oriented then capacity-oriented scheduling is conducted.

Time- and machine-based harmonisation of capacity
Load
Technical
Load
capacity harmonisation
Time
Machine A Time
Machine B Machine A
Machine B
s Combination of technical and

Machine C n
-e o
iv t i time-based capacity harmonisation
s a t op
e ion rn ine
tiv pt t e
Al ach
rna e o
te in m
Al ach
m
Time
n s Time-based capacity harmonisation

-e o
iv ti
a t op
ern ine
t
Al ach
m
WZL
Figure 17
Notes on Figure 17:

Within capacity planning, the distribution of activities among the individual units
of capacity is optimised, under consideration of the load limitations. Capacity
harmonisation and capacity adjustment are possible measures.
A further distinction is made between technical (e.g. parallel dispatching of an

order on another machine) and time-based capacity harmonisation (e.g. the
same machine, but later dispatching).
In industrial practice, time-based and technical capacity harmonisation

operations are usually combined. Normally, the time-based harmonisation is first,
in order to retain optimum use of capacity in terms of both engineering and cost.
Placing an order with an external company (extended work-bench principle) is a
further option.

Capacity management (PPS-system)
Start-up of production A
Handling time Transitional period Control period
occupied
1. Cut within 2. Cut within

production production
free
Start-up of production B
Control period Handling time
1. Cut within Transitional 2. Cut within

production period production
Capacity of machine 1
1.1.Produktions
cut within - Frei
Free
schnitt fr
production
for order B
Auftrag Frei
Free
Occupied
Belegung
Occupied
Belegung withdurch
order C
with
durch 2.2.Produktion
cut within- Auftrag C
order AA
Auftrag schnitt fr
production (Split factor 0)
(Spittfaktor0)
Auftrag
for orderBB
1. Day 2. Day 3. Day
WZL
Figure 18
Notes on Figure 18:

Handling time/ Transitional period/ Control period
Handling and control time mark constant values. Handling time is added before the start-up
of a process operation, control time is added after the ending of an operation. Both factors
do not occupy any capacity but they heighten the machining time.
The transitional period indicates a time exposure that arises from product transport within
manufacturing from one workplace to an other or from an effort conditional on production
after a process operation (e.g. cooling, drying etc.).
Split factor (cut within production)

If the temporal effort of production for one process operation cannot take place on a single
work day because of lack of capacity or duration of the production, time has to be spread
on one or several days. If such a splitting is not possible or only in parts because of
production reasons, the splitting can be managed by depositing the split factor within the
process operation.
Capacity factor
Usually, the basic capacity of a workplace is deposited within the machine group with 100%
of the available time. This available capacity can be used and scheduled only lessened
because of external factors such as machine's cooling times and values from practical
experience. Therewith, additional capacity reserves for squeeze situations can be created.

Measures for adapting to capacity

Internal/ external Overtime/
Additional shift Investment
alternative capacity short-time working
Internal External
influencing factors influencing factors
effectiveness external priority
duration penalty
internal priority labour market
economic situation
Selection and execution of measures

geared to adapting to capacity
WZL
Figure 19
Notes on Figure 19:

When the company-specific parameters change, e.g. expansion, acquisition of a
new major customer etc., the capacity harmonisation measures are generally not
enough and it becomes necessary to adapt capacity to the changed parameters.

Monitoring the execution of tasks

Production planning Production planning
Shop-floor control
Target-Actual
Target comparison Actual
- Schedule card
Work papers - Pay slip
PDA
Production
Feedback of
quantities and schedules
Provision Quantity of goods
Starting/ completion Material consumption
PDA: Production data acquisition data
WZL
Figure 20
Notes on Figure 20:

According to REFA, monitoring involves recording the actual data and any
deviations of the actual data from the target data continuously or at regular
intervals throughout the performance of the task.
In addition to data collection during manufacture (recording operating data), i.e.

monitoring in the narrower sense, quality, cost and working conditions must be
monitored, i.e. monitoring in a broader sense.
The planning precision in operations management depends largely on the up-to-

dateness of the actual data available.

Increase in planning complexity by the use of new manufacturing concepts
Automation Planning depth
Planning effort
flexible Simulation of manufacturing and
production production processes
system tool monitoring
planning of transport work-piece transport
and monitoring pallet store and pallet changer
manufacturing
cell automatic measuring
+

programming handling devices
partial operating cycles
shop-floor NC-programming detailed geometry
programming tool selection
cutting values
+
conventional planning of operation operation
sequences standard times
increase in planning tasks with higher levels of automation

increase in planning for complete machining
WZL
Figure 21
Notes on Figure 21:

The depth of planning required and with it the planning outlay rises as the level of
automation increases. Process and operations planning must therefore be
rationalised by systematisation and, in some cases, automation.

Options for rationalisation in process planning
Options for rationalisation

Systematisation Automation
Organisation working sheet

part list admin.
Product-oriented structure
Order processing centre materials materials
disposition planning
Documents
Catalogues of materials drawing up of IT- NC-
Catalogues of standard times work schedules Systems programming
Planning methods/ tools capacity order

Planning on the basis of planning scheduling
- planning results
- planning rules monitor
progress
Target for
Requirements
rationalisation Company parameters
sector
little outlay for processing and Fields of range of products
administration activity of manufacturing structure
high quality planning and continuity process type of manufacture
transparent planning procedures planning manufacturing technology
short throughput times organisational structure
gradual introduction and expansion staff training
WZL
Figure 22
Notes on Figure 22:

Concrete objectives are a requirement for successful rationalisation. Automation
depends on systematisation.

Application of various planning methods
Planning
effort
Repeat Variants Adjustments Planning from

planning planning planning scratch (new)
KR- 47 11
copy fill in adjust draw up

Alternative planning
4711 shaft 4711 4711

D > xx
L < yy Mill groove
methods
4712
4710
4709
D < xy
L > yx
D > xx
L < yy
D > xx
shaft
L < yy
D < xy
+
D > xx L > yx
L <Dyy< xy
L > yx
D < xy
L > yx
Basis
same or old work standard work similar or old work catalogues,

schedules schedules schedules tables,..
WZL
Figure 23
Notes on Figure 23:

Distinctions in terms of short-term planning outlay can be drawn between methods of
operations scheduling. Similarities between products are used as a source of
information (cf. figure 5). The main concern should be with a preferably high
systematisation. It facilitates an unerring retrieval.
Within repeat planning, the appropriate operations schedule is seeked from the existing
work schedules by using a classifying drawing number; it is completed and the
organisational order data are updated. Because of the minor planning effort it should be
checked for every new order to what extend the required planning documents can be
made available by using repeat planning.
Variants planning is based on the use of standard work schedules. After enhancement
and adjustment of the work schedule data given in the standard operations schedule
(e.g. necessary because of changed parts parameters) and after a completion with the
order-specific details the new originated work schedule is filed under a new identity
number.
In adjustments planning (similarity planning) one also reverts to existing operations
schedules, completes the organisational order data and accomplishes modifications, e.g.
of work process data. This method is applied mainly with modifications of parts geometry
or with using new and more economic procedures. Existing partial solutions to new work
schedules are combined or existing work schedules for similar parts are adapted. For an
efficient similarity planning a well directed access to drawings of similar parts and to the
work schedule inventory has to be possible. Auxiliary means enabling fast access are
keys for classification and strips for object parameters.
With the launch of new products with which planning adjustments are no longer
economic it is necessary to plan from scratch (new planning).

Methods for the rationalisation of operations scheduling
OPERATIONS SCHEDULING WORKPIECE ANALYSIS

project structure
frequency scale
(standard parts, similar parts,
Main focuses of rationalisation

Requirements Data transfer product group parts)
accuracy
up-to-dateness organisational data
feedstock data ANALYSIS OF ACTION
reproducibility operations
... sub-operations incorporating
machine groups type of action
cost centres duration of action
level of automation set-up times
times per unit planning methods
type of manufacture
proportion of skilled cutting data planning means
additional text
workers ...
lot size
... ANALYSIS OF INFORMATION
document-bound
communication
non-document-bound
MANUFACTURE communication
WZL
Figure 24
Notes on Figure 24:

The required depth of planning can be ascertained from the analysis of the
company parameters. The rationalisation objectives can be derived from this
depth of planning.
The main focuses of rationalisation can be detected from an analysis of

operations scheduling.
Methods for this analysis of operations scheduling are the analysis of action,
analysis of information and the work-piece analysis.
By using work-piece analysis parts can be grouped according to similarity

criteria (compare work-piece describing classification systems, e.g. Opitz-Key).
Similar parts provide an area of application for standard work papers. In contrast
to the work-piece analysis, the ABC-analysis classifies the range of parts
according to quantifiable criteria, e.g. depending on the costs incurred.
The potentials of rationalisation within operations scheduling can be identified on
the basis of an analysis of action (activity analysis).

Factors impacting on the system used to draw up operations schedules

Range of parts/
Organisation machining methods Information flow
frequency
Volume of project data Planning methods

new working sheets
modified working sheets CAP/CAPP- - planning from scratch
number
System - variants planning
- similarity planning
- repeat planning
1997 2002
Planning aids Software Hardware
- operating system
nomograms - applications software
tables
- communications software
catalogues
- firmware
files - ...
WZL
Figure 25
Notes on Figure 25:

The presented tools and methods are the main selection criteria for a CAP- as
well as for a CAPP-system to automate operations scheduling.

Produktionsmanagement I (Prof. Schuh) Vorlesung 6
Produktionsmanagement I
- Anhang 6 -
Arbeitsvorbereitung / Arbeitsplanung
Vorlesungsbetreuer:
M. Phornprapha, M. Eng.
m.phornprapha@wzl.rwth-aachen.de
WZL, R. 504
Tel.: 0241-80-27383
WZL
Arbeitsvorbereitung / Arbeitsplanung A6 Seite I

Ausgangsteilbestimmung
Auftragsdaten
Werkstckdaten
Werkstoffdaten
Halbzeug Schmiedeteil
Bestimmung der
Auftragsstckzahl: < 3000 Auftragsstckzahl: > 3000

Rohform
Stckzahl: 2
Ausgangsmaterial: Stange rund
345 Materialkatalog
Werkstoff: ST 50
Ermittlung der
60
Rohteildaten
Material: Stange rund, blank

Durchmesser[mm] Lnge[mm] Gewicht[Kg/100mm]
Material: Stange rund, blank
40 2000 0,97
Durchmesser: = 60 mm
50 2000 1,53
Lnge: L = 340 + 5 L = 345 mm 60 2000 2,21
Gewicht: G = 2,21 * 345/100 G = 7,6 Kg 70 2000 3,00
WZL
Bild 1
Anmerkungen zum Bild:

Die Ausgangsteilbestimmung dient zur Festlegung von Rohform und Rohteildaten unter
Bercksichtigung der Anforderungen des Werkstcks anhand folgender Kriterien:
technologische (Gestalt, Oberflche, Werkstoff),
wirtschaftliche (Stckzahl, Beschaffungs- und Bearbeitungskosten),
zeitliche (Beschaffungszeit).
Die Ergebnisse dieser Planungsfunktion sind:

Art/ Form des Ausgangsteils (z.B. Schmiedeteil, Flachstahl, Rundmaterial),
Geometrie (z.B. Durchmesser, Lnge, Hhe),
Gewicht,
...
Arbeitsvorbereitung / Arbeitsplanung A6 Seite 1

Arbeitsvorgangsfolgeermittlung
Auftragsdaten
Rohteildaten
verfgbare Fertigungsverfahren
Werkstckdaten
Arbeitsvorgangsfolgebestimmung
Fertigungsablauf Erluterung
AVO 10: Sgen Sge:
Ausgangsmaterial: Stange rund, mit Aufma zum
Planen
AVO 20: Ablngen und Zentrieren Zentriermaschine:
Vorbedingung fr: -Drehen -Gewinde schneiden
-Bohren
AVO 30: Komplett Drehen Drehmaschine:
Vorbedingung fr: -Frsen -Schleifen
AVO 40: Bohren und Gewindeschneiden Bohrmaschine:

2 Axialbohrungren M6 x 20 fr die Befestigung eines
Deckels
AVO 50: Frsen Frsmaschine:
Nuten frsen fr Pafeder mit Paarung P9
AVO 60: Schleifen Schleifmaschine:

Lagersitz auf Nennma schleifen
WZL
Bild 2

Die Arbeitsvorgangsfolge, d. h. die Reihenfolge, durch die ein Stoff oder Krper ber
schrittweise Verndern der Form und/ oder der Stoffeigenschaften vom Rohzustand in
einen Fertigzustand berfhrt wird, stellt fr alle betroffenen Unternehmensbereiche die
wichtigste Information zur Herstellung eines Werkstcks dar.

Fertigungsmittelbestimmung
Auftragsdaten
Rohteildaten
Werkstckdaten
Fertigungsmittelbestimmung fr Arbeitsvorgang "Komplett Drehen"

Daten des M Spitzen- M NC- M Kopier-
Beispiels 1 drehmaschine 2 drehmaschine 3 drehmaschine
Kostenstelle/ Lohngruppe - 360/08 360/08 360/07
Maschinenauswahl
max. Durchmesser [mm] 60 340 300 350
max. Lnge [mm] 340 700 700 650

Prozess- M1 M2 M3
kosten M2 M3
M1
Auftragsstckzahl 2
1 50 100 150
2 Stckzahl
Kostenstelle:360 Lohngruppe :08
Werkzeugauswahl
Werkzeugkatalog
Bezeichnung Skizze Inv.-Nr.
Operation Werkzeug-
Nr. Schruppdrehmeiel
Lngs- Lngs-HM 1101
1101
schruppen
Schruppdrehmeiel
Plan-HM 1102
WZL
Bild 3

Zu jedem Arbeitsvorgang im Arbeitsplan mssen die zur Ausfhrung erforderlichen
Fertigungsmittel/ -hilfsmittel (Maschinen, Vorrichtungen und Werkzeuge) bestimmt
werden.
Die Auswahl erfolgt dabei zuerst unter Bercksichtigung technischer Einflussgren
(z.B. Arbeitsraumabmessungen, Maschinengenauigkeit). Die Entscheidung zwischen
technisch mglichen Alternativen wird dann unter Bercksichtigung wirtschaftlicher
Kriterien vorgenommen. Dazu werden in der Regel nur die variablen Kosten berck-
sichtigt, die jedoch auch losfixe Kostenanteile (z.B. zur NC-Programmerstellung)
beinhalten knnen.

Vorgabezeitbestimmung
Auftragsdaten
Rohteildaten
Werkstckdaten
Vorgabezeitbestimmung fr den Arbeitsvorgang Komplett Drehen
Lfd. th tn 1. Einspannung
Arbeitsschritte
Nr. (min) (min)
1 Einspannen 0,30
2 Reitstock positionieren 0,15
3 rechte Seite komplett Drehen 1,08 1,60
4 Umspannen 0,40
5 Stufe Drehen 0,05 0,30
6 Werkzeugwechsel 0,30 2. Einspannung
7 Fase rechts Drehen 0,03 0,15
8 Werkzeugwechsel 0,30
9 Einstechdrehen 0,06 0,25
10 Ausspannen 0,15
Gesamt 1,22 3,90
X = Arbeitsschritt
Grundzeit 5,12
Arbeitsschritt 3 umfasst Lngsdrehen,
Verteilzeit (Zv = 12%) 0,61
Fase Drehen, Freistiche Drehen
Erholzeit (Zer = 8%) 0,41
Stckzeit (te) 6,14 Rstzeit: tr = 4,6 min (Tabellenwert)
WZL
Bild 4

Die Methoden zur Bestimmung der Vorgabezeiten haben einen unterschiedlichen
Genauigkeitsgrad. Gngige Verfahren sind:
Schtzen (Erfahrungswerte),
Verwenden von Planzeitwerten (Tabellen),
Zeitaufnahme,
Berechnen.
Die Haupt- und Nebenzeiten werden entweder pro Arbeitsvorgang bestimmt, oder es
erfolgt eine Feinplanung des Arbeitsvorgangs mithilfe von Teilarbeitsvorgngen (Arbeits-
schritten), wobei die Zeiten dann pro Teilarbeitsvorgang ermittelt werden. Die Stckzeit
fr den Arbeitsvorgang ergibt sich aus der Summe von Haupt- und Nebenzeiten der
Teilarbeitsvorgnge unter Bercksichtigung von Zuschlgen fr die Verteil- und
Erholzeit.

Vorgabezeitberechnung eines Teilarbeitsvorgangs
Vorgabezeitberechnung Stufe-Drehen
Lfd.
Arbeitsschritte th tn Nebenzeittabelle (Kst. 360)
Nr.
1 Anstellen 0,10 Drehoperation Lngs Plan

Anstellen
tn (min) 0,10 0,12
Stufendrehen
2 0,05
Rcklauf mm 50 100 150 200
(Lngsdrehen) Zurck-
fahren tn (min) 1,10 0,11 0,12 0,13
3 Zurckfahren 0,10
Messlnge mm 50 100 150 200
4 Messen 0,10 Messen
tn (min) 0,10 0,11 0,12 0,13
Gesamt 0,05 0,30
Hauptzeitberechnung (th): Schnittwerttabelle Schruppen

(Formeln siehe Hauptzeittabelle)
th = *D*L*i i = D-d
Werkstoff: St50 Schneidstoff: P25
f*vc*1000 2*ap Lngs-
Plandrehen
drehen
D = 60; d = 45; L = 30
(Mae aus der Zeichnung)
ap = 7,5; f = 0,6; vc = 180
th 0,05 min
{ ap (mm)
f (mm)
vc (m/min)
8,0
0,6
180
6,0
0,5
160
WZL
Bild 5

Fr die Vorgabezeitermittlung eines Teilarbeitsvorgangs ist eine Aufgliederung des
Teilarbeitsvorgangs in Arbeitsstufen mglich. Die Haupt- und Nebenzeitermittlung erfolgt
dann pro Arbeitsstufe. In dem Beispiel wird die Ermittlung der Hauptzeit mithilfe einer
Hauptzeitformel (vgl. bung) gezeigt, wobei die technologischen Daten einer
Schnittwerttabelle entnommen werden. Zur Bestimmung der Nebenzeitanteile wird hier
eine Nebenzeittabelle genutzt.

Systematik der Standardarbeitsplanerstellung und -nutzung
Bildung von Werkstckgruppen hnlicher Teile
metrisches
Gewinde
Standard- Whitworth-
arbeitsplan- Gewinde
erstellung metrisches
Feingewinde
Standardisierung der Werkstckgruppen
WZL-Arbeitsplanung
1 2 3 4 5 6 7 8 Arbeitsvorgangs-
struktur Maschinendaten
Werkzeugdaten
Planungsregeln Vorgabezeiten
Dokumentation der Planungsinformationen
Standard- Anpassung/ Aktueller

Nutzung Zeichnung
arbeitsplan Erweiterung Arbeitsplan
WZL
Bild 6

Fr eine Teilefamilie (Werkstckgruppe) werden Standardarbeitsablufe ermittelt, die in
Standardarbeitsplnen dokumentiert werden.
Der Arbeitsplaner ordnet das Werkstck einer Teilefamilie zu und kann dann den zugehrigen
Standardarbeitsplan nutzen. Der Arbeitsplan fr das Werkstck entsteht durch die Kombination
der erforderlichen Wahlarbeitsgnge des Standardarbeitsplans.

Informationsgrundlagen und Inhalt eines NC-Programms
Werkstck Bearbeitungs-
Maschine
segment x
X
P3 P4
Startpunkt z
P7 P1
Geometrie P2
Technologie P6 P5 Maschinendaten
Werkstck-
nullpunkt
NC-Programmblatt Z
Satz Weg- Kreismittelpunkt- Vorschub- Drehzahl- Werkzeug- Hilfs-

Nr. bedingung Wegbefehle abstand befehl befehl befehl funktionen
N G X Z I K F S T M
%
N01 G95 S 350 M04
N02 T0103 M06
N03 G00 150 300
N04 G01 Maschinendaten
Wohin wird gefahren ?
N05 G01 Schnittwerte
Wie wird gefahren ?
6000
Bewegungsdaten Technologische Daten
WZL
Bild 7

Als Eingangsinformationen fr die Erstellung des NC-Programms mssen neben den
Werkstckdaten (Geometrie- und Technologiedaten) auch Angaben zu der einzu-
setzenden Bearbeitungsmaschine vorliegen.
Das Ergebnis der (manuellen) Programmierung ist ein Teileprogramm im Satzformat
gem DIN 66 025, das die explizite Vorgabe aller Bewegungen, Funktionen und Werte
fr die Durchfhrung der Bearbeitung enthlt.

Arbeitsplanung in Abhngigkeit von der Fertigungsart
Einzel- und Kleinserien-

ARBEITSPLANUNG fertigung
Serienfertigung
ANFORDERUNGEN DATENBERGABE
Organisatorische Daten 1 Stck Auftragsstckzahl 80 Stck

Genauigkeit Rohmaterialdaten 1h Planungsaufwand 6h
Aktualitt Arbeitsvorgnge Nr. MGR AVO te Nr. MGR Art der Arbeit
Reproduzierbarkeit Teil-Arbeitsvorgnge
Maschinengruppen 05 1147 ABSAEG 5 ABSAEG
05 1213 t = 5,1; t = 2,1
Kostenstellen e R
Restzeiten 10 2010 FRAES 9

10 2017 FREAS
t e = 8,06; t R = 2,1
15 3020 S - BO 5 s = 140 mm/min
Automatisierungs- Zeiten je Einheit v = 80 m/min
grad 20 4015 SCHLEIF 3 15
Fertigungsart
Anteil Facharbeiter Schnittwerte
Losgre Zusatztexte
durchschnittliche Abweichung der ermittelten
von der gemessenen Vorgabezeit
%
20
10
+5
+20%
- -5
+5%
-
-10
FERTIGUNG -20
WZL
Bild 8

Aus der Analyse der betrieblichen Randbedingungen kann die notwendige Planungstiefe ermittelt
werden. Aus ihr knnen die Rationalisierungsziele abgeleitet werden.

Aufbau der Teilevielfalt in einer Werkzeugmaschine
Anzahl der verschiedenen Einzelteile

300
250
200
150
100
50
0
Teileart
Produktspezifische
Normteile hnlichkeitsteile
Teile
Schrauben Deckel Zahnrder Gehuse Betten

Stifte Buchsen Wellen Lagerbcke Schlitten
Passfedern Hebel
WZL
Bild 9

Durch die Werkstckanalyse knnen Teile nach hnlichkeitskriterien gruppiert werden
(vgl. werkstckbeschreibende Klassifizierungssysteme, z.B. Opitz-Schlssel).
hnlichkeitsteile bieten eine Einsatzmglichkeit fr Standardarbeitsplne. Im Unter-
schied zur Werkstckanalyse ordnet die ABC-Analyse das Teilespektrum nach
quantifizierbaren Kriterien, z.B. nach den verursachten Kosten.

Zeitaufwand fr Ttigkeiten bei der Arbeitsplanerstellung
Ttigkeiten Zeitaufwand
- Auftrag prfen auf Vollstndigkeit

- Material vorhanden 4
- Zeichnung lesen
- Rcksprache Konstruktion 5
- Fertigungstechnische Kontrolle
5
- Rcksprache Werkstatt
- hnlichkeitsteile suchen 3
- Arbeitsvorgangsfolgeermittlung
- wirtschaftlicher Verfahrensvergleich
30
- Prfung/ Korrektur der Arbeitsvorgangsfolge 5
- Zeitkalkulation 15
- Auftrag abschlieen
- Weitergabe des Arbeitsplans zur Datenerfassung
3
- Datenerfassung 3
- Endprfung 2
0 3 6 9 12 15 30
Zeit min
Basis: Erfassungszeit 2 Wochen, 80 Arbeitsplne, 5-8 Arbeitsvorgnge/ Plan
WZL
Bild 10

Mit der Ttigkeitsanalyse werden Rationalisierungspotentiale in der Arbeitsplanung
aufgedeckt.

Anwendung von Planungshilfsmitteln in der Arbeitsplanung

Planungshilfsmittel
Vorrichtungs-, Messmittel-, Lehrenkat.
Tabelle mit Maschinenstundenstzen

Maschinenkatalog, Maschinenkartei
Normen, Vorschriften, Richtlinien
Materialprospekt des Handels

hnliche Arbeitsplne
Standardarbeitsplne
Relativkostenkatalog
Materiallagerkatalog
Wiederholteilkatalog
Zeitrichtwertkatalog
Lohnkostentabelle
Schnittwerttabelle
Werkzeugkatalog
Anwendungsbereich
Stcklistenverarbeitung
Arbeitsplanerstellung
Arbeitsvorgangsfolgebestimmung
Maschinenauswahl
Vorrichtungsauswahl
Werkzeugauswahl
Vorgabezeitberechnung
NC-Programmierung
Sonderbetriebsmittelplanung
WZL
Bild 11

Die Tabelle ordnet die Hilfsmittel der Arbeitsplanung den Ttigkeiten zu, die sie
untersttzen.
Mit einem Relativkosten-Katalog knnen beispielsweise alternative Verfahren fr eine
kostenoptimale Bearbeitung ausgewhlt werden.
Die Maschinenkarte liefert dem Arbeitsplaner Informationen zur Auswahl und zum
Einsatz von Maschinen.
In Richtwerttabellen werden in Abhngigkeit von Werkstoff/ Schneidstoffpaarungen
technologische Einstellbedingungen festgehalten, die nach verschiedenen Zielkriterien
wie maximale Standzeit oder minimale Kosten ausgerichtet sind.

Relativkosten fr verschiedene Schweiverfahren
Werkstoff: St
a
4
Relativkosten
3
MIG/MAG-Schweien
2 Metall-Lichtbogenschweien
Unterpulverschweien
1
3 4 5 6 7 8 9 10
Schweinahtdicke a Legende:
MIG: Metall-Intergas-Schweien
MAG: Metall-Aktivgas-Schweien
nach: Busch
WZL
Bild 12

Mit einem Relativkosten-Katalog knnen alternative Verfahren fr eine kostenoptimale
Bearbeitung ausgewhlt werden.

Dokumentation von Maschinendaten
WZL
Bild 13

Die Maschinenkarte (z.B. AWF-Karte) liefert dem Arbeitsplaner Informationen zur
Auswahl und zum Einsatz von Maschinen.

INFOS-Richtwerttabellen fr das Drehen
AACHEN Richtwertempfehlung fr das Auenlngsdrehen

Wrmebehandlung geglht auf BG Werkstoffnummer 1.7335
Zugfestigkeit 500 N/mm2 Hrte 148 HB Werkstoff 13CrMo 4 4 I
Oberflche vorgedreht kc1,1=144 1-mc=0,86
N
F
VSTAND=571 E=-0,20 F=-0,10 G=-0,20 H=0,24 O
Schnittgeschwindigkeit vcmax=350m/min vcmin=200 Plattenform SPUN 120308 S
Schneidteil =6 =5 =0 =70 Beschichtetes Hartmetall
Besonderheiten Mehrbereichssorte
Schnitttiefe ap (mm)
1.0 2.0 3.0 4.0 5.0 Anwendungsbereich
.250 350 330 320 310 300 01 10 15 20 25 30 35 40
50 110 170 220 280 P
3 6 9 12 14 M
Vorschub f (mm)
87 165 240 310 375

Schnittgeschw. Vc (m/min) K
.315 340 310 300 290 290
60 130 200 270 340 Schnittkraft Fc (daN)
4 7 10 13 17
107 195 283 365 456
Schnittleistg. P (kW)
.400 320 300 290 280 270 Volumenrate (cm3/min)
80 170 250 340 420
Standzeit T = 10 min
5 9 12 16 19
128 240 348 448 540 VBmax = 0,3 mm
nach: EXAPT
WZL
Bild 14

In Richtwerttabellen werden in Abhngigkeit von Werkstoff/ Schneidstoffpaarungen
technologische Einstellbedingungen festgehalten, die nach verschiedenen Zielkriterien
wie:
- maximale Standzeit oder
- minimale Kosten
ausgerichtet sind.

Anwendungsmglichkeiten von Zugriffssystemen auf Planungshilfsmittel

Planungshilfsmittel
Vorrichtungs-, Messmittel-, Lehrenkat.
Tabelle mit Maschinenstundenstzen

Maschinenkatalog, Maschinenkartei
Normen, Vorschriften, Richtlinien
Materialprospekt des Handels

hnliche Arbeitsplne
Standardarbeitsplne
Relativkostenkatalog
Materiallagerkatalog
Wiederholteilkatalog
Zeitrichtwertkatalog
Lohnkostentabelle
Schnittwerttabelle
Werkzeugkatalog
Identnummer
Klassifizierung
(Suchsystem)
Werkstckorientierte Klassifizierung
Verfahrensorientierte Klassifizierung
Kreuzliste
Alphabetisches Inhaltsverzeichnis
Suchsysteme
Nummer
Indextabelle
Sachmerkmalleiste
WZL
Bild 15

Die Vielzahl der Dokumente und Hilfsmittel ist nur durch einen systematischen Zugriff zu
nutzen. Die unterschiedlichen Planungshilfsmittel knnen mit den aufgefhrten Zugriffs-
systemen verwaltet werden.

Dokumentation der Auswahlkriterien in Entscheidungstabellen
1801 Hrten
Auswahlkriterien ENTSCHEIDUNGSTABELLE
Arbeitsvorgangs- 2002 lfd. REGELN
1901 Drehen nummer Nr. R1 R2 R3
Auswahlkriterien Nut vorhanden 1 X X
Nutbreite<=10 2 X
2001 Nuten ziehen 2002 Nuten frsen F.-Gewicht<=10 3 X
Bedingungen
Auswahlkriterien Auswahlkriterien Rohdurchm.>20 4 X
Werkstoff C45 5 X
2101 NC-Bohren Rohlnge>=250 6 X
Auswahlkriterien Dokumentation in AV 802 vorhanden 7 X
Entscheidungstabellen NIMM AV 2002 1 X
Manahmen
2201 Schleifen GEHE NACH AV 2101 2 X X
Auswahlkriterien GEHE NACH AV 2402 3 X
WZL
Bild 16

In IT-Systemen zur Arbeitsplanerstellung (CAP: Computer Aided Planning) ist die
Planungslogik hufig in Form von Entscheidungstabellen implementiert.

PM I Eng v6

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PM I Eng v6

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Production management I (Prof.

Objectives of the lecture

To define process planning and to define the boundaries between operations

To demonstrate the general approach to rationalisation

To introduce planning methods and tools in order to systematise process

To describe areas of application for planning tools

Process planning and operations scheduling L6 page I

Structure of lecture No. 6:

1.1 Definition of process planning and delimitation of

1.2 Information media of process planning L6 page 2

2. Operations Scheduling L6 page 3

2.1 Functions of operations scheduling L6 page 4

2.2 Drawing up operations schedules L6 page 5

2.3 NC-programming L6 page 10

3. Operations control L6 page 14

3.1 Functions of operations control L6 page 14

3.2 Scheduling and capacity planning L6 page 16

3.3 Shop floor control L6 page 20

4. Manufacturing concepts and rationalisation within process planning L6 page 21

4.1 Planning complexity and new manufacturing concepts L6 page 21

4.2 Options for rationalisation in process planning L6 page 22

4.3 Methods for the rationalisation of operations scheduling L6 page 24

5. Factors impacting on the system used to draw up operations schedules L6 page 25

6.1 Supplement L6 page 1

7.1 Calculation exercise E6 page 1

7.2 Self-Calculation exercise E6 page 1

Process planning and operations scheduling L6 page II

Summary of lecture No. 6

Process planning and operations scheduling L6 page III

Wiendahl, H.-P. Betriebsorganisation fr Ingenieure

N.N. Methodenlehre der Planung und Steuerung

N.N. Handbuch der Arbeitsvorbereitung

Kief, H.B. NC/CNC-Handbuch '93/94

N.N. DIN 66025

Pritschow, G. Tendenzen in der NC-Steuerungstechnik

Hackstein, R. Produktionsplanung und -steuerung (PPS)

Spur, G. Handbuch der Fertigungstechnik,

Eversheim, W. Arbeitsplanung, Handbuch der modernen Fertigung und Montage

Diels, A. Systematischer Aufbau von Methodenbanken fr

Tnshoff, H.K. Strategische Ausrichtung der Arbeitsplanung

Process planning and operations scheduling L6 page IV

Eversheim, W. Integrierte Arbeitsplanung und Fertigungsfeinsteuerung Schneewind, J.

Lange, U. Wie produktiv ist die Arbeitsplanung?

Eversheim, W. Organisation in der Produktionstechnik

Eversheim, W. Organisation in der Produktionstechnik - Arbeitsvorbereitung

N.N. REFA - Methodenlehre der Planung und Steuerung

Wiendahl, H.-P. Betriebsorganisation fr Ingenieure

Hamelmann, S. Rechneruntersttzte Arbeitsplanung - was gibt der Markt her?

Eversheim, W. Die Arbeitsplanung im genderten produktionstechnischen

Eversheim, W. Formation of Part Families based on Product Model Data

Process planning and operations scheduling L6 page V

Definitions and examples of functions in process planning and scheduling

... includes all one-off planning measures which ensure the

Operations Where- manufacture times

... includes all measures required in the course of the

In operations scheduling, decisions are made regarding

In operations control, the issues are

a work-piece or assembly is manufactured.

In practice the term operations scheduling (work scheduling) is often replaced by

Process planning and operations scheduling L6 page 1

Input and output documents of process planning

Input documents Output documents

standard work schedules