Manu Supp Syst

MANUFACTURING SUPPORT
SYSTEMS
The set of procedures and systems used by a
company to solve the technical and logistics
problems encountered in
Planning the processes
Ordering materials
Controlling production and inventory
Ensuring that the companys products meet
required quality specifications
2013 John Wiley & Sons, Inc. M P Groover, Principles of Modern Manufacturing 5/e
MANUFACTURING SUPPORT
SYSTEMS
PROCESS PLANNING AND

PRODUCTION CONTROL
1.
2.
3.
4.
5.
Process Planning
Other Manufacturing Engineering Functions
Production Planning and Control
Just-In-Time Delivery Systems
Lean Production
Process Planning Defined

Technical staff function concerned with planning the
manufacturing processes for economical production
of high quality products
Deciding appropriate processes and their
sequence
Determining tooling requirements
Selecting equipment
Estimating costs
Process Planning and

Manufacturing Engineering
Process planning is usually the principal function within
the Manufacturing Engineering Department of a
company
In addition to process planning, the scope of
manufacturing engineering also includes:
Problem solving and continuous improvement - staff
support to operating departments
Design for manufacturability - manufacturability
advisors to product designers
Traditional Process Planning

Traditionally, process planning is accomplished by
manufacturing engineers who are familiar with the
particular processes in the factory and are able to read
engineering drawings
Based on their knowledge, skill, and experience, they
develop the processing steps in the most logical
sequence required to make each part
Some details are often delegated to specialists, such as
tool designers
Details in Process Planning

Processes and sequence - process plan should briefly
describe all processing steps used on the work unit in
the order they are performed
Select equipment to be used - try to develop process
plans that utilize existing plant equipment
Otherwise, part must be purchased, or new
equipment must be installed in the plant
Specify what tools, dies, molds, fixtures, and gages are
needed
More Details in Process Planning

Specify methods - hand and body motions, workplace
layout, small tools, hoists for lifting heavy parts
Methods must be specified for manual operations
and manual portions of machine cycles
Estimate production costs - often accomplished by
working with cost estimators
Specify cutting tools and cutting conditions (speeds
and feeds) for machining operations
Process Planning for Parts

Processes needed to manufacture a given part are
determined largely by the material out of which the
part is made and the part design itself
The material is selected by the product designer
based on functional requirements
Once the material has been selected, the
choice of possible processes is narrowed
considerably
Typical Processing Sequence

A typical processing sequence to fabricate a discrete
part consists of:
1. A basic process
2. One or more secondary processes
3. Operations to enhance physical properties
4. Finishing operations
Typical Processing Sequence

Basic process establishes initial geometry of part
Secondary processes transform starting geometry into
final part shape
Property-enhancing processes
Finishing operations
Examples of Typical
Process Sequences
Basic process
Secondary
Process(es)
Property
enhancing
Finishing
operations
Sand casting
Machining
Heat treating
Painting
Rolling sheet
Blanking,
bending
(none)
Plating
Forging
Machining
(none)
Painting
Extrusion (Al)
Cut to length
(none)
Anodizing
Casting of glass
Press, blowing
Annealing
Chem. etch
Example: Plumbing Fixture

Left: starting casting
(basic process)
Right: after machining
(secondary process) to
create accurate holes
and threads (courtesy
George E. Kane
Manufacturing
Technology Laboratory,
Lehigh University)
Process Planning: Basic Process

Process planning usually begins after the basic
process has provided initial part shape
Example: machined parts begin as bar stock or
castings or forgings, and these basic processes
are often external to the fabricating plant
Example: stampings begin as sheet metal coils
or strips purchased from the mill
These are the raw materials from external vendors
for the secondary processes used in the factory
The Route Sheet

The document that specifies the details of the
process plan
The route sheet is to the process planner what the
engineering drawing is to the product designer
Route sheet should include all manufacturing
operations to be performed on the workpart
Listed in the order in which they are to be
performed
Route Sheet
Typical route
sheet for
specifying the
process plan
Process Planning for Assemblies

For single stations, documentation is a list of assembly
steps in the order in which they must be accomplished
For assembly line production, process planning
consists of line balancing - allocating work elements to
particular stations along the line
As with process planning for parts, any tools and
fixtures needed to accomplish a given assembly task
must be decided, and the workplace must be designed
Make or Buy Decision

Inevitably, the question arises whether a given part
should be purchased from an outside vendor or
made internally
Virtually all manufacturers purchase their
starting materials from suppliers
Very few production plants are vertically
integrated all the way from raw materials to
finished product
Make or Buy Decision

(continued)
Given that a company purchases some or all of its
starting materials
Shouldnt we question whether the company
should purchase the parts that would otherwise
be made in its own factory?
The answer to the question is the make or buy
decision
The make versus buy question is probably
appropriate to ask for every component
Make or Buy Example

Quoted price from a vendor = $8.00 per part for 1000
units. Same part made in the home factory would cost
$9.00. Cost breakdown on the make alternative:
Unit material cost = $2.25 per unit
Direct labor = $2.00 per unit
Labor overhead at 150% = $3.00 per unit
Equipment fixed cost = $1.75 per unit
Total = $9.00 per unit
Should the component by bought or made in-house?
Make or Buy Example continued

Although the vendor's quote seems to favor the buy
decision, consider the possible effect on the factory if
the quote is accepted
Equipment fixed cost is based on an investment
that has already been made
If equipment is idled, then the $1.75 fixed cost
continues even if the equipment is not in use
Same is true of the $3.00 overhead cost which
consists of factory floor space, indirect labor, etc.
Make or Buy Example continued

By this reasoning, the decision to purchase might
cost the company as much as $8.00 + $1.75 + $3.00
= $12.75 per unit if it results in idle time on the
machine that would have been used to make the part
On the other hand, if the equipment can be used to
produce other parts for which the internal prices are
less than the corresponding external quotes, then a
buy decision makes good economic sense
Computer-Aided Process
Planning
During the last several decades, there has been
considerable interest in automating the process
planning function using computer systems
Shop people knowledgeable in manufacturing
processes are gradually retiring
An alternative approach to process planning is
needed
Computer-aided process planning (CAPP)
systems provide this alternative
CAPP Systems
Computer-aided process planning systems are
designed around either of two approaches:
1. Retrieval systems
2. Generative systems
Retrieval CAPP Systems

Also known as variant CAPP systems
Based on GT and parts classification and coding
A standard process plan is stored in computer files
for each part code number
The standard plans are based on current part
routings used in the factory, or on an ideal plan
prepared for each family
For each new part, the standard plan is edited if
modifications are needed
Retrieval CAPP System

Operation of a retrieval type computer-aided
process planning system
Retrieval CAPP Systems continued

If the file does not contain a standard process plan
for the given code number, the user may search the
file for a similar code number
By editing an existing process plan, or starting
from scratch, the user develops a new process
plan that becomes the standard plan for the new
part code
Process plan formatter may call other application
programs: determining cutting conditions,
calculating standard times, or computing costs
Generative CAPP Systems

Rather than retrieving and editing an existing plan,
the process plan is created using systematic
procedures that might be applied by a human planner
In a fully generative CAPP system, the process
sequence is planned without human assistance and
without predefined standard plans
Designing a generative CAPP system is a problem in
expert systems - computer programs capable of
solving complex problems that normally require a
human with years of education and experience
Components of an Expert System

Knowledge base - the technical knowledge of
manufacturing and logic used by process planners
must be captured and coded in a computer program
Computer-compatible part description - the
description must contain all the pertinent data needed
to plan the process sequence
Inference engine - the algorithm that applies the
planning logic and process knowledge contained in
the knowledge base to a given part description
Benefits of CAPP
Process standardization CAPP leads to more
logical and consistent process plans than traditional
process planning
Increased productivity of process planners
Reduced lead time to prepare process plans
Improved legibility over hand-written route sheets
CAPP programs can be interfaced with other
application programs, such as cost estimating, work
standards, and others
Other Manufacturing Engineering

Functions
1. Problem solving and continuous improvement
2. Design for Manufacturing and Assembly
Problem Solving in
Manufacturing
Problems arise in manufacturing that require technical
staff support beyond what is normally available in the
line organization of the production departments
Providing this technical support is one of the
responsibilities of manufacturing engineering
The problems are usually specific to the particular
processes performed in the operating departments
and expertise is often required to solve them
Continuous Improvement
Constantly searching for and implementing ways
to reduce cost, improve quality, and increase
productivity in manufacturing
Accomplished one project at a time
May involve a project team whose membership
includes people from other departments such
as product design, quality engineering, and
production control
Project Areas
Cost reduction
Quality improvement
Productivity improvement
Setup time reduction
Cycle time reduction
Manufacturing lead time reduction
Improvement of product design to increase
performance and customer appeal
Design Engineering and

Manufacturability
Much of the process planning function is pre-empted by
decisions made in product design
Decisions on material, part geometry, tolerances, and
other features limit the manufacturing processes that
can be used
The manufacturing engineer must act as an advisor to
the design engineer in matters of manufacturability
Manufacturability matters, not only to the production
departments but to the design engineer
How Design Affects Process

Planning
Example: If the product engineer designs an
aluminum sand casting with features that can be
achieved only by machining
Then the process planner must specify sand
casting followed by the necessary machining
operations
The manufacturing engineer might advise the
designer that a plastic molded part might better
satisfy functional and economic requirements
Design for Manufacturing and

Assembly (DFM/A)
An approach to product design that systematically
includes considerations of manufacturability and
assemblability in the design
DFM/A includes:
Organizational changes
Design principles and guidelines that should be
implemented during product design
Organizational Changes in
DFM/A
To implement DFM/A, a company must make
organizational changes to provide closer interaction
between design and manufacturing personnel
Often done by forming design project teams
consisting of product designers, manufacturing
engineers, and other specialties
In some companies, design engineers must spend
some career time in manufacturing to learn about the
problems encountered in making things
DFM/A Principles and Guidelines

DFM/A includes principles and guidelines that
indicate how to design a given product for
maximum manufacturability
Many of these principles and guidelines are
universal
Rules of thumb that can be applied to nearly
any product design situation
In addition, DFM/A includes principles that are
specific to given manufacturing process
Benefits Typically Cited for

DFM/A
Shorter time to bring the product to market

Smoother transition into production
Fewer components in the final product
Easier assembly
Lower costs of production
Higher product quality
Greater customer satisfaction
Traditional Approach to
Launch a New Product
Tends to separate product design and manufacturing
engineering
Product design develops the new design, sometimes
with small regard for the manufacturing capabilities
possessed by the company
There is little interaction between design engineers
and manufacturing engineers who might provide
advice on DFM/A
Concurrent Engineering
A modern approach to product design in which
companies attempt to reduce elapsed time to bring a
new product to market by integrating design and
manufacturing engineering, and other functions
Manufacturing engineering becomes involved early in
the product development cycle
In addition, other functions are also involved, such as
field service, quality engineering, manufacturing
departments, vendors, and in some cases customers
Concurrent Engineering
All of these functions can contribute to a product
design that performs well functionally, and is also
manufacturable, assembleable, inspectable, testable,
serviceable, maintainable, free of defects, and safe
All viewpoints have been combined to design a
product of high quality that will deliver customer
satisfaction
Through early involvement of all interested parties,
the total product development cycle time is reduced
Product Development: Two

Approaches
(a) Traditional
product
development
cycle, and
(b) Product
development
using
concurrent
engineering
Production Planning and Control

Defined
Manufacturing support function concerned with
logistics problems in manufacturing
Production planning - plans what products are to
be produced, in what quantities, and when
Also considers the resources required to
accomplish the plan
Production control - determines whether resources
to execute the plan have been provided and if not,
takes action to correct the deficiency
Activities in a PPC System

Aggregate production planning and the Master
production schedule
Material requirements planning
Capacity requirements planning
Shop floor control
Enterprise resource planning
The Production Planning

Problem
Any manufacturing firm must have a business plan,
and that plan must include:
What products will be produced
How many and when
The manufacturing plan should take into account
Current orders and sales forecasts
Inventory levels
Plant capacity considerations
Aggregate Production Plan

Indicates production output levels for major product
lines rather than specific products
Must be coordinated with sales and marketing
plan and must consider current inventory levels
Must reconcile marketing plans for current
products and new products under development
against the capacity resources available to make
those products
High level corporate planning activity
Master Production Schedule

Converts the aggregate schedule into a very specific
schedule of individual products
Lists the products to be manufactured, when they
should be completed, and in what quantities
Products listed in the master schedule generally
divide into three categories:
1. Firm customer orders
2. Forecasted demand
3. Spare parts
Controlling Production and

Inventory
Two alternative techniques for controlling production
and inventory:
For job shop and mid-range production of
assembled products:
Material requirements planning (MRP) and
capacity requirements planning
For high production:
Just-In-Time (JIT) and Lean Production
Material Requirements Planning

(MRP)
Computational procedure to convert master
production schedule for end products into a detailed
schedule for raw materials and components used in
the end products
The detailed schedule indicates:
Quantities of each item to be ordered
When the order must be placed
When the order must be delivered to achieve
the master schedule
Material Requirements Planning

Most appropriate for job shop and batch production of
a variety of products consisting of multiple
components, each of which must be purchased
and/or fabricated
MRP is the appropriate technique for determining
quantities of dependent demand items:
Raw materials
Purchased parts
Work-in-process
Common Use Items in MRP

The master production schedule specifies the monthly
quantities of final products
Each product may contain hundreds of parts
These parts are made from raw materials, some of
which may be common among the components (e.g.,
sheet steel for stampings)
Some of the parts themselves may be common to
several different products
Called common use items in MRP
Lead Times in MRP

The time that must be allowed to complete the job
from start to finish
Two kinds of lead times in MRP:
Ordering lead time - time required from

initiation of the purchase requisition to receipt
of the item from the vendor
Manufacturing lead time - time required to
produce the item in the company's own plant,
from order release to completion
Inputs to the MRP System

For the MRP processor to function properly, it must
receive inputs from several files:
Master production schedule
Product structure indicating subassemblies,

components, and raw materials
Bill of materials file
Inventory records
Capacity requirements planning
How MRP Works

Based on the inputs, the MRP processor computes
how many of each component and raw material will
be needed in future time periods by "exploding" the
end product schedule into successively lower levels
in the product structure
Factors that complicate the computations:
Adjustments for inventories on hand or on order
Common use items

Lead times
MRP Output Reports

1. Order releases - authorize placement of orders
2. Planned order releases in future periods
3. Rescheduling notices, indicating changes in due
dates for open orders
4. Cancellation notices - indicate that certain orders are
canceled due to changes in the master schedule
5. Inventory status reports
6. Exception reports, showing deviations from
schedule, overdue orders, scrap, etc.
Capacity Requirements Planning

Concerned with determining labor and equipment
requirements needed to meet the master
production schedule
Also concerned with identifying the firm's long

term future capacity needs
Also serves to identify production resource
limitations so that a realistic master production
schedule can be planned
Short-Term Capacity
Adjustments
Employment levels increasing or decreasing
number of workers
Shift hours overtime or reduced hours
Number of work shifts authorizing a second shift
Inventory stockpiling to maintain steady
employment during slow periods
Order backlogs delaying deliveries to customers
Subcontracting contracting work to outside shops
Long-Term Capacity
Adjustments
Purchasing new equipment to increase capacity
Additional machines
More productive machines (latest technology)
New types of machines to match future product
requirements
Building new plants to increase capacity
Closing plants not needed for future production
Shop Floor Control (SFC)

Concerned with releasing production orders,
monitoring and controlling progress of the orders, and
acquiring up-to-date information on order status
SFC is concerned with managing WIP in the factory

Most relevant in job shop and batch production,
where a variety of orders must be scheduled and
monitored
Purchasing department is responsible for this
function among suppliers
Three Modules of a Shop Floor

Control System
1.
2.
3.
Order release
Order scheduling
Order progress
They are implemented by a combination of computer
systems and human resources
Order Release
Generates the documents needed to process a
production order through the factory
Documents are sometimes called the shop packet:
Requisition to obtain starting materials

Route sheet
Job cards to report direct labor time
Move tickets to transport parts

Parts list for assembly jobs
Order Scheduling
Assigns production orders to work centers in the
factory
A dispatch list is prepared indicating which orders
should be accomplished at each work center
Also provides relative priorities for the jobs, e.g.,
by showing due dates for each job
Dispatch list helps the department foreman assign
work and allocate resources to achieve the master
production schedule
Order Progress
Monitors status of orders, WIP, and other parameters
in the plant that indicate production performance
Various techniques are available to collect data
from factory operations
Called the factory data collection system
Techniques range from requiring workers to
submit paper forms that are later compiled, to
fully automated data collection techniques
Enterprise Resource Planning

(ERP)
ERP is a computer-based system that organizes and
integrates all of the data and business functions of an
organization through a central database
Accomplishes MRP, capacity requirement
planning, and shop floor control
Also accomplishes business functions such as
sales, accounting, distribution, and human
resources
Enterprise Resource Planning

(ERP)
Because ERP uses only one database, it avoids
problems of data redundancy, and conflicting
information that arise when an organization maintains
multiple databases
With ERP all employees have access to the same
data depending on their individual responsibilities
and need-to-know authorizations
Just-In-Time (JIT)
Delivery Systems
A JIT system produces exactly the right number of
each component to satisfy the next operation just
when that component is needed
Aimed at reducing factory inventories
Important component of lean production
Where to Apply JIT

Just-in-time procedures have proven most effective in
high-volume repetitive manufacturing
Example: automobile industry
Potential for in-process inventory accumulation
in this type of manufacturing is significant
because both quantities of products and
numbers of components per product are large
Some Requisites for JIT to Work

Small batch sizes and short setup times
On-time delivery of defect-free components and
materials
Reliable production equipment
Pull system of production control
Small Batch Sizes and Setup

Reduction
A requirement for minimizing inventories is small
batch sizes and short setup times
Large batch sizes mean longer production runs
and higher inventory levels
Long setup times are costly in both labor and
lost production time
Long setup times also necessitate long
production runs in order to justify the setups
On-Time Delivery, Defects, and

Reliability
Small lot sizes and parts buffers in JIT require parts
to be delivered on time at downstream stations
Otherwise, downstream stations are starved
Defective parts cannot be used in assembly
Promotes zero defects in parts production
Machines that break down cannot be tolerated in JIT
because of low WIP
Requires high equipment reliability and preventive
maintenance
Pull System
of Production Control
JIT requires a pull system of production control, in
which the order to produce parts at a station comes
from the downstream station that uses those parts
As parts supply runs out at a given station, it

"places an order" at upstream workstation
This order authorizes the upstream station to
produce the needed parts
Repeated at all stations, this procedure has the effect
of pulling parts through the production system
Kanban System at Toyota

to Implement a Pull System
Push System by Comparison

A push system operates by supplying parts to each
station in the plant, in effect driving the work from
upstream stations to downstream stations
The risk in a push system is to overload the factory

by scheduling more work than it can handle, resulting
in large queues of parts in front of machines
An MRP system that does not use capacity planning
and/or processes inaccurate data manifests this risk
Lean Production
An adaptation of mass production in which workers
and work cells are made more flexible and efficient
by adopting methods that reduce waste in all forms
In effect, lean production means accomplishing more
work with fewer resources by eliminating waste in
manufacturing operations
Term coined by MIT researchers who studied the set
of techniques developed at Toyota Motors by Taiichi
Ohno, who used the term Toyota Production System
Three Categories of
Activities in Manufacturing
1. Actual work activities that add value such as
processing steps that alter the product in a positive
way
2. Auxiliary work activities that support the valueadding work activities, such as loading and
unloading a production machine
3. Wasteful activities that do not add value and do not
support the value-adding activities, such as
unnecessary handling of the product
Seven Forms of Waste in the

Toyota Production System
1.
2.
3.
4.
5.
6.
7.
Production of defective parts

Production of more parts than needed
Excessive inventories
Unnecessary processing steps
Unnecessary movement of workers
Unnecessary handling and transport of materials
Workers waiting
Toyota Production System

The principal components of the Toyota Production
Systems that were designed to reduce or eliminate
the seven forms of waste:
1. Just-in-time delivery system
2. Autonomation (Taiichi Ohnos word)
3. Worker involvement
Autonomation
Designing production machines that operate
autonomously so long as they function the way they
are supposed to
If they do not function properly, they are designed
to stop
Indications of improper function:
Producing defective parts
Producing more parts than needed
Key Features of Autonomation

Stop the process
Error prevention
Total Productive Maintenance
Stop the Process

Underlying principle: When something goes wrong, the
process should be stopped so that corrective action
can be taken
Applies to both automatic machines and manually
operated processes
Machines are designed with sensors that detect
the problems
Workers on the assembly line are empowered to
stop the line when a problem occurs
Error Prevention
Mistakes in manufacturing include using the wrong
tool, wrong starting material, neglecting to add a
component in assembly, etc.
To avoid errors such as these, devices are designed
to detect abnormal conditions in the operation
Examples:
Sensors to detect correct number of spot welds
Devices to determine whether a part has been
properly located
Total Productive Maintenance

(TPM)
JIT does not provide for inventory buffers when
breakdowns occur
TPM aims to minimize production losses by making
the machines highly reliable to avoid breakdowns
TPM integrates the following programs:
Workers are responsible for minor maintenance
Emergency maintenance
Preventive maintenance
Predictive maintenance
Worker Involvement
Third component of lean production as practiced in
the Toyota Production System
Three aspects of worker involvement:
Continuous improvement
Visual management
Standard work procedures
Identified earlier in the context of manufacturing
engineering functions
In lean production, continuous improvement projects
are carried out be worker teams
Projects focus on problems related to productivity,
quality, safety, maintenance, and other issues of
interest
Workers serve the team part-time while they
perform their regular duties
Visual Management
Underlying principle: The status of a work situation is
usually obvious just be looking at it
If a machine is stopped, it is obvious that
something is not right
The entire interior of a plant should be visible
Obstructions such as work-in-process should
be kept to a minimum
Andon boards show plant status
Worker training using pictures and diagrams
Standard Work Procedures

Work procedures and times in the Toyota Production
System are standardized to increase productivity,
balance workloads, and minimize work-in-process
Procedures document the work elements and their
element times for each repetitive task performed
by workers
For workers responsible for multiple machines, the
sequence of elements is designed to minimize idle
times of workers and machines
U-Shaped Work Cell Typical in

Standardized Work Procedures

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MANUFACTURING SUPPORT

PROCESS PLANNING AND

Process Planning Defined

Process Planning and

Traditional Process Planning

Details in Process Planning

More Details in Process Planning

Process Planning for Parts

Typical Processing Sequence

Typical Processing Sequence

Example: Plumbing Fixture

Process Planning: Basic Process

The Route Sheet

Process Planning for Assemblies

Make or Buy Decision

Make or Buy Decision

Make or Buy Example

Make or Buy Example continued

Make or Buy Example continued

Retrieval CAPP Systems

Retrieval CAPP System

Retrieval CAPP Systems continued

Generative CAPP Systems

Components of an Expert System

Other Manufacturing Engineering

Design Engineering and

How Design Affects Process

Design for Manufacturing and

DFM/A Principles and Guidelines

Benefits Typically Cited for

Shorter time to bring the product to market

Product Development: Two

Production Planning and Control

Activities in a PPC System

The Production Planning

Aggregate Production Plan

Master Production Schedule

Controlling Production and

Material Requirements Planning

Material Requirements Planning

Common Use Items in MRP

Lead Times in MRP

Ordering lead time - time required from

Inputs to the MRP System

Product structure indicating subassemblies,

How MRP Works

Common use items

MRP Output Reports

Capacity Requirements Planning

Also concerned with identifying the firm's long

Shop Floor Control (SFC)

SFC is concerned with managing WIP in the factory

Three Modules of a Shop Floor

Requisition to obtain starting materials

Move tickets to transport parts

Enterprise Resource Planning

Enterprise Resource Planning

Where to Apply JIT

Some Requisites for JIT to Work

Small Batch Sizes and Setup

On-Time Delivery, Defects, and

As parts supply runs out at a given station, it

Kanban System at Toyota

Push System by Comparison