Computer Integrated Manufacturing

Lecture 1 About the Course

Unit 1
Concepts of Computer Integrated Manufacturing System
Functions of Manufacturing Systems, Hierarchical planning and Control
Concept Future Developments,

CIM Models and concepts, Unsolved Problems in CIM.

Unit II
CAD Its role in Manufacturing
Introduction Design Hierarchy Methods of Constructing geometric elements in CAD CAD/CAM Interface programming Graphics Standards Requirements of Product Model Tolerance Practices in Manufacturing Quality methods in design Life Cycle cost in design.

Unit III
Analysis Tools for Manufacturing
An Integrated approach to manufacturing systems planning Simulation tools AI methods for manufacturing Knowledge- Based Systems Quick Responsive Manufacturing (QRM

Unit IV
Computer Aided Process Planning (CAPP)
Design data and automated process planning Feature based Generation and Optimization of Process Planning MRP

Unit V
Control structures for manufacturing systems in the CAM area
Introduction Function oriented structure Software and Hardware oriented structures Programming NC equipment Flexible Manufacturing and Assembly equipment.

Unit VI
Information Systems Integration
Global Manufacturing Networks Interoperability Next Generation Manufacturing
Conceptual Model

Product Geometry Standards

IGES, STEP, XML and XVL

Virtual Business e-Commerce Technologies

Evaluation
Component CAT I CAT II Term Paper/Seminar/Programming/Simulation/Software/Projects SET Conference Term end Total Marks 15 15 10 20 40 100

CIM
What is CIM?

The integration of business, engineering, manufacturing and management information that spans company functions from marketing to product distribution.

CIM
Typical element of a CIM system
CIM system manufacturing planning & control - MRPII, MRP, CRP, shop floor control, inventory control, manufacturing engineering - CAD/CAM, CAPP, coding & classification, manufacturing processes - NC/CNC/DNC, FMS, robots, material handling systems, indirect elements: - sales order processing (& marketing) - finance & accounting

CIM
CIM is a unified network of computer systems controlling and/or providing information to the function of a manufacturing business in an integrated way. (Thomas, 1986) Computer integrated manufacture (CIM) refers to the integrated information processing requirements for the technical and operational tasks of an industrial enterprise. (Scheer, 1986) CIM relates to the use of computers for integrating the flow of information to aid the overall control of a manufacturing unit. . (Parnaby et al., 1986)

CIM
CIM is a philosophy rather than a specific system or set of applications (Lung, 1988) CIM is a strategy for winning in manufacturing (Dutton, 1986) CIM is concerned with the integration of commercial, financial, engineering and production systems to improve responsiveness, quality, cost and competitiveness The CIM vision is one of total business integration with no local, departmental systems, no data that is duplicated unnecessarily, and no barriers between different functions. (Luscombe, 1993)

CIM
The CIM Wheel

CIM
The changing manufacturing and management scene
CAM ROBOTICS NC FMS CAPM GT CIM VM CAD CAE PDM DNC AMT CE/SE CNC FMC DM MRP OPT MRPII JIT TPM WCM LM QC QA TQM 1970 1980 1990 CAPP EDI

1960

CIM
The CIM Jigsaw

CIM
1960s philosophy techniques product range tooling fixed costs labour costs product life cycle competition customers inventory pricing production led simple narrow dedicated low high long national stable order point cost plus 1990s market led complex wide flexible high low short global demanding just-in-time market driven

Change in manufacturing emphasis, after Scott (1994)

CIM
Why CIM?
External Challenges - niche market entrants - traditional competition - suppliers - global economy - cost of money - customers

CIM
External Challenges
New/niche market entrants

Costs of money Global economy

Customers

Traditional competition

Supplier

CIM
Internal Challenges
- Analyse every product and agree on the orderqualifying and order winning criteria for the current market conditions for every product - For every product, project the order winning criteria in the market in the future - Determine the fit between the criteria necessary to succeed in the market place and the current capability in manufacturing - Change or modify either the marketing goals or the manufacturing process choices and infrastructure to force internal consistency

CIM
Meeting the internal challenges (1)
Manufacturing standards Attribute World-class standard
< 30 minutes < 1 minute 1500 ppm 300 ppm 3-5% > 50% > 100 turns 3 days 270 parts 300 feet 95% 2-5% 15-25% 25-35% 2-4 turns 3 months 25 parts > 1 mile 65-75%

US average
24 hours

Set up time System Cell Quality Captured Warranty Cost of quality Manufacturing/total space Inventory Product velocity Material residence time Flexibility Distance Uptime

3-5%

CIM
Meeting the internal challenges (2)
Set-up time Quality Manufacturing space ratio Inventory Flexibility Distance Uptime

CIM
Co-ordination & Organisation of data
COMPANY Quality Technical Manufacture Marketing Financial Personnel Planning

Quality control Inspection

Purchasing Planning Control Progress Rate fixing Stores

Workshops

Sales

Market research

Budgeting control

Financial control

Records Education & Training

Forecasting and OR O&M

Foundry M/c shops

Servicing

Publicity

Standard costs Records

Inventory Invoicing

Recruiting Industrial relations Safety

Assembly Dispatch

Distribution Account Data processing

Credit

R&D

Engineering Design DO

Manufacturing engineering Process planning Jig and fixture NC coding

Wages

The hierarchical structure of companies

CIM
Co-ordination & organisation of data (2)
Elimination of paper and the costs associated with its use Automation of communication within a factory and increase its speed Facilitate simultaneous engineering Computers in engineering

CIM
Concept of Integration

CIM
Some (claimed) benefits of CIM:
reduction in direct costs reduction in engineering costs reduction in manufacturing lead time reduction in pre-production lead time quicker response to market changes reduced inventory improved quality more effective management control of the business

CIM
The Problem & a Solution
Standards Design and manufacturing lead time by product Inventory turns by product Set-up times on production equipment Output/productivity by product/employee Total quality and level of rework Number of suggestions by product for improvements per day per employee

Product/Process Definition 1 Business Definition 2 System Design 3 Component Design

Manufacturing 6 Resource Planning

Customer Support 11 Global Organization

7 Operations Planning 12 Distribution 8 Component Fabrication 13 Sales and Promotion 14 Customer Services 15 Life-Cycle Transitions

4 Continuous Improvement 9 Assembly and Test 5 Documentation and Release 10 Material Management

Customer, is the primary target for all marketing, design, manufacturing, and support efforts in the enterprise. Only with a clear understanding of the marketplace and the customer can the enterprise be successful.

The 2nd layer on the wheel focuses on the means of organizing, hiring, training, motivating, measuring, and communicating to ensure teamwork and cooperation in the enterprise. The techniques used to achieve this goal include self-directed teams, teams of teams, organizational learning, leadership, standards, rewards, quality circles, and a corporate culture.

The section 3 focuses on the shared corporate knowledge, systems, and common data used to support people and processes. The resources used include manual and computer tools to aid research, analysis, innovation, documentation, decision making, and control of every process in the enterprise.

The 4th layer, three main categories of processes, product/process definition, manufacturing, and customer support, make up this section of the wheel. Included in this group are fifteen key processes that form the product life cycle.

The 5th layer, enterprise has resources that include capital, people, materials, management, information, technology, and suppliers. It also has responsibilities to employees, investors, and the community, as well as regulatory, ethical, and environmental obligations.

The final part of the wheel is the manufacturing infrastructure. This infrastructure includes customers and their needs, suppliers, competitors, prospective workers, distributors, natural resources, financial markets, communities, governments, and educational and research institutions.

Concurrent Engineering

Virtual Enterprise