Seediscussions,stats,andauthorprofilesforthispublicationat:https://www.researchgate.net/publication/272151371

ANewMethodologytoFacilitateRestructuringinManufacturingSystems

CONFERENCEPAPER·NOVEMBER2011

DOI:10.13140/2.1.3693.6488

READS

23

2AUTHORS,INCLUDING:

PravinSingru

BirlaInstituteofTechnologyandSciencePi…

36PUBLICATIONS123CITATIONS

SEEPROFILE

Allin-textreferencesunderlinedinbluearelinkedtopublicationsonResearchGate,

lettingyouaccessandreadthemimmediately.

Availablefrom:VarinderSingh

Retrievedon:04February2016

Sustainable Manufacturing – Proc. of the International Conference on Sustainable Manufacturing:

Issues, Trends and Practices (ICSM – 2011), BITS, Pilani, India, November 10-12, 2011

A New Methodology to Facilitate Restructuring in Manufacturing

Systems

Varinder Singh1 and P. M. Singru

1

1Birla Institute of Technology and Science, Pilani –K. K. Birla Goa Campus, Goa, India

Corresponding author (e-mail: vsingh_gne@yahoo.com)

Abstract

In this article, a new systematic methodology based on graph theoretic approach is used to investigate

the impact of certain restructuring decisions in manufacturing systems, conceived in the form of

rearrangement of basic relations/interactions among subsystems of a manufacturing organization. A

graph theoretic model is first constructed for a case manufacturing organization that has to carry

extensive product design activities in addition to basic manufacturing functions. The graph theoretic

model gives representation to all the manufacturing functions including the product design function

along with interactions among them. The restructuring decisions investigated in the study represent the

efforts to simplify the procedures to operate the manufacturing system and evolve it towards a set of

more autonomous subsystems requiring lower number of interactions and the interaction cycles. The

methodology helps to systematically identify all the interaction cycles in the original as well as the

restructured configurations of manufacturing system thereby aiding the estimation of simplification that

can be achieved by the proposed restructuring. The study represents one of the pioneering efforts to

analyze the restructuring of manufacturing systems at the conceptual stage with the use of graph

theoretic approach.

Keywords: Restructuring, graph theoretic approach, system engineering, interaction cycles, cyclic

activities.

1. Introduction

Over the years, many innovative technological and philosophical concepts have been put forward by

number of researchers in the manufacturing sector viz. cellular manufacturing, flexible manufacturing,

just in time, collaborative manufacturing (Srinivasan et al., 1990; Burbidge, 1991; Ordoobadi and

Mulvaney, 2001, Gunasekaran et al., 2001). The goal of majority of such innovations has been to

develop lean or agile manufacturing systems as per modern requirements for sustainable businesses. In

general, the implementation of such concepts needs extensive restructuring in the use of resources such

as materials, equipments, humans and finances to develop a more competitive enterprise. Often, the

need for system wide analysis of restructuring decisions is felt before their implementation. The topic

of corporate restructuring has been analyzed by number of researchers (Ansoff, 1984; Barker, 1992;

1994; Barker and Barber 1997; Rock, 1997; Greiner, 1998; Bower, 2001). Barker (1992; 1994) as well

as Barker and Barber (1997) have proposed some of the popular models based on time based value

addition concept for analysis of restructuring decisions in manufacturing operations. However, such

models do not support the analysis requirements at the conceptual stage of restructuring. So, the

practical decision makers carrying out the restructuring exercise in manufacturing systems lack a

suitable and easy to use tool to aid in their decision making and generally depend on guess work for

decisions which need system wide analysis (Sarmiento et al., 2007).

On the other hand, number of researchers have contributed graph theoretic models to analyze different

other types of complex decisions in variety of systems such as automobile structure (Venkatasamy and

Agrawal,1996) and power plant structure (Mohan et al., 2003). Singh and Agrawal (2008) have

conceptualized the graph theoretic model for manufacturing systems also, and have proposed a method

for their integrative analysis. Later, Singh et al. (2010) have presented a graph theoretic model for an

extended manufacturing system which identifies all possible interaction cycles among subsystems

within the manufacturing system. All these graph theoretic models are based on graph theory based

interpretation of permanent function (Jurkat and Ryser, 1966; Minc, 1966; Harary, 1985; Deo, 2000).

In the present work, a systematic analysis of restructuring decisions is presented in an extended

manufacturing system by conceptualizing its four new restructured configurations with the use of a

graph theoretic model. The configurations represent the restructuring of the interaction linkages among

subsystems towards creating a manufacturing system as a set of more autonomous subsystems.

163

Improvement Techniques

2 The case of extended manufacturing system

A specific case of a manufacturing organization, which manufactures customized packaging machines

for packaging various mass produced consumer products is chosen for this study. The manufacturing

organization in the present study represents an extended manufacturing system that includes the

product design function in addition to basic manufacturing functions such as manufacturing processes,

inputs, outputs, management as well as support functions. The schematic diagram in Figure 1 shows

the original configuration of the extended manufacturing system with six subsystems as well as the

interactions among them for its graph theoretic modeling.

Figure 1. Schematic diagram and graph of original configuration of extended manufacturing system

Essentially, input subsystem provides raw material and consists of suppliers, vendors etc.; management

& control subsystem coordinates and controls the efforts by different subsystems; manufacturing

process subsystem constitutes conversion of raw material into finished goods; support & information

processing subsystem provides means for coordination through sharing of information; output

subsystem delivers finished products to market through various outlets; the product design subsystem

interacts with different other subsystems to arrive at the suitable product specifications.

3. Restructured configurations

Four new configurations of the manufacturing system are conceptualized through restructuring the

interactions in the manufacturing system, representing the gradual empowerment of the subsystems to

simplify its operation. The features of all four newly conceptualized configurations are discussed

below.

The configuration-1 represents simplification of production procedures by delegating some powers

of decision making to the manufacturing process subsystem directly in contrast to the procedure of

taking approval from management subsystem for many routine decisions. The schematic diagram

for such configuration is shown in Figure 2.

The configuration-2 represents further delegation of decision making powers to concerned

subsystems particularly concerning the specification of special requirements to the input

subsystem in place of involving management and control subsystem for such routine matters. The

schematic diagram for such configuration is shown in Figure 3.

In the configuration-3 in Figure 4, the requirement for feedback from output subsystem to the

management subsystem is removed by empowering manufacturing process subsystem to take

necessary steps for better serving the customer as per routine feedback information recorded by the

information function within support subsystem. This is generally possible in a developed and

highly evolved organization with long term committed workforce in subsystems.

The configuration-4 reflects complete decoupling of the routine operation of the manufacturing

organization from the management and control subsystem’s purview and freeing the latter to focus

on issues of strategic importance. This reflects the highly evolved organization with self

164

Improvement Techniques

regulated/motivated units/subsystems working together as a unit to serve for a common goal of

serving the customer. The schematic diagram for such configuration is shown in Figure 5.

Figure 2 Schematic diagram for configuration-1 of extended manufacturing system

Figure 3. Schematic diagram for configuration-2 of extended manufacturing system

Figure 4. Schematic diagram for configuration-3 of extended manufacturing system

Figure 5. Schematic diagram for configuration-4 of extended manufacturing system

165

Imprrovement Technniques

4. GGraph theorettic model devvelopment

The

exten

matr

will

amon

perm

next

main steps i

nded manufac

rix of this con

be a sixth or

ng subsystem

manent matrix

step is to obta

in the develop

cturing system

figuration of t

rder square m

ms and the dia

represent tha

ain the perman

pment of gra

m are briefly

the manufactu

matrix which h

agonal elemen

at the correspo

nent function

aph theoretic

discussed be

uring system i

has the off-di

nts as the sub

onding interac

of the matrix

model for th

elow. First ste

n Figure 1. Th

iagonal eleme

bsystem varia

ctions/ intercon

P. These step

he original co

ep is to deve

he permanent

ents as the in

ables. The ent

nnectivities ar

ps are presente

onfiguration o

lop the perm

matrix in this

nteraction vari

tries of ‘0’s i

re not present

ed below.

of the

anent

s case

iables

in the

t. The

Subsystemms 1 2 3

1 1

4 5 6

P

Ther

and

6 sh

parti

VII.

Figu

Permanent matr

re are in total

subgroups rep

hows a repres

icipating in in

ure 6. Represe

rix for original c

1 3 2 6 5

3 2 4 5 1

1 2 6 54S S S e e

Permanent

S S S S e

S S S S e

!"#

4 5 6 32

1 6 32 2

2 5 43 3

S S S e e

S S e e

S S e e

!"#

1 6 42 2

4 6 52 2

4 5 63 3

6 54 45

S S e e

S S e e

S S e e

S e e e

!$%"&""$"'"%"'&#

5 16 61 4

2 54 45

6 52 24

S e e e

S e e e

S e e e

$'%'&

(5 63 32

32 23 54

16 61 43

S e e e

e e e e

e e e e

!"""""$%"&#

(( 63 35 54e e e e

!"""#

56 terms in th

presenting uni

sentative term

teraction cycl

entative sub-g

onfiguration of m

54 45 1 2 5 6 43 3

16 61 2 1 4 5 63 3

43 35 1 5 6 24 43

function of matrix

e +S S S S e e

e +S S S S e e

e +S S S e e e

21 13 1 3 6 24 45

3 54 45 3 5 24 42

34 16 61 1 5 24 42

e e +S S S e e e

e e +S S e e e

e e +S S e e e

3 35 54 1 6 52 23

21 13 35 2 6 54 41

32 21 16

32

e e +S S e e e

e e +S S e e e

e e

21 13 3 16 61 24

42 23 34 4 16 61 52

61 13 36

41 13 35 6 54 42 2

e e +S e e e

e e +S e e e

e e e

e e +S e e e

) (24 41 16 4 63 35 5

45 16 61 61 13 3

35 52 24 16 61 42

e e +S e e e

e e e + e e e

e e e +e e e e

42 21 16 63 35 52e e e +e e e e

he permanent m

ique and gradu

m from each

le in group I to

graphs under d

166

manufacturing s

* 1

34 1 3 5 6 24 42

36

32 1 5 6 42 23 34

x P, Per (P) = S S

+S S S S e e +

e +S S S e e e

52 2 5 6 41 13 34

16 61 3 2 54 45 1

36 63 2 1 63 36 5

e +S S S e e e

e e +S S e e e

e e +S S e e e

34 45 1 6 24 43 3

13 35 5 6 24 41 1

e e +S S e e e

e e +S S e e e

4 45 52 5 16 61 43

2 23 35 1 63 36 52

21 13 35 6

e e +S e e e

e e +S e e e e

e e +S e

)

52 21 13

2 21 16 2 63 35 54

36 24 45 52

23 35 54 16 61 45 5

e e

e e +S e e e

e e e +

e e +e e e e

24 41 16 63 34 45e e e +e e e e

multinomial i

ual pattern of

group and s

o all subsystem

different group

system

1

2

3system, P =

4

5

6

+3 2 4 5 6

1 4 5 6 32 23

4

S S S S S +

+S S S S e e ++

+S1 4 6 52 23 35

,-.

4 2 4 5 61 13 36

6 61 4 5 32 23 16

4

S S e e e +

+S S S e e e

e +S S e e e e

45

5 52 5 6 42 21 13

3 32 2 5 63 34 41

e

e +S S e e e e

e +S S e e e e

32 24 2 16 61 43

24 45 5 24 42 61

e e +S e e e e

e e +S e e e e

34 45 5 63 34 42

4 41 16

52 23

e e +S e e e e

e e

e

)34 54 45 63 3

52 21 16

e +e e e e

e e

n equation (2)

f interaction cy

subgroup as s

ms participatin

ps and subgrou

3

21 2 23

32 3

41 42 43

52

61 63

01

2

03

4

0 05

06

S e

e S e

e S

e e e

e

e e

!""""""""#

+

61

++

e +

,-.

34

16

+

+e +

e +

,/0 -1 -

-/ -'-0-'

1 .

35 54

13 36

e e +

e e + +

/'0'1

21 16

+

e e +

,-----/

0 -1 .

)32 21 16e e +

,---.

) clubbed und

ycles among s

sub-graphs, w

ng in interacti

ups for extend

3 160 0 e ,

3 24

34 35 36

3 4 45

54 5

3 6

0 0

0

0

0 0

e

e e e

S e

e S

S

--------.

der different gr

subsystems. F

with no subsy

ion cycles in g

roups

Figure

ystem

group

ded manufactuuring

Improvement Techniques

Similar to the original configuration, the graph theoretic models for all the restructured configurations

are also obtained and the information of number of sub-graphs and interaction cycles under different

groups and subgroups for the original and the new restructured configurations of extended

manufacturing system is compiled in Table 1. The information on number of sub-graphs under

different groups and subgroups is graphically shown in Figure 7.

Table 1. The number of structural sub-graphs for different configurations of extended manufacturing

system under different groups and subgroups

Group

k

Subgrou

p l Number of sub-graphs under group k subgroup l for alternative ‘x’

x

klJ

Original

klJ confi

klJ 1g2

2config

klJ 3config

klJ2

2

4config

klJ 2

1 -- 1 1 1 1 1

2 -- 0 0 0 0 0

3 -- 6 5 5 5 4

4 -- 8 6 6 4 4

5 1 7 5 5 5 3

5 2 9 7 5 3 2

6 1 9 7 7 4 2

6 2 7 6 2 1 1

7 1 1 0 0 0 0

7 2 1 1 1 0 0

7 3 4 3 3 1 0

7 4 3 3 1 0 0

Number of sub

!graphs

Figure 7. Variation of number of sub-graphs under different groups and subgroups for four new

restructured configurations of extended manufacturing system

5. Observations and discussion of results

The following observations may be made from above results in Table 1 and Figure 7.

In majority of the groups and subgroups based on graph theoretic model, there is chronological

reduction in the number of sub-graphs in the restructured configurations from config-1 to config-4

with respect to the original configuration. However, in group I and II, which do not involve any

interaction cycle, the number of sub-graphs remains the same for all the configurations of

manufacturing system.

The number of sub-graphs for config-4 w.r.t. the original configuration have reduced: to two-third

under group III, to half under group IV, to almost half under group V-subgroup (i), to almost one-

fourth under group V-subgroup (ii), again to almost one-fourth under group VI-subgroup (i) and to

one-seventh under group VI-subgroup (ii). The sub-graphs under all four subgroups in group VII

have been totally eliminated in config-4.

167

Improvement Techniques

The reduction in the sub-graphs under different groups and subgroups indicates the reduction in

possible interaction cycles. This is considered as a representative of reduction in complexity in the

organizational procedures which often involve a number of interaction cycles among subsystems.

It may be observed from Figure 6 that the number of subsystems involved in the interaction cycles

is gradually growing from group I to group VII, the reduction in number of sub-graphs in the later

groups is believed to have greater impact on achieving the objective of restructuring, which is

simplification of organizational procedures. Particularly, in this direction it may be asserted that

the restructuring decision involving config-3, which is dissociating management from routine

feedback from output, has resulted in greater impact on the reduction of interaction cycles

involving larger number of subsystems.

Thus analysis of the proposed restructuring decisions can be made at the conceptual stage itself

well before implementing such decisions.

6. Conclusion and future scope

The following points were concluded from this study.

The new methodology in enhancing the understanding of the impact of restructuring within

manufacturing systems is demonstrated in this study. The study represents a pioneering effort in

the direction of assessing the impact of restructuring the manufacturing systems at the conceptual

stage using graph theoretic approach.

This study indicated that the restructured configurations have shown gradual simplification in the

production procedures in terms of reduction in the number of possible interaction cycles.

The relative impact of restructuring decision which delinks the management from the routine

feedback from outputs has resulted in greater reduction in interaction cycles involving larger

number of subsystems.

The important insights gained by this study at the conceptual stage of restructuring may help in

improving the effectiveness, speed and cost of implementing innovative concepts within

manufacturing systems through restructuring.

References

Ansoff, H.I. (1984) Implementing Strategic Management, Prentice Hall, NY.

Barker, B., and Barber, K. (1997) ‘Development of time based frameworks: Manufacturing system

analysis and value adding performance’, Omega, Vol. 25 No. 2, pp.171 – 179.

Barker, R.C. (1992) ‘Restructuring production operations: The application of time-based value-adding

models’, The International Journal of Advanced Manufacturing Technology, Vol. 7 No. 4, pp.225-

230.

Barker, R.C. (1994) ‘The Design of Lean Manufacturing Systems Using Time-based Analysis’,

International Journal of Operations & Production Management’, Vol. 14, No. 11, pp.86 – 96.

Bower, J.L. (2001) ‘Not all M&A are Alike-and That Matters’, Harvard Business Review.

Burbidge, J.L. (1991) ‘Production Flow Analysis for Planning Group Technology’, Journal of Operations Management, Vol. 10 No. 1, 5-27.

Deo, N. (2000) Graph Theory, Prentice-Hall of India, New Delhi.

Greiner, L.E. (1998) ‘Evolution and Revolution as Organizations Grow’, Harvard Business Review.

Gunasekaran, A., Marri, H.B., McGaughey, R. and Grieve, R.J. (2001) ‘Implications of organization

and human behaviour on the implementation of CIM in SMEs: an empirical analysis’, International

Journal of Computer Integrated Manufacturing, Vol. 14 No. 2, pp.175 – 185.

Harary, F. (1985) Graph Theory, Addison-Wesley Publishing Company Inc., Massachusetts.

Jurkat, W.B., and Ryser, H.J. (1966) ‘Matrix Factorization of Determinants and Permanents’, Journal of Algebra, Vol 3, pp01–27.

Minc, H. (1966) ‘Upper bounds for permanents of (0, 1) – matrices’, Journal of Combinatorial Theory,

Vol 2, pp 321-326.

168

Improvement Techniques

169

Mohan, M., Gandhi, O.P. and Agrawal, V.P. (2003) ‘Systems modeling of a coal-based steam power

plant’, Proceedings of the Institution of Mechanical Engineers: Part A, Journal of Power and Energy, Vol. 217, pp. 259-277.

Ordoobadi, S.M., and Mulvaney, N.J. (2001), ‘Development of a justification tool for advanced

manufacturing technologies: system wide benefits value analysis’, Journal of Engineering

Technology Management, Vol. 18, pp. 157 – 184.

Rock, M.L. (1997) Mergers and Acquisitions, Hand Book, McGraw Hill Company, NY.

Sarmiento, R., Byrne, M., Contreras, L. R. and Rich, N. (2007), ‘Delivery reliability, manufacturing

capabilities and new models of manufacturing efficiency’, Journal of Manufacturing Technology

Management, Vol 18 No 4, pp.367-386.

Singh, V. and Agrawal, V.P. (2008), ‘Structural modeling and integrative analysis of manufacturing

systems using graph theoretic approach’, Journal of Manufacturing Technology Management, Vol

19 No. 7, pp.844-870.

Singh, V., Deb, P. and Agrawal, V.P. (2010), ‘An improved graph theoretic model for integrated

manufacturing system’, Proceedings of the National Conference on Recent Advances in Manufacturing, SVNIT, pp.151-156.

Venkatasamy, R. and Agrawal, V.P. (1996), ‘Selection of automobile vehicle by evaluation through

graph theoretic methodology’, International Journal of Vehicle Design, Vol. 17 No.4, pp. 449-470.