CIM_AMM_2nd and 3rd Sessional

7/31/2019 CIM_AMM_2nd and 3rd Sessional

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COMPUTER INTEGRATED MANUFACTURING

CONCURRENT ENGINEERING: Concurrent engineering refers to an approach used in productdevelopment in which the functions of design engineering, manufacturing engineering, and other

functions are integrated to reduce the elapsed time required to bring a new product to market. Also called

simultaneous engineering, it might be thought of as the organizational counterpart to CAD/CAM

technology. In the traditional approach to launching a new product, the two functions of design

engineering and manufacturing engineering tend to be separated and sequential. The product design

department develops the new design, sometimes without much consideration given to the manufacturing

capabilities of the company. There is little opportunity for manufacturing engineers to offer advice. on

how the design might be altered to make it more manufacturable. By contrast, in a company that practices

concurrent engineering, the manufacturing engineering department becomes involved in the product

development cycle early on, providing advice on how the product and its components can be designed to

facilitate manufacture and assembly. It also proceeds with the early stages of manufacturing planning for

the product.

ADVANCED MANUFACUTRING PLANNING: Advanced manufacturing planning emphasizesplanning for the future. It is a corporate level activity that is distinct from process planning because it is

concerned with products being contemplated in the company's long-tern- plans (2-10-year future), rather

than products currently being designed and released.Advanced manufacturing planning involves working

with sales, marketing, and design engineering to forecast the new products that will be introduced and to

determine what production resources will be needed to make those future products. Future products may

require manufacturing technologies and facilities not currently available within the firm. In advanced


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manufacturing planning, the current equipment and facilities are compared with the processing needs

created by future planned products to determine what new facilities should be installed.

o New Technology Evolution: Certainly one of the reasons why a company may considerinstalling new technologies is because future product lines require processing methods not

currently used by the company. To introduce the new products, the company must either

implement new processing technologies in-house or purchase the components made by the

new technologies from vendors. For strategic reasons, it may be in the company's interest to

install a new technology internally and develop staff expertise in that technology as a

distinctive competitive advantage for the company. These issues must be analyzed, and the

processing technology itself must be evaluated to assess its merits and demerits.

o INVESTMENT PROJECT MANAGEMENT: Investments in new technologies or newequipment are generally made one project at a time. The duration of each project may be

several months to several years. The management of the project requires collaboration

between the finance departments that oversees the disbursements, manufacturing engineering

that provides technical expertise in the production technology, and other functional areas that

may be related to the project. For each project, the following sequence of steps must usually

be accomplished: (1) Proposal to justify the investment is prepared. (2) Management

approvals are granted for the investment. (3) Vendor quotations are solicited. (4) Order is

placed to the winning vendor. (5) Vendor progress in building the equipment is monitored.

(6) Any special tooting and supplies are ordered. (7) The equipment is installed anddebugged. (8) Training of operators. (9) Responsibility for running the equipment is turned

over to the operating department.

o FACILITIES PLANNING: When new equipment is installed in an existing plant, analteration of the facility is required. Floor space must be allocated to the equipment, other

equipment may need to be relocated or removed, utilities (power, heat, light, air, etc.] must be

connected, safety systems must be installed if needed, and various other activities must be

accomplished to complete the installation. In extreme cases, an entire new plant may need to


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be designed to produce a new product line or expand production of an existing line. The

planning work required to renovate an existing facility or design a new one is carried out by

the plant engineering department (or similar title) and is called facilities planning. Facilities

planning can be divided into two types of problems:

Facilities location deals with the problem of determining the optimumgeographical location for a new facility. Factors that must be considered in

selecting the best location include: location relative to customers and

suppliers, labor availability, skills of labor pool, transportation, cost of living

quality of life, energy costs, construction costs and tax and other incentives

that may be offered by the local or state government.

Facilities Design consists of the design of the plant, which includes plantlayout, material handling building, and related issues.

o MANUFACTURING R&D: To develop the required manufacturing technologies, thecompany may find it necessary to undertake a program of manufacturing research and

development (R&D). Some of this research is done internally, whereas in other cases projectsare contracted to university and commercial research laboratories specializing in the

associated technologies.

LEAN MANUFACTURING: Lean Manufacturing, also called Lean Production, is a set of tools andmethodologies that aims for the continuous elimination of all waste in the production process. The main

benefits of this are lower production costs, increased output and shorter production lead times.

o GOALS OF LEAN MANUFACTURING:1. Reduce defects and wastage.2. Reduce cycle times.3. Minimize inventory levels.4. Improve Labor productivity.5. Utilization of equipment and space - Use equipment and manufacturing space

more efficiently by eliminating bottlenecks and maximizing the rate of

production though existing equipment, while minimizing machine downtime;

6. Flexibility - Have the ability to produce a more flexible range of products withminimum changeover costs and changeover time.

7. Output Insofar as reduced cycle times, increased labor productivity andelimination of bottlenecks and machine downtime can be achieved, companies

can generally significantly increased output from their existing facilities.

o KEY PRINCIPLES OF LEAN MANUFACTURING:1. Recognition of waste The first step is to recognize what does and does notcreate value from the customersperspective.2. Standard processes Lean requires an the implementation of very detailed

production guidelines, called Standard Work, which clearly state the content,

sequence, timing and outcome of all actions by workers. This eliminates

variation in the way that workers perform their tasks.

3. Continuous flow Lean usually aims for the implementation of a continuousproduction flow free of bottlenecks, interruption, detours, backflows or waiting.


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When this is successfully implemented, the production cycle time can be reduced

by as much as 90%.

4. Pull-production Also called Just-in-Time (JIT), Pull-production aims toproduce only what is needed, when it is needed. Production is pulled by the

downstream workstation so that each workstation should only produce what is

requested by the next workstation.

5. Quality at the Source Lean aims for defects to be eliminated at the source andfor quality inspection to be done by the workers as part of the in-line production

process.

6. Continuous improvement Lean requires striving for perfection by continuallyremoving layers of waste as they are uncovered. This in turn requires a high level

of worker involvement in the continuous improvement process.

AGILE MANUFACTURING: Agile manufacturing is an approach to manufacturing which is focusedon meeting the needs of customers while maintaining high standards of quality and controlling the overall

costs involved in the production of a particular product. This approach is geared towards companiesworking in a highly competitive environment, where small variations in performance and product delivery

can make a huge difference in the long term to a company's survival and reputation among consumers.

o GOALS OF AGILE MANUFACTURING:1. Delivering value to the customer.2. Being ready for change.3. Valuing human knowledge and4. Skills forming virtual partnerships

COMPUTER INTEGRATED MANUFACTURING: It is the manufacturing approach of usingcomputers to control the entire production process. This integration allows individual processes to

exchange information with each other and initiate actions. Through the integration of computers,

manufacturing can be faster and less error-prone, although the main advantage is the ability to create

automated manufacturing processes. Typically CIM relies on closed-loop control processes, based on

real-time input from sensors. It is also known as flexible design and manufacturing. According to Kusiak

the computer plays an important role integrating the following functional areas of a CIM system:

o Part and product design. There are four phases that are crucial in part and product design.They include preliminary design, refinement, analysis, and implementation.

o Tool and fixture design. Tooling engineers using computer-aided design (CAD) tools todevelop the systems or fixtures that produce the parts.

o Process planning. The process planner designs a plan that outlines the routes, operations,machines, and tools required. He or she also attempts to minimize cost, manufacturing time,

and machine idle time while maximizing productivity and quality.o Programming of numerically controlled machines and material handling systems.o Production planning. There are two concepts used here including materials requirement

planning (MRP) and machine loading and scheduling.

o Machining. This is part of the actual manufacturing process, including turning, drilling, andface milling for metal removal operations.

o Assembly. After they are manufactured, parts and subassemblies are put together with otherparts to create a finished product or subassembly.

o Maintenance. Computers can monitor, intervene, and even correct machine malfunctions aswell as quality issues within manufacturing.


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o Quality control. This involves three steps including system design, parameter design, andtolerance design.

o Inspection. This stage determines if there have been errors and quality issues during themanufacturing of the product.

o Storage and retrieval. These tasks involve raw materials, work-in-process inventory, finishedgoods, and equipment.

BENEFITS OF CIM:o Increased machine utilizationo Reduced direct and indirect labor.o Reduced mfg. lead time.o Lower in process inventory.o Scheduling flexibility.

COMPUTER AIDED PROCESS PLANNING (CAPP): The use of computers to generate processplans for the complete manufacture of products and parts.

o APPROACHES TO CAPP:1. Variant Approach: Variant approach which is also called retrieval approachuses group technology code to select a generic process plan from the existing

master process pans developed for each part family and edits to suit the

requirement of the part.

2. Generative Approach: In the generative approach, a process plan is createdfrom scratch for each component without human intervention. These systems aredesigned to automatically synthesize process information to develop the process

plan for a part.

Drawing GT CODEProcess plan

retrieve/edit

Process

plan

MASTER

PLANS

Part Descriptive

System

Process plan

logicPROCESS PLAN

MaterialsJigsCutting

Tool

Machine

Tool

Documents

CIM_AMM_2nd and 3rd Sessional