Systems for Planning & Control in Manufacturing Produced by D K Harrison and D J Petty 21/04/02 Sld - 0000 X Supporting Slides Professor David K Harrison

Systems for Planning & Control in Manufacturing

Produced by D K Harrison and D J Petty 21/04/02 Sld - 0000

XSupporting Slides

Professor David K HarrisonGlasgow Caledonian University

Dr David J PettyThe University of Manchester Institute of Science and Technology

Systems for Planning & Control in Manufacturing:Systems and Management for Competitive Manufacture

ISBN 0 7506 49771


Produced by D K Harrison and D J Petty 21/04/02 Sld -

01Manufacturing Systems

Objectives

• To Understand the Concept of a Manufacturing System

• To Understand the Different Types of Manufacturing Systems

• To Appreciate the Importance of Manufacturing Strategy

Overview

• Manufacturing and the Enterprise

• Classification of Manufacturing Organisations

• Design of Manufacturing Systems

0101



Economic Role of Manufacturing 01

5 10 15 20 25

20.87M21.11M

4.60M4.49M

2.32M2.36M

Services

Production

Agric. andConstr.

Mar - 99Mar - 00

Workforce Jobs (M)

Agriculture andConstruction

0102



Definitions

Process. A means of transforming material from one form into another

System. A number of entities acting together as a whole

Manufacturing System. A series of value adding manufacturing processes to convert raw materials into more useful forms and eventually finished product.

01

• • • • • •

0103



History

Craft Mechanisation Soft Eng.

Power

Organisation

Formalisation

Technology

01

0104



01The Manufacturing System

Process

QueueProcessWarehouse

Warehouse

Process

Process

Queue

Process Warehouse

Queue

Process

Process Queue Process Warehouse

Raw

Mat

eria

ls

Fin

ish

ed P

rod

uct

0105



01The Manufacturing Organisation

ProductionEngineering

Design &Product

Development

Sales

Production

Planning &Control

Purchasing Accounts

Quality

Raw

Materials

Finished

Product

CustomerBase

SupplierBase

Warehouse

Warehouse

Warehouse WarehouseProcess Process

ProcessQueue

Process

Process

Process

Process

Process Queue Queue

Queue

0106



Pro

cess

Con

trol

Low

Lev

elP

lann

ing

Inte

rmed

iate

Pla

nnin

gM

aste

rP

lann

ing

Agg

rega

teP

lann

ing

01Scope of Manufacturing Management

Strategic

Tactical

Operational

Physical

10 Years

1 Year

1 Month

1 Day

Decisions:High FrequencyLow Significance

Decisions:Low Frequency

High Significance

Cor

pora

teP

lann

ing

0107



01Classification and Characteristics

• Size

• Type of Product

• Market

• Machine Layout

• Technology

• Material Flow

• Small• Medium• Large

• Chemical• Metal working• Electronic

• MTS• MTO• CTO• ETO

• Fixed Position• Process• Product• Cellular

• CNC• FMS• Manual

• Job• Batch• Mass• Process

Product

Com

plexi

ty

High

LowMassJob Batch

Co

ntr

ol

Co

mp

lexi

ty

High

Low

Variety

Finished Goods

ComponentsOr Sub-Assemblies

Raw Materials

"D"

“P"

0108



Stock and Manufacturing Systems - 1

Maketo Stock

Configureto Order

Maketo Order

Warehouse Process ProcessProcess Buffer BufferBuffer

WarehouseBufferBufferBuffer ProcessProcess Process

Warehouse Process Process ProcessBuffer Buffer Buffer

• It is Desirable to Commit Material as Late as Possible

• Holding Material at a Low Level will Minimise Stockholding

01

0109



01Strategy

Statement of Aims

Analysis ofEnvironment

Statement of Objectives

StrategicChoice

Actions

Monitoring andControl

Fo

rmu

lati

on

Imp

lem

enta

tio

n

What is the Purpose of the Organisation?

What is the Status of the

Organisation?

What is the Desired State of

the Organisation?

How Will the Desired State be

Achieved?

SWOT AnalysisMatrix Analysis

Mission Statement

Targets

Marketing StrategyManufacturing StrategyI.T. Strategy

1

2

3

4

5

60110



SWOT Analysis/Matrix Analysis 01

StrengthsWeaknessesOpportunitiesThreats

S – Well Qualified in Engineering as a Technical Discipline

W – Lack of Business/Financial Knowledge to Achieve Promotion to Senior Management

O – Solid Analytical Background Could Provide the Chance to Move into Systems/IT Related Areas

T – Manufacturing Declining in the West and Wages Could be Further Depressed

EngineeringStudents

• Cows. These generate cash.

• Calves. These consume cash, but will generate money in the future.

• Dogs. These consume cash and always will.

0111



Corporate/Manufacturing Strategy

Manufacturing Strategy

01

• Financial• Growth

CorporateStrategy

• Innovation• Markets• Volumes• Variety• Mix

MarketingStrategy

• Processes• Inventory

ProcessChoice

• Organisation• Controls

Infrastructure

• Qualifying• Winning

OrderWinningCriteria

0112



01Choice of Technology - 1

Variety

Vo

lum

e

100

1000

10,000

10 100 1,000

100,000

BatchFlow

FMS

FMC

IndividualMachine

TransferLine

Increasing Flexibility

Increasing Cost per Piece

0113



Choice of Technology – 2

Soft Automation is Becoming Increasingly Common

01

0114



FMS and FMC 01

Machine 3

Machine 4

Mac

hine

1

Mac

hine

2

Mac

hine

6

Mac

hine

5

Machining Pallets

SystemController

Load

Unload

Mac

hine

2

Machine 1

Load

Unload

Robot

0115



Flexible Assembly Line 01

Pallets

Magazines

Work carrier

Manual Station

Non-synchronoustransfer machine

0116



Flexible Assembly Cell 01

Vibratory bowl feeder

Conveyor for completedassembly

Conveyor for base parts

Assembly robot

Parts presentedin pallet

Parts presented in magazines

Work fixture

General purposegripper

Gripper/Finger storage rack

0117



Equipment Layout - 1

Fixed Position

1

2

3

45

6

7

8

Material

Equipment

Types

1 - 8.

01

0118



Lathe Lathe

MillGrinder

Drill Drill

DrillDrill

GrinderGrinder

Grinder Mill

MillMill

Lathe Lathe

Functional

Equipment Layout - 2 01

0119



Group

Cell 1

Mill Grinder

DrillLathe

Cell 2

Mill Grinder

DrillLathe

LatheGrinder Drill

Flowline 1

Lathe

MillGrinder Drill

Flowline 2

LatheMillGrinder Drill

Flowline 3


Flowline 4

Mill

Equipment Layout - 3 01

0120



Flow

Process Process Process Process

1 2 3 4

Equipment Layout – 4 01

0121



Hierarchical Organisation – Example

Division

Site

Aftermarket RailwaysOriginal

Equipment

AutoComp Braking Products UK

LiningsPress Form

Disc Brake PadsPress Cure

Disc Brake PadsMixingBlock

PlatePreparation

Pressing Finishing

CellA

CellB

CellC

CellD

M/C 1 M/C 5M/C 2 M/C 3 M/C 4 M/C 6

AutoComp Braking

Dept.

Machine

Group

Corporate Other Divisions

Other Sites

Business Unit

AutoComp plc

01

0122



• Proximity to Materials/Sub-Contractors

• Proximity to Markets

• Availability of Space

• Quality of Infra-structure

• Availability of Labour

• Availability of Grants

• Political Stability

Geographical Location 01

0123



Functional Layout Design

• Sometimes Called Process Orientated

• Traditional Layout Method

• Unfashionable, but has Several Advantages

• Obligatory in Some Circumstances

• Common in Service Environments

• Layout is a Universal Problem

01

0124



Functional Layout Design

• Physical Modelling

• Computer Heuristic Methods

• Simulation Methods

• Cross and Relationship Charts

01

0125



Cross Chart ExampleF

rom

Pro

ce

ss

To Process

B

C

D

E

F

G

H

I

J

1635

1500 500

500

200 65

2000

2000

1635

1800

1815

1815

1885

2000

1500

50 50

B C D E JF G H I

1600 35

1635

1750

2000

20001800 1815 1815

1815

1885 2000

25 25

401775

1885

A

A

01

0126



Generation of a Cross Chart

Product Product

Product

ProjectedSales

Number ofBatches

LotSize

ADS1029 ADS1029

ADS1029

ADS1029

ASS5431 ASS5431

ASS5431

ASS5431

DDF8897 DDF8897

DDF8897

DDF8897

HGF6509 HGF6509

HGF6509

HGF6509

UAC9875 UAC9875

UAC9875

UAC9875

1000 10

100

2000 10

200

1500 15

100

2500 20

125

750 7

150

AAAAA

B

BB

CC

CC

D

DD

E

EE

FF

FF

F

GG

GG

G

HH

HH

H

I

I

I

J

J

Routing

SalesPlanning

Data

PlanningData

RoutingData

Product

Fro

m P

roce

ss

To Process

B

C

D

E

F

G

H

I

J

1635

1500 500

500

200 65

2000

2000

1635

1800

1815

1815

1885

2000

1500

50 50

B C D E JF G H I

1600 35

1635

1750

2000

20001800 1815 1815

1815

1885 2000

25 25

401775

1885

A

A

01

0127



165

300

Layout Representation – 1

A B C

D E F

A

A B C D E F

B

D

E

F

C

FromTo

A B

C D

E

F

150 75

300 75

607590

150

75

150200

MinimiseNon-Adjacent

Loads

150 150

01

0128



Layout Representation – 2

A B C

D E F

C D

E

F

A B

• Minimises Transport Distances

• An Iterative Process

• Needs Quantitative Data

• Can be Used for Service Layouts

01

0129



I

E

Relationship Chart

A

U

X

OAbsolutelyImportant

OrdinarilyImportant

EspeciallyImportant

Important

Unimportant

Undesirable

Fro

m P

roce

ss

To Process

B

C

D

E

F

G

H

I

J

1635

1500 500

500

200 65

2000

2000

1635

1800

1815

1815

1885

2000

1500

50 50

B C D E JF G H I

1600 35

1635

1750

2000

20001800 1815 1815

1815

1885 2000

25 25

401775

1885

A

A

I

A

U

U

U

U

U

U

U

U

U

U U

U

U

U

U

U

U

I

IO

O

A

B

C

D

E

F

G

H

I

J

U

U

U U

UUU

A

A

A

A

A

A

A

A

U

E

I

U

U

O

U

01

0130



Relationship Chart – ExampleA 2% to 5%E 3% to 10%I 5% to 15%O 10% to 25%U Remainder

A

E

I

O

U

X

Production 1

Production 2

Offices

Despatch

R & D

Tool Room

A

AE

XXI

EU

UU

OU

OI

U

Prod. 1

Prod. 2R & D

Desp.

Tool R.

Off.

Original

Prod. 1

R & DDesp.

Tool R.

Off.

Prod. 2

Revised

• No “X” Lines

01

0131



Location of New Resources

Distance (M)

Dis

tanc

e (M

) i=1

i=n

dist = (x - x ) + (y - y )i i2 2

1

1

2

2

3

3

4

4

5

5

6

6

7

7

8

8

9

9

10

10

1 1F (x , y )

4 4F (x , y )

2 2F (x , y )

3 3F (x , y )

P (x, y)

01

)y -(y + )x - (x = Dist 2i

2i

)y -(y + )x - (x = Dist Tot 2i

2i

=1i

n=i

0132



x Position (M)

Tot

Dis

t (M

)

1 2 3 4 5 6 7 8 9 101

23

45

67

89

10

y Pos

ition

(M)

Cost Surface 01

0133



Summary

• Functional Layout has Advantages

• Movement is Non-Value Adding

• Many Techniques for Layout

• Good Layout is Critical

01

0134



Cellular Manufacturing – Overview

• No Universal Definition But Common Themes

• A Grouping Within a Larger Organisation

• Produces a Family of Products

• Has Significant Autonomy

• Self-Contained to Some Degree

• Can be Measured Independently

01

0135



Functional Layout – Disadvantages

There Are Some Fundamental Disadvantages in Terms of Material Flow

01

•

•

•

•

•

•

•

0136



Group Technology

LatheGrinder Drill

Flowline 1

Lathe

MillGrinder Drill

Flowline 2


Flowline 3


Flowline 4

Mill

01

0137



Coding Systems - The Salford Method1st Digit

Tool Class2nd Digit

External Shape

3rd Digit

Internal Shape

4th Digit

Geometry or

Flange Detail

5th Digit 6th Digit

Complexity

Factor0

1

2

3

4

5

6

7

8

9

SingleStation

Compound

FineBlanking

Progressive

Transfer(Moving Punch)

Transfer(Moving Die)

Four Slide(Single)

Four Slide(Double)

Special

Flat, Bent,HollowCombinations

ShapeDefinition

Definitionof Numberof Dias andTapers

Definitionof Contourdata

ApertureDefinition

Definitionof ComponentReversal

ApertureDefinition

Numberof ContourVectors

Numberof ContourVectors

FlangeCharacteristics

Number of

and/or Dias

Features

Numberof Bends

ComplexityFactor

ComplexityFactor

ComplexityFactor

Technological

Production Flow Analysis was also Used

01

0138



GT Cells

Cell 1

Mill Grinder

DrillLathe

Cell 2

Mill Grinder

DrillLathe

LatheGrinder Drill

Flowline 1

Lathe

Grinder Drill

Flowline 2

LatheGrinder Drill

Flowline 3

LatheGrinder Drill

Flowline 4

MillLathe

Lathe

Lathe

01

0139



Product/Process Matrix – 1P

roce

ss

10

9

8

7

5

4

3

2

1

6

14

15

11

12

1 11109865432 7Product

15 16 17 2118 2219 2320 241412 13

13

01

0140



Product/Process Matrix – 2

23 19 22720311 14 2418 21 4 6 12 2 5 8 13 17 1 9 10 15 16

A

10

9

8

7

5

4

3

2

1

6

14

15

11

12

13

Pro

cess

ProductB C D

01

0141



Pre-Requisites for the GT Approach

Inappropriate Use of GT Can Reduce Utilisation and Flexibility

Both GT Flowlines and GT Cells Might be Called “Cells” Today

01

•

•

•

•

•

•

•

0142



Capacity and Flowlines

12 Units/Hr5 Mins/Unit



• Overall Production Rate = 10 Units per Hour

• Simple Case – Slowest Work Centre Determines Rate

01

WorkCentre

2

WorkCentre

3

WorkCentre

1

0143



Multi-Machine Manning

How Should Labour be Allocated?

01

0144



A

B

C

D

E

F

G

H

I

J

K

2.5

4.5

3.5

4.0

3.2

2.0

2.7

7.0

6.0

3.8

5.0

4.3

L

Line Balancing - Precedence Diagram

Particularly Applied for Repetitive Assembly Problems

01

0145



Line Balancing – Precedence Table 01

Element (Min)

A

B

C

D

E

F

G

H

I

J

K

L

Time

2.5

4.5

3.5

4.0

3.2

2.0

2.7

7.0

6.0

3.8

5.0

4.3

Preceded By

A

A

A

B

B, C

D

D

E

F, G

H

I, J, K

Same Data as Previous Slide But in Tabular Form0146



B

C

D

E

F

G

H

I

J

K

2.5

4.5

3.5

4.0

2.0

2.7

7.0

6.0

3.8

5.0

4.3

Work Centre Element TimeWorkCentreSum

A L

7.0

2.0

3.2

6.0

3.8

4.34.5

4.0

3.5

5.0

2.52.7

H

F

E

I

J

LB

D

C

K

AG

Largest Candidate Method - 1 01

3.2

Elements Sorted into Size Order

0147



Largest Candidate Method – 2

100% x ]Tn

T - Tn[ = d

c

wcc

te = T i

1=i

n=iwc

Twc = Total of All Elements

d = Balance Delay (or Balance Loss)

%19100% x ]60

48.5 - 10 x 6[ = d

In the previous example, Twc = 48.5 and n = 6

01

0148



RPW Method – 1

• Ranked Positional Weight (RPW) Similar to Largest Candidate

• Only Difference is in Choosing Elements

• The RPW Value for an Element is the Sum of “Downstream” Elements

B

C

D

E

F

G

H

I

J

K

2.5

4.5

3.5

4.0

2.0

2.7

7.0

6.0

3.8

5.0

4.3

A L

3.2

Examples of RPW Calculations

RPW for J = J + L = 8.1 MinutesRPW for F = F + J + L = 10.1 MinutesRPW for B = B + E + I + L + F + J = 23.8 Minutes

Thus to Find the RPW value for an Element, Trace All of the Paths Through the Network to the End

01

0149



RPW Method – 2

Work Centre Element Time

B

C

D

E

F

G

H

I

J

K

2.5

4.5

3.5

4.0

3.2

2.0

2.7

7.0

6.0

3.8

5.0

4.3

A L

48.5

4.3

10.1

26.8

10.8

13.616.3

13.5

10.3

23.8

8.19.2

A

L

F

D

G

CH

E

I

B

JK

WorkCentreSum

01

Elements Sorted into RPW Order

0150



RPW Method – 3

%3100% x ]105

48.5 - 10 5[ = d

In the previous example, Twc = 48.5 and n = 5

• In this case, the RPW Gives the Best Result

• In Other Cases, Largest Candidate Might Give the Best Result

01

0151



A B C D SequentialSlowest Rate

5 Mins/Unit 6 Mins/Unit 5 Mins/Unit 4 Mins/Unit

B C

6 Mins/Unit

Shared ResourceSum of Times

6 U

nit

/min

4 Mins/Unit

Parallel WorkCentresSum of Rates

Material Flow Rules

B B

01

RateProd.

1 = TimeProd.Unit

6 U

nit

/min

0152



Course Book

Systems for Planning & Control in Manufacturing:

Systems and Management for Competitive Manufacture

Professor David K HarrisonDr David J Petty

ISBN 0 7506 49771

X

0000

Documents

Systems for Planning & Control in Manufacturing Produced by D K Harrison and D J Petty 21/04/02 Sld - 0000 X Supporting Slides Professor David K Harrison