Computer Integrated Manufacturing

MSRSAS - Postgraduate Engineering and Management Programme - PEMP
Module Code Module Name Course Department
AMT 2508 Computer Integrated Manufacturing M.Sc [Engg] in Advanced Manufacturing technology Mechanical and Manufacturing Engg.
Name of the Student Reg. No Batch Module Leader
Shanmuga Raja .B BVB0912004 Full-Time 2012. Prof. Ramdas Chandrashekar
M.S.Ramaiah School of Advanced Studies

Postgraduate Engineering and Management Programmes(PEMP)
Tel; 080 4906 5555, website: www.msrsas.org #470-P, Peenya Industrial Area, 4th Phase, Peenya, Bengaluru-560 058 <Computer Integrated Manufacturing>
POSTGRADUATE ENGINEERING AND MANAGEMENT PROGRAMME (PEMP)

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ASSIGNMENT
Declaration Sheet Student Name Reg. No Course Batch Module Code Module Title Module Date Module Leader Shanmuga Raja .B BVB0912004 Advanced Manufacturing Technologies Full-Time 2012 AMT 2508 Computer Integrated Manufacturing to 18 February 2013 23 March 2013 Prof. Ramdas Chandrashekar
Batch Full-Time 2012.
Declaration The assignment submitted herewith is a result of my own investigations and that I have conformed to the guidelines against plagiarism as laid out in the PEMP Student Handbook. All sections of the text and results, which have been obtained from other sources, are fully referenced. I understand that cheating and plagiarism constitute a breach of University regulations and will be dealt with accordingly.
Signature of the student Submission date stamp

(by ARO)
Date
Signature of the Module Leader and date
Signature of Head of the Department and date
<Computer Integrated Manufacturing>
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Abstract ____________________________________________________________________________ Computer Integrated Manufacturing is a global mantra for achieving excellence in terms of quality, delivery and cost reduction. Lean philosophy on the other hand, is most dominant technique which is practiced significantly for the same reason. A case is considered where, two Manufacturing Companies are going for CIM implementation; but one with Lean philosophy. The contribution and implication in both the system analyzed are analyzed by weighing the ground rule of their distinction and Lean Philosophy adapted to CIM environment is found to be of better prospect than one without Lean.
A thesis case study of, family of transmission of gears are considered to fulfill the assignment objective. To generate and evaluate a detailed process plan, one of the gear; Bevel gear pinion is appraised and a detailed process plan is created coping the required stream of process. The technique of Group technology is applied to the gear family by Visual method, Coding method and Production flow analysis method. A cell formation scenario is narrated for both of manual material handling process and robotic selection of the intended application. An inspection stance using CMM is also discussed.
The schedule data of M/s XYZ company, who represent as a leader in manufacturing hydraulic and pneumatic cylinders is used to plan the production scheduling with their resources and attributes to achieve the target delivery. Preactor, a production planning software solution is used to generate the schedule; compare the rendition by changing the scheduling rules like Shortest processing time, Critical ratio and Longest setup time. An Executive summary and recommendation are briefed as an output to the activity.
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Contents ____________________________________________________________________________
Declaration Sheet .................................................................................................................. ii Abstract ................................................................................................................................. iii Contents ..................................................................................................................................iv List of Tables ...........................................................................................................................v List of Figures ........................................................................................................................vi List of Symbols .................................................................................................................... vii 1.CIM and CIM Integrated with Lean philosophy ............................................................1 1.1 Overview ...............................................................................................................1 1.2 Lean concept in Manufacturing .............................................................................1 1.3 CIM in Manufacturing...........................................................................................2 1.4 Usage of Robots ....................................................................................................2 1.5 Cost aspect in CIM implementation ...................................................................... 3 1.6 Qualitative aspects of Output ................................................................................3 1.7 Critical analysis and Recommendation .................................................................4 1.8 Conclusion .............................................................................................................4 2.Process planning for Bevel gear pinion ............................................................................5 2.1 Overview ...............................................................................................................5 2.2 Process planning .................................................................................................... 5 2.3 Group Technology...............................................................................................10 2.4 Cell design ...........................................................................................................13 2.5 Robotic Cell design .............................................................................................14 2.6 Inspection strategy...............................................................................................15 3.Production planning using Preactor ...............................................................................16 3.1 Overview .............................................................................................................16 3.2 Schedule data .......................................................................................................16 3.3 Automatic Scheduling approach .........................................................................18 3.4 Automatic Scheduling Review ............................................................................ 23 3.5 Scheduling using Shortest Processing Time .......................................................25 3.6 Comparison of Resource utilization and Review ................................................26 3.7 Executive Summary and Recommendation ........................................................28 Learning Outcome References Appendix-1(Computer Integrated Manufacturing -Presentation) 29 30 32
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List of Tables ____________________________________________________________________________
Table No. Table 1.6 Table 2.2a Table 2.2b Table 2.3a Table 2.3b Table 2.3c Table 2.3d Table 3.2a Table 3.2b Table 3.4 Table 3.6a Table 3.6b Table 3.6c Table 3.6d
Title of the table Qualitative assessment of CIM and Lean Routing sheet Setup sheet Product Process matrix classification Row iteration Column iteration Cell clustering Resources Part details Resource utilization by week -Automatic Resource utilization Shortest Processing Time Resource utilization Critical ratio Resource utilization Longest setting time Resource utilization Comparison
Pg.No. 4 8 9 11 12 12 12 16 17 24 26 26 27 27
List of Figures ____________________________________________________________________________ Figure No. Figure 2.1 Figure 2.2a Figure 2.2b Figure 2.3a Figure 2.3b Figure 2.4a Figure 2.4b Figure 2.5 Figure 2.6a Figure 2.6b Figure 3.2 Figure 3.3a Figure 3.3b Figure 3.3c Figure 3.3d Figure 3.3e Figure 3.3f Figure 3.3g Figure 3.3h Figure 3.3i Figure 3.3j Figure 3.4a Figure 3.4b Figure 3.5a Figure 3.5b Title of the figure Family of transmission gear Systematic process planning Drawing analysis GT Visual inspection Monocode classification Sample Spaghetti diagram Open field layout Gantry robot specification CMM Setup CMM Setup modified Assembly sequence Preactor schedule process flow Preactor Startup screen Define Resources Creating Resource groups Creating Product data Calendar states Defining Calendar template Applying Calendar to resources Generate schedule Automatic Schedule analysis Process Delay WIP status weekly Scheduling rules Comparison Automatic vs SPT Pg.No. 5 5 6 10 11 13 13 14 15 15 16 18 18 19 19 20 20 21 21 22 22 23 24 25 25
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List of Symbols ____________________________________________________________________________
Abbrev ASRS CIM CMM GT IRR IT NPV PFA ROI SPT WIP
Description Automatic Storage and Retrieval system Computer Integrated Manufacturing Co-ordinate Measuring Machine Group Technology Internal Rate Return Information Technology Net Present Value Production Flow Analysis Return on Investment Shortest Processing Time Work In Process
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PART-A CHAPTER 1 1. CIM and CIM Integrated with Lean philosophy 1.1 Introduction: Computer Integrated Manufacturing has become an advanced manufacturing model with comprehensive scope, bridging communication gaps of the so called Islands of automation and eliminating redundancies of the system as a whole. The extending radicals in computer hardware, software and networking made the technology conducive, delivering an effective, reliable, consistent and agile system. Companies favor this approach as being the ideal solution to cope up with the current and future trend. However, Japanese Lean philosophy which aims throughput with lesser resources can work intimately with CIM providing the optimal result. To realize the contemporary relation between CIM and Lean, a case is assessed where, Manufacturing company A has opted CIM implementation, whereas company B, has preferred CIM implementation with Lean philosophy. In either prospect, the benefits can be only analyzed by exploring the purpose of each and its relative significance.
1.2 Lean concept in manufacturing: A contribution from Toyota production system, Lean philosophy is a process centric approach relying in elimination of wastes associated with the process flow. The approach is making profit by cutting down the cost and lead time addressing elements, MUDA (non-valued activities), MURA (Uneveness) and MURI (overburdening)
[1]
. The value of the processes, which alters the fit, form
and functions, are only which customer is willing to pay. But, there are some non-valued process which is pertinent to achieve the production and the rest are unnecessary. The seven types of wastes (MUDA) which are present in the manufacturing flow are identified and resolved, this is a continuous process considering there is always a prospect for change for betterment. Seven wastes are, Transportation: Unnecessary movement of material due to improper layout. Inventory: Excess inventory of Work in process (WIP) and finished goods due to unreliable shipments. Motion: Excessive movement of WIP and personnel due to inappropriate layout. Waiting: Due to improper scheduling, longer cycle times, machine breakdown and unbalanced workload. Over production: Redundant approvals, supplier lead times and misuse of automation
Over processing: Unclear customer need, poor design attributes. Defect or Rework: Unskilled labor, faulty equipment, improper method.
The tools and techniques developed to initiate and gain a confidence to eliminate the discussed manufacturing drawbacks. Value stream mapping, Poke yoke, SMED, Kaizen are some of the techniques which specialize in respective domain in achieving manufacturing excellence by individual commitment and team effort.
1.3 CIM in manufacturing: Computer Integrated Manufacturing is an equipment centric approach relying on information interchange and a high level of automation encompassing the overall plant function. It is an architecture which integrates engineering, manufacturing and marketing functions through information technology
[2]
The automation is facilitated through coherence of mechanical,
electronics and computer based systems in representing applications as [3], Automatic machine tools and assembly line. Industrial robots Automatic inspection systems. Automatic Material handling and Storage systems. Feedback and Computer process control. Computer system for Planning, data collection and decision making.
Level and type of automation is biased on the manufacturing model based on output variety i.e. job shop, continuous production etc. The automation is classified considering the throughput and variety as, Fixed Automation: Higher production scale with little flexibility in changeovers. Programmable Automation: Suitable of Low or medium batch size production run. Flexible Automation: Rapid changeovers with high flexibility, making use of programmable automation.
1.4 Usage of Robots: Robots form as a distinct facet in manufacturing, whose versatility imitates human action not in an intention to replace them but, to provide an edge over consistently tiring process performance. The mainstream application of employing a robot is either to act as, a material handling subject (pick and place) or to perform applications which are arguably tedious, inconsistent and hazardous (Welding, painting, inspection).
Robots extend great flexibility in CIM environment, reason is because of its programming capability according to the use of end effectors and continuous feedback and control.
1.5 Cost aspects in CIM implementation: CIM implementations has advocated significant benefit by shortening lead times, reduction in cost, personnel, inventory and improve quality, efficiency of the overall system. But, whether the investment for CIM promises real gain on a strategic horizon is the question? Cost incurred on the CIM implementation is justified by analyzing the hard benefits of automation using techniques [4], Payback period: The time period required to recover the capital investment based on cash flow generated. Payback period = Initial cost / Cash flow Return on Investment (ROI): Is the rate of profit gained over a ratio of benefits (profit or loss) relative to Initial investment. ROI = Benefits Depreciation / Initial cost Net Present Value (NPV): Is a discounted cash flow method that, associate flow of cash and timing of such investment over project life compared against same benchmark. Internal rate of return (IRR): Is the interest rate where cash flow equals to the cost of proposed investment. Its a trial and error approach which uses NPV to get to the solution.
Time value techniques, both NPV and IRR stand out better than payback and ROI. Since, it considers all hard costs in conjunction with the investment. However, NPV and IRR pose better condition for longer production of standard parts; CIM aimed at flexibility needed refinement in the time value justification techniques. The cost accredited with CIM implementation includes application engineering, equipment procurement, site preparation, installation-commissioning, operation costs and training cost [5].
1.6 Qualitative aspects of Output: To understand the underlying benefits of implementing as per Company A or B, i.e. CIM implementation and CIM with Lean implementation respectively, some distinct criteria are to be examined. So, an assessment based on output context for CIM and Lean manufacturing would reveal relative and distinct features, Table 1.6 shows the qualitative comparison.
Table 1.6: Qualitative assessment of CIM and Lean [6].
1.7 Critical analysis and recommendation: In retrospect of the discussion, the CIM proposal of Company A is centered on optimizing processing speed with involving robot, material handling and high end automation. The inventory strategy was with the aid of storing with large spaced automated storages and retrieval system (ASRS). The value stream of the components are not evaluated as it is equipment centric and the whole production run is formulated based on certain benchmarking like lead time reduction, overall efficiency etc. though automated, but not agile enough on unforeseen changeovers. Whereas, CIM with lean proposal of Company B is focused on reducing the WIP and creating a continuous flow of material though automating the entire manufacturing system. CIM can be a part of lean philosophy, where the latter is more convenient in providing simplistic yet flexible system with sheer view on the valued process and its effectiveness. A case study [6] on Large valve remanufacturing shows the benefits of lean based CIM, in which lean level of implementation can share to successful CIM implementation allowing the flaws to settle beforehand. So lean first and then automate [7].
1.8 Conclusion: In view of the discussed framework, Company B, which wants to implement CIM with Lean has a better control over the process and the equipment associated. A total excellence is achieved step by step of correlation, which can be a root to much talked yet vaguely practiced Agile manufacturing. Company A with CIM implementation may or may not reflect the anticipated objectives, which may take several iterations of refinement as the saying goes, Automation applied to an efficient operation will magnify the efficiency and automation applied to an inefficient operation will magnify the inefficiency [8].
PART-B CHAPTER 2 ________________________________________________________________________________ 2. Process Planning for Bevel gear pinion 2.1 Overview: Process planning is a critical stage in manufacturing, whose sole objective is to delegate the design intent in effective, optimal and lucid sequence for performing the production, from raw stock to finished good. Process planning is not only a scheme to determine appropriate manufacturing practice and its sequence but, also act as a tool to estimate the overall operating cost and validate the capacity requirement through customization i.e. cell design or layout for automation. A case study of, Bevel gear pinion [9] is used to quantify the process planning requirement and generate a detailed routing considering various aspects of manufacturing. However, the thesis comprise of few other family of gear including Crown wheel, Lay shaft and Gear wheel as shown in Figure 2.1 whose process attribute are unknown, Group technology will applied with certain assumptions.
Figure 2.1: Family of transmission gear [9] 2.2 Process Planning: The systematic process planning procedure
[9]
guides through set of instruction to achieve the
planning objective. Figure 2.2a shows the flow of procedure. Analysis of Design and Blank Drawing Coherence of Datum Evaluation of Operation
Schematic Plan
Generate Routing Sheet Figure 2.2a: Systematic process planning [9]

Review
Analysis of Design and Blank Drawing: It is a cognitive stage to realize the design intent by rigorous study of the drawing and appraising what to look for. Careful considerations are deemed on the datum references and tolerances on which the entire assembly relies. Design of blank is key characteristic capturing all the relevant information such as the machining allowances, mismatch and surface tolerances etc. Figure 2.2b shows the identification of datum, dimensions and tolerances.
Figure 2.2b: Drawing analysis. Schematic Plan: The scheme represents the sequential manufacturing processes to convert into finished product. A fixed datum construing every operation is not possible as, the feature undergo processing. So, a relative datum is considered which support the maximum operation and also behave as the reference datum when every process is completed. This stage also proposes the clamping and fixturing requirement. The case study suggests to identify the operation in reverse order i.e. from finished product to blank. But, conceiving the operations from reverse is difficult because it is subtractive manufacturing. where, identifying the feature on final drawing and assessing the blank dimension can fairly imprint the successive operation in no time.
Coherence of Datum: Datum used interchangeably in various operations can lead to part rejection because of the tolerance stack up due to accuracy of datum transition. The effect of datum interchangeability is studied using datum hierarchy diagram.
Evaluation of operation: Operation selected in schematic plan is reviewed for its sequence based on processing conditions e.g. lapping before grinding. And also reasoned for the scope of integrating two or more operations, finding alternative low cost processes. It also includes gauges, cutting tool, loading and unloading methodology evaluation.
Review: The review will challenge the plan worthiness and reckons alternative for optimization either on design or the process.
Generate Routing sheet: A detailed process plan or the Route sheet should contain all the information to the end user in a perceivable format. The information which are very necessary are, Part Name and Number. Order or Reference Number. Drawing and Revision number. Material specification. Routing sheet number and revision (not provided in this case). Page number. Operation sequence. Description. Machine. Tooling and gauges. Setup and process time (Not available). Machining parameters (Not available) Setup methodology. Remarks and Notes. Planner, Reviewer and Approver.
Table 2.2a shows the Process plan of Bevel gear pinion.
Table 2.2a: Routing sheet [10]

Routing Sheet Part name: Quantity. Revision no. Op no. 101 Bevel gear pinion 0 Description End Machining Center hole Drilling Rough turning Part no. Material. Date BGP Forged steel 21-Mar-13 Machine Turning Dwg no. Planner Order no. Tooling Facing tool, Vshape jaws, stop plate Center drill, Vshape jaws, stop plate Cutting tool, retractable jaw, face driver Cutting tool, retractable jaw, face driver Collet, stop plate Collet, stop plate Gear hob, collet chuck clamp Tray Drivers Crown wheel, lapping compound Crown wheel Fixture Fixture XYZ Remarks
102
Turning
201
Turning
202 301 302 40 50 60 701 702 801 802 90
Finish turning Bevel gear cutting Bevel gear Inspection Spline hobbing Case hardening Grinding Lapping Inspection Measuring of gear and spline Measuring CMM Phosphating
Turning Gear cutting Master gear test Gear hobbing Pusher furnace Grinding Lapping Contact pattern test Gear and spline measuring machine CMM Phosphating bath
One in a Batch. Cold rolling as alternative.
In supplement to this, a setup sheet gives information related to the mode of setup and the prominence of the selected datum. Table 2.2b shows the setup according to the operations.
Table 2.2b: Setup sheet

Setup sheet Part name: Quantity. Revision no. Bevel gear pinion 0 Part no. Material. Date BGP Forged steel 21-Mar-13 Dwg no. Planner Order no. XYZ
101 & 102
201 & 202
301 & 302
50 60 40
701 & 702
801 & 802
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2.3 Group Technology: GT is a philosophy to categorize part with similarities in design and manufacturing attributes and form a cell optimizing the material flow and reducing Work in process (WIP), setup time and direct and indirect labor. The techniques employed in forming product families are, Visual inspection. Coding and classification. Production Flow analysis (PFA).
The technique is applied to the gear family of Bevel gear pinion, Crown wheel, Lay shaft and Gear wheel. Visual Inspection: Is the easiest method of all, which is applicable to part family with few numbers. Based on the similarities visible in the family of gear, it can be clustered into two categories as shown in Figure 2.3a Part Family-1
Part Family-2
Figure 2.3a: GT Visual inspection.
Coding and Classification: Is the systematic classification system to create part families, codes are used to distinguish the part in consideration of design features and process functions. Three coding system are, Monocode or Hierarchical code. Polycode or Chain code. Mixed or Hybrid code.
Since, the part count is few; Monocode is the best option to classify into. Figure 2.3b represents the scheme.
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Gear 100x
Shaft Basis 1001 Bevel gear pinion Lay shaft
Hole Basis 1002 Crown wheel Gear wheel
Figure 2.3b: Monocode classification.
Production Flow Analysis (PFA): Is a manufacturing cell formation technique using algorithms. Rank order clustering or From-To charts aids the technique. The major drawback of this system is it uses the data from routing sheet, whose update control has a significant effect rendering the system obsolete. Table 2.3a shows the classification. Table 2.3a: Product process matrix classification.
Machine Lathe Gear cutting Gear hobbing Pusher furnace Grinding Lapping CMM Phosphating bath drilling Boring Label 1 2 3 4 5 6 7 8 9 10 Product Bevel gear pinion Crown wheel Lay shaft Gear wheel Label A B C D
Rank order clustering principle is used for cell formation for Production flow analysis. First the Product process matrix is applied with the algorithm for process classification as shown in Table 2.3b, later the same methodology is applied to configure the product matrix as shown in Table 2.3c the final output would be the clustered group whose cell can be judged accordingly as shown in Table 2.3d
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Table 2.3b: Row Iteration 23 A 1 1 1 1 1 1 1 1 0 0 22 B 1 1 1 1 1 0 1 1 1 1 21 C 1 0 1 1 1 0 1 0 0 0 20 D 1 0 1 1 1 1 1 0 0 1 Value 15 12 15 15 15 9 15 12 4 5 Ranking 1 6 2 3 4 8 5 7 10 9
1 2 3 4 5 6 7 8 9 10
Table 2.3c: Column iteration 1 3 4 5 7 2 8 6 10 9 Value Ranking A 1 1 1 1 1 1 1 1 0 0 1020 1 B 1 1 1 1 1 1 1 0 1 1 1019 2 C 1 1 1 1 1 0 0 0 0 0 992 4 D 1 1 1 1 1 0 0 1 1 0 998 3 29 28 27 26 25 24 23 22 21 20
Table 2.3d: Cell clustering 1 3 4 5 7 2 8 6 10 9

A 1 1 1 1 1 1 1 1 0 0
B 1 1 1 1 1 1 1 0 1 1
D 1 1 1 1 1 0 0 1 1 0
C 1 1 1 1 1 0 0 0 0 0
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Though the data assumed didnt give a diagonal clustering pattern of classification, nevertheless the clustering is still useful for cell formation considering the product process association.
2.4 Cell Design: The clustering pattern so obtained using Rank order technique can act as an input for cell design, whose association can be vitally evaluated to offer, reduction in setup and inventory, simplifying the production scheduling and quality improvement
[12]
. However, the cell layout has to take
account of part flow in an optimized way so a spaghetti diagram as shown in Figure 2.4a shows a sample lean approach in making.
Figure 2.4a: Sample spaghetti diagram [13] The process flow for the family of gears are staggered, going for an In-line layout is worthless because of large space utilization and zig-zag flow. The operations are not unique so an Open field layout is the best option arranging the equipment, once the best process flow iteration is achieved. The resources cover precision machines, conventional machines, CMM and also Heat/Surface treatment zone which also needs environmental conditions e.g. Ventilation system for precision equipment; and system which obey governmental safety policies e.g. surface treatment. Figure 2.4b show a general layout of Open field system.
Figure 2.4b: Open field layout [14]

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2.5 Robotic Cell design: The case study implies that robots cannot be used because of the holding or locating complexity of the part which may distort or damage the datum reference. But, the discussion is about proposing a robotic application for the manufacturing cell formed. The major machining application include, Turning, Gear cutting, CMM and Gear Hobbing. These are individual machines where robot has can be installed to perform the pick and place activity between centers. The manufacturing cell created should pose a convenience for automation. The case study also expresses a pallet conveyor for moving the parts from stations and also a gantry loader for loading and unloading the part from top, probably its the best way to load heavy component on a Lathe and Gear cutting machine because of machine clearances. So, it is now about the configuration of a Gantry robot which is necessitated. Some of the key requirements are, Minimum height between robot arm and machine in home position of robot. Height travel of the robot, Z axis stroke length. Length traverse, X axis stroke length. Width traverse, Y axis stroke length
Figure 2.5 shows a standard specification offered by OEM Parker handling system, Germany.
Figure 2.5: Gantry robot specification [15]

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2.6 Inspection strategy: As mentioned in the case study, there are two stages of inspection one using CMM for general dimensions and the other using master gear to verify the interference of gears. The conventional testing technique cant be interchanged with CMM because of the cost aspect and conditional requirement. The setup used for CMM is put to review, Figure 2.6a shows the current CMM
Figure 2.6a: CMM setup [9] The scope of current setup is valid only with an indexing mechanism if 3 axes CMM used. However, the pitch, angle and hypoid measurement is pervious to error because of indexing accuracy. So it is better to mount the gear vertically, shortest shaft on top and measure the features. The role of fixture is to butt surface and align with a V-Section and clamping on opposite and measure as shown in Figure 2.6b
Surface contact V-Groove contact
Arrester
Figure 2.6b: CMM setup modified.

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PART-C CHAPTER 3 ________________________________________________________________________________ 3. Production planning using Preactor 3.1 Overview: Production Planning and Control (PPC), is a systematic and synchronous utilization of Men, Machine and Materials to achieve the output target. It is a set of instructions given to men working on various resources e.g. machine, warehouse, to comply with the requirement and accomplish the deliverables. Production planning represents the routing sequence and time statistics for machine loading. Whereas, Production control refers to monitor and altering the dispatch deliverables from every work centers. A Manufacturing company M/s XYZ, whose expertise is in production of hydraulic and pneumatic cylinders, has an order of 100 cylinders per month is considered for production scheduling [11]. A process scheduling software Preactor V.10 is used for the process.
3.2 Schedule data: The assembly sequence of hydraulic cylinder is shown in Figure 3.2, 100 cylinders per month is the target. Assembly takes place after 19th of every month due to production backlog.
Figure 3.2: Assembly sequence. Table 3.2a: Resources
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Table 3.2b: Part details.
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3.3 Automatic Scheduling approach: The steps involved in process scheduling using Preactor software is very simple and tangible, Figure 3.3a shows the process flow involved and Figure 3.3b Preactor startup screen Define Resources Create resource groups Define Product data
Start
Update production requirement
Apply Calendar to resources
Create Calendar states
Generate Schedule
Schedule statistics
Schedule analysis
End
Figure 3.3a: Preactor scheduling process flow.
Figure 3.3b: Preactor startup screen
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Define Resources: The resource data available are input in Preactor mentioning the Finite and Infinite loading pattern where, finite pattern restricts on the applied shift schedule and infinite ignores the shift pattern. Figure 3.3c shows defining resources.
Figure 3.3c: Define resources Create Resource groups: The resources group can be clubbed into common functions of work centers as shown in Figure 3.3d
Figure 3.3d: Creating resource groups.

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Define Product data: Product information like Setup time, processing time, Batching method and size are input as shown in Figure 3.3e, Split batching with lot size of 5 for the sub assembly parts and 10 for main assembly considered. Split batching technique allocates parallel resource loading as, transfer batching ignores parallel loading on resources.
Figure 3.3e: Creating product data. Create calendar states: Calendar states are defining the time attributes of the process like ON time, OFF time, break, etc. Figure 3.3f shows the allocated calendar states.
Setup and Cost factor
Figure 3.3f: Calendar states

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Create calendar template: Calendar template is customized according to the shift requirement and the time frame is allocated to day pattern and week pattern. 01 July 2013 31 July 2013 is used for scheduling. Figure 3.3g shows the designed calendar template.
Figure 3.3g: Defining Calendar template. Apply Calendar to resources: The applied calendar scheme needs to be amended to the resources, any particular exclusion like planned maintenance; holiday can also be applied in this phase. Figure 3.3h shows the application.
Figure 3.3h: Applying calendar on resources

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Generate schedule: Automatic schedule generation allows both forward and backward sequencing. Product priorities mentioned in product data can also relate to the sequencing method. Figure 3.3i shows the Gantt chart generated on forward sequence with schedule statistics.
Figure 3.3i: Generated Schedule-Automatic Schedule analysis: The schedule so generated can be analyzed with various criteria like resource utilization, WIP, batch allocation, completion status, etc. Figure 3.3j shows the analysis of Due date performance.
GREEN : Early YELLOW: On Due date RED : After Due date
Figure 3.3j: Schedule analysis

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3.4 Automatic Scheduling Review: A production delivery delay is found in automatic schedule in Assembly process. Almost 4 days late the schedule is generated with, the reason is analyzed with respect to the Figure 3.4a
Late order delivery
Figure 3.4a: Process delay The reason behind this delay is that Assembly is said to start after 19th of every month due to backlog. Considering the cycle time required to cope, it is clear that starting delay had contributed. There are only three options available to overcome as mentioned, Advance the assembly activity by 4 days. Plan 3 shifts for Assembly section from 20th of every month. Plan an additional resource for assembly.
The first two options are better solution to the problem encountered as adding a resource could only be justified with capacity planning which in this case every operation are underutilized.
Work in process report and Resource utilization report are extracted from the software with the status showcasing week by week analysis as shown in Table 3.4 expresses the bottleneck operation and Figure 3.4b shows WIP status.
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Table 3.4: Resource utilization by week-Automatic
Total waiting part Qty
Figure 3.4b: WIP status weekly
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3.5 Scheduling using Shortest Processing Time: Rules are applied to derive the optimal processing style, SPT allocates the plan considering to place the products in plan with the least processing time first. Figure 3.5a shows the applicable rules
Figure 3.5a: Scheduling rules One point to be noted is that, irrespective of rules applied there is no changes in the bottleneck operation which is Assembly, because it has to be done on operation completion of at least a single lot and also a constraint after 19th of every month. Figure 3.5a shows the comparison of automatic schedule with SPT.
Figure 3.5a: Comparison Automatic vs SPT

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3.6 Comparison of Resource utilization and Review: Scheduling rule discussed in Section 3.5, can be applied with various attributes. The discussion is on the comparison with each other and to exemplify the optimal usage.
Table 3.6a: Resource utilization Shortest Process Time

Resource Assembly CNC Turn -1 CNC Turn -2 CNC Turn -3 CO2 Welding Machine Cutting Machine-1 Cutting Machine-2 Drill Machine Heat Treatment Machine Honning Machine-1 Mill -1 Mill -2 QC - 1 Sub Grinding / Plating 7/1/2013 7/8/2013 7/15/2013 7/22/2013 7/29/2013 0.00% 80.95% 81.47% 80.21% 84.97% 84.90% 84.90% 14.88% 11.90% 0.00% 48.21% 40.77% 56.55% 17.86% 0.00% 84.75% 84.75% 84.75% 85.71% 41.59% 41.59% 85.12% 0.00% 6.77% 44.05% 45.54% 25.97% 0.00% 13.99% 30.73% 34.67% 32.96% 22.77% 0.00% 0.00% 99.78% 0.00% 82.51% 0.00% 0.00% 90.10% 0.00% 85.71% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 38.32% 0.00% 0.00% 0.00% 0.00% 20.83% 0.00% 92.01% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% 0.00% Cumulative Utilization 38.342 39.286 40.178 39.584 38.69 25.298 25.298 47.62 2.38 17.856 18.452 17.262 38.69 3.572
Table 3.6b: Resource utilization Critical ratio

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Table 3.6c: Resource utilization Longest Setup time

Table 3.6d: Resource utilization Comparison

Cumulative utilization comparison Critical Longest Setup Automatic Shortest process time ratio time 38.342 38.342 38.342 38.342 40.922 39.286 40.178 40.922 37.5 40.178 39.882 37.5 40.624 39.584 38.988 40.624 38.692 38.69 38.69 38.692 25.296 25.298 25.298 25.296 25.296 25.298 25.298 25.296 47.62 47.62 47.62 47.62 2.382 2.38 2.382 2.382 17.858 17.856 17.856 17.858 23.214 18.452 18.452 23.214 12.5 17.262 17.262 12.5 38.69 38.69 38.69 38.69 3.572 3.572 3.572 3.572
Resources Assembly CNC Turn -1 CNC Turn -2 CNC Turn -3 CO2 Welding Machine Cutting Machine-1 Cutting Machine-2 Drill Machine Heat Treatment Machine Honning Machine-1 Mill -1 Mill -2 QC - 1 Sub Grinding / Plating
Cumulative utilization hardly has any difference from one another, but by assessing the individual table value from 3.6 a- 3.6c Critical ratio and SPT rule have loosened very slight burdening of Drill machine on 3rd week.
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3.7 Executive summary and recommendations: Some of the critical characteristics are noted doing the planning juncture which are listed below, Irrespective of production rule applied, there exist very minor deviations which can be neglected. Resources are underutilized as per the plan allocation with maximum utilization below 50%. Assembly process is identified as a bottleneck due to startup delay. Load on drilling machine in for first 3 weeks are crucial and burdening. If the schedule is adhered to finite loading without any overtime, meeting the delivery schedule is impossible.
Proposals are addressed based on the current operating condition to accrue improvisation which are as below, Critical ratio is the best approach considering a continuous overall run time in a year. Advancing the plan of future month will help in achieving the anticipated resource utilization and helps clear the backlog. Gap analysis should focus on the pile up of backlog which drifts the assembly timeframe. Load on drilling machine can be balanced with continuous run time month after month, as only a single month is considered for the discussion. From the current practice, it is advised to run assembly section in 3 shift for last two weeks to meet the delivery.
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Learning Outcome ________________________________________________________________________________ Computer Integrated Manufacturing and Lean manufacturing, two philosophies with equal distinction has made to realize its significance in the industry. The rationalization of the values of both process are understood. The effect of implementing CIM with and without Lean philosophy is understood. Why always lean act as a standpoint approach for many practitioners are assessed by undergoing the section objective.
The concept behind manual process planning is learnt. The case study had let me to learn the whole scenario expedited in systematic process planning. The Group technology learnt in the module has helped tremendously to apply the underlying knowledge of cell formation. The section has given the confidence to imply a minimum criterion on Process planning, Cell formation principles and Robotic selection for any given process.
The versatility of the software, Preactor scheduling is observed. Knowledge on Production planning using various facets of the software acquired. The schedule analysis and is its significance is learnt in the section.
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References ________________________________________________________________________________ 1. Ed., Chet Marchwinski, John Shook (2008) Lean Lexicon [online] available from <http://books.google.co.in/books/about/Lean_Lexicon.html?id=Y2myLoMIvFIC> [19 Mar 2013] p.64 Gunasekaran .A (1997) Implementation of computer- integrated manufacturing: a survey of integration and adaptability issues, [online] available from < http://www1.umassd.edu/charlton/birc/cim_reviewofadoption.pdf> [19 Mar 2013] p.1 Mikkel P. Groover (2001) Automation, Production Systems and Computer-Integrated Manufacturing., 2nd edn, New Jersey: Prentice Hall, p. 10-11 Joel C. Polakoff (1990) Computer integrated manufacturing: a new look at cost justifications, [online] available from <http://www.thefreelibrary.com/Computer+integrated+manufacturing%3A+a+new+look+at+ cost+justifications.-a08322864> [20 Mar 2013] R.C. Mishra, Simant (2009) Mechanical system Design,[online] available from <http://books.google.co.in/books/about/Mechanical_System_Design.html?id=7dZa2rfhe9cC> [20 Mar 2013] p. 225
2.
3.
4.
5.
6.
Robert J. Kucner (2009) A Socio-technical Study of Lean Manufacturing Deployment in the Remanufacturing Context, [online] available from <http://books.google.co.in/books/about/A_Socio_technical_Study_of_Lean_Manufact.html?i d=_GcBikVzeXwC> [20 Mar 2013] p. 98 - 100 Thomas Bortolotti, Pietro Romano (2012) Production Planning & Control: The Management of Operations, [online] available from <http://www.tandfonline.com/doi/abs/10.1080/09537287.2011.640040> [20 Mar 2013] Bill Gates (n.d,) The personal MBA, Master the art of Business, [online] available from <http://book.personalmba.com/automation/> [20 Mar 2013] Matts Bagge (2009) Licentiate Thesis,An approach for systematic process planning for gear transmission parts, Stockholm: Royal institute of technology. Peter Scallan (2002) Process Planning:The design/manufacture interface, [online] available from <http://www.scribd.com/doc/96569950/Process-Planning-Peter-Scallan> [21Mar 2013] p. 467 Prof. Ramdas Chandrashekar, Sandeep .N (2013) Assignment, Computer Integrated Manufacturing, Bangalore: MSRSAS Mikkel P. Groover (2001) Automation, Production Systems and Computer-Integrated Manufacturing., 2nd edn, New Jersey: Prentice Hall, p. 434-438
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9.
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Nicholas Hebb (n.d,) How to Create Spaghetti Diagrams with Excel, [online] available from < http://www.breezetree.com/articles/spaghetti-diagram.htm> [22 Mar 2013] Mikell P. Groover (2008) Automation, Production Systems, and Computer-Integrated Manufacturing, [online] available from < http://mailab.snu.ac.kr/courses/CIM/note2009/11week/CIMS2009-Ch19-P4- FMS.ppt> [14 Mar 2013] p. 27 Parker (2009) Catalogue:Standard Gantry robot, [online] available from < http://www.hmkdirect.com/downloads/Mechanical/Handling%20Actuators/Parker/Gantry%2 0Robots/Sales%20Information/192_700011_stand_gantry_robot_catalog_engl.pdf/> [23 Mar 2013] p. 11
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Computer Integrated Manufacturing

AMT 2508
Shanmuga Raja (BVB0912004)
Module leader
: Prof. Ramdas Chandrashekar

Introduction
Computer Integrated Manufacturing (CIM) is an approach to control entire manufacturing process using computers through the principle of networking. The integration allows possibilities such as, Data sharing across different functions of the plant. Closed loop controlled process based on real time sensing. Using a common database for information interchange. Encompassing product virtualization, realization, control and maintenance. Mass customization. Relieves human intervention to larger extent, improvising quality, delivery and cost.
Elements and Resources of CIM

Devices and Equipment CNC, Computer numerical controlled machine tools DNC, Direct numerical control machine tools PLCs, Programmable logic controllers Robotics Computers Controllers Networks Interfacing Monitoring equipment Technology FMS, (flexible manufacturing system) ASRS, automated storage and retrieval system AGV, automated guided vehicle Robotic Automated conveyance systems
Computer aided techniques CAD (computer-aided design) CAE (computer-aided engineering) CAM (computer-aided manufacturing) CAPP (computer-aided process planning) CAQ (computer-aided quality assurance) Other PPC (production planning and control) Lean manufacturing ERP (enterprise resource planning) A business system integrated by a common Quality program database.
Group technology
Group technology is a technique involved in, grouping similar parts with design and manufacturing characteristics and create a cell based on rationalization of overall attributes. The benefits of GT are, Reduces Work In Process (WIP) by optimization of part flow. Provides reliable work-piece statistics. Facilitates accurate estimation of machine tool requirements and logical machine loadings. Provides for better machine tool utilization and better use of tools, fixtures and people. Limitations. Problem in part identification among large group. Re-arrangement of machines in appropriate cells.
Group technology
The technique used to form Part families are, Visual Inspection
Cost effective, suitable for less part count. Experienced personnel are required to identify
Coding and Classification

Systematic classification through Monocode, Polycode or Hybrid code Time consuming process
Polycode
Monocode
Polycode
Production Flow Analysis

Algorithms are used for classification and cell formation. Flexibility is an issue.
Process Planning
Process planning is an act of preparing detailed work instruction for processing of the part. It is also called as Process engineering or Machine routing.
Example
Product realization is rationalized through,

Product design Process, machine knowledge
PROCESS PLAN Part No. S0125-F Part Name: Housing Original: S.D. Smart Date: 1/1/89 Checked: C.S. Good Date: 2/1/89 No. Operation Description Mill bottom surface1 Mill top surface Drill 4 holes Workstation Material: steel 4340Si
ACE Inc.
Changes: Date: Approved: T.C. Chang Date: 2/14/89 Setup Tool Time (Min)
Process planning
10 20 30
MILL01 MILL01 DRL02
see attach#1 for illustration see attach#1 set on surface1
Face mill 3 setup 6 teeth/4" dia 5 machining Face mill 2 setup 6 teeth/4" dia 6 machining twist drill 1/2" dia 2" long 2 setup 3 machining
Operation programming
Verification
Computer Aided Process Planning (CAPP) techniques,

Scheduling knowledge
Scheduling
Execution
Variant / Retrieval CAPP Generative CAPP
CAPP - Variant
Variant or Retrieval CAPP uses similarities between the stored part, followed with necessary amendment on the feature attributes so as to adapt the new part configuration. Variant CAPP is basically, GT based Computer aids for editing Parameters selection
Cons: Pros: Manual editing is not consistent Easier to create and cost effective. Have a structured standard sequencing. Knowledge and experience of planner limits the plan effectiveness.
CAPP - Generative
Generative CAPP, is a planning technique based from first principle. It relies mainly on an expert system to deduce the part attributes and uses decision logic to advocate the sequence. Generative CAPP is basically, Some kind of decision logic Decision tree/table Artificial Intelligence Objective-Oriented Still experience based
Pros: Cons: No need to rely on GT because of Creating the logic is too cumbersome. decision logic. High Investment. No need to maintain & update database.
Material Planning in CIM

Aggregate Production Plan (APP)
Master Production Schedule (MPS)
Material Planning in CIM

Material Requirement Planning (MRP)
Production Activity Control (PAC)
Flexible Manufacturing System

FMS, is an automated reprogrammable manufacturing system offering solution to wide variety of products.
Elements of FMS: Computer controlled Production Machines (CNC / DNC). Support systems (APC, ATC). Material handling systems (RGV, AGV). Automated Storage & Retrieval system (ASRS). Buffer storage.
FMA Layout
In-Line layout
Loop layout
Rectangular layout
FMA Layout
Ladder layout
Open field layout

Robot centered layout
Production Monitoring
Shop floor production activity is monitored for, Real time date To check output parameters for controlled process. To warn the concerned in uncertain event. To provide diagnostic information. Cell performance data To analyze cell utilization. To assess the part flow time. To check the inventory level.
Direct Digital Controller (DDC)
Programmable Logic Controller (PLC)

Distributed Control System (DCS)
Sensors in automation
Sensors are devices which detects the presence or absence of conditions and forwards the signal for monitoring or manipulation. Non contact sensors are preferred because it eliminates any alignment issue, faster sensing and longer life. Some of its types are, Inductive sensor (Electromagnetic field)
Without Object With Object
Oscillator core coil Magnetic Field
Capacitive sensor (Electrostatic field)
Sensors in automation
Ultrasonic sensor (Sound waves)
Photoelectric sensor (Light energy)

E E S Without Object S Without Object E E With Object Transmitter Receiver S With Object Transmitter Mirror S With Object Object Diffuse Sensor Transmitter + Receiver Without Object
Receiver
Thru beam type
Retro-reflective type
Diffused type
Industrial Robots
Cylindrical Robot Cartesian Robot
Polar Robot
Jointed Arm Robot

Selective Compliant Articulated Robot Arm (SCARA)
Industrial Robots
Grippers End effector
Tools
Robot Programming is done by, Walk through. Lead through. Simulation and offline programming.
Material handling
Material handling system can be categorized as,
1. Containers and Unitizing Equipment Containers Unitizers 2. Material Transport Equipment Conveyors Industrial Vehicles AGV, RGV Monorails, Hoists, and Cranes
Material handling
3. Storage and Retrieval Equipment Unit Load Storage and Retrieval Unit Load Storage Equipment Unit Load Retrieval Equipment Small Load Storage and Retrieval
4. Automatic Data Collection and Communication Equipment Automatic Identification and Recognition Automatic Paperless Communication
References
Prof. Ramdas Chandrashekar (2013) Module Manufacturing, Bangalore: MSRSAS notes: Computer Integrated Prof. Anatoly Sachenko (n.d,) Lecture 6. Computer Integrated Manufacturing Systems [online] available from <http://dydaktyka.polsl.pl/roz6/asachenko/Shared%20Documents/Informatyka %20w%20Zarz%C4%85dzaniu%20Logistycznym/Lec%206%20CIM_fin.ppt> [13 Mar 2013] Dr. R. A. Wysk (2011) ISE789 -- Manufacturing Systems, [online] available from <http://www.ise.ncsu.edu/wysk/courses/ISE789PPE/ise78904.ppt> [13 Mar 2013] Tom Foster (n.d,) Flexible Manufacturing System, [online] available from <http://www.freequality.org/documents/Training/Classes%20Spring%202002/ Flexible%20Manufacturing%20Systems.ppt> [14 Mar 2013] Mikell P. Groover (2008) Automation, Production Systems, and Computer-Integrated Manufacturing, [online] available from < http://mailab.snu.ac.kr/courses/CIM/note2009/11week/CIMS2009-Ch19-P4FMS.ppt> [14 Mar 2013]
M.S.Ramaiah School of Advanced Studies 21
References
Festo (2007) Basics of Automation Technology, [online] available <http://lehrerfortbildung-bw.de/faecher/nwt/fb/atechnik/praes/en.ppt> [14 Mar 2013] from Nuigalway (2007) Industrial Robot, [online] available from <http://www.nuigalway.ie/staffsites/david_osullivan/documents/06._industrial_robotics.ppt> [14 Mar 2013] Dr. Muzaffer Kapanolu (2003) Material Handling, [online] available from <http://www.baskent.edu.tr/~mkapan/Powerpoints/MaterialHandling.ppt> [14 Mar 2013]
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MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Module Code Module Name Course Department

Name of the Student Reg. No Batch Module Leader

Shanmuga Raja .B BVB0912004 Full-Time 2012. Prof. Ramdas Chandrashekar

M.S.Ramaiah School of Advanced Studies

POSTGRADUATE ENGINEERING AND MANAGEMENT PROGRAMME (PEMP)

Batch Full-Time 2012.

Signature of the student Submission date stamp

Signature of the Module Leader and date

Signature of Head of the Department and date