2021‐01‐12

INDU 411 Lecture 1:

Introduction to CIM

Instructor: Dr. Amar Sabih, PEng

INDU 411

CIM
Outline
1. Manufacturing & Production Systems
2. Production Facilities
3. Manufacturing Support Systems
4. Automation in Production Systems
5. Manual Labor in Production Systems
6. Automation Principles

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1. Manufacturing
 What is manufacturing?
 The application of physical and/or chemical processes
to alter the geometry, properties, and/or appearance of
a given starting material to make parts or products

Technological Economic
viewpoint viewpoint
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Manufacturing Process
 Classification of manufacturing processes

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Production System

 Manufacturing derives from two Latin words

 manus (hand), factus (make)  made by hand
 This was the way manufacturing was accomplished
 As many year passed…..
 Factories came into being, with many workers
 Work had to be organized using machines
 Products became more complex, so did the process
 Workers had to specialize in their tasks
 Up-front planning and coordination were required.
 The systems of production were being developed.

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Production System
 A collection of people, equipment, and procedures
organized to accomplish the manufacturing operations of a
company
 Two categories:
 Facilities – equipment,
plant layout, factory
 Manufacturing
support systems –
function, design,
procedures, workflow,
quality control

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2. Production Facilities
 Facilities include the factory, production machines and
tooling, material handling equipment, inspection
equipment, and computer systems that control the
manufacturing operations
 Plant layout – the way the equipment is
physically arranged in the factory
 Manufacturing systems – logical groupings of equipment
and workers in the factory
 Stand-alone workstation and worker
 Production line

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Plant Layout
 A manufacturing company attempts to organize its
facilities in the most efficient way to serve the particular
mission of the plant
 Certain types of plants are recognized as the most
appropriate way to organize for a given type of
manufacturing
 The most appropriate type depends on:
 Types of products made
 Production quantity
 Product variety

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Plant Layout
 Highly depends on product type, quantity and variety

Fixed position layout Process layout

Cellular layout Product layout

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CIM Production Quantity & Layout

 Number of units of a given part or product produced
annually by the plant
 Three quantity ranges:
 Low production – 1 to 100 units
 Medium production
– 100 to 10,000 units
 High production –
10,000 to millions
of units

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Low Production Quantity
 Job shop – makes low quantities of specialized and customized products
 Includes production of components for these products
 Products are typically complex (e.g., specialized machinery, prototypes,
space capsules)
 Equipment is general purpose
 Plant layouts:
 Fixed position
 Process layout

Fixed-Position
Process layout
Layout
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CIM
Medium Production Quantities
1. Batch production – A batch of a given product is
produced, and then the facility is changed over to
produce another product
 Changeover takes time – setup time
 Typical layout – process layout
 Hard product variety

*process layout
works for all three
quantity ranges 41
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Medium Production Quantities
2. Cellular manufacturing – A mixture of products is made
without significant changeover time between products
 Typical layout – cellular layout
 Soft product variety

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High Production
1. Quantity production – Equipment is dedicated to the
manufacture of one product
 Standard machines tooled for high production (e.g.,
stamping presses, molding machines)
 Typical layout – process layout
2. Flow line production – workstations arranged in sequence
 Product requires multiple processing or assembly steps
 Product layout is most common

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Manufacturing Systems
Three categories in terms of the human participation in the
processes performed by the manufacturing system:
a) Manual work system – a worker performing one or more
tasks sometimes using hand tools
b) Worker-machine system – a worker operating powered
equipment
c) Automated system – a process performed by a machine
without direct participation of a human

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Manual Work Systems
Examples of production-related manual tasks involving
the use of hand tools include:
 A machinist using a file to round the edges
of a rectangular part that has just been
milled
 A quality control inspector using a micrometer to
measure the diameter of a shaft
 A material handling worker using a dolly to move
cartons
in a warehouse
 A team of assembly workers putting together a
piece of machinery using hand tools

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Worker-Machine Systems
Examples of worker-machine systems include:
 A machinist operating an engine lathe to fabricate a part for a product
 A fitter and an industrial robot working together in an arc- welding work cell
 A crew of workers operating a rolling mill that converts hot steel slabs into flat plates
 A production line in which the products are moved by mechanized conveyor and the
workers at some of the stations use power tools to accomplish their processing or
assembly tasks.

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Automated Systems
 There is not always a clear distinction
between worker- machine systems and
automated system.
Two levels of automation:
 Semiautomated machine – performs a
portion of the work cycle, and a human
worker tends to the machine for the
remainder of the cycle, e.g., loading and
unloading.
 Fully automated machine – operates for an
extended period of time (> one work cycle)
with no human attention. The worker tends to
the machine periodically (e.g., 100th cycle) for
collecting parts, maintenance, or adjustments.

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Manufacturing Systems

BMW Spartanburg Welding Body Shop

http://youtube.com/watch?v=nRYFh0 http://youtube.com/watch?v=-CRPcHH6uJ8
gHc3U

Manual Vs. Automation Automated Systems

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3. Manufacturing Support Systems
 The procedures used by a company to manage production
and to solve technical and logistics problems in ordering
materials, moving work through the factory,
and ensuring that products
meet quality standards

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Manufacturing Support Systems
Manufacturing support involves a sequence of activities that
consists of four functions:
 Business functions - sales and marketing, order entry, cost
accounting, customer billing
 Product design - research and development, design engineering,
prototype shop
 Manufacturing planning - process planning, production planning,
master production schedule, capacity planning
 Manufacturing control - shop floor control, inventory control, quality
control

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4. Automation in Production Systems
 Two categories of automation in the production system:
 Automation of manufacturing systems in the factory
 Computerization of the manufacturing support systems
 Computer-Integrated
Manufacturing (CIM)

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Automated Manufacturing Systems
Examples:
 Automated machine tools
 Transfer lines
 Automated assembly systems
 Industrial robots that perform processing or assembly
operations
 Automated material handling and storage systems to
integrate manufacturing operations
 Automatic inspection systems for quality control

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Automated Manufacturing Systems
Three basic types:
 Fixed automation
 Programmable automation
 Flexible automation

The relative positions of the three

types of automation for different
production volumes and product
varieties are depicted in this
figure.

Product Variety and

Production Quantity for Three
Automation Types

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Fixed Automation
 A manufacturing system in which the sequence of processing
(or assembly) operations is fixed by the equipment
configuration
Typical features:
 Suited to high production quantities
 High initial investment for custom-
engineered equipment
 High production rates
 Relatively inflexible in
accommodating product variety

https://youtu.be/XrMLvTnlWAs
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Programmable Automation
 A manufacturing system designed with the capability to
change the sequence of operations to accommodate
different product configurations
Typical features:
 High investment in general purpose equipment
 Lower production rates than fixed automation
 Flexibility to deal with variations and Moley Robotics
changes in product configuration
 Most suitable for batch production
 Physical setup and part program
must be changed between jobs
(batches)
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Flexible Automation
 An extension of programmable automation in which the system is capable
of changing over from one job to the next with no lost time between jobs
Typical features:
 High investment for custom-engineered system
 Continuous production of variable mixes of products
 Medium production rates
 Flexibility to deal with soft product variety

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INDU 411 Computerized Manufacturing

CIM
Support Systems
Objectives of automating the manufacturing support systems:
 To reduce the manual and clerical effort in product design,
manufacturing planning and control, and the business
functions
 Integrates computer-aided design (CAD) and computer-
aided manufacturing (CAM) in CAD/CAM
 CIM includes CAD/CAM and the business functions of the
firm

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Reasons for Automating
1. Increase labor productivity
2. Reduce labor cost
3. Mitigate the effects of labor shortages
4. Reduce or remove routine manual and clerical tasks
5. Improve worker safety
6. Improve product quality
7. Reduce manufacturing lead time
8. Accomplish what cannot be done manually
9. Avoid the high cost of not automating

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5. Manual Labor in Production Systems
 Is manual labor needed in the modern production system?
 Answer: YES
 Two aspects:
 Manual labor in factory operations
 Labor in manufacturing support systems

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Manual Labor in Factory Operations
 The long-term trend is toward greater use of automated
systems to substitute for manual labor
 When is manual labor justified?
 Some countries have very low labor rates and
automation cannot be justified
 Task is technologically too difficult to automate
 Short product life cycle
 Customized product requires human flexibility
 To cope with ups and downs in demand
 To reduce risk of new product failure
 Lack of capital

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Labor in Manufacturing Support Systems
 Even CAD system are used, it still requires product designers
who bring creativity to the design task
 Manufacturing engineers who
 Design the production equipment and tooling
 Plan the production methods and routings
 Equipment maintenance
 Programming and computer operation
 Engineering project work (upgrade, problem solving)
 Plant management

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6. Automation Principles
 Automation is not always the right answer for a given
production situation.
 We need principles in applying automation technologies:

1. The USA Principle

 Understand, Simplify, Automate
2. Ten Strategies for Automation and Process Improvement
3. Automation Migration Strategy

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CIM
U.S.A Principle
1. Understand the existing process
 Input/output analysis
 Value chain analysis
 Charting techniques and mathematical modeling
2. Simplify the process
 Reduce unnecessary steps and moves
3. Automate the process
 Ten strategies for automation and production systems
(discussed in the following slides)
 Automation migration strategy (discussed in the
following slides)

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INDU 411 Ten Strategies for Automation and

CIM
Process Improvement
1. Specialization of operations
 Use of special-purpose equipment designed to perform one
operation with the greatest possible efficiency
2. Combined operations
 Perform more operations at one machine to reduce the number of
separate machines needed, minimizing nonoperation time.
3. Simultaneous operations
 An extension of combined operation.
Multiple operations are performed
simultaneously on the same
work part.

How time is spent by a

typical part in a batch
production machine shop
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INDU 411 Ten Strategies for Automation and

CIM
Process Improvement
4. Integration of operations
 Link several workstations together into a single integrated
mechanism, and use automated work handling devices to transfer
parts between stations.
5. Increased flexibility
 Use the same equipment for a variety of parts, like in
programmable or flexible automation. Reduce setup time.
6. Improved material handling and storage
 Use of automated material handling and storage system.
7. On-line inspection
 Incorporate inspection into the manufacturing process, permitting
corrections to the process as the product is being made. Reduce
scrap and improve the quality of the product.

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INDU 411 Ten Strategies for Automation and

CIM
Process Improvement
8. Process control and optimization
 Include a wide range of control schemes intended to operate the
individual processes and associated equipment more efficiently
9. Plant operations control
 Control at the plant level. Attempt to manage and coordinate the
aggregate operations in the plant more efficiently.
10. Computer-integrated manufacturing
 One more level higher. CIM involves extensive use of computer
systems, databases, and networks throughout the enterprise to
integrate the factory operations and business functions.

 Multiple strategies can be implemented in one

improvement project.
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Automation Migration Strategy
 Phase 1 – Manual production
 Single-station manned cells working independently
 Advantages: quick to set up, low-cost tooling
 Phase 2 – Automated production
 Single-station automated cells operating independently
 As demand grows and automation can be justified
 Phase 3 – Automated integrated production
 Multi-station system with serial operations and
automated transfer of work units between stations

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Automation Migration Strategy
A typical automation migration strategy.
Phase 1: manual production with single
independent workstations.
Phase 2: automated production stations
with manual handling between stations.
Phase 3: automated integrated
production with automated handling
between stations.
Key: Aut = automated workstation.

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Automation Migration Strategy
Advantages:
 Allows introduction of the new product in the shortest
possible time, since production cells based on manual
workstations are the easiest to design and implement
 Allows automation to be introduced gradually, as demand
for the product grows, engineering changes in the product
are made, and time is provided to do a thorough design
job on the automated manufacturing system.
 Avoids the commitment to a high level of automation from
the start, because there is always a risk that demand for
the product will not justify it.

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INDU Technological Categories of the

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CIM
Production System

The six major categories of technical topics related to

production systems
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A Production System Problem
Suppose a company has designed a new product line and is planning
to build a new plant to manufacture this product line. The new line
consists of 100 different product types, and for each product type the
company wants to produce 10,000 units annually. The products
average 1,000 components each, and the average number of
processing steps required for each component is 10. All parts will be
made in the factory. Each processing step takes an average of 1 min.
Determine:
(a) how many products,
(b) how many parts, and
(c) how many production operations will be required each
year, and
(d) how many workers will be needed in the plant, if each
worker works 8 hrs per shift for 250 days/yr (2000 hr/yr)?

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A Production System Problem
(a)The total number of units to be produced by the factory annually is given by

(b)The total number of parts produced annually is

(c) The number of distinct production operations is

(d) First consider the total time TT to perform these operations. If each operation
takes 1 min (1/60 hr),

If each worker works 2,000 hr/yr, then the total number of workers required is

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INDU Limitations and Capabilities of

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CIM a Manufacturing Plant
• Most of today’s factories are referred to as focused factories, they are
plants that concentrate “on a limited, concise, manageable set of
products, technologies, volumes, and markets”
• It is a recognition that a manufacturing plant cannot do everything. It
must limit its mission to a certain scope of products and activities in
which it can best compete.
• Its size is typically about 500 workers or fewer, although the number
may vary for different types of products and manufacturing operations.
• Manufacturing plant capability refers to the technical and physical
limitations of a manufacturing firm and each of its plants.
• Several dimensions of this capability can be identified:
(1) technological processing capability,
(2) physical size and weight of product,
(3) production capacity.

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411 Technological Processing Capability
CIM
• The technological processing capability of a plant is its available set of
manufacturing processes (machining operations, building automobiles).
• A machine shop cannot roll steel, and a rolling mill cannot build cars. The
underlying feature that distinguishes these plants is the set of processes
they can perform.
• Technological processing capability is closely related to the material being
processed. By specializing in a certain process or group of processes, the
plant is simultaneously specializing in a certain material type or range of
materials.
• Technological processing capability includes not only the physical
processes, but also the expertise possessed by plant personnel in these
processing technologies. Companies are limited by their available
processes. They must focus on designing and manufacturing products for
which their technological processing capability provides a competitive
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CIM
• Given a plant with a certain set of processes, there are size and weight
limitations on the products that can be accommodated in the plant.
• Big, heavy products are difficult to move. To move such products, the plant
must be equipped with cranes of large load capacity. Smaller parts and
products made in large quantities can be moved by conveyor or fork lift
truck.
• The limitation on product size and weight extends to the physical capacity
of the manufacturing equipment as well.
• Production machines come in different sizes. Larger machines can be
used to process larger parts. Smaller machines limit the size of the work
that can be processed.
• The set of production equipment, material handling, storage capability, and
plant size must be planned for products that lie within a certain size and
weight range.

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CIM
• Plant’s manufacturing capability is the production quantity that can be
produced in a given time period (e.g., month or year).
• Production capacity is the maximum rate of production per period that a
plant can achieve under assumed operating conditions (conditions refer to
the number of shifts per week, hours per shift, direct labor manning levels
in the plant, and similar conditions under which the plant has been
designed to operate. These factors represent inputs to the manufacturing
plant. Given these inputs, how much output can the factory produce?
• Plant capacity is often measured in terms of output units, such as annual
tons of steel produced by a steel mill, or number of cars produced by a
final assembly plant.

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