Professional Documents
Culture Documents
1
Important Texts and References
• Automation, Production Systems and Computer-Integrated Manufacturing,
by Mikell P Groover, 4th Edition, 2015, Pearson Learning.
• Principles of Computer Integrated Manufacturing, S. Kant Vajpayee, 1999,
Prentice Hall of India, New Delhi (preferably latest edition).
• Internet of Things (IoT): Digitize or Die: Transform your organization.
Embrace the digital evolution. Rise above the competition, by Nicolas
Windpassinger, Amazon.
• Additive Manufacturing Technologies: Rapid Prototyping to Direct Digital
Manufacturing, 2nd Ed. (2015), Ian Gibson, David W. Rosen, Brent Stucker
• Industry 4.0: The Industrial Internet of Things, Apress, 2017, by Alasdair
Gilchrist
• Internet of Things: A Hands-on Approach, by Arshdeep Bahga and Vijay
Madisetti (Universities Press), 2011
• Understanding Additive Manufacturing, Andreas Gebhardt, Hanser Publishe
2
Chapter – 1
Introduction to CIM and
Automation
3
Computer Integrated Manufacturing
Manufacturing:
• Application of Physical and
Chemical processes to alter
the geometry, properties,
and/or appearance of a given
starting material to make
parts or products.
Present challenges??
4
Computer Integrated Manufacturing
• Present challenges??
• Criteria to be in market –
– Price
– Quality
– Delivery speed
– Innovation ability
• Result??
– Criteria understood and executed better than
competitor, market share is increased.
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Computer Integrated Manufacturing
• How the criteria are met??
– Setup time or time required to get a machine ready for
production ----??
– Quality or % of defective parts produced ---??? or % of
total sales
– Manufacturing space ratio (-- or a measure of how
efficiently manufacturing space is utilized)
– Inventory: Velocity/residence time
– Flexibility or a measure of the number of different parts
that can be produced on the same machine
– Distance or total linear feet of a part’s travel through the
plant from raw material in receiving to finished products
in shipping
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Computer Integrated Manufacturing
Information-processing cycle in a typical manufacturing firm
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Computer Integrated Manufacturing
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Computer Integrated Manufacturing
Module 1: Introduction to CIM and Automation
• Computer Integrated Manufacturing
– Process of automating various functions in a
manufacturing company (business, engineering, and
production) by integrating the work through computer
networks and common databases. CIM is a critical
element in the competitive strategy of global
manufacturing firms because it lowers costs, improves
delivery times and improves quality.
– It is the computerization of the entire business
enterprise.
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Computer Integrated Manufacturing
Module 1: Introduction to CIM and Automation
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Computer Integrated Manufacturing
Elements (integrated into a whole) of CIM.
• Product design
• Manufacturing planning
• Manufacturing control
• Business planning and support
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Computer Integrated Manufacturing
Computerized elements of a CIM system
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Computer Integrated Manufacturing
Core or Base Elements in a CIM System
Devices / Machine Tools / Equipment:
• CNC, Computer numerical controlled machine tools
• DNC, Direct numerical control machine tools
• PLCs, Programmable logic controllers
• Robots
• Computers
• Software
• Controllers
• Networks
• Interfacing
• Monitoring equipment
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Computer Integrated Manufacturing
Core or Base Elements in a CIM System
Technologies:
• FMS - Flexible Manufacturing System
• ASRS – Automated Storage and Retrieval System
• AGVs – Automated Guided Vehicles
• Robotics
• Automated conveyor systems
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Computer Integrated Manufacturing
CAD/CAM
• A term that denotes a technology where computers are
used to perform certain functions in design and
manufacturing.
• CAD – use of computer systems to assist in the creation,
modification, analysis or optimization of a design.
• CAM - use of computer systems to plan, manage, and
control the operations of a manufacturing unit or a shop
floor through either direct or indirect computer interface with
the plant’s production resources.
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Computer Integrated Manufacturing
CAD/CAM and CIM
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Computer Integrated Manufacturing
Benefits of CIM
Integration of technologies brings following benefits:
• Creation of a truly interactive system that enables
manufacturing functions to communicate easily with
other relevant functional units.
• Accurate data transferability among manufacturing
plant or subcontracting facilities at implant or diverse
locations.
• Faster responses to data‐changes for manufacturing
flexibility.
• Increased flexibility towards introduction of new
products.
• Improved accuracy and quality in the manufacturing
process.
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Computer Integrated Manufacturing
Benefits of CIM
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Computer Integrated Manufacturing
Automation in Production Systems
A manufacturing system is a logical grouping of equipment in the factory and the worker(s) who
operate(s) it. Examples include worker-machine systems, production lines, and machine cells.
A production system is a larger system that includes a collection of manufacturing systems and the
support systems used to manage them. A manufacturing system is a subset of the production system.
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Computer Integrated Manufacturing
The elements of the production system that can be
automated
The physical facilities of the production
system include the equipment, the way
the equipment are laid out, and the
factory in which the equipment are
located.
20
- Automation, Production Systems, and CIM, M P Groover, PHI, 2015, pp. 23
Computer Integrated Manufacturing
21
Computer Integrated Manufacturing
Three Basic Elements of an Automated System
22
Computer Integrated Manufacturing
• Fixed automation
• Programmable automation, and
• Flexible automation.
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Computer Integrated Manufacturing
Fixed automation
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Computer Integrated Manufacturing
Programmable Automation
• The production equipment is designed with the capability to
change the sequence of operations to accommodate
different product configurations.
• The operation sequence is controlled by a program, which
is a set of instructions coded so that they can be read
and interpreted by the system. New programs can be
prepared and entered into the equipment to produce new
products.
• Features of programmable automation include:
– high investment in general-purpose equipment,
– lower production rates than fixed automation,
– flexibility to deal with variations and changes in product
configuration,
– high suitability for batch production.
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Computer Integrated Manufacturing
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Computer Integrated Manufacturing
• Mechanization and Automation
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Computer Integrated Manufacturing
Reasons for Automation
• Increase labor productivity: Automating a manufacturing
operation invariably increases production rate and labor
productivity. This means greater output per hour of labor input.
• Reduce labor cost: Higher investment in automation has
become economically justifiable to replace manual operations.
Machines are increasingly being substituted for human labor to
reduce unit product cost.
• Mitigate the effects of labor shortages: Shortage of labor in
many nations has stimulated the development of automated
operations as a substitute for labor.
• Reduce or eliminate routine manual and clerical tasks: An
argument can be put forth that there is social value in automating
operations that are routine, boring, fatiguing, and possibly
irksome. Automating such tasks improves the general level of
working conditions.
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Computer Integrated Manufacturing
Reasons for Automation
• Improve worker safety: Automating a given operation and transferring
the worker from active participation in the process to a monitoring role,
or removing the worker from the operation altogether, makes the work
safer. The safety and physical well-being of the worker has become a
national objective with the enactment of the Occupational Safety and
Health Act (OSHA). This has provided an impetus for automation.
• Improve product quality: Automation performs the manufacturing
process with greater consistency and conformity to quality
specifications.
• Reduce manufacturing lead time: Automation helps reduce the
elapsed time between customer order and product delivery, providing a
competitive advantage to the manufacturer for future orders. By
reducing manufacturing lead time, the manufacturer also reduces work-
in-process inventory.
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Computer Integrated Manufacturing
Reasons for Automation
• Accomplish processes that cannot be done manually: Certain operations
cannot be accomplished without the aid of a machine. These processes
require precision, miniaturization, or complexity of geometry that cannot be
achieved manually. Examples include certain integrated circuit fabrication
operations, rapid prototyping processes based on computer graphics (CAD)
models, and the machining of complex, mathematically defined surfaces using
computer numerical control. These processes can only be realized by
computer-controlled systems.
• Avoid the high cost of not automating: The benefits of automation often are
in the form of improved quality, higher sales, better labor relations, and better
company image. Companies that do not automate are likely to find
themselves at a competitive disadvantage with their customers, their
employees, and the general public.
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Computer Integrated Manufacturing
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Computer Integrated Manufacturing
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Computer Integrated Manufacturing
Automation Principle and Strategies
35
Computer Integrated Manufacturing
Ten Strategies for Automation and Process
Improvement
1. Specialization of operations
2. Combined operations
3. Simultaneous operations
4. Integration of operations
5. Increased flexibility
6. Improved material handling and storage
7. On-line inspection
8. Process control and optimization
9. Plant operations control
10.Computer-integrated manufacturing
36
Computer Integrated Manufacturing
• Specialization of operations (Reduce To)
Involves the use special purpose equipment designed to perform
one operation with the greatest possible efficiency. This is
analogous to the concept of labor specialization, which has been
employed to improve labor productivity.
• Combined operations (Reduce, nm, Th, Tno, Tsu)
Production occurs as a sequence of operations. Complex parts
may require dozens, or even hundreds, of processing steps. This
strategy involves reducing the number of distinct production
machines or workstations through which the part must be routed.
• Simultaneous operations (Reduce, nm, Th, Tno, Tsu, To)
A logical extension of the combined operations strategy is
to perform at the same time the operations that are
combined at one workstation. In effect, two or more
processing (or assembly) operations are being performed
simultaneously on the same workpart, thus reducing total
processing time.
37
Computer Integrated Manufacturing
Automation Migration Strategy for Introduction of New
Products
• Two aspects:
1. Manual labor in factory operations
2. Labor in manufacturing support systems
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Computer Integrated Manufacturing
• Manual Labor in Factory Operations
• When is manual labor justified?
– Some countries have very low labor rates and
automation cannot be justified.
– Task is technologically too difficult to automate
– Customized product requires human flexibility.
– To cope with ups and downs in demand.
– To reduce risk of new product failure.
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Computer Integrated Manufacturing
• Labor in Manufacturing Support Systems
• Cycle time, Tc
• Production rate, Rp
• Availability, A
• Production capacity, PC
• Utilization, U
• Manufacturing lead time, MLT
• Work-in-progress, WIP
43
Computer Integrated Manufacturing
Operation Cycle Time or Cycle Time
• Typical cycle time for a production operation:
Tc = To + Th + Tth
where,
• Tc = cycle time
• To = processing time for the operation
• Th = handling time (e.g., loading and unloading the
production machine), and
• Tth = tool handling time (e.g., time to change tools)
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Computer Integrated Manufacturing
Production Rate
Batch production:
Batch time, Tb = Tsu + QTc
Average production time per work unit, Tp = Tb/Q
Production rate, Rp = 1/Tp T Setup time; Q –
su –
Batch quantity;
Job shop production:
For Q = 1, Tp = Tsu + Tc
For quantity high production:
Rp = Rc = 60/Tp since Tsu/Q 0
45
Computer Integrated Manufacturing
• Types of Production
46
Computer Integrated Manufacturing
Availability (A)
MTBF MTTR
A
MTBF
47
Computer Integrated Manufacturing
Availability (A)
48
Computer Integrated Manufacturing
Utilization
• WIP = work-in-process, pc
• Rpph = hourly plant production rate, pc/hr;
• MLT = manufacturing lead time, hr
52
Computer Integrated Manufacturing
Problems on Performance metrics
• (1) The automatic lathe department has five machines,
all devoted to the production of the same product. The
machines operate two 8-hr shifts, 5 days/week, 50
weeks/year. Production rate of each machine is 15
units/hr. Determine the weekly production capacity of the
automatic lathe department.
• Solution
PC = n SwHs Rp
= 5 *10*8*15
= 6000 pc/week
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Computer Integrated Manufacturing
Problems on Performance metrics
• (2) A certain part is produced in batch sizes of 100 units.
The batches must be routed through five operations to
complete the processing of the parts. Average setup time
is 3.0 hr/batch, and average operation time is 6.0 min/pc.
Average non-operation time is 7.5 hr for each operation.
Determine the manufacturing lead time to complete one
batch, assuming the plant runs 8 hr/ day, 5 days/wk.
• Solution:
MLT = no (Tsu + QTc + Tno), where, no - No. of operations = 5
Tsu = setup time = 3 hr / batch
Q = batch quantity = 100
Tc = cycle time per part = 6 min/pc
Tno = non-operation time = 7.5 hr/operation
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Computer Integrated Manufacturing
MLT = no (Tsu + QTc + Tno)
= 5 {3 + 100 (6/60) + 7.5} = 102.5 hr
Problem
• (3) Average batch quantity = 100 units, average setup
time = 3.0 hr per batch, number of operations per batch
= 5, and average operation time is 6.0 min per piece for
the population of parts made in the plant. Non-operation
time = 7.5 hr. The plant has 20 production machines that
are 100% utilized (setup and run time), and it operates
40 hr/wk. Determine (a) weekly plant production rate and
(b) work-in-process for the plant.
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Computer Integrated Manufacturing
• Solution:
MLT = no (Tsu + QTc + Tno), where, - No. of operations, no = 5
Tsu = setup time = 3 hr / batch
Q = batch quantity = 100
Tc = cycle time per part = 6 min/pc
Tno = non-operation time = 7.5 hr/operation
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Computer Integrated Manufacturing
Problems on Performance metrics
• (4) A certain part is routed through six machines (operations) in a
batch production plant. The setup and operation times for each
machine are given in the table below. The batch size is 100 and the
average non-operation time per machine is 12 hours. Determine (a)
manufacturing lead time and (b) production rate for operation 3.
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Computer Integrated Manufacturing
Problems on Performance metrics
• Solution
• Average Tsu = (4 + 2 + 8 + 3 + 3 + 4)/6 = 24/6 = 4.0 hr
• Average Tc = (5 + 3.5 + 10 + 1.9 + 4.1 + 2.5)/6 = 27/6 =
4.5 min
(a) MLT = 6(4.0 + 100(4.5/60) + 12) = 6(23.5) = 141 hr
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Computer Integrated Manufacturing
Solution:
(a) MLT = 6(5 + 25(0.1) + 10) = 105 hr
(b) Tp = (5 + 25 x 0.1)/25 = 0.30 hr/pc, Rp = 3.333
pc/hr.
PC = 70(18)(3.333)/6 = 700 pc/week
(c) Parts launched per week = 20 x 25 = 500 pc/week.
Utilization U = 500/700 = 0.7143 = 71.43%
(d) As utilization increases towards 100%, we would
expect the non-operation time to increase. When
the workload in the shop grows, the shop becomes
busier, but it usually takes longer to get the jobs out.
As utilization decreases, we would expect the non-
operation time to decrease.
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Computer Integrated Manufacturing
• (6) One million units of a certain product are to be
manufactured annually on dedicated production machines
that run 24 hours per day, five days per week, 50 weeks per
year. (a) If the cycle time of a machine to produce one part is
1.0 minute, how many of the dedicated machines will be
required to keep up with demand? Assume that availability,
utilization, worker efficiency = 100%, and that no setup time
will be lost. (b) Solve part (a) except that availability = 0.90.
• Solution:
• (a) Reqd. parts = 1,000,000; Reqd. time to produce = (1
min/60) = 16,666.7 hr/yr
• Hours available/machine = 24 x 5 x 50 = 6000 hr/yr per
machine
• Number of machines, n = (16,666.6 / 6000) = 2.78 3
machines
• (b) At A = 90%, n = = 3.09 4 machines 63
Chapter – 2
Automated Production Lines
and Assembly Systems
64
Automated Production Lines
• An automated production line consists of multiple workstations
that are automated and linked together by a work handling
system that transfers parts from one station to the next.
65
Automated Production Lines
66
Automated Production Lines
• Characteristics
• Difficult to alter the sequence and content of the processing
operations once the line is built.
• Automated production lines are examples of fixed automation.
• Application appropriate under the conditions:
High demand, requiring high production quantities.
Stable product design (.. where frequent design changes
are difficult to accommodate).
Multiple operations performed on the product during its
manufacture.
67
Automated Production Lines
• Advantages
• Low amount of direct labor
• Low product cost, because the cost of fixed equipment is
spread over many units
• High production rate
• Minimal work-in-progress and manufacturing lead time
• Minimal use of factory floor space
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Automated Production Lines
70
Automated Production Lines
• Pallet fixtures
71
Automated Production Lines
• System Configuration
• In a transfer line, the work flow can take several different
forms, viz.
– (1) In-line, (2) segmented in-line, and (3) rotary.
• The in-line configuration consists of a sequence of stations in
a straight line arrangement.
• This configuration is common for machining big workpieces,
such as automotive engine blocks, engine heads, and
transmission cases since these parts require a large number of
operations (and hence, a large no. of stations).
• The in-line configuration can also be designed with integrated
storage buffers along the flow path. 72
Automated Production Lines
• System Configuration
• The segmented in-line configuration consists of two or more
straight-line transfer sections, where the segments are usually
perpendicular to each other.
• Reasons for designing a production line in these configurations
rather than in a pure straight line
– available floor space may limit the length of the line
– workpiece in a segmented in-line configuration can be reoriented to
present different surfaces for machining
– the rectangular layout provides for swift return of work-holding fixtures
to the front of the line for reuse.
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Automated Production Lines
U-shaped
L-shaped
Rectangular
74
Automated Production Lines
• Rotary configuration
• The work parts are attached to
fixtures around the periphery of
a circular worktable, and the
table is indexed (rotated in fixed
angular amounts) to present the
parts to workstations for
processing.
• Rotary indexing systems are
commonly limited to smaller
work parts and fewer
workstations, and they cannot
readily accommodate buffer
storage capacity.
• Rotary system usually involves a
less expensive piece of
equipment and typically requires
less floor space.
75
Automated Production Lines
76
Automated Production Lines
• Types of work part transport mechanisms
• Linear transport systems for in-line and segmented in-line systems
• Linear transport systems include powered roller conveyors, belt
conveyors, chain driven conveyors, and cart-on-track conveyors.
• A chain or flexible steel belt is used to transport parts using work
carriers attached to the conveyor.
• The chain is driven by pulleys in either an “over-and-under”
configuration, in which the pulleys turn about a horizontal axis, or an
“around-the-corner” configuration, in which the pulleys rotate about a
vertical axis.
77
Automated Production Lines
• Types of work part
transport mechanisms
• The transfer beam lowers the parts into nests that position them for
processing at their stations. The beam then retracts to make ready
for the next transfer cycle.
80
Automated Production Lines
Transfer beam is
raised to lift work
parts from nests
83
Automated Production Lines
The angle of driver rotation during indexing = 2, and the angle of driver rotation
during which the worktable experiences dwell time is (360 - 2).
84
Automated Production Lines
• Simple problems on Geneva mechanism
• (1) A rotary worktable is driven by a Geneva mechanism with six slots.
The driver rotates at 30 rev/min. Determine the cycle time, available
processing time, and the lost time in each cycle to index the table.
• Solution
• N = rotational speed of driver = 30 rev/min. ns = number of equally
spaced slots in the Geneva wheel = 6
• The total cycle time is given by, Tc = 1/30 = 0.0333 min = 2.0 sec
• The angle of rotation of the worktable during indexing for a six-slotted
Geneva is given by
= 360/6 = 60
• The available service time and indexing time are given by
85
Automated Production Lines
• Simple problems on Geneva mechanism
• (2) A rotary worktable is driven by a Geneva mechanism with five slots.
The driver rotates at 48 rev/min. Determine (a) the cycle time, (b)
available process time, and (c) indexing time each cycle.
• Solution
• N = rotational speed of driver = 48 rev/min.; ns = number of equally
spaced slots in the Geneva wheel = 5
• The total cycle time is given by, Tc = 1/48 = 0.020833 min = 1.25 sec
• The angle of rotation of the worktable during indexing for a six-slotted
Geneva is given by
= 360/5 = 72
• The available service time and indexing time are given by
180 72
Ts = = 0.01458333 min = 0.875 sec
360(48)
180 72
Tr = 360 ( 48 )
= 0.00625 min = 0.375 sec
86
Automated Production Lines
• Simple problems on Geneva mechanism
• (3) A Geneva with six slots is used to operate the worktable of a dial-
indexing machine. The slowest workstation on the dial-indexing
machine has an operation time of 2.5 sec, so the table must be in a
dwell position for this length of time. (a) At what rotational speed must
the driven member of the Geneva mechanism be turned to provide this
dwell time? (b) What is the indexing time each cycle?
• Solution: Given
360 60 0.667
= 360/6 = 60 Ts = = = 2.5 sec (given)
360N N
180 60
And, indexing time, Tr = = 1.25 sec
360(0.2667)
87
Automated Production Lines
• Storage Buffers
• A storage buffer is a location in a production line where
parts can be collected and temporarily stored before
proceeding to subsequent (downstream) workstations.
• A storage buffer in an automated production line is used
– to reduce the effect of station breakdowns,
– to provide a bank of parts to supply the line,
– to provide a place to put the output of the line,
– to allow for curing time or other required delay associated with
processing, and
– to smooth cycle time variations.
88
Automated Production Lines
• Line balancing
• The total work content to be accomplished on the
automated line must be divided as evenly as possible
among the workstations.
91
Automated Production Lines
• Process Technology
• Refers to the body of knowledge about the particular
manufacturing processes used on the production line.
• In machining process (for e.g.,) process technology includes
aspects such as machinability of the work material, the proper
application of cutting tools, selection of speeds and feeds, chip
control, etc.
• By applying process technology for every process, each
individual workstation in the production line can be designed to
operate at or near its maximum performance.
• System Reliability
• Failure free operation of workstations.
• Automated production lines are integrated and highly complex
and hence, the failure of any one component can stop the
entire system.
92
Automated Production Lines
• Cycle Time Analysis (of transfer lines)
• Cycle time is the processing time for the slowest station on the line
plus the transfer time. It is given by
Tc = Max {Tsi} + Tr where,
• Tc = ideal cycle time on the line, min; Tsi = the processing time at
station i, min; and Tr = repositioning time, called the transfer time, min.
• The Max {Tsi} is the longest service time that establishes the pace of
the production line.
• Due to random breakdowns and planned stoppages in the line,
downtime occurrences cause the actual average production cycle time
of the line to be longer than the ideal cycle time.
• The actual average production time Tp can then be formulated as:
Tp = Tc + FTd
• where F = nxp = downtime frequency, line stops/cycle; and Td =
average downtime per line stop, min.; n = no. of workstations; p =
frequency of station breakdown per cycle at any station i.
93
Automated Production Lines
• Performance Measures (of transfer lines)
Where, Rp = actual average production
Production Rate, rate, pc/min; and Tp is the actual average
production time.
Where, D = proportion of
downtime on the line
• Solution:
• (a) Tp = Tc + FTd = 0.5 + 0.075(4) = 0.5 + 0.3 = 0.8 min
• Rp = 1/0.8 = 1.25 pc/min = 75 pc/hr
• (b) E = 0.5/0.8 = 0.625 = 62.5%
• (c) D = 0.3/0.8 = 0.375 = 37.5%
95
Automated Production Lines
• Problems on analysis of transfer lines
• (2) In the operation of a 15-station transfer line, the ideal cycle
time = 0.58 min. Breakdowns occur at a rate of once every 20
cycles, and the average downtime per breakdown is 9.2 min.
The transfer line is located in a plant that works an 8-hr day, 5
days per week. Determine (a) line efficiency, and (b) how many
parts will the transfer line produce in a week?
• Solution:
• (a) Tp = 0.58 + 9.2/20 = 0.58 + 0.46 = 1.04 min
• E = 0.58/1.04 = 0.5577 = 55.77%
• (b) Rp = 60/1.04 = 57.69 pc/hr
• Weekly production = 40(57.69) = 2307.7 pc/wk.
96
Automated Production Lines
• Problems on analysis of transfer lines
• (3) A ten-station rotary indexing machine performs nine machining
operations at nine workstations, and the tenth station is used for
loading and unloading parts. The longest process time on the line is
1.30 min and the loading/unloading operation can be accomplished in
less time than this. It takes 9.0 sec to index the machine between
workstations. Stations break down with a frequency of 0.007, which is
considered equal for all ten stations. When these stops occur, it takes
an average of 10.0 min to diagnose the problem and make repairs.
Determine (a) line efficiency and (b) average actual production rate.
• Solution:
• (a) F = np = 10(0.007) = 0.07
• Tc = 1.30 + 0.15 = 1.45 min
• Tp = 1.45 + 0.07(10) = 1.45 + 0.7 = 2.15 min/pc
• E = 1.45/2.15 = 0.674 = 67.4%
• (b) Rp = 1/2.15 = 0.465 pc/min = 27.9 pc/hr
97
Automated Production Lines
• Problems on analysis of transfer lines
• (4) A 22-station in-line transfer machine has an ideal cycle time of 0.35
min. Station breakdowns occur with a probability of 0.01. Assume that
station breakdowns are the only reason for line stops. Average
downtime = 8.0 min per line stop. Determine (a) ideal production rate,
(b) frequency of line stops, (c) average actual production rate, (d) line
efficiency, (e) what probability of breakdowns do you expect for a line
efficiency of 72%?
• Solution:
• (a) Rc = = 2.857 pc/min = 171.4 pc/hr
• (b) F = np = 22(0.01) = 0.22
• (c) Tp = 0.35 + 0.22(8) = 0.35 + 1.76 = 2.11 min
• Rp = = 0.4739 pc/min = 28.44 pc/hr
• (d) E = = 0.1659 = 16.59%
• (e) p = 7.27 x 10-4
98
Automated Production Lines
• Problems on analysis of transfer lines
• (5) A transfer machine (production line) has six stations that function
as follows:
Station Operation Process time Probability or frequency of a
failure at station i, pi
1 Load part 0.78 min 0
2 Drill three holes 1.25 min 0.02
3 Ream two holes 0.90 min 0.01
4 Tap two holes 0.85 min 0.04
5 Mill flats 1.32 min 0.01
6 Unload parts 0.45 min 0
100
Automated Production Lines
• (6) An eight-station rotary indexing machine performs the machining
operations shown in the accompanying table, together with processing
times and breakdown frequencies for each station. The transfer time
for the machine is 0.15 min per cycle. A study of the system was
undertaken, during which time 2000 parts were completed. It was
determined in this study that when breakdowns occur, it takes an
average of 7.0 min to make repairs and get the system operating
again. For the study period, determine (a) average actual production
rate, (b) line uptime efficiency, and (c) how many hours were required
to produce the 2000 parts.
Station Process Process time Breakdowns
1 Load part 0.50 min 0
2 Mill top 0.85 min 22
3 Mill sides 1.10 min 31
4 Drill two holes 0.60 min 47
5 Ream two holes 0.43 min 8
6 Drill six holes 0.92 min 58
7 Tap six holes 0.75 min 84
8 Unload part 0.40 min 0 101
Automated Production Lines
• Solution:
102
Automated Production Lines
• Problems on analysis of transfer lines
• (7) A 14-station transfer line has been logged for 2400 min to identify
type of downtime occurrence, how many occurrences, and time lost.
The results are presented in the table below. The ideal cycle time for
the line is 0.50 min, including transfer time between stations.
Determine (a) how many parts were produced during the 2400 min, (b)
line uptime efficiency, (c) average actual production rate per hour, and
(d) frequency p associated with transfer system failures.
103
Automated Production Lines
• Solution:
104
Automated Production Lines
• Problems on analysis of transfer lines
• (8) A transfer machine has a mean time between failures (MTBF) = 50
minutes and a mean time to repair (MTTR) = 9 minutes. If the ideal
cycle rate = 1/min (when the machine is running), what is the average
hourly production rate?
• Solution:
• Tc = 1/Rc = 1 min/cycle = 1.0 min/pc.
• Availability A = (MTBF – MTTR) / MTTR = 0.82
• E = A = 0.82 = 82% (assuming the machine works as long
it is available)
• E = Tc/Tp, therefore Tp = Tc/E = 1.0/0.82 = 1.2195 min/pc
• Rp = 1/1.2195 = 0.82 pc/min = 49.2 pc/hr
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Automated Assembly Lines
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Automated Assembly Lines
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Automated Assembly Lines
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Automated Assembly Lines
• In-line assembly machine
• A series of automatic workstations are located along an in-line
transfer system.
• It is the assembly version of the machining transfer line.
• Synchronous and asynchronous transfer systems are the
common means of transporting base parts from station to station
with the in-line configuration.
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Automated Assembly Lines
• Dial-type assembly
machine
• Base parts are loaded onto fixtures
or nests attached to the circular
dial.
• Components are added and/or
joined to the base part at the
various workstations located
around the periphery of the dial.
• The dial indexing machine operates
with a synchronous or intermittent
motion, in which the cycle consists
of the service time plus indexing
time.
Asby Aut – Automated Assembly Station
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Automated Assembly Lines
• Carousel assembly system
• Represents a hybrid between the circular work flow of the dial-type
assembly machine and the straight work flow of the in-line system.
• Can be operated with continuous, synchronous, or asynchronous
transfer mechanisms to move the work around the carousel.
• Carousels with asynchronous transfer of work are often used in
partially automated assembly systems
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Automated Assembly Lines
• Single-station assembly machine
• Assembly operations are performed on a base part at a single
location.
• The operating cycle involves the placement of the base part at a
stationary position in the workstation, the addition of components to
the base, and finally the removal of the completed assembly from
the station.
• The cycle time is longer in a single-station assembly system
because all of the assembly tasks are performed sequentially
instead of simultaneously.
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Automated Assembly Lines
• Typical Products Made by Automated Assembly
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Automated Assembly Lines
• Partial Automation
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