Process planning

and product costing

Chapter 1. Production Process
planning:

By: Kasahun N. (M.Sc.)

 1.Production Process planning:
• What is a process?
A process :is a series of independent tasks that transforms an input
into output material of higher value for the organization

Process Flowchart Defined

• Literally a picture of the steps in a process,
• a flowchart represents the order and interaction of activities and
decisions.
• The basic elements can include tasks or operations, flows of
materials or customers, decision points, and storage areas or
queues.
 Flowchart Symbols

Examples: machining a work

Tasks or operations
piece, installing a engine in a
car, etc.

Examples: accept/reject on
inspection points, which
Decision Points wrench should be used,
etc.
Storage areas or Examples: Sheds,
queues
lines of raw stock to
be machined , etc.

Examples: moving of raw

Flows of
materials materials on a conveyer,
transporting a product to a
warehouse, etc.
Typical flowchart Receiving goods to warehouse

Receive
Goods

Goods 4
Inspect Quality pick up
Goods (30) Check (45)

Match Quality Accept?

order? (10) Check (45) (2)

Supervisor
Report (5)
 How Flowcharts Can Help?
 A flowchart provides excellent documentation of a process
and can be a useful tool to analyze how various steps in a
process are related to each other, revealing redundancies,
delays, dead ends, and “black holes”.

 Flowcharting is also helpful in designing or revising a process,

providing a common language for envisioning how the
process could ideally function that makes it easier to discuss

options from multiple perspectives.

 A flowchart can be used to:
• Document an existing process

• Design an “ideal” process

• Determine whether the steps in a process are logical

• Identify bottlenecks and unnecessary complexity

• Uncover duplication of effort

• Identify opportunities to improve the process

 Flow Patterns: Flow within Workstations
Motion studies and ergonomics considerations are important in
establishing the flow within workstations.
• Simultaneous: coordinated use of hands, arms and feet.
• Symmetrical: coordination of movements about the center of
the body.
• Natural: movements are continuous, curved, and make use of
momentum.
• Rhythmical and Habitual: flow allows a methodological and
automatic sequence of activities. It should reduce mental, eye
and muscle fatigue, and strain.
 Flow Patterns: Flow within Departments
• The flow pattern within departments depends on the type of
department.

• In a product and/or product family department, the flow follows

the product flow.
1 machine/operator 2 machines/operator
1 machine/operator

END-TO-END
BACK-TO-BACK FRONT-TO-FRONT
More than 2
machines /operator 1 machine/operator

CIRCULAR
ODD-ANGLE
 Flow Pat.: Flow within Departments (cont.)
• In a process department, little flow should occur between
workstations within departments. Flow occurs between
workstations and aisles.

uncommon
Aisle Aisle One way

Aisle Aisle One way

Aisle

PARALLEL PERPENDICULAR DIAGONAL

Dependent on : interactions among workstations

available space
size of materials
 Flow Pat.: Flow between Departments
• Flow between departments is a criterion often used to evaluate flow
within a facility.
• Flow typically is a combination of the basic horizontal flow patterns
shown below. An important consideration in combining the flow
patterns is the location of the entrance (receiving department) and exit
(shipping department).
Similar to straight.
Simplest. Separate L flow It is not as long.
Straight receiving/shipping
crews

Very popular.
U flow Combine receiving Circular Terminate flow.
/shipping. Simple to flow Near point of origin
administer

Serpentine When line is too long

S flow
Flow within a facility considering the locations
of entrance and exit

At the same location

On adjacent sides
Flow within a facility considering the locations
of entrance and exit (cont.)

On the same side but

at opposite ends

On opposite sides
 Vertical Flow Pattern

Flow between buildings exists Ground level ingress (entry) Ground level ingress (entry)
and the connection between and egress (exit) are required and egress (exit) occur on the
buildings is elevated same side of the building

Travel between floors occurs on Some bucket and belt Backtracking occurs due to the
the same side of the building conveyors and escalators result return to the top floor
in inclined flow
 Factors that Affect the Flow Pattern
 Number of parts in each product

 Number of operations on each part

 Sequence of operations in each part

 Number of subassemblies

 Number of units to be produced

 Product versus process type layout

 Desired flexibility

 Locations of service areas

 The building…
 PROCESS PLANNING CLASSIFICATION
1. Manual process planning

2. Computer aided process planning

Requirements In Manual Process Planning
 Ability to interpret an engineering drawing.

 Familiar with manufacturing processes and practice.

 Familiar with tooling and fixtures.

 Know what resources are available in the shop.

 Know how to use reference books, such as machinability data

handbook.
 Able to do computations on machining time and cost.

 Familiar with the raw materials.

 Know the relative costs of processes, tooling, and raw materials.

PROCESS PLANNING STEPS

1. Study the overall shape of the part. Use this information to
classify the part and determine the type of workstation needed.

2. Thoroughly study the drawing. Try to identify every

manufacturing features and notes.

3. If raw stock is not given, determine the best raw material shape
to use.
4. Identify datum surfaces. Use information on datum surfaces to
determine the setups.

5. Select machines for each setup.

6. For each setup determine the rough sequence of operations

necessary to create all the features.

7. Sequence the operations determined in the previous step.

8. Select tools for each operation. Try to use the same tool for
several operations if it is possible. Keep in mind the trade off on
tool change time and estimated machining time.

9. Select or design fixtures for each setup.

10. Evaluate the plan generate and make necessary modifications.

11. Select cutting parameters for each operation.

12. Prepare the final process plan document.

Major procedures of developing operation process
sheet
1. Create a drawing/sketch or Digital photo of the product in
Disassembly – should indicate part numbers of individual
components
2. Prepare Parts List:
It allows us to perform our make – buy analysis for all components
It provides a listing of components we may need to maintain in our
repair and service departments
3. prepare Assembly Chart:
 It is an analog model of the
assembly process. Circles with a single
link denote basic components, circles
with several links denote assembly
operations/subassemblies, and squares
represent inspection operations.

 The easiest method to constructing

an assembly chart is to begin with the
original product and to trace the
product disassembly back to its basic
components.
4. Prepare Manufacturing Processes Tree (or
indented BOM)
 On MPT
 Lowest Level shows purchased components

 Then Machined stages (1 or more)

 Then low level Sub-assemblies

 To High-level Sub-assemblies

 At the top is the finished product

5. Prepare BOM (an example)
 BOM
 Its Much Different from Parts List!

 Lists each stage of a products life from raw material to finished

product

 Indicates where each semi-finished components on thru to each

subassembly are “leveled” in the final product

 Contains many more entries than a parts list

Additionally Many Companies also Create Precedence Diagrams
too!

The Precedence diagram –

when times are attached to
nodes or arcs – can be used
to determine critical paths
and study methods to ‘crash’
the production stream
 6. Prepare Router Sheets
Router for Cylinder
Part: Alum. Cylinder Prepared by: R. Lindeke
Part Number: ABC-123 Date: 5-24-00
Rev No: 2

Op Num. Description Machine Set Up Mach Time Tooling Notes

10 Bench 1 min Micrometer, Check for
Inspection Caliper Square and
length
20 Prepare End Lathe 1 min 5 min LH Carbide To Length,
Cutter, RH lighten end,
Carbide Cutter roundover
30 Bore Cylinder Lathe - 7 min Center Drill, ½” Liberal Coolant,
P. Drill, 47/64 Hand Feed
Drill, ¾”
Reamer
40 Tap Cylinder Lathe, Bench - 1.5 min 13/16 x 20NS Start in Lathe on
Tap center
50 Mill/Drill Face Mill 2 min 5 min Bore Fixture, Hand ream if
Face Mill, #7, needed
¼” drills, 5/16
End mill, ¼ x 20
NC Tap
60 Bench Inspect Bench 1 min 6 min Micrometer, Check for
Hole Gage, Specification
Caliper
• These are developed for products that move through our
processing areas (typically castings, forgings and machined
components)

• List tooling requirements, special needs and expected time (per

part or batch) to setup and complete each operation

• They can be though of as a “Road-map” for a production planner

7. Prepare Operation Sheets

 These would add significant details for each row in the router.
 As such they would be resident as an instruction sheet at each
production location to be visited along a router.
  In machining they would list recommended feeds and speeds as
well as tool setup and fixturing requirements.

Typical Operation Sheet:

Operation Number: 20
Part: Alum. Cylinder Prepared by: R. Lindeke
Part Number: ABC-123 Date: 5-1-99
Rev No:
Machining Tooling Required Cutting Parameters Notes
Sequence Speed (V) Speed (RPM) Feed DOC
Rough to Length LH Carbide Cutter, 400 sfpm 1100 0.012 ipr 0.050” (max) During Setup Beware of flats and
322 Triangle edges; Zero & Measure for
Length, Set Compound Zero
Finish To Length LH Carbide, 322 475 sfpm 1250 0.003 ipr 0.010 use compound feed to target
Triangle
Rough End RH Carbide Cutter, 375 sfpm 500 (initial) .012 ipr 0.070 Interrupted Cuts – Mark length –
“Notch” 322 Triangle care once below the edge
Finish Notch RH Carbide Cutter, 425 sfpm 1000 0.003 ipr 0.010 Watch for length (Goal is 0.38”)!
322 Triangle
SKETCH OF WORKPIECE LOCATION & TOOL SETUP:
 8. Prepare Operation Process Sheet (chart)
• This tool adds details to the assembly ideas as represented by the
assembly diagram

• It is needed to compute lead times and forms a critical part of the

development of the MRP and explosion calculus needed by a
manufacturer.
The end!!!