UNIT -1 ——————— 1: Explain the concept of manufacturing system. Discuss various components of manufacturing system. Ans. The manufacturing system can mean many things, depending on the viewpoint taken. Fig. presents the committee's view. Operations placed at the center of the enterprise, overlapping and interacting with administration and, management, the product and process engineering activities, the applied sciences, and the marketing, sales, and service activities. Overlapping ‘and. interacting with all of these functions are the customers for the products or services; the vendors and suppliers that provide materials, components, and:services to the enterprise; the . community in which the. enterprise’ exists; and the government that establishes regulations, rules, and opportunities for the enterprise. Developing a Science:of Manufacturing The problem is not, simply one of applying existing technology in a.systematic way. The problem is to develop a genuine science of manufacturing. This. need is not well understood, perhaps because.of the common misconception that the natural progression of things is from: science to-engineering to application, or from basic science to applied science to development. In fact, ‘history is full of examples of technology and engineering getting ahead of science, followed by the creation of the scien¢e base, which in turn allows refinements in the technology. The classic example is the steam engine and thermodynamics. But there are many other and more timely examples of the same phenomenon: A workable technology of photography was developed by artists and craftsmen decades before physicists and chemists understood the Principles involved. Modern photography, however, rests firmly on a Scientific base. Communication theory and computer science grew out of sngineering approaches and real-life experiences of noise in ‘ommunications channel and computer design.10 | Nobel Series Customers: In this description. of the manufacturing system, it must be understood that they establish or.enhance many of the capabilities of the various functions contained in the system. As noted, the applied sciences provide the technical base for many of the areas. The material transformation processes, sometimes referred to as unit processes, are the means used to convert materials into components and subsystems. ° Computer-based systems provide the tools to enhance the capability and performance of the design, planning, scheduling, control, and sales of the products, The product and process engineering, the unit manufacturing ‘operations, the marketing, sales, and services, the vendors and suppliers, and the management and administration each benefit from these systems and their capabilities to describe system, performance. Describing the| total enterprise in this way draws attention to the fact that no single unit operation or function can exist in isolation from all other] components of the system. It is the realization of the interdependencies among these many components of the system that has created the| impetus for “simultaneous engineering” or “concurrent engineering.”Nobel Series \11 nds recognition of terests among unit engineering and the & successful product realization process dema: these interdependencies and the overlapping of int operations. (further discussions. of simultaneous product realization process ean be found in National Research Council, | ~The Competitive Edge: Research Priorities for U.S. Manufacturing, 1991a, and Improving Engineering Design, 199 1b). This Fig. also suggests how different viewpoints, values, and objectives for the system can develop, depending on the discipline or functional group in which individuals work. People working in applied science, finance, marketing, service, or engineering may have very different views about their role and where ‘it fits in the system. They may also have very different Perspectives about the system than do the production people on the factory floor, The Principles of Scientific Management : It is true that whenever intelligent and educated men find that the responsibility for making Progress in any of the mechanic arts rests with them, instead of upon the. workmen who. are actually, laboring at the trade, that they almost invariably start.on the road which leads to the.development of a science where, in the past, has existed mere traditional, or rule-of-thumb knowledge. When men, whose education has given them the habit of generalizing and everywhere looking for laws, find themselves confronted with a multitude of problems, such as exist in every trade and which have a general similarity one to another, it is inevitable that they should try to gather these problems into certain logical groups, and then search for some general laws or rules to guide them in their solution. : : Elements of Production System: The following elements are below; ‘ 1. Inputs: Inputs are the physical and human resources utilized in the production process. They consist of raw materials, parts, capital equipment, human efforts, ete. : 2. Conversion Process: It refers to a series of operations which are performing on materials and parts. Operations may be either manual or mechanical or chemical. Operations convert inputs into output. The conversion. process also includes supporting activities, which help the process of conversion. ; The supporting activities include; production planning and control, purchase of raw materials, receipt, storage and issue of materials,ries 2 : ' re eae of parts and workeiiteprogress feo of. Products j i finished products, etc. i ntrol, warehousing of fini ; Sone Guise are the products or completed parts Fesulting z fr retbe ebaeel6n process. The output et ae 4. Stovuges Storage takes place after the receipt of inputs, betwee, : ’ the output. i d the other and after th ! 5. rahepeytation Inputs are transporting from one operation td : in the production process. i 6 sabres it provides system control through measurement, : comparison, feedback, and corrective action. 4 i Henee wertoah say that the production system is a union o, mbination of its three main components viz., Inputs, Conversion Pe thing which is done to produce Process, and Output. In short, everything h | done te goods and services or to achieve the production objective is called a production system. _ 83. Write the importance of manufacturing for Technological and Socioeconomic developments. bs Ans. Role of Information Technology in Manufacturing Sector In an industry that automates things for the benefit of humankind, IT helps to make the manufacturing process less cumbérsome and more automated. IT helps drastically in delivering just-in-time insights, swift visibility, and seamless innovation for implementing new-age solutions. Consumers are spending truckloads in emerging economies, but the focus now is much on manufacturing excellence and innovat rather than just state-of-the-art machine production, Manufacturers h: to push their industry further and farther especially, make-to-order and make-to- deliver products on a configure-to-ord Intense competition is one of the manufacturing industry. Manufacturers have to develop ‘and deliver cost-effective decisions, which are suri i c ; © to stand the test of time. The regulations also impose flexible controls so that the enterprise thrives in the right direction, ‘ ion lave in terms of complex routines ‘Stock processes so that they can ler. requirements market. ; key points of concern for the Companies are procuring centers that are currently plex supply chains are hence full of Pted the need for efficient management and very popular. The highly com hassles, which prom, optimization.18 | Nobel Series 5. Volume of the Output : i This factor is used on those firms that are producing homogeneous V pa i goods~ ee 6. Capacity of Plant ok | It is used by firms that produce similar products. a 7. Total Assets os The total assets of any business determine its size. The value of ay) |, assets (current and fixed) is taken as a means of measure. It is useq in both similar and differentiated firms. 7 8. Value of Output . 4 : This is another factor that determines the size of any firm; however this method is only effective in cases where firms produce variety of products and where price levels remain ‘constant. ; é In all these factors, the volume of output is the most effective and | reliable factor in measuring the’size of any business unit. 96. What is meant by Plant Layout? Explain the -riteria which | 7 signifies the size of the business unit. : 1 Ans. Plant layout is a mechanism which: involves knowledge of the space fequirements for the facilities and also involves their proper arrangement so that continuous and steady movement of the production cycle takes place. : : Moore, a very well known name in the business world, explained plant layout as,” The plan of or the act of planning, an optimum arzangement of facilities, including personnel, operating equipment, storage space, materials handling equipment and all other supporting services along with the design of the best structure to accommodate| these facilities”. | The problems related to plant layout are generally observed because| of the various developments that occur. These developments generally include adoption of the new standards of safety, changes in the design! of the product, decision to set up a new plant, introducing a new product, withdrawing the various obsolete facilities etc. Objectives of a good plant layout are 1. Providing comfort to the workers and catering to worker’s. taste and liking. . 2. Giving good and improved working conditions. 3. Minimizing delays in production and making efficient use of the space that is available. 4, Having better control over the production cycle by having greate! flexibility for changes in the design of the product. MBAOPUSRG)28 Nore ct locations and site decisions: 1. Availability of raw material. 2. Nearness to the potential market. f operating requirements like -electrig to the source 0} ing - Sadat of waste, drainage facilities. a Iy of labour. . ie a = : Frarspart & communication facilities. - [s . Integration with other group of companies. re 7. Suitability of land & climate. ee ; 8. Availability of housing, other amenities i: 2 Plant Layout: : ; s Mie & Plant layout is the-physical arrangement of industrial facilities, involves the allocation of space and the arrangement of equipment j such a manner that overall operating costs are minimized. Factors affecting plant layout: I, Nature of product — e.g. some products need airconditioned plants. 2. Size of output - Q_ For bulk product/line layout Q For small functional layout 5 h 3. Nature of manufacturing system:. ~ . lo Q For intermittent - functional layout ir o gue Q For continuous - product/line layout ko 4. Localization of Plant - e.g. there. will be-different transportatioja: arrangement if site is located near railway line. B 5. Machines or equipment - e.g. heavy machines need stationar} layout. t 6. ‘Climatic conditions, need of light, temperature also affect design of layout. Q 9. Discuss different types of plant la: ivi i application, PI yout giving their area ¢ Ans. In manufacturing, facili i i si witha balk &, facility layout consists of configuring the planiju : 5 ings, major facilities, work ar isl id othef pertinent features such as dey art b i Wane Rotate eevee eye aa ° ment boundaries, While facility layoul somewhat differen “2 iiet for manufacturing, it also may b¢ Warehouses, © case with offices, retailers, ai} Because of its relat a lative ili ‘ Of the most crucial cleanest facility layout probably is ong ecting efficiency. An efficient layou|" ee lecessary materi: i maintain Product flow through the fein help to keep costs low, ant ir 5 iaPla ut jas z * Bie srefeans to he anvargemert val Sa facilities Such machineny an Wee Wh ai playa _ ete. Pom Smooth, Guick. a e ‘| i ost Plan: ze Ne I too)’ of mm ment} | not Orily, fect tou) i _ Neus Plan} bi inatue:_IMpsioverne in sahe™ Jayant caf) ane _exladivg Plant a i ale if oe Fees At Ojertive of Plant: layoud - al edie Ae of Space “fran _anotinal: the Facto OQ Effieten we of. 4he Jabewt- : : in) odtlenec i cE oe of wonk-foore GW) Recluotian Tn _acctalents w | flasy Supeswision “of “employsea”s (wi Tnomece ss ins masale af nite : Wi) Zasy _maintaine: of Equipments fat nae’ of fun Belden C6 -dabinadion ameng. atiffenent alepardmnente {xp Redden tne of ail inpuds i i Cy) jmpanvemnend int Raeclucriuiy 2 Types of Plant loyou | Thee ane “4 ypes of Plant layout CO) Pmoduct low oud [Line Iqyous « See et Gv) | fixed Psaition —loyoud -se tr Product Layout} Line layout * 5 3 each’ - regent AS quence Line SH Jay ae “dhe A pf rngetine ito — line alcpenabn Upon cle Seuroace of pena fon On cathe en ol “Qo. Noo doty Lip outsdacting Ho ARG Sequance oP ti pencébion . THe Qroducd ere Hinet ERs s@rmanged ! ine icfubh'o § yranne thot ‘he Subsequend 6penration Ane! Jocateal ivounidicr ely Nean Jo. each: Othes. / Gelividtince 4{o Carl olen _Yhua _rnodeniady Plows “@'Zonbinaus hy in _an_vnbosioken line! efoiden ‘inpudt slo: dl sit bo Poroduct leyoud s finish p6dud- —hasecl, on fo llb iwi Porinciches yn ty | AN tne machines: ae Basin tts pa hela diee ee at - ihe Polnd — whesie Aheyto@ne | segtuleteel 49 clemanded + (nt Mateniads may \ne Porrbiclel _-fyhenre they ait | reguineckss fey amaeriblyie —bnaw'nt ng 8 Giy | AN the» opesiaction:' Sisehes aX¥! desting & | Parving:" Shoudol “he: inclucled wie line - if OB! en L 4 Ospduek “esd i chad in the Plawle —[stakene 'sStondanclis cal Proclucds.1 ane! Prrediaceal at Inia may geabe + Demiond - Such “| Aogoud is “also -(Ralleol =a. -nacking” Shop aya [ gin oe i Ree Sjodions Nene Separate clepantinenta _ with » Powcens lawous Gain he Seen tat agus: Ca — fey | )| Se." (ne. age lea aenen A ~ Pai ~ wheel @bjqnimend of} Meplacen ent See cnet salen wal Differiend ” ao hove oliffenend” Sanit .o7 emvak "rod ancl thus 4h daken 46 ditghend’ = sale pant rent antiading lo’ “Seute ahectetech by whe Seavice Er: Supeswlsnsrrs 3 ran fg Advantage ! = — iS : Dn PNG COM: Jayout — Lavermend § Cost te: low because machingA BAe! Lae fone ‘Qua e0se «= enol nod. CL Rav Pdecluction of Any Showa andiaePhoclitts« oul Ma Panocess ‘sla yjoud -Aneise 1s flexibilils tavoPnoduction aes AWeis' is) Mine Preduct Gan be P.Huduceal Gh “dhe help.” of vontaiu- machine Lndalléel ~a4 different -olepoid meiils » Bina Gu) | Proce sa Igyput Wen: Supenvision LZ. eciive. Conlyol ; “foo. esredlohi ty | lo Vint * of VPasducts jie As | yh coer + ianalvanboge ead l O) | Since dhe Sie af Pavctucting is low shel Gen L pnil s ogy Tie. ‘ial aS G Gy modentad hordlltiaa 1s Atiene —conurning hecouie thei be 18. py fidecd lngucle’s Si Gn I The inventory 0 ¥ wodie in: Pngasen dvavelA Slowly Eom ong dlepantiment. cto Qnodhen and thesefbsre danny God gh + i tah. oC erent hecomes highUNIT - 2 Q 1. What is manufacturing support system with its functions. Ans. Manufacturing Support System: To operate the production facilities efficiently, a company must organize itself to design the processes and equipment, plan and control the production orders, and satisfy product quality requirements. These functions are accomplished by manufacturing support systems — people and procedures by which a company manages its production operations. Most of these support systems do not directly contact the product, but they plan and control its progress through the factory. Manufacturing support involves.a cycle of information processing activities. The information processing cycle, represented by the outer ring, can be described as consisting of four functions: 1. Business functions, 2. Product design, 3. Manufacturing planning, and 4. Manufacturing control. — 1. Business Functions. The business functions are the principal means of communicating with the customer. They are, therefore, the beginning and the end of the informationprocessing cycle. Included in this category are sales and marketing, sales forecasting, order entry, cost accounting, and customer billing. 2. Product Design. If the product is to.be manufactured.to customer design, the design will have been provided by the customer. The manufacturer’s product design department will not be involved. If “the product is to be produced to customer specifications, the manufacturer’s product design department may be contracted to do the design work for the product as well as to manufacture it, 3. Manufacturing Planning. The information and documentation that constitute the product design flows into the manufacturing Planning function. The informationprocessing activities in manufacturing planning include process planning, master Scheduling, requirements planning, and capacity planning. Process Planning consists of determining the sequence of individual br ‘Ocessing and assembly operations needed to produce the part.The Reaw S Rs s i : Nobel Series |51 4, Arranging production schedules according to the needs of © marketing department. 5. Providing for adequate stocks for meeting contingencies. 6. Keeping up-to-date information Processes, 2, Production Control: ‘ 1. Making efforts to adhere to the production schedules. 2. Issuing necessary instructions to the staff for making the plans realistic. 3. To ensure that goods produced according to the prescribed standards and quality norms. 4, To ensure that various inputs are made available in right quantity and at proper time. i 5. To ensure that work Progresses accordirig:to the pre decided plans. Q ysAWrite about the term aggregate production planning and master production schedule. Ans. Aggregate Production. Planning: Aggregate planning is a high-level corporate planning activity. The aggregate production pian indicates production output levels for the major product lines of the company. The aggregate plan must be coordinated with the plans of the sales and marketing departments. | Because the aggregate production plan includes products that are currently in production, it must also consider the present and future inventory levels of those products and their component parts. Because new products currently being developed will also be included in the aggregate plan. the marketing. plans and promotions for current products and new products must be reconciled against the total capacity resources available to the company. The ‘production quantities of the major product lines listed in the . 8eregate plan must he converted into a very specific schedule of individual Products, known as the master production schedule (MPS), It IS a list or the products to be’ manufactured, when they should be Completed and delivered, and in what quantities. aster Production Schedule in oducts included in the MPS divide into three categories: (1) the orders, (2) forecasted demand, and (3) spare parts. z tions in each category vary for different Companies, and in some PSsembies °F more categories are omitted. Companies producing ed products will generally have to handle all three types. T..52 | Nobel Series In the case of customer 0 is usually obligated to delivery the item by @ Pp: been promised by the sales department. In # production output quantities are bases techniques applied to previous demand patterns, articular date estimates by staff. and other sources. 7 sted demand constitutes the large) ies, foreca’ § hedule. The third category consists rocked in the company's mer, Some companies edule since it does For many compani portion of the master scl parts that will either be st or sent directly to the custo! category. from the master sc! products. The MPS. is generally. consider it must take into account The lead components, produce parts in the factory, products. Depending on the product. several weeks 10 many months; in some MPS is usually considered to he fixed in the ne that changes arc not allowed the difficulty in adjusting production schedules within suc period. However. scl cope with changin; products. Accordingly, we should note * plan is not the only. input came the master schedule to depa: e cases. more than a hedule ‘adjustments are allowed beyond 6 1g demand patterns or tl new customer orders and changes it 2 ” What is Material Requirements Planning (MRP)? “ans. Materials requirements planning (MRP) system isa based solution that works backwards from customer orders to when materials will be needed for production and then init purchase to have delivery coincide with upcoming and scheduled product delivery dates. It plans production, raw material purchase and delivery, and manages completed levels. ‘ Since:customers want, and expect produc! timely manner, manufacturers work to, ensure they ha’ inventory on hand to meet that demand, without going over! rders for specific products, the compa he second categ, \d on statistical forecast service departme s exclude this thi not represent ed to be a medium-ra-:g¢ plan sing times to order raw materials and, then assemble the eq) the lead ‘times can range fr year, ar term. This m within about a 6 week honzon because he introduction of ne that the aggregate producti t to the master schedule. Other inputs that rt from the aggregate plan inch in sales forecast over the near ter! manufacturing 4 ts to be delivered iit ve enol! r that hj the sail of Fepal harsh weeks softwal determi iates th schedu! invent board. ormne => n n PB n © a c apalancing Act Nobel Series | 53 An MRP system is designed to do thre }, Make sure raw materials and co hand for production, to keep the smoothly 2, Support just-in-time (JIT) Production levels of materials and invento; production on track A € main things: mponent parts are always on- production schedule running by enabling the lowest ry to be available and still keep . Plan production schedules 3. products in a GARE Ganeee to meet customer demand for Controlling Costs y By managing materials and inventory levels, MRP sysiems help - prevent revenue loss, which can happen when: 1, Insufficient raw materials on-hand: prevents scheduled » ~ production and customer delivery deadlines to be missed, causing contracts to be cancelled ; 2. Overbuying raw materials causes cash ‘to be tied up and unavailable for use in other areas of the company, suchas hiring, marketing, or shipping : 3. Excess inventory risks product obsolescence and ties up cash that could be used elsewhere in the business By connecting raw material delivery to production schedules and customer purchases, MRP systems keep production running smoothly. Q7. What Is Capacity Planning In Manufacturing? Ans. If you have found your way to this article, you most likely already understand what capacity planning is. So, we'll focus on a discussion ofthe variablés and scenarios to consider when structuring your system for capacity planning. i Ata high level, capacity planning in the manufacturing industry is made up of three resource types: machines, people, and tools. One or more of these types are used to perform an operation on a job. For planning, purposes, we want to know how many hours in a day/week/ Month each of these resource types are available for use. Then, we Compare those hours to all job operations that require those resources, and-how many hours of their available time are needed for each Operation, In a nutshell, this is what we are trying to calculate to develop ‘Proper capacity plan. teoe 54 | Nobel Series i Q 8. What-is shop floor control system. Also discus, characteristics. 5 Ans. Shop floor control systems are integrated into. larger enter systems for governing various business processes and Asped, business operations. Items like sales order management, inveny management and procurement are often bundled into vendor-supp systems that help companies to maintain a bird's-eye view of operati Companies can also look at various features for shop floor con systems, including specific work scheduling tools, tracking of met like quantity over time, and tools for tracking raw materials, Many} these systems also offer specific tools for packaging, which | packaging processes into the big picture for good software ‘pr management. Shop floor.control features can be tied to sales order entry syst to really automate much of the cycle for ordering. In other words, ord that come in can be directly applied to the shop floor control syste that govern assembly, packaging. and everything that precedes delivery of finished products. Many of these.tools also have top-level visuals that show how of these features interact. The main goal, similar to other kinds enterprise systems, is to. make processes more transparent to hum decision-makers, Much like different kinds of network reporting, sI floor control reporting shows what is actually happening in a physi manufacturing or industrial environment. This can be extreme valuable to executives or leaders the same way that many other kii of business intelligence can promote efficiency.and growth {i businesses. . Features These features are described in detail: 1. Hours and Quantities Tracking ‘ e Enter and track time and quantities completed and scrappt by work order and by employee © Allocate and track resource usage by work center per calent month . Review and analyze teports of work orders with detail operation of standard versus actual for: © Setup, labor, and machine time Quantity complete and scrapped © Charge actual hours and A iti ananufactutin $ and quantities to ig Step is completed a work order as ea pr BlF I : : Nobel Series |55 or Routing Instructions pe Generate a routing automatically when a work order is processed a use master routings or non-standard routings for items and indicate when to use each item Change the work centers and procedures for each operation on the routing, . : ¢ Modify the sequence and status of each operation on the routing « Make real-time modifications to routing instructions ¢ Display quantity ordered, completed, and scrapped for each operation work Order and Rate Creation | Enter work orders and rates manually e Create work orders and rates automatically from Material * Requirements Planning (MRP) by answering action messages, or from sales order entry and'select kits for assemble-to-order environments iL ¢ Generate shop floor paperwork automatically, including standard parts lists and routing instructions. «Differentiate work orders and rates by type, priority, and status e Group work orders by a parent number (a useful feature for job numbers that contain many work order numbers) e Automaticaliy generate purchase orders for sub-contracted operations on the routing for work orders and rates Blending, Filling, and Packaging © Produce and track work orders for the filling and packaging of lube oil finished goods when: © Blending products requires. more than one co- or by-product © Blending and filling on the same work order. © A flushing step is required that produces a by-product * Using Super Backflush to complete products in separate steps Production Scheduling and Tracking ® Schedule work center production for rate schedules, work orders, or both * Track and compare planned production schedules against actual Schedules ° i : Use the online scheduling workbench to review, dispatch, and Update production scheduling, information in real-time Maintain the rate schedule after using rate based MRP.