1 A.M.

M-MAE-GGSIPU

COMPUTER INTEGRATED MANUFACTURING

CONCURRENT ENGINEERING: Concurrent engineering refers to an approach used in product development in which the functions of design engineering, manufacturing engineering, and other functions are integrated to reduce the elapsed time required to bring a new product to market. Also called simultaneous engineering, it might be thought of as the organizational counterpart to CAD/CAM technology. In the traditional approach to launching a new product, the two functions of design engineering and manufacturing engineering tend to be separated and sequential. The product design department develops the new design, sometimes without much consideration given to the manufacturing capabilities of the company. There is little opportunity for manufacturing engineers to offer advice. on how the design might be altered to make it more manufacturable. By contrast, in a company that practices concurrent engineering, the manufacturing engineering department becomes involved in the product development cycle early on, providing advice on how the product and its components can be designed to facilitate manufacture and assembly. It also proceeds with the early stages of manufacturing planning for the product.

ADVANCED MANUFACUTRING PLANNING: Advanced manufacturing planning emphasizes planning for the future. It is a corporate level activity that is distinct from process planning because it is concerned with products being contemplated in the company's long-tern- plans (2-10-year future), rather than products currently being designed and released. Advanced manufacturing planning involves working with sales, marketing, and design engineering to forecast the new products that will be introduced and to determine what production resources will be needed to make those future products. Future products may require manufacturing technologies and facilities not currently available within the firm. In advanced

2 A.M.M-MAE-GGSIPU manufacturing planning, the current equipment and facilities are compared with the processing needs created by future planned products to determine what new facilities should be installed. o New Technology Evolution: Certainly one of the reasons why a company may consider installing new technologies is because future product lines require processing methods not currently used by the company. To introduce the new products, the company must either implement new processing technologies in-house or purchase the components made by the new technologies from vendors. For strategic reasons, it may be in the company's interest to install a new technology internally and develop staff expertise in that technology as a distinctive competitive advantage for the company. These issues must be analyzed, and the processing technology itself must be evaluated to assess its merits and demerits.

INVESTMENT PROJECT MANAGEMENT: Investments in new technologies or new equipment are generally made one project at a time. The duration of each project may be several months to several years. The management of the project requires collaboration between the finance departments that oversees the disbursements, manufacturing engineering that provides technical expertise in the production technology, and other functional areas that may be related to the project. For each project, the following sequence of steps must usually be accomplished: (1) Proposal to justify the investment is prepared. (2) Management approvals are granted for the investment. (3) Vendor quotations are solicited. (4) Order is placed to the winning vendor. (5) Vendor progress in building the equipment is monitored. (6) Any special tooting and supplies are ordered. (7) The equipment is installed and debugged. (8) Training of operators. (9) Responsibility for running the equipment is turned over to the operating department. FACILITIES PLANNING: When new equipment is installed in an existing plant, an alteration of the facility is required. Floor space must be allocated to the equipment, other equipment may need to be relocated or removed, utilities (power, heat, light, air, etc.] must be connected, safety systems must be installed if needed, and various other activities must be accomplished to complete the installation. In extreme cases, an entire new plant may need to

3 A.M.M-MAE-GGSIPU be designed to produce a new product line or expand production of an existing line. The planning work required to renovate an existing facility or design a new one is carried out by the plant engineering department (or similar title) and is called facilities planning. Facilities planning can be divided into two types of problems: Facilities location deals with the problem of determining the optimum geographical location for a new facility. Factors that must be considered in selecting the best location include: location relative to customers and suppliers, labor availability, skills of labor pool, transportation, cost of living quality of life, energy costs, construction costs and tax and other incentives that may be offered by the local or state government. Facilities Design consists of the design of the plant, which includes plant layout, material handling building, and related issues. o MANUFACTURING R&D: To develop the required manufacturing technologies, the company may find it necessary to undertake a program of manufacturing research and development (R&D). Some of this research is done internally, whereas in other cases projects are contracted to university and commercial research laboratories specializing in the associated technologies.

LEAN MANUFACTURING: Lean Manufacturing, also called Lean Production, is a set of tools and methodologies that aims for the continuous elimination of all waste in the production process. The main benefits of this are lower production costs, increased output and shorter production lead times. o GOALS OF LEAN MANUFACTURING: 1. Reduce defects and wastage. 2. Reduce cycle times. 3. Minimize inventory levels. 4. Improve Labor productivity. 5. Utilization of equipment and space - Use equipment and manufacturing space more efficiently by eliminating bottlenecks and maximizing the rate of production though existing equipment, while minimizing machine downtime; 6. Flexibility - Have the ability to produce a more flexible range of products with minimum changeover costs and changeover time. 7. Output Insofar as reduced cycle times, increased labor productivity and elimination of bottlenecks and machine downtime can be achieved, companies can generally significantly increased output from their existing facilities. o KEY PRINCIPLES OF LEAN MANUFACTURING: 1. Recognition of waste The first step is to recognize what does and does not create value from the customers perspective. 2. Standard processes Lean requires an the implementation of very detailed production guidelines, called Standard Work, which clearly state the content, sequence, timing and outcome of all actions by workers. This eliminates variation in the way that workers perform their tasks. 3. Continuous flow Lean usually aims for the implementation of a continuous production flow free of bottlenecks, interruption, detours, backflows or waiting.

4 A.M.M-MAE-GGSIPU When this is successfully implemented, the production cycle time can be reduced by as much as 90%. 4. Pull-production Also called Just-in-Time (JIT), Pull-production aims to produce only what is needed, when it is needed. Production is pulled by the downstream workstation so that each workstation should only produce what is requested by the next workstation. 5. Quality at the Source Lean aims for defects to be eliminated at the source and for quality inspection to be done by the workers as part of the in-line production process. 6. Continuous improvement Lean requires striving for perfection by continually removing layers of waste as they are uncovered. This in turn requires a high level of worker involvement in the continuous improvement process. AGILE MANUFACTURING: Agile manufacturing is an approach to manufacturing which is focused on meeting the needs of customers while maintaining high standards of quality and controlling the overall costs involved in the production of a particular product. This approach is geared towards companies working in a highly competitive environment, where small variations in performance and product delivery can make a huge difference in the long term to a company's survival and reputation among consumers. o GOALS OF AGILE MANUFACTURING: 1. Delivering value to the customer. 2. Being ready for change. 3. Valuing human knowledge and 4. Skills forming virtual partnerships COMPUTER INTEGRATED MANUFACTURING: It is the manufacturing approach of using computers to control the entire production process. This integration allows individual processes to exchange information with each other and initiate actions. Through the integration of computers, manufacturing can be faster and less error-prone, although the main advantage is the ability to create automated manufacturing processes. Typically CIM relies on closed-loop control processes, based on real-time input from sensors. It is also known as flexible design and manufacturing. According to Kusiak the computer plays an important role integrating the following functional areas of a CIM system: o Part and product design. There are four phases that are crucial in part and product design. They include preliminary design, refinement, analysis, and implementation. o Tool and fixture design. Tooling engineers using computer-aided design (CAD) tools to develop the systems or fixtures that produce the parts. o Process planning. The process planner designs a plan that outlines the routes, operations, machines, and tools required. He or she also attempts to minimize cost, manufacturing time, and machine idle time while maximizing productivity and quality. o Programming of numerically controlled machines and material handling systems. o Production planning. There are two concepts used here including materials requirement planning (MRP) and machine loading and scheduling. o Machining. This is part of the actual manufacturing process, including turning, drilling, and face milling for metal removal operations. o Assembly. After they are manufactured, parts and subassemblies are put together with other parts to create a finished product or subassembly. o Maintenance. Computers can monitor, intervene, and even correct machine malfunctions as well as quality issues within manufacturing.

5 A.M.M-MAE-GGSIPU o o o Quality control. This involves three steps including system design, parameter design, and tolerance design. Inspection. This stage determines if there have been errors and quality issues during the manufacturing of the product. Storage and retrieval. These tasks involve raw materials, work-in-process inventory, finished goods, and equipment.

BENEFITS OF CIM: o Increased machine utilization o Reduced direct and indirect labor. o Reduced mfg. lead time. o Lower in process inventory. o Scheduling flexibility. COMPUTER AIDED PROCESS PLANNING (CAPP): The use of computers to generate process plans for the complete manufacture of products and parts. o APPROACHES TO CAPP: 1. Variant Approach: Variant approach which is also called retrieval approach uses group technology code to select a generic process plan from the existing master process pans developed for each part family and edits to suit the requirement of the part.
Process plan

Drawing

GT CODE

Process plan retrieve/edit

MASTER PLANS

2. Generative Approach: In the generative approach, a process plan is created from scratch for each component without human intervention. These systems are designed to automatically synthesize process information to develop the process plan for a part.

Part Descriptive System

Process plan logic

PROCESS PLAN

Machine Tool

Cutting Tool

Jigs

Materials