Module-2

CAPP
A process layout is one where the processes, workstations or
departments are organized according to function. This type of layout is
typically used in low volume, high-variety manufacturing where demand
is too low or unpredictable for resources to be dedicated to a particular
product or product groups, that is, a job shop.
For example, in the metal-working job shop in Fig. 1.12, similar
processes are grouped together such as drills and lathes.A part being
manufactured then travels from area to area according to the route
sheets and is processed in accordance with the operations lists, that is,
the process plans.
Advantages of a process layout when compared to a product layout
include:
 resources are general purpose and thus less expensive;
 it is more flexible as it is less vulnerable to changes in products;
 equipment utilization is higher as processes are used across a high
variety of products;
 employee supervision can be more specialized which is important
due to the high skill factor of personnel.
However, the process layout also has some distinct disadvantages
including:
 processing rates tend to be slower;
 production time is lost due to set-up due to frequent product changeover;
 high inventory required to keep workstations busy;
 lead times tend to be long and variable;
 too much material handling;
 the numerous routings and flows across the shop floor necessitate the
use of simple carrying devices such as carts;
 production planning and control is more difficult;

Therefore, the major challenge of using a process layout is to locate

centres in such a way to minimize the jumbled flow across the shop floor.
Introduction
Process planning comprises the selection and sequencing of
processes and operations to transform a chosen raw material into a
finished component. It is the act of preparing detailed work instructions
to produce a component. This includes the selection of manufacturing
processes and operations, production equipment, tooling and jigs and
fixtures.
Process planning
Activities
In order to be effective in the role of a process planner, the manufacturing engineer
must possess a variety of skills and knowledge. These have been identified as (Chang
and Wysk, 1985):
Preparing the process planning documentation
There are two documents involved in the preparation of the process plans. These are:
routing sheets; operations list.
Routing sheets
The routing sheet, as its name suggests, specifies the route the raw material follows through
the manufacturing environment. It usually lists the production equipment and tooling to be
used. It is normal practice for the routing sheet to follow the material through the
manufacturing shop floor providing ‘travel’ information for the operators.
Operations list
Once the routing of a component has been established, the detailed plan for every
operation can be prepared using an operations list. This specifies in more detail each
individual operation. It is usual for an operations list to be prepared for each
workstation listed on the routing sheet, although it may sometimes cover a group of
machines in a work cell
Miscellaneous documents
In some companies, the total process planning package may include further
documentation. For example, the calculations for the speeds and feeds detailed in the
operations list may be detailed in a speeds and feeds calculation sheet as illustrated
in Fig.
Figure 2.7 Example of speeds/feeds calculation sheet(Book)

It can also be the case that further details of the tooling specified in the
operations list is detailed in a tooling list, an example of which is illustrated in
Fig.
Figure 2.8 Example of tooling list
Process planning and industrial engineering
The main outputs of process planning were identified as the routing sheet and the
operations sheet. The use of reference materials such as machining and tooling data was
also described. As machine and tool manufacturers provide this, it is external
information. However, there are various sources of internal information that are used by
the process planner, the majority of which is generated by industrial engineering
through work study. For example, the documentation of manufacturing methods from a
methods study usually takes the form of a process chart.
Of these charts, the flow process chart is probably the most useful because it
clearly details not only the value-added activities,but those non-value-added
activities such as transportation and handling as illustrated in the basic
example in Fig.
Figure 2.9 Example of a basic flow process chart

Process plans must be prepared not only for the manufacture of every
component for a product, but also for the assembly of the components.
Therefore, assembly process charts are used in the preparation of assembly
process plans.

Another responsibility of industrial engineering is work measurement. The

aim of work measurement is to establish a time standard for a specific task.
Therefore, if standard times exist for all tasks, the process planner’s job of
estimating times, and therefore also costs, is a case ofidentifying the standard
time for the tasks in the plan and aggregating these to find the time of the job.
Therefore, from the above it can be seen that the role of the industrial engineer
is closely related to that of the process planner by providing numerous input
data for the process plan as illustrated in Fig.
Figure 2.10 Inputs and outputs for process planning
Process planning methods
Process planning methods
 Traditional approach
Carried out in the traditional way, the process planner is involved in the
activities in three broad stages:
He looks at the drawing and uses his experience of manufacturing methods,
combined with knowledge of the types of resource available, to decide how the
component or assembly should be made. In the case of a component, the form and size
of material to be used will also be decided. It might be the case that a previously
developed plan for a similar part forms the basis of the new plan.
For each element of each operation, he refers to manuals to ascertain the company’s
recommended tools, feeds and speeds for the particular material on the selected
machine. Also using manuals, the planned times or all the handling and machining
elements involved are ascertained. These are then used to synthesize the set-up time
and the time per unit quantity for each operation.
All of the above particulars in Step 1 are documented in the process planning layout,
also known as a routing sheet, which lists all the operations. For each operation there is
a methods or operations list, which specifies all the details referred to in Step 2.
A derivative of the traditional approach is the workbook approach. This is
considered a more efficient approach to process planning. It involves
developing workbooks of pre-determined sequences of operations for given
types of workpieces. After having carried out the drawing interpretation and
identified the manufacturing processes required, the pre-determined
sequence of operations can be selected from the workbook and incorporated
into the process plan.

General guidelines for manual process planning

Advantages and disadvantages of manual process planning

 Computer-aided process planning

Considering the disadvantages listed above for manual process planning, a huge
amount of research has been carried out in the area of CAPP. In fact, more research
effort has been expended in this area than any other area of manufacturing (Hannam,
1997). Not surprisingly, a huge number of CAPP systems have been developed. This is
highlighted in a survey by Zhang andAlting (1994) that identified 187 software
packages. The advantages of such CAPP systems are considered to be (Rembold et al.,
1993):
less time spent on process planning;
less reliance on the knowledge and experience of the process planner;
more efficient use of manufacturing resources leading to improvements
in costs;
improved productivity;
improved accuracy and consistency of process plans.
Variant approach
This approach to CAPP is similar to the manual approach as it retrieves a standard plan
and modifies it to suit for a given part. The standard plan is usually for a composite
part that incorporates all the features for a particular group or family of parts. The parts
are usually grouped according to how they are made using a GT classification and
coding system. The process plan for the part under consideration is compiled by
retrieving those parts of the standard plan that are relevant. Thus, the variant approach
is also known as the retrieval method. Although popular in industry due to their relative
ease of implementation and use, the major disadvantage of variant systems is that plans
can be developed only for parts that have previously been classified as one of the part
families.
Generative approach
As its name suggests, this approach to CAPP is based on developing a completely new
plan for every part. These plans are produced by the computer by means of decision logic,
formulae, algorithms and geometric analysis. Intheory, there need be no human
intervention. However, in reality this is rarely the case as for most systems some
intervention is required. The main components of a generative system are (Wang and Li,
1991):
a part description that defines the geometry including geometric and
dimensional tolerances and surface finish specifications;
a subsystem that defines the process parameters based on reference data
and process analysis;
a subsystem that identifies and sequences the individual operations using
the means described above;
a database of information on the production equipment available;
a report generator to produce the process plan.