ME6703

Computer Integrated Manufacturing System

Unit II
Production Planning and
Control &
Computerized Process Planning
Prepared by:
K. Chellamuthu. M.E.,
Asst. Prof./ Department of Mechanical
Engineering,
 Syllabus
Process planning – Computer Aided Process
Planning (CAPP) – Logical steps in Computer
Aided Process Planning – Aggregate
Production Planning and the Master
Production Schedule – Material Requirement
Planning – Capacity Planning – Control
Systems – Shop Floor Control-Inventory
Control – Brief on Manufacturing Resource
 Process Planning
Process
It may be defined as the transforming
activity which alters the input’s physical or
material properties to add value to the
fabrication and realization of the final
product.

Process Planning
It involves determining the most
appropriate manufacturing and assembly
processes and the sequence in which they
should be accomplished to produce a given
 Process Planning Methodology
The process planning activity can be divided
into the following steps:
• Selection of processes and tools
• Selection of machine tools / manufacturing
equipment
• Sequencing the operations
• Grouping of operations
• Selection of work piece holding devices
and datum surfaces (set ups)
• Selection of inspection instruments
Process Planning Methodology
• Determination of production tolerances
• Determination of the proper cutting
conditions
• Determination of the cutting times and
non-machining times (setting time,
inspection time) for each operation
• Editing the process sheets.
 Process Planning Methodology
All the above information are recorded
as Process Plan and is created manually
by a Process Planner.
But apparently planner’s skill is
subjected experience, skill, knowledge,
technical know how, process techniques,
human errors, etc.
So, with the advent of computers, it is
been used to lessen the burden and to
eradicate the errors of human planning.
Computer Aided Process Planning
(CAPP)
The process of using computer
technology in planning the process of
the product manufacturing is known
as Computer Aided Process Planning.
 Advantages of CAPP
• Reduces the skill required for the planner
• Reduces the time for process planning
• Reduces the process planning and
manufacturing cost
• Consistency in plans
• Accuracy is improved
• Increased productivity
• Reduction in human labour
• Minimal errors
 Structure of CAPP
Part Classification
Feature Recognition CAD Tool
Material Selection Process
Process Selection Capabilit Material
Displa Machine Selection y
y Parameter Selection Machin
` ability Std. Time
Fixture Selection
End Effector Selection
Process Sequencing Material Std. Cost
Cutter Path Generation
Proces
Intermediate Surface Fixture s Plans
Generation
Software Database
Modules s
 Inputs to CAPP

Output
• Component • Process
Drawing • Process Plans
• CAD Model Planning
Software
Input
Other Inputs:
Parts List, Annual Demand, Batch List,
Accuracy & Surface Finish (CAD Database),
Equipment detail (Work center Database),
Data on - Cutting fluids, tools, jigs, fixture,
gauges, Std. stock size, Machinability data,
 Operation of CAPP S/W

Process
Planning
• Create New
Plan
• Retrieval & Initialization Report
Edit Function Generation
• Deletion
• Display
• List
Summary
Info
 Approaches or Types of CAPP
Variant Approach to CAPP
Computer search for existing or similar
process plans of similar part families
using codes, retrieves and then edit
according to new process sequence. Eg.,
CUTPLAN, COMCAPPV, INTELLICAP, MAYCAPP, etc.
Generative Approach

Computer generates new process plan

every time when a new plan is needed.
Eg.,APPAS, CADAM, AUTAP, BUYUPLAN, GENPLAN,
PROPLAN, TIPPS, etc.
 Approaches or Types of CAPP
Variant Approach to CAPP

Part
GT Code Process Plan New
Description
Retrieve/Edit Process Plan

Master Plans
Database
 Variant Approaches to CAPP
New Part Design

Derive GT Code
Select Coding
Search Part Family Part Family File System And
For GT Code Form Part Families

Retrieve Standard Standard Process

Prepare Standard
Process Plan Plan File
Process Plan For
Part Families
Edit Existing
Plan

Process Plan Other Application

Formatter Programs

Process Plan or
Route Sheet
 Approaches or Types of CAPP
Generative Approach to CAPP

Part New
Descriptive Process Plan
Logic Process Plan
System

Machine Cutting Jigs &

Tool Tool Fixtures Material
 Generative Approaches to CAPP
Start
Component
Representation
Module N O Copy existing Part
New
Geometry 1. Code Generation Geometry File to
/ Old
2. Part Geometry Geometry File
Creation N Y
Yes / No

Feature Extraction & Recognition Editing

Module
Feature Process Correlation
Machine
Operation Selection & Sequencing Module Material
Tool
Process Machine Tool & Tool Selection Machinability

Plan
Std. Time & Cost Computation Std. Time
&Cost
Library
Report Generation, Editing & Printing
 Computer Managed Process
Planning (CMPP)
It is a generative system capable of
automatically making process decisions.

An extensive interactive capability is

provided which permits the use to
examine and modify a process plan as it is
developed.
CMPP System Overview
 Recap of PPC
Production Planning & Control (PPC) consists
o the following.
Production Planning & Production Control
Under Production Planning, we have
1. Aggregate Production Planning
2. Master Production Schedule (MPS)
3. Material Requirement Planning (MRP)
4. Capacity Planning
Under Production control, we have
1. Shop Floor Control
2. Inventory Control
3. Material Resource Planning (MRP-II)
4. Just-in Time (JIT)
 Production Planning System
Sales & Marketing

Aggregate Product
Production Planning Design
Aggregate
Planning

Master Production
Schedule
Inventory Capacity
Operations Control Planning
Production Detailed

Control Planning
Material
Requirement Engineering &
Planning Manufacturing
Database
Purchasing Shop Floor
Department Control

Supplier Factory Customer Base

 Production Planning
Production Planning is defined as :
• what, when and how much to produce
• planning for raw material and resources

Deciding -
Which products to make,
How many of each, and Scheduling –
When they should be completed Delivery and/or
Production of the parts and
products:
Planning –
Manpower and
Equipment resources
needed for the production plan.
 Aggregate Production Planning
A plan comprising of:
• Overall demand or customer order
placed for all the products manufactured
in the organization and
• The tentative delivery schedule
This involves planning the production
output levels for major product lines produced
by the firm.
These plans must be coordinated among
various functions in the firm, including
product design, production, marketing and
 Aggregate Production Planning
XYZ International Inc.
Quarter 4, 2017
Mod Customers
el October November December
X Y Z X Y Z X Y Z

A 2000 1000 1000 2500 2000 1500 1500 2000 1500

B 700 800 2500 1500 1500 2000 1000 1000 1000

C 1000 1000 2000 1500 1500 2000 1000 2000 3000

 Aggregate Production Planning
XYZ International Inc.

Quarter 4, 2017
Product /
Model
October November December Total

Model A 4000 6000 5000 15000

Model B 4000 5000 3000 12000

Model C 4000 5000 6000 15000

 Master Production Schedule (MPS)
The aggregate production plan must be
converted into a Master Production Schedule
(MPS) which is a specific plan of the quantities to
be produced for the individual models within
each product line.
This involves creating a total plan for
• Quantity - No. of products / models to be
produced
• Time - Duration (month or quarter),
• Schedule - Which production line, week / day,
 Master Production Schedule
XYZ International Inc.
December.
October, 2017 November, 2017
Order 2017
Model W W W W W
Qty. WW WW WW WW WW WW WW WW
W W W W W
40 41 42 43 44 45 46 52
47 48 49 50 51

A1 1100 200 200 200 250 250              

A
  A2 850 200 200 150 150 150              
 
A3 2050 300 300 450 500 500              
B1 2050 300 300 350 500 600              
B
B2 1950 300 300 400 450 500              

C C1 4000 700 700 850 850 900              

 Material Requirement Planning (MRP)
The Planning technique using computer
translating the MPS of end products into a
detailed schedule for the raw materials and parts
used in those end products.

It is a computational technique that converts

the master schedule for end products into a
detailed schedule for the raw materials and
 Flow Diagram for MRP
i. Item Master Data
(Part No., Order
Provides qty., Delivery
BOM Schedule)
Parts /
Component ii.Inventory Status
List as per (Scheduled receipts,
design on-hand status)
Inventor iii.Subsidiary Data
MPS MRP y Record (P.O, Scrap)
File

Provides Purchas
detailed e Order
production
schedule Order Qty. =
BOM ~
{ Inventory +
Earlier Orders }
 Process of MRP
Sales Orders
Master
Sales Forecast
Productio
n Spare Parts
Schedule Requirement
Capacity
Planning
Material
Inventory
Requireme
Record
nt Product
File BOM &
Planning Design
Other
Design &
Planned Order Mfg Data
Manufacturin
Release
g
i. Purchasing
Engineering
ii.Manufacturin
g
 Material Requirement Planning
Inputs:
• MPS
• BOM
• Inventory Record File
Outputs:
• Planned Order Releases (Current)
• Planned Order Releases (Scheduled in future)
• Order Rescheduling Notices
• Order Cancellation Notices
• Inventory Status Report
• Performance Reports
• Exception report
• Inventory Forecast
 Capacity Planning

Planning aimed at determining the labour and

equipment resources needed to achieve the
master schedule.

It is a system planning for the:

• No of machines / equipment needed for
production
• No. of human resources (material handlers,
operator, line supervisor, repair and
maintenance technicians, engineers, etc)
 Capacity Planning
XYZ International Inc.
Quarter 4, 2015
Model

Machine
Oct Nov Dec Total • Automated Production
Lines
A 4000 6000 5000 15000 • Repair Stations
• Testing Equipment
B 4000 5000 3000 12000 • Jigs & Fixtures
• Tools & Consumables
C 4000 5000 6000 15000

Human Resources
• Operators
• Line Supervisors
• QA Technicians
• Material Handlers
• Repair Technicians
• Service Personnel
 Capacity Planning – Stages / Types
Capacity Planning
• Determines what labour and equipment
resources are required to meet the
current MPS as well as long-term future
production needs of the firm
• Capacity planning also serves to identify
the limitations of the available
production resources so that an
 Types of Capacity Planning
RCCP (Rough Cut Capacity Planning)
• Done once MPS is established.
• Calculation is made to assess the feasibility
of the master schedule.
• Such a calculation indicates whether there is a
significant violation of production capacity
in the MPS.
CRP (Capacity Requirement Planning)
• Done when MRP is done.
• Determine whether there is sufficient production
capacity in the individual departments and work cells
to complete the specific parts and assemblies that have
been scheduled by MRP.
 Capacity Planning – Adjustments
Short Term Capacity Adjustments
• Employment levels - Employment in the
plant can be increased or decreased in response to
changes in capacity requirements.
• Temporary workers - Increases in employment
level can also be made by using workers from a
temporary agency. When the busy period is passed
shall these workers move to positions at other
companies where their services are needed.
• Number of work shifts - The number of shifts
worked per production period can be increased or
decreased.
•Labour Hours - The number of labour hours per
 Capacity Planning – Adjustments
Short Term Capacity Adjustments
• Inventory Stockpiling - This tactic might be
used to maintain steady employment levels
during slow demand periods.
• Order Blockage - Deliveries of the product
to the customer could be delayed during
busy periods when production resources are
insufficient to keep up with demand.
• Subcontracting - This involves the letting of
jobs to other shops during busy periods or the
taking in of extra work during slack periods.
 Capacity Planning – Adjustments
Long Term Capacity Adjustments
•New Equipment Investments - This involves
investing in more machines or more productive
machines to meet increased future production
requirements, or investing in new types of
machines to match future changes in product
design.
• New Plant Construction - Building a new
factory represents a major investment for the
company. However. It also represents a
significant increase in production capacity for
the firm.
 Capacity Planning – Adjustments
Long Term Capacity Adjustments

• Acquisition of Existing Companies - This

may be done to increase productive
capacity. However. there are usually more
important reasons for taking over an
existing company, for example, to achieve
economies of scale that result from
increasing market share and reducing staff .
• Plant Closings - This involves the closing of
plants that will not be needed in the future.
 Control Systems
Control systems aims at conforming the
production plan in actual work floor.
It is actually a comparator function which
checks the actual proceeding in the shop
floor is per he production planned.
Various types of control systems are
available in a normal production facility viz.,
• Open loop control system
• Closed loop control system
• Feedback control
• Feed-forward control
• Concurrent control
 Production Control
Production Control consists of :

• Shop Floor Control

• Inventory Control
• Manufacturing Resource Planning (MRP-
II)
• Just In Time (JIT) Production
 Shop Floor Control
Shop Floor Control
The facility in a manufacturing
organization where the actual realization of
the final product is taking place (production
or fabrication or manufacturing or
assembly ) is known as Shop Floor.
The various controlling done at this floor
is known as Shop Floor Control.
 Stages in Shop Floor Control
SFC follows 3 stages:
1. Order Release – Green signal is given to
production through formal issue of
customer orders to the floor.
- Route Sheet, Material requisitions, Job Cars.
2. Order Scheduling – The various order are
then scheduled according to the priority,
like FIFO, LIFO, ETD, LMTF, LTTD,
LST, Critical Ratio, Customer Priority,
Order size, etc.
* Critical Ratio is the ratio of the time remaining until due
date and the process time remaining.
3. Order Progress - Once the orders are
 Stages in Shop Floor Control
Master
Production
Schedule

Engg. & Material Priority

Manufacturin Requirement Control
g Database Planning
Manageme
Order Order Order nt Reports
Release Scheduling Progress
Factory Factory Data
Shop Dispatch
Packet List Collection
System

R/M & Finished

Components Product

Work Work –in-

 Inventory Control
Defined as:
A systematic approach to provide the right
quantity of materials and components at the
right time of production.
It controls the stocks (R/m , components,
tools, consumables, stationary, spares, etc.) so
that there is adequacy for smooth functioning
in the shop floor.

Inventory control includes a variety of

techniques for managing the inventory of a
firm.
 Objective of Inventory Control
The objective is to reach an optimum or
compromised solution for the opposing
objectives
• Min. Stock Holding Cost
To keep the stock levels to minimum
(or to Zero at extreme cases) of R/M,
purchased components, WIP and FG.
• Max. Customer Service
To keep enough stocks to service the
customers.

So Inventory control has to strike a balance

 Costs of Inventory

Inventory Cost or Stock Holding Cost

• Investment Cost
• Storage Cost
• Cost of possible spoilage or obsolescence

Max. Customer Service

• If the company keeps low stocks, it might
not be able to service customers and the
cost of loosing the customer is known as
stock-out cost.
 Order Point Inventory System
Order point systems are concerned with two
related problems that must be solved when
managing inventories of independent demand
items:
How many units should be ordered?
When should the order be placed?
* The first problem is often solved using
Economic Order Quantity (EOQ) formulas.
* The second problem can be solved using
 Inventory Control

Reorder
Inventory Level Inventory Level
Q Max.
Inventory
De
Quantity

Level
mRa
ante

Quantity
Order Average
d

Inventory Level
= Q/2
Time
 Economic Order Quantity (EOQ)
EOQ is defined as the size of order which
minimizes the total cost of carrying inventory
and ordering.

For EOQ the demand rate is almost constant.

 Reorder Point System

The safe min inventory is kept always and whenever the

stock level reaches this point, the reorder is effected.
The demand rate is varying.

Order Reorder
Quantity Point
Q Max.
Inventory
De
Quantity

Level
mRa
ante
d

Time
Manufacturing Resource Planning (MRP
-II )
Manufacturing Resource Planning II can
be defined as a computer-based system for
planning, scheduling, and controlling the
materials, resources, and supporting
activities needed to meet the MPS.
MRP II is a closed-loop system that
integrates and coordinates all of the major
functions of the business to produce the
right products at the right times.
The term "closed-loop system" means
that MRP II incorporates feedback of data
on various aspects of operating performance
 Modules of MRP -II
The various modules in MRP-II are:
•Management Planning
•Customer Service
•Operations Planning
•Operations Execution
•Financial Functions
 MRP -II S/Ws
The various s/w packages for MRP-II
are:
•Enterprise resource Planning (ERP)
•Customer-oriented Manufacturing
Management Systems (COMMS)
•Manufacturing Execution Systems (MES)
•Customer-oriented Management Systems
(COMS)
 ERP

Enterprise Resource Planning (ERP)

S/W displays several approaches to
manufacturing viz.,
•Make to Stock
•Design to Order
•Make to Order
•Assemble to Order
• A modern manufacturing
 ERP

Enterprise Resource Planning (ERP)

should be able to manage an enterprise’s
multinational existence with their own
individual laws, taxation, etc, under a single
system.
So, ERP aims at creating an integrated
data model, covering employees, customers,
suppliers, etc.
 Stages in Implementation ERP
• Definition of Scope of the Project
•Identification of Objectives & Deliverables
•Project Organization
o Identifying an exec responsible for ERP
implementation
o Establishment of senior management steering
committee
o Establishment of Project team
o Defining the role of Consultants
•Work Plan development
•Assessment of the business of the company
(current and future)
•Education of key Managers
• Cost / Benefit Analysis
 Modules of ERP
The important modules available in ERP
are:

Finance Module
Distribution Module
Manufacturing Module
Service Module
Transportation Module
Process Module
Project Module
Tools Module
Utilities Module
 Modules of ERP
Finance Module

• General Ledger
• Accounts Payable
• Accounts Receivable
• Cash Management
• Fixed Assets
• Financial Statement
• Budget
• Cost Allocation
 Modules of ERP
Distribution Module
• Item Control
• Cost Accounting
• Purchase Control
• Sales Control
• Sales & Marketing Information
• Electronic Data Interchange
• Replenishment Order Control
• Inventory Control
• Lot Control
• Location Control
• Distribution requirements Planning
 Modules of ERP
Manufacturing Module
• Engineering Data • Repetitive
Management Manufacturing
• Item Control • Shop Floor Control
• Bill of Materials • Hours Accounting
• Routing • Project Budget
• Master Production • Product
Schedule Configuration &
• Materials Requirement Classification
Planning • Project Control
• Capacity Requirement • Quality Management
Planning
 Modules of ERP
Service Module

• Installation Control
• Contract Control
• Service Order Control
• Service Analysis Control
 Modules of ERP
Transportation Module

• Employee Control
• Address Control
• Fleet Management
• Fuel Control
• Hours & Expense Control
• Transport Control
• Packing Control
• Warehouse Control
 Modules of ERP
Project Module

• Estimation
• Definition
• Budget
• Planning
• Requirement
• Progress
• Monitoring
• Invoicing
 Modules of ERP
Other modules of ERP package are:

Material Management
Supply Chain Management
Quality Management
Human Resource Management
Plant Maintenance
Treasury, etc.
 Modules of ERP
Tools Module
• Software Installation
• Application Configuration
• User Management
• Device Management
• Job Management
• Database Management
• Audit Management
• Text Management
• Menu Management
• SQL Queries
• Application Development &
Customization
 Selection of ERP Package
The several criteria for selecting the ERP
package are:
• Suitability to operations
• Functionality
• Compatibility
• Availability of technical support
• Time for installation
• Less customization effort
• Better price
• Consultant recommendation
• Usage in similar industries
• High vendor reputation
• Better sales support
ERP in India

SAP

PEOPLESOFT

ORACLE

SAGE

BUSINESS SOLUTIONS

JD EDWARDS

LAWSON

HYPERION SOLUTIONS

KRONOS

INVENSYS (BAAN)
 Dynamic Enterprise Programming
DEM is the newer version of ERP emphasize
on the competitiveness in price, quality,
innovation, delivery time, customization
and service.
The concept of DEM is to assist in bridging
the gap between IT and real world of users.
The model is shown
Marketing below.
& Customer Management
Supply Demand
Custome Planning ERP Planning Supplier
r Scheduling Logistics
Manufacturing
 Dynamic Enterprise Programming
ERP is core supply chain management while
DEM encompasses the customer and the
suppliers with ERP to achieve leverage in
terms of time, quality and cost with the use
of IT.
This model covers:
• Business Process Analysis &
Improvement
• Identification of Opportunities &
Requirement
• Translating Strategy to Activities
• Impact Analysis of Change