Chapter 2 Manufacturing Operations

Part I
OVERVIEW OF MANUFACTURING
Chapters:
2. Manufacturing Operations
3. Manufacturing Models and Metrics
©2008 Pearson Education, Inc., Upper Saddle River, NJ. All rights reserved. This material is protected under all copyright laws as they currently exist. No portion of this material
may be reproduced, in any form or by any means, without permission in writing from the publisher. For the exclusive use of adopters of the book Automation, Production Systems,
and Computer-Integrated Manufacturing, Third Edition, by Mikell P. Groover. 1
Ch 2 Manufacturing Operations
Sections:
1. Manufacturing Industries and Products
2. Manufacturing Operations
3. Production Facilities
4. Product/Production Relationships
5. Lean Production
Manufacturing Defined -
Technological Definition
“Application of physical and chemical processes to

alter the geometry, properties, and/or appearance of
a given starting material to make parts or products”
 Manufacturing also includes the joining of multiple
parts to make assembled products
 Accomplished by a combination of machinery, tools,
power, and manual labor.
 Almost always carried out as a sequence of
operations
Technological Definition
Fig. 2.1.a
Economic Definition
“Transformation of materials into items of greater value

by means of one or more processing and/or assembly
operations”
 Manufacturing adds value to the material
 Examples:
 Converting iron ore to steel adds value
 Transforming sand into glass adds value
 Refining petroleum into plastic adds value
Economic Definition
Fig. 2.1.b
Classification of Industries
1. Primary industries – cultivate and exploit natural

resources
 Examples: agriculture, mining
2. Secondary industries – convert output of primary
industries into products
 Examples: manufacturing, power generation,
construction
3. Tertiary industries – service sector
 Examples: banking, education, government, legal
services, retail trade, transportation
Manufacturing Industries
ISIC
Code
 Food, beverages, tobacco 31
 Textiles, apparel, leather and fur products 32
 Wood and wood products, cork 33
 Paper, printing, publishing, bookbinding 34
 Chemicals, coal, petroleum and their products 35
 Ceramics, glass, mineral products 36
 Basic metals, e.g., steel, aluminum 37
 Fabricated products, e.g., cars, machines, etc. 38
 Other products, e.g., jewelry, toys 39
More Industry Classifications
 Process industries, e.g., chemicals, petroleum, basic

metals, foods and beverages, power generation
 Continuous production
 Batch production
 Discrete product (and part) industries, e.g., cars, aircraft,
appliances, machinery, and their component parts
 Continuous production
 Batch production
Process Industries and
Discrete Manufacturing Industries
Manufactured Products
 Consumer goods: products purchased directly by

consumers
Ex: cars, personal computers, Tvs, toys...
 Capital goods: products purchased by other companies to

produce goods and supply services
Ex: commercial aircraft, mainframe computers, machine
tools, construction machinery...
Manufacturing Operations
 There are certain basic activities that must be carried out

in a factory to convert raw materials into finished products
 For discrete products:
1. Processing and assembly operations
2. Material handling
3. Inspection and testing
4. Coordination and control
A processing operation transforms a work material from one state of
completion to a more advanced state using energy to alter its shape,
properties or appearance to add value to the material.
Fig. 2.3
Classification of
manufacturing
processes
Processing Operations
A processing operation transforms a work material from

one state of completion to a more advanced state
that is closer to the final desired part or product.
Adds value to the material using energy to alter a work
part’s shape, physical properties or appearance.
 Shaping operations apply mechanical force and/or heat or

other forms and combinations of energy to change the
geometry of the work material. Classification is based on
the state of the starting material.
 Shaping operations
1. Solidification processes
 Casting (metal)
 Molding (plastic/glass)
2. Particulate processing – pressing then sintering powder
material (ceramics)
3. Deformation processes – forging/extrusion/rolling
Starting material is ductile metal
4. Material removal processes – turning/drilling/milling/grinding
 Starting material is solid
 Excess material is removed so that resulting product
has the desired geometry
 Property-enhancing operations are designed to

improve mechanical or physical properties of the
work material
 heat treatments (sintering)
 Surface processing operations
 Cleaning (remove contaminants)
 Surface treatments – mechanical work
 Coating and thin-film deposition – coating of
material to exterior surface
Assembly Operations
 Joining processes
 Welding
 Brazing and soldering
 Adhesive bonding
 Mechanical assembly
 Threaded fasteners (e.g., bolts and nuts, screws)
 Rivets
 Interference fits (e.g., press fitting, shrink fits)
 Other
An assembly operation joins two or more components to create
a new entity which is called an assembly, subassembly, etc.
Other Factory Operations
 Material handling and storage

 Inspection and testing
 Coordination and control
Material Handling
“A means of moving and storing materials between processing

and/or assembly operations”
 Material transport
 Vehicles, e.g., forklift trucks, AGVs, monorails
 Conveyors
 Hoists and cranes
 Storage systems
 Unitizing equipment
 Automatic identification and data capture (AIDC)
 Bar codes
 RFID
 Other AIDC equipment
Time Spent in Material Handling
Fig. 2.4 A typical part in a batch production machine shop
Inspection and Testing
Inspection – examination of the product and its

components to determine whether they conform to
design specifications
 Inspection for variables - measuring
 Inspection of attributes – gaging
Testing – observing the product (or part, material,
subassembly) during actual operation or under
conditions that might occur during operation
Coordination and Control
 Regulation of the individual processing and assembly

operations
 Process control
 Quality control
 Management of plant level activities
 Production planning and control
 Quality control
Production Facilities
 A manufacturing company attempts to organize its

facilities in the most efficient way to serve the particular
mission of the plant
 Certain types of plants are recognized as the most
appropriate way to organize for a given type of
manufacturing
 The most appropriate type depends on:
 Types of products made
 Production quantity
 Product variety
Production Quantity
Number of units of a given part or product produced

annually by the plant
 Three quantity ranges:
1. Low production – 1 to 100 units
2. Medium production – 100 to 10,000 units
3. High production – 10,000 to millions of units
Product Variety
“Refers to the number of different product or part

designs or types produced in the plant”
 Inverse relationship between production quantity and
product variety in factory operations
 Product variety is more complicated than a number
 Hard product variety – products differ greatly
 Few common components in an assembly
 Soft product variety – small differences between
products
 Many common components in an assembly
Product Variety vs.
Production Quantity
Manufacturing plants tend to specialize in a combination of
production quantity and product variety that lies
somewhere inside the diagonal band in the figure.
Low Production Quantity
Job shop – makes low quantities of specialized and

customized products
 Also includes production of components for these
products
 Products are typically complex (e.g., specialized
machinery, prototypes, space capsules)
 Equipment is general purpose
Low Production Quantity
 Plant layouts:
 Fixed position: The product remains in a single location
during its entire fabrication and workers/equipment are
brought to the product rather than moving the product.
Ex: ships, aircraft, heavy machinery
 Process layout: The equipment is arranged according
to function or type.
Different parts, each requiring a different operation
sequence, are routed through the departments in the
particular order needed for their processing, usually in
batches.
Fixed-Position Layout
Fig. 2.6 (a)
Process Layout
Fig. 2.6 (b)
Medium Production Quantities
1. Batch production – A batch of a given product is

produced, and then the facility is changed over to
produce another product
 Changeover takes time – setup time
 Typical layout – process layout
 Hard product variety
2. Cellular manufacturing – A mixture of products is made
without significant changeover time between products
 Typical layout – cellular layout
 Soft product variety
Cellular Layout
Fig. 2.6 (c)
Each cell is designed to produce a limited variety of part

configurations; that is, the cell specializes in the production
of a given set of similar parts or products (group
technology).
High Production (mass production)
1. Quantity production – Equipment is dedicated to the

manufacture of one product
 Standard machines tooled for high production (e.g.,
stamping presses, molding machines)
 Typical layout – process layout
2. Flow line production – Multiple workstations arranged in
sequence and parts or assemblies are physically moved
through the sequence to complete the product
 Product requires multiple processing or assembly
steps
 Product layout is most common
Product Layout
Fig. 2.6 (d)
Relationships between Plant Layout
and Type of Production Facility
Fig. 2.7
Product/Production Relationships
Parameters that influence to determine how the products

are manufactured:
1.Production quantity
2.Product variety – number of products
3.Product complexity (of assembled products) – number
of parts
4.Part complexity – number of operations
P
 Total number of product units = Qf = Q j
j 1
Qj: annual quantity of style j

Qf: total quantity of all parts/products made in the factory
P: total number of different part or product styles
Let
P1: number of distinct product lines produced-hard variety
P2: number of models in a product line-soft variety
P1
P   P2 j  P21  P22  ...  P2 P1
j 1
 Product variety
 Hard product variety = differences between
products
 Soft product variety = differences between models
of products
 Product and part complexity
 Product complexity np = number of parts in product
 Part complexity no = number of operations per part
Product and Part Complexity
npj: number of parts in product j

npf: total number of parts manufactured by the plant per
year (pc/yr) P
n pf   Q j n pj
j 1
nof: total number of operation cycles performed (ops/yr)

nojk: number of processing operations for each part k for
all parts of product j n P pj
nof   Q j n pj  nojk
j 1 k 1
Factory Operations Model
Simplified for purposes of conceptualization:

 Total number of product units Qf = PQ
 Total number of parts produced npf = PQnp
 Total number of operations nof = PQnpno
Production Plants
Parts producer: makes individual Vertically integrated plant: makes all

no>1 components, each component its parts and assembles them into its
requires multiple processing final products.
steps, no assembly.
Handicraft shop: not really a Assembly plant: produces no parts,
no=1 production plant, makes one part purchases all parts from suppliers, one
per year. operation is required to assemble each
part to the product.
np=1 np>1
Limitations and Capabilities of a
Manufacturing Plant
Manufacturing capability - the technical and physical

limitations of a manufacturing firm and each of its plants
 Three dimensions of manufacturing capability:
1. Technological processing capability - the available set
of manufacturing processes
2. Physical size and weight of product
3. Production capacity (plant capacity) – max production
quantity that can be made in a given time under
assumed operating conditions
Lean Production
“Operating the factory with the minimum possible

resources and yet maximizing the amount of work
accomplished”
 Resources include workers, equipment, time, space,
materials
 Also implies completing products in the minimum possible
time and achieving a very high quality level to completely
satisfy the customer
 In short, lean production means doing more with less, and
doing it better
Lean Production and
Manufacturing Activities
Manufacturing activities can be divided into three categories:

1. Value-adding activities - contribute real value to the work
unit. Ex: processing/assembly operation
2. Auxiliary activities - support the value-adding activities but
do not contribute value to the product. Ex: loading/
unloading machines
3. Wasteful activities - do not add value nor do they support
the value adding activities
 If not performed, there would be no adverse effect on
the product “ELIMINATE !”
Programs Associated with
Lean Production
 Just-in-time delivery of parts: refers to the manner in which
parts are moved through the production system when a
sequence of manufacturing operations is required to make
them.
 Worker involvement: Workers with greater responsibility
and training that allow them to be flexible.
 Continuous improvement: Search for ways to make
improvements in products and manufacturing operation
(Kaizen)
 Reduced setup times: Minimize the time needed to change
over from one setup to the next in batch production
Programs Associated with
Lean Production
 Stop the process when something is wrong
 Error prevention: Refers to the use of low-cost devices and
design features at each workstation that prevent errors
occuring.
 Total productive maintenance: A program that includes
preventive maintenance and other procedures to avoid
machine breakdowns that disrupt production operations.

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Chapter 2 Manufacturing Operations

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Part I

“Application of physical and chemical processes to

“Transformation of materials into items of greater value

1. Primary industries – cultivate and exploit natural

 Process industries, e.g., chemicals, petroleum, basic

 Consumer goods: products purchased directly by

 Capital goods: products purchased by other companies to

 There are certain basic activities that must be carried out

A processing operation transforms a work material from

 Shaping operations apply mechanical force and/or heat or

 Property-enhancing operations are designed to

 Material handling and storage

“A means of moving and storing materials between processing

Inspection – examination of the product and its

 Regulation of the individual processing and assembly

 A manufacturing company attempts to organize its

Number of units of a given part or product produced

“Refers to the number of different product or part

Job shop – makes low quantities of specialized and

Fig. 2.6 (a)

Fig. 2.6 (b)

1. Batch production – A batch of a given product is

Fig. 2.6 (c)

Each cell is designed to produce a limited variety of part

1. Quantity production – Equipment is dedicated to the

Fig. 2.6 (d)

Parameters that influence to determine how the products

Qj: annual quantity of style j

npj: number of parts in product j

nof: total number of operation cycles performed (ops/yr)

Simplified for purposes of conceptualization:

Parts producer: makes individual Vertically integrated plant: makes all

Manufacturing capability - the technical and physical

“Operating the factory with the minimum possible

Manufacturing activities can be divided into three categories:

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