AUTOMATION IN PRODUCTION SYSTEMS AND

MANAGEMENT
Automation in Manufacturing and Production Systems
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR

1
 Automation in Manufacturing and Production
Systems
• Lecture-1: Manufacturing System Components-I
• Lecture-2: Manufacturing System Components-II
• Lecture-3: Industry 4.0
• Lecture-4: Automation Principles and Strategies for Process Improvement
• Lecture-5: Automated Production System Framework

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 2
 Automation in Manufacturing and Production
Systems

ü Manufacturing System Components-I

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 3
 Manufacturing System Components
• Manufacturing, in general, refers to the approach of carrying out tasks that
are necessary for a successful transition from the design to manufacture or
production of the product.
• As the design develops, the comprehensive process plans, in different forms,
are prepared.
• In this context, the design team needs to measure the ‘producibility’
criterion.
• Producibility is a criterion or a factor which specifies if the design
requirements are compatible with the capabilities and realities of
manufacturing.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 4
 Manufacturing System Components
• The concept, ‘design for producibility’ is also known as ‘manufacturability’,
or ‘design for manufacturing’, or simply ‘design for production’.
• Designing for producibility is basically referred to as a method of designing a
product so that it can be produced in an extremely efficient and effective
manner with the highest or best levels of quality.
• This is possible only when the design team is aware of the effects that a
design decision may have on the production processes.
• One must know if the capability of a process or an equipment in product is
compatible with the design requirements as established.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 5
 Manufacturing System Components
• A number of important issues need to be considered at this stage.
• The important issues to be considered are as follows:

a) Manufacturing Strategy
b) Manufacturing or Process Planning
c) Process Development
d) Manufacturing Process, Qualification and Verification
e) Design Release and Production Readiness
f) Manufacturing Methodologies and Technologies

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 6
 Manufacturing Strategy
• Improving a company’s manufacturing capabilities is a difficult long-term
process that requires considerable reserves of both expertise and capital.
• One of the most popular new strategies in manufacturing is called ‘lean
manufacturing’.
• This strategy focuses mainly on the elimination of wastes in all areas with a
focus on inventory, work-in-process, material handling, cost of quality,
labour costs, set-up time, lead-time and worker skills.
• The lean manufacturing strategy provides a way to do more and more with
less and less inventory, human effort, equipment, time and space, while
coming closer and closer to providing the customers with exactly what they
want.
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 7
 Manufacturing Strategy
• Without a well-defined manufacturing strategy, companies can too often
look for short-term solutions that may prove detrimental in the long run.
• Long-range strategic plans allow sufficient emphasis to be placed on
identifying and anticipating manufacturing technologies of the future.
• In this manner, manufacturing is prepared for new technologies with the
expertise and equipment early enough to stay ahead of competitors.
• The manufacturing strategy of a company should strengthen its ability to
function in a much better or effective way in the long run.
• Specifically, it deals with the following important issues in order to be
successful in this effort:

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 8
 Manufacturing Strategy
i. future manufacturing technologies and requirements and essential
expertise acquired early in development efforts,
ii. compatibility of the manufacturing strategy with long-range corporate
objectives and modernization initiatives,
iii. long-term commitment for continuous improvement of manufacturing and
supplier capability,
iv. product and process designs and their effectiveness,
v. long term partnerships with suppliers, and
vi. “make or buy” decision criteria or parameters for outsourcing.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 9
 Manufacturing or Process Planning
• A typical manufacturing plan coordinates the various production planning
elements, such as production readiness and qualification.
• Without the benefit of thorough manufacturing planning, major problems
may occur when a product is first produced.
• These problems include high rework and scrap rates, low quality, missed
schedules, poor communication, cost overruns, and degraded product
performance.
• The manufacturing plan identifies the approach and details of all the tasks
that are necessary for accomplishing manufacturing’s strategies.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 10
 Manufacturing or Process Planning
• This includes all critical paths between design and production and the tasks
necessary to assure a successful transition from design to manufacturing.

• As the design develops, the plan becomes more comprehensive and

thorough.

• Although no standard plan exists that is adequate for all products, all
manufacturing plans are concerned with meeting the cost, schedule, quality,
performance, and environmental goals established for the product.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 11
 Manufacturing or Process Planning
• An effective manufacturing plan should first be addressed during early
product development and updated as the product design and customer
needs change.

• This early involvement in manufacturing is essential to assure that the

product design is compatible with the overall capability of the production
system consisting of several types of fabrication, metal cutting operations,
assembly, and tests that are needed to produce the product.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 12
 Process Development
• The process development is involved typically in the following activities:
i. Identifying the company’s manufacturing strategies and detailing their
effects on product development process,

ii. Studying the current business environment, competitors, and new

technologies with sufficient detail, and incorporating this knowledge
into the product development process,

iii. Developing a detailed manufacturing plan that includes the supplier

base and partners of the company,

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 13
 Process Development
iv. Identifying manufacturing and supplier processes that need to be
developed or improved, and

v. Establishing a comprehensive manufacturability program that includes

design guidelines for manufacturing’s capabilities, methodologies and
processes and process qualification.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 14
 Manufacturing or Process Planning

• Just as design must continually use new technologies to stay competitive,

manufacturing must also develop new processes and technologies to stay
competitive and support new design technologies.
• Process development is similar to product development except that the
“product” is a new manufacturing process, method, equipment, or
technology.
• The methodologies of product development are used in process
development.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 15
 Manufacturing Process, Qualification and
Verification
• The qualification of suppliers, methods, tools, software, and processes is an
important task that is carried out to ensure readiness of manufacturing
before the actual production begins.
• Each manufacturing process and supplier is reviewed and verified with
respect to its adequacy to support the programme objectives.
• Prototypes are used to test each manufacturing process for verification of
performance parameters, such as tolerances, cost, cycle time, and quality.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 16
 Manufacturing Process, Qualification and
Verification
• Documentation such as production procedures and test requirements are
verified.

• The process begins with the manufacturing plan.

• The process of qualification and verification requires the coordinated efforts

of all members of the design team.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 17
 Design Release and Production Readiness
• One of the major milestones of any design programme is to know the time
when the design of the product is stopped or frozen.

• The final design is released to manufacturing only when it is certified that

the design is “mature” or “production ready”.

• This is an important event for any company constantly involved in new

product development.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 18
 Design Release and Production Readiness
• Many companies have their own guidelines that control the point in time
when the design is released to manufacturing.

• The timing of design release can, however, vary from one company to
another, depending on company’s size and the design’s complexity, technical
risks, and schedule requirements among other factors.

• One shortcoming in this respect arises when a design is released according

to predetermined schedule requirements rather than its technical progress
(i.e., assessment of the design’s maturity).

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 19
 Design Release and Production Readiness
• Setting unrealistic completion dates may be a major cause of this problem.
• This situation may cause the concerned design team to deviate from the
time-tested and standard procedures, thus increasing the probability of
major problems.
• Technical progress and the risks involved with initiating the manufacture of
the product are the two main criteria that should determine the design’s
release date.
• The technical risks involved in the design release allow management to
schedule realistic delivery and design release dates.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 20
List of Reference Textbooks

• Groover, M P, Automation, Production Systems, and Computer

Integrated Manufacturing, Third Edition, Pearson Prentice Hall, Upper
Saddle River.

• Groover, M P and Zimmers, E W Jr, CAD/CAM: Computer-aided Design

and Manufacturing, Prentice-Hall of India Private Ltd.

• Rao, V D and Ray, P K, Product and Process Design for Quality, Economy
and Reliability, New Age.

Prof Pradip Kumar Ray

Department of Industrial and Systems Engineering 21
22
AUTOMATION IN PRODUCTION SYSTEMS AND
MANAGEMENT
Automation in Manufacturing and Production Systems
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR

1
 Automation in Manufacturing and Production
Systems
ü Manufacturing System Components-II

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 2
Manufacturing Methodologies and Technologies
• There are several manufacturing methodologies and technologies that are
used worldwide.
• The common goal of all these methodologies and technologies is to evaluate
and improve manufacturability or producibility of the manufacturing / or
production system.
• How best a design can be manufactured and thus implemented is the major
concern of these technologies and methodologies.
• A few important methodologies and technologies are as follows:

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 3
Manufacturing Methodologies and Technologies
• Electronic commerce (e-commerce) and web purchasing
• Computer-aided design and manufacturing (CAD/CAM)
• Computer-aided process planning (CAPP)
• Ergonomics and human factors
• Material requirements and enterprise resource planning (MRP/ERP)
• Inventory control and just-in-time (JIT)-based manufacturing
• Group technology (GT) and cellular manufacturing system (CMS)
• Automation and robotics
• Supplier partnerships and supply chain management

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 4
 Electronic Commerce and Web Purchasing
• Electronic Commerce (EC) is the paperless exchange of engineering and
business information via computer networks using e-mail, Electronic Funds
Transfer (EFT), and Electronic Data Interchange (EDI).
• Electronic commerce is dramatically changing the procurement process
influencing significantly all suppliers and organizational purchase and supply.
• Internet file transfer of design CAD data (electronic data interchange or EDI)
has already become a part of the printed circuit board (PCB) production
cycle at many companies.
• The factory electronically receives the data and then immediately
manufactures the printed circuit board. Some companies solicit price quotes
and bids from the suppliers.
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 5
 Computer-aided design and manufacturing
(CAD/CAM)
• The computer-aided design (CAD) and computer network environments are
beginning to provide a means of improving communication between
production and design.
• This allows manufacturing to continuously communicate with design and
evaluate design alternatives and design criteria.
• This is especially important when design and manufacturing are located in
different areas.
• Future computer-aided drafting, design, analysis, and manufacturing tools
will enable the electronic transfer of data for rapid development of problem
solutions.
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 6
 Computer-aided Process Planning (CAPP)
• Computer-aided process planning, as it exists today, utilizes either a group
technology approach or a generative approach.
• The group technology approach involves designing a general process plan for
a specific part family or redesigning an existing process plan to include a new
addition to the part family.
• The generative approach utilizes decision logic processing to generate a
unique process plan based on specific product design parameters.
• The full benefits of computer-aided process planning are realized when the
manufacturing’s capability database is comprehensive, accurate and
updated continuously.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 7
 Ergonomics and Human Factors Engineering
• Consideration of ergonomics and human factors for designing and analyzing
workplaces has assumed importance, because most of the workplaces are,
complex in nature, the interfaces between humans, environment, and
machine components are significant, and issues related to safety, comfort,
and convenience of the humans involved at the workplaces have become a
serious concern.
• There are a host of tools and techniques that one may have to apply for
making the design of products, processes and workplaces as a whole an
ergonomic one.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 8
Material Requirements and Enterprise Resource
Planning (MRP/ERP)
• Planning, scheduling, producing, purchasing, and controlling all the parts
and materials used in manufacturing including supplied parts and
components is an extremely complex process.
• Due to the large number of parts and materials used by most companies,
formal planning and control systems are utilized.
• The process is referred to as material requirements planning (MRP) and
enterprise resource planning (ERP).
• It focuses on eliminating all types of wastes in production and manufacturing
activities in terms of lead time, material, storage space, money, unnecessary
processes, and inventories.
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 9
Material Requirements and Enterprise Resource
Planning (MRP/ERP)
• In MRP, the programmed logic evaluates the schedule and decides when
parts will be needed.

• The program utilizes available inventory and offsets the release of orders by
the necessary lead time.

• The enterprise resource planning or ERP expands this information to include

all aspects of the entire enterprise, such as financial, human resources, and
project management.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 10
 Inventory Control and Just in Time (JIT)-based
Manufacturing
• A JIT-based inventory control system minimizes the inventory of parts and
components, work-in-process, and finished products by manufacturing a
product or ordering parts or components only when it is needed.

• As work-in-process inventory levels are reduced, quality problems are

identified and corrected quickly and immediately.

• With reduced inventories between operations, the feedback on quality

problems is instantaneous and results in a production line stoppage.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 11
Group Technology (GT) and Cellular Manufacturing
System (CMS)
• Group technology is a technique in which similar parts are identified,
grouped together, and manufactured in a common production line
environment.
• The purpose of group technology is to capitalize on similarities in
manufacturing and design.
• These parts with common manufacturing characteristics are called part
families.
• There are three general methods of grouping products into families:

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 12
Group Technology (GT) and Cellular Manufacturing
System (CMS)
• Visual inspection: designers and engineers identify the families, but the
method is least sophisticated and expensive method.

• Classification coding systems: this is based on design and production data,

however, this method is the most complicated and time consuming.

• Production flow analysis (PFA): this method uses historical production

information to identify similarities in production flow.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 13
Group Technology (GT) and Cellular Manufacturing
System (CMS)
• After the families are identified, special production lines, called cellular
manufacturing system (CMS), are then developed to produce each family.

• Since the new cellular line treats each member of the family in the same
manner, advantages of both job shop and flow or mass production system
are possible to be achieved in CMS.

• The common production flow provides the basis for automation, quality
improvement, and reduced levels of inventory.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 14
 Automation and Robotics
• Automation is a major method for improving productivity and quality.
• Low labour costs and high repeatability for quality improvement make
automation a major goal for manufacturing.
• Identifying automation opportunities early in product design is important.
Designing a product so that it is easy to automate is difficult, and must be
integrated early in the design process.
• Moreover, automation equipment tends to require long periods of time for
design and development, which are sometimes longer than developing the
product itself.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 15
 Automation and Robotics
• Fixed automation occurs in high-volume products when the automation is
specifically designed for a unique product or manufacturing function.
• This approach is used in industries with products that are not changed very
often.
• These systems are usually hardware oriented, and require considerable cost
and design effort when process changes must be made.
• Robots are a special type of flexible automation that have become a major
and essential component of several manufacturing systems, such as ship-
building, painting booth, precision part manufacturing, welding, and such
other hazardous production environments.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 16
 Supplier Partnerships and Supply Chain
Management
• Suppliers can be recognized as an extension of in-house capability, and as
such be treated as partners.
• Effective and shared communication is essential for an effective partnership
relationship with a supplier, regardless of the location of the supplier.
• Suppliers should be committed to being the “best-in-class”, willing to work in
partnership, and have a working knowledge of statistical quality control.
• The company’s goal is to keep the number of suppliers to a minimum,
though additional suppliers be established for an item to assure sufficient
production capacity, quality conformance, and pricing competition.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 17
List of Reference Textbooks

• Groover, M P, Automation, Production Systems, and Computer

Integrated Manufacturing, Third Edition, Pearson Prentice Hall, Upper
Saddle River.

• Groover, M P and Zimmers, E W Jr, CAD/CAM: Computer-aided Design

and Manufacturing, Prentice-Hall of India Private Ltd.

• Rao, V D and Ray, P K, Product and Process Design for Quality, Economy
and Reliability, New Age.

Prof Pradip Kumar Ray

Department of Industrial and Systems Engineering 18
19
AUTOMATION IN PRODUCTION SYSTEMS AND
MANAGEMENT
Automation in Manufacturing and Production Systems
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR

1
 Automation in Manufacturing and Production
Systems
ü Industry 4.0

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
2
IIT KHARAGPUR
 Present Industrial Scenario
• Marketing Knowledge
• Product development process
• Uncertain Environment
• How to sustain business performance?
• Absence of entrepreneurship skills and aptitude in adverse environment
• Non-compliance with the standards/regulations related to work environment
and safety
• Essentially controlled by globalization phenomenon – focusing on selling of
products and services and surviving in a single market

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 3
 Present Industrial Scenario
• Without having ability to adopt to an absolutely new and demanding social
and economic systems, mainly controlled by ‘globalization’, a company or an
organization in any sector of a national economy may not survive even for
few years.
• Two important aspects any company must look into in this context:
i. Be continually innovative
ii. Adoption to Industry 4.0 trend
• Considering uniqueness, social and mass livelihood relevance of MSMEs in
our country, adoption to Industry 4.0 trend may be considered a must.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 4
 Innovation
“Innovation is defined as the successful application of new ideas resulting from
organizational processes in which different resources are combined. This
combination of various resources is a multi-stage process leading to improved
or new products, services, or processes with which firms seek to differentiate
themselves on the market”. (Mark Dodgson, David M. Gann, and Nelson Phillips,
The Oxford Handbook of Innovation Management, Oxford: Oxford University
Press, 2014)

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 5
 Innovation
• Innovative tools, techniques and approaches have been instrumental
throughout the ages for quantum or radical change in the patterns and
performance of products, processes and systems.

• Innovation is considered one of the key dimensions of performance (others

being efficiency, effectiveness, productivity, quality, quality of work-life and
profitability).

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 6
 Innovation
• Organizations in order to be sustainable in the long-run must be able to
adopt innovative means and procedures in their tasks, operations and
resources.

• In today’s highly competitive industrial environment, dictated by conditions

set by globalization (survival in a single market) companies must adopt
appropriate strategies for innovation.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 7
 Phases of Innovation
• At each of these industrial phases, there could be four sub-phases:

• Prosperity
• Recession
• Depression
• Recovery

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 8
 Phases of Innovation
• These phases are actually indicative of a condition in which an industrial
system must live and survive.

• Different organizations adopt themselves differently with these phases.

• Adoption to Industry 4.0 depends on a number of factors:

• In how many areas, you are innovative or proposing new ideas?

• To what extent you get the management support?
• To what extent you develop your ‘critical mass’ within organization?
• To what extent you collaborate with others?
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 9
 Phases of Innovation
• Existence of a continuous review of the present status and establishment of
improvement mechanism.
• Problem mitigation and prevention procedures.
• Willingness to adopt changes in technologies, materials, design and
manufacturing processes.
• Adoption of line-centered management (there are literally hundreds of new
ideas, creative thinking and innovative mindset among the workmen.

• Are you in a position to utilize fully the potentials of your employees

(learning from Toyota Production System)?

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 10
 Levels of Innovation
• Innovative measures can be adopted at all levels of an organization,
strategic, tactical and operation levels.
• At operation level:
i. Physical resource/asset
ii. Machine tool, operations control, maintenance and service
iii. Autonomation
iv. Yo-i-don
v. Holding devices including jigs and fixtures
vi. Energy savings, utilization
vii. Work environment
viii. Recycling and reuse of waste products
ix. Shift schedules
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 11
 What is Industry 4.0?
• Industry 4.0 is a name for the current trend of automation and data
exchange in manufacturing technologies.

• It includes cyber-physical systems, the Internet of things, cloud

computing and cognitive computing.

• The basic principle of Industry 4.0 is that by connecting machines, work

pieces and systems, businesses are creating intelligent networks along the
entire value chain that can control each other autonomously.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 12
 Components of Industry 4.0
• Use of computer at all levels
• On-line real-time control
• Data storage, retrieval and editing
• Intra- and Inter-departmental/functional relationships
• Interconnectivity
• Group decisions
• Big Data Analytics, Cloud computing
• Internet of Things (IoT) platform
• AI, Machine learning
• Integration
• Automation
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 13
 Impact of Industry 4.0
• Change in services and business models
• Reliability and continuous productivity
• IT security
• Machine safety
• Product lifecycles
• Industry value chain
• Workers' education and skills
• Socio-economic factors

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 14
 Research Project to Adopt Industry 4.0
• The research project will have a methodology for implementation. The
methodology consists of a number of inter-related steps.

• Step-1: Selection of one specific sector following the appropriate selection

norms, scientifically and objectively.
• Step-2: Assessment of the present status vis-à-vis Industry 4.0 requirements.
• Step-3: Selection of appropriate improvement tools, techniques, approaches
with management and financial support.
• Step-4: Implementation of select improvement alternatives with benefit
assessment and prediction (make money and continuous improvement)
• Step-5: Periodic review and benchmarking
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 15
List of Reference Textbooks

• Groover, M P, Automation, Production Systems, and Computer

Integrated Manufacturing, Third Edition, Pearson Prentice Hall, Upper
Saddle River.

• Groover, M P and Zimmers, E W Jr, CAD/CAM: Computer-aided Design

and Manufacturing, Prentice-Hall of India Private Ltd.

• Rao, V D and Ray, P K, Product and Process Design for Quality, Economy
and Reliability, New Age.

Prof Pradip Kumar Ray

Department of Industrial and Systems Engineering 16
17
AUTOMATION IN PRODUCTION SYSTEMS AND
MANAGEMENT
Automation in Manufacturing and Production Systems
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR

1
 Automation in Manufacturing and Production
Systems
ü Principles and Strategies for Process Quality Improvement for
Automation

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 2
 Systems Approach for Quality Problem Solving

• For solving a quality-related problem, a logical and systematic method is to

be followed.
• Solving problems by a systems approach is a must for this.
• The value of this method lies in its ability to define a problem and to arrive
at a solution through a logical process.
• The main objective of this approach is to identify the root cause of any
problem and to take remedial actions to eliminate it.
• The methodology in systems approach is illustrated in Figure 4.5.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 3
 PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 4
 Problem Definition
• The problem and its scope are first outlined.
• The problem is defined to ensure that it is solvable.
• If it is not solvable with available organizational resources, including
knowledge, personnel, financial and political, additional resources need to
be mobilized, otherwise a problem cannot be solved.
• It is also important that a problem be defined to determine whether it is
solvable within the required time period and with available resources.
• A problem might become a major and costly project that may be treated as
tax burden to corporate resources and does not return the initial
investment.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 5
 Identification of Constraints
• At this stage, constraints to solving the problem or implementing solutions
are identified.
• Constraints are factors that need to be anticipated and eliminated as
problems arise.
• Common constraints are cost, time, size, rule, regulations, environment,
permits, and culture.
• With any kind of quality-related decision, cost is always a major constraint.
• Any product or service has to be cost-effective.
• However good a product or service may be, it is only purchased if a
competitive price is offered for it.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 6
 Generation of Solution Alternatives
• The team brainstorms and process possible solutions on the basis of several
ideas, however ‘wild’ they may seem to be initially.
• In a brainstorming session, organized methodically in free space and
congenial environment, persons are not constrained, and are free to offer
unconventional and novel ideas for problems even they may initially be
thought of as unsolvable.
• Sometimes the most bizarre proposal turns out to be the most innovative
solution.
• The design team invariably offers not only one but several competitive
solutions to a problem.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 7
 Selection of Appropriate Solution
• Each proposed solution is evaluated in terms of its ability to overcome the
constraints considered and to achieve corporate objectives depending on
selection criteria.

• Proposals are ranked and quantified based on corporate requirements.

• The solution that is most cost-effective, easiest to implement, generates the

most revenue, or saves the most money is selected.

• If the problem is a defective product or a deficient machine, the selected

solution should address the root cause of the problem.
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 8
 Solution Implementation
• The solution is implemented so that problems do not recur.
• The affected personnel in the area where the problem is located are
primarily responsible for its implementation.
• Most likely, they have a personal interest in its implementation and the
elimination of the problem.
• They may also monitor implementation over time so that the problem does
not recur.
• Schedules are established, and project milestones are identified and tracked.
• Network-based project scheduling approaches, such as CPM (Critical Path
Method) and PERT (Programme Evaluation and Review Technique) are
commonly used for this purpose.
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 9
 Solution Assessment
• The solution is finally monitored for effectiveness, cost, and reliability.

• If the solution does not solve the problem, further corrective action may be
warranted.

• In corrective action, the team goes back to identifying the problem and
repeating the whole cycle, always keeping in mind that the goal is
continuous improvement.

• This forms a feedback loop, so that a solution is optimized and the problem
does not recur.
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 10
 Continuous Improvement
• Continuous improvement in the quality of products manufactured or service
has become a necessary element of an organization’s survival in a global
economy.
• In the past, if a firm had a quality or low-priced product, the firm probably
used to dominate the market.
• There were several reasons for this.
• The number of firms producing the product was limited. There were also
barriers for firms trying to enter the market, such as tariffs, cultural
restrictions, cost, technical knowledge, or management skills.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 11
 Concept of Quality Loop and its Elements
• The American Society for Quality Control (ASQC) has developed quality
standards that are basically a set of guidelines for implementing a quality
management programme for any company.
• This standard refers to the concept of ‘quality loop’, and identifies its
elements from market identification to disposal.
• All these elements may not be relevant for all types of products, particularly
for the so-called ‘consumer’ products.
• However, for all ‘industrial’ products, all the elements of the quality loop are
relevant.
• The elements of the quality loop are shown in Fig. 4.2

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 12
 PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 13
List of Reference Textbooks

• Groover, M P. Automation, Production Systems, and Computer

Integrated Manufacturing, Third Edition, Pearson Prentice Hall, Upper
Saddle River

• Groover, M P. and Zimmers, E W Jr. CAD/CAM: Computer-aided Design

and Manufacturing, Prentice-Hall of India Private Ltd.

• Singh, N. Systems Approach to Computer-integrated Design and

Manufacturing, Wiley

Prof Pradip Kumar Ray

Department of Industrial and Systems Engineering 14
15
AUTOMATION IN PRODUCTION SYSTEMS AND
MANAGEMENT
Automation in Manufacturing and Production Systems
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR

1
Product Development Process and Automation

ü Automated Production System Framework: Control Loop of a

Production System

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 2
 Quality Improvement Principles
• Since the time application of quality control and improvement tools and
techniques in organizations started formally in the beginning of the
twentieth century, the concepts of quality control have evolved into a
comprehensive one, focusing on a few important aspects that have become
highly relevant in product development in recent times.

• These aspects are related to (A) improvement in quality or performance in

products and processes, and (B) systematic implementation of a new design
of a product through continuously controlling process quality.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 3
 Quality Improvement Principles
• A number of fundamental principles that need to be addressed and
implemented in this context are as follows:

i. Everybody in an organization is required to control and improve the

process(es) for which he or she is held responsible, and those closest to a
process should participate in its management.

ii. Natural or random variation in performance is present in all processes.

Engineering design and control methods which fail to take randomness in
measurements into account lead to out-of-specification products and high
production costs.
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 4
 Quality Improvement Principles
iii. All organizations must give top priority to fulfillment of customer
requirements, and in today’s market, customers demand highly reliable
and low-cost quality products. Use of the state-of-the-art ‘hard’ technology
may not result in increased market share for the product.

iv. Before a new and quality product is sold to the customers,

experimentation of product performance under different conditions is a
must, and hence, experimental design is a valid and most sought-after tool
in the process of product development.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 5
 Quality Improvement Principles
v. Use of statistical process control ensures prevention of occurrence of
defects and defectives in processes, and the only way to increase market
share and profits of an organization is by designing quality into all products
and processes.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 6
 Quality Improvement Principles
• To put these principles into practice, management should take initiatives and
provide right kind of leadership.

• The specific actions to be taken by management in this respect should be

effective in meeting the customer expectations of the product.

• A product produced cannot compete in world markets if they do not meet

customer expectations for quality, cost, and performance.

• These expectations cannot be met merely depending on quality control

departments for product and process quality.
PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 7
 Quality Improvement Principles
The main actions required in this regard are as follows:

• Management must reevaluate the way in which they design products and
processes. Radically new and innovative ways of designing and developing a
product becomes the ‘hallmark’ of any progressive management. The
management must be empowered to provide leadership in the quality
improvement effort.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 8
 Quality Improvement Principles
• Processes must be standardized, measured, and evaluated to ascertain their
capability, and they must be stable and under statistical control. Statistically
designed experiment need to be used to determine appropriate process
settings for improved process performance.

• Every employee in an organization should be thoroughly trained to be able

to work in a group. For this, they should be skilled enough to form a team.
This approach ensures a vibrant and effective quality improvement
programme that is focused on designing quality and performance into
products and processes.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 9
 Quality Improvement Principles
• The next set of principles is related to implementation of an improved
product design through continuous quality improvement in processes.

• The following principles in this regard are worth mentioning:

i. Improvement effort should be directed to an existing process in the

beginning, where quality problems are very common. It is also to be seen
that these processes can be controlled by the operators as far as possible.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 10
 Quality Improvement Principles
ii. Characteristics of the processes and the products that are required to be
measured and monitored should be identified. The state of the process
(stable or unstable, in-control or out-of-control) should be known. The
level of process variability should be known, and reducing process
variability should be a top priority for product development team.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 11
 Quality Improvement Principles
iii. Possible causes of process variability should be known and listed. The
uncontrollable risk factors influencing significantly the product quality
should be identified. Experimental design is to be used to known the
impact of critical factors on the levels and variance of quality
characteristics under consideration. Based on the experimental results, the
key process-related factors to be controlled or adjusted should be selected.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 12
 Quality Improvement Principles
iv. A comprehensive plan to implement changes in the process based on the
results of experiments conducted should be prepared. The specific changes
required to be implemented in a process should be informed to the
operators, supervisors, and line managers responsible for the process.

v. The effectiveness of the change made in the process should be known. For
this, the performance of the changed process needs to be monitored. If
there is any adverse impacts or harmful side effects of the changes made,
they should be immediately looked into as soon as they are seen or
reported.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 13
 Quality Improvement Principles
vi. If the process changes produce the desired results, the changes should be
standardized through training and documentation to make sure that the
improvements become a part of the process.
vii. The process performance needs to be reviewed at periodic intervals.
Important issues, such as sustainability of the improvements, new
opportunities for improvement, and effectiveness of experimental design
techniques for new product and process development, should be
considered, and decisions regarding the type of improvement
methodology to be adopted needs to be taken during review of the
improvement plan.

PROF PRADIP KUMAR RAY

DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 14
 PROF PRADIP KUMAR RAY
DEPARTMENT OF INDUSTRIAL AND SYSTEMS ENGINEERING
IIT KHARAGPUR 15
List of Reference Textbooks

• Groover, M P. Automation, Production Systems, and Computer

Integrated Manufacturing, Third Edition, Pearson Prentice Hall, Upper
Saddle River

• Groover, M P. and Zimmers, E W Jr. CAD/CAM: Computer-aided Design

and Manufacturing, Prentice-Hall of India Private Ltd.

• Singh, N. Systems Approach to Computer-integrated Design and

Manufacturing, Wiley

Prof Pradip Kumar Ray

Department of Industrial and Systems Engineering 16
17