COMPUTER AIDED PROCESS

PLANNING
LECTURE # 10
MKS 537E – Intro to CAE
Process planning
Process planning is a preparatory step
before manufacturing, which
determines the sequence of
operations or processes needed to
produce a part or an assembly.
This step is more important in job
shops, where one-of-a-kind products
are made or the same product is made
infrequently.
Process planning
Process planning can be defined as
the systematic determination of the
detailed methods by which
workpieces or parts can be
manufactured economically and
competitively from initial stages (raw
material form) to finished stages
(desired form).
Process planning
Process planning is concerned
with determining the sequence
of individual manufacturing
operations needed to produce a
given part or product.
The route sheet is a listing of the
production operations and
associated machine tools for a
work part or assembly.
Process planning
Process planning
Process planning is the key link for integrating design and
manufacturing. The process plan provides necessary information for
technical and equipment preparation, such as:

Tools Inventory plans

Jigs and fixtures Purchasing plans
Machines Personal requirements
Inspection devices Etc.
Raw material stocks
Production planning activities
Production planning activities divide into two stages:
(1) aggregate planning, which results in the MPS, and
(2) detailed planning, which includes MRP and capacity planning.
Activities in a Production Planning & Control
System
Process planning
Process planning is concerned with selecting methods of production,
tooling, fixtures, and machinery, sequence of operations and assembly.
Process planning and execution chain
The interconnection of the components
in the process planning and execution
chain requires numerous data formats
and communication protocols.
Some of these protocols exist only to
support the traditional view of process
planning and execution
Classification of CAPP
Alternative approaches
Alternative approaches to CAPP have been developed :

Approaches Software
Retrieval type CAPP (variant) system MIPLAN – MITURN – UNIVATION –
CINTURN – CAMS – GLM - MULTICAPP
Generative CAPP system AUTAP – KAPLAN – IKOOP – PART –
TVCAPP – ALPS – CROPS – GFAS – GEOPDE
– GLM – MCOES – RATE - TIPPS
Hybrid CAPP system COMPLAN – RDCAPP – SMT - TAMCAM
Computer Aided Process Planning
Computer-aided process planning (CAPP) is the use of computer
technology to aid in the process planning of a part or product, in
manufacturing.
CAPP is the link between CAD and CAM in that it provides for the
planning of the process to be used in producing a designed part.
Computer Aided Process Planning
Computer Aided Process Planning
(CAPP) can be defined as the
functions which use computers to
assist the work of process
planners.
CAPP a key factor in CAD/CAM
integration because it is the link
between CAD and CAM.
Computer Aided Process Planning
CAD Data
system preparetion
Knowledge

Input CAPP Output

Planning rules
Production
Post
planning &
Processor
scheduling
Retrieval type CAPP (variant) system
The variant approach, which is also called retrieval approach, uses a
group technology (GT) code to select a generic process plan from the
existing master process plans developed for each part family and then
edits to suit the requirement of the part.
Retrieval type CAPP (variant) system
User enters
Part family
part code Part family
search
number matrix file

Standard machine Machine

routing retrieve routing file

Standard operation Operation

retrieve/edit sequence file

Process plan Other application

Process plan
formatter programs
Generative CAPP system
In a generative approach, a process plan for each component is created
from scratch without human intervention. These systems are designed
to automatically synthesize process information to develop a process
plan for a part.
Generative CAPP system

Description Technical Capabilities of

User of part on + machine tools
code Logical decisions available

Process plan
Generative CAPP system
Hybrid CAPP system
A hybrid planner, for example, might use a variant, GT-based approach
to retrieve an existing process plan, and generative techniques for
modifying this plan to suit the new part.
Process plan information flow
Process planning systems
Master Production Schedule
Master Production Scheduling (MPS) is a process in manufacturing to
decide which products to produce and how much quantity is required
to meet the requirement in a given interval of time.

Master Production decides

what products need
manufacturing and what is
the accurate time to
manufacture that product.
Master Production Schedule
The master production schedule is a list of :
• Types of end product manufactured
• Number of each product produced
• The time when the products would be ready for shipment.
Input of Master Production Schedule
Methodologies for Master Production
Scheduling
• Make to Stock Environments : In this specialized kind of scenario, a
minimal quantity of items is assembled to form a more significant
number of components.
• Make-to-Order or Build-to-Order Environments : In this case, various
finishing goods are made from a minimal quantity of raw materials.
One of the great examples of this case is the manufacturing process
of automobile vehicles.
• Assemble-to-Order Environments : utilize raw materials for the
effective production of subassemblies and the essential components.
Sample : process planning
Quality Function Deployment
Quality Function Deployment (QFD)
Quality Function Deployment (QFD) is a methodology for quality
planning and quality assurance. It supports a systematic customer
orientation of product and process planning.
QFD is one of the most important methods to satisfy the customers
and to transform customers’ requirements into design aims.
The process of quality function deployment (QFD) is described in ISO
16355-1:2015.
A brief history
Quality function deployment (QFD) is a method developed by Yoji Akao
in 1966.
Shigeru Mizuno and Yoji Akao developed QFD technique in Japan in the
late 1960s.
The technique was first applied at Mitsubishi’s Kobe shipyard site in
1972 and introduced to the USA in 1983.
Quality Function Deployment (QFD)
Akao (1990) defined QFD as “a method and
technique used for developing a design quality
aimed at satisfying the consumer and then
translating the consumer's requirements into
design requirements and major quality assurance
points to be used throughout the production
stage”.

Yoji Akao
(1928 – 2016)
Akao, Yoji (2004). Quality Function Deployment: Integrating Customer
Requirements Into Product Design. Productivity Press.
Quality Function Deployment (QFD)
The QFD methodology
is a four-step
procedure.
Similar to FMEA, QFD
also assists with the
integration of the main
activities in the
product creation
process.
Quality Function Deployment (QFD)
The QFD process involves four stages:
(1) product planning: House of Quality,
(2) product design: parts deployment,
(3) process planning,
(4) process control.
House of Quality
The main working chart of QFD is the
so-called “House of Quality”. It is the
basic design tool of quality function
deployment.
House of Quality (HOQ) was named
by Hauser and Clausing (1988).
The house of quality appeared in
1972 in the design of an oil tanker
by Mitsubishi Heavy Industries.

J. R. Hauser, D. P. Clausing. “The House of Quality“,

Harvard Business Review, (1998) 1-13.
House of Quality
It identifies and classifies customer desires
(What's), identifies the importance of those
desires, identifies engineering characteristics
which may be relevant to those desires
(How's), correlates the two, allows for
verification of those correlations, and then
assigns objectives and priorities for the
system requirements.
Main steps
Step 1. Identify customers’ needs and wants (WHATs),
Step 2. Determine the relative importance ratings of customer needs,
Step 3. Generate design requirement (HOWs),
Step 4. Identify competitors, rivals and conduct customer competitive
analysis,
Step 5. Determine the relationships between HOWs and WHATs,
Step 6. Determine relative importance of HOWs vs WHATs,
Step 7. Determine design targets.
Voice of the Customer
Voice of the Customer (VOC) QFD starts with the
establishment of objectives, which represent the
answer to “What?”;
what is desired in order to reach the new
service’s development?
These objectives derive from clients’
requirements and are called the “Voice of the
Customer”.
Design requirements
After completing the client’s requirements list
(What?), comes the definition of “How”. The
“how” are the design requirements of the
service.;
It is necessary to define how each client’s
requirement will be satisfied by the service.
These are measurable features that can be
evaluated at the end of the development
process.
Relation matrix
Relations between the client and design
requirements are not always 1:1, there are
complex relationships and varying levels of
strength.
A single design requirement may have an
influence on several of the client’s requirements.
Matrix shows the relationships between “What”
and “How”; defined by three strength levels:
weak relation, medium relation and strong
relation.
Benchmarking
The QFD technique allows for a competitor
assessment with Benchmarking.
The competitor’s services are compared to the
company’s services. Benchmarking is carried out
for “What” and “How”.
In the technical competitor comparison (“How”s),
the design requirement fulfillment will be
compared.
Importance level
The importance level states the relative
significance of each client (“What”) and design
requirement (“How”) to achieve the desired goal.
“What”-s relative significance is established
through an evaluation by the customer.
The relative scale used (1-5 or 1-10) should be set
up so that customer importance is seen as more
significant the larger the number is.
Correlation matrix
The correlation matrix is a triangular table.
“How” is integrated by establishing the
correlation between all of the elements. The
matrix describes the strength of the relationships
between the design requirements.
The aim is to identify which requirements
support each other and which ones do not.
Example : QFD
Quality Function Deployment (QFD)
Production Planning & Control
Production Planning & Control
Production planning and control is a predetermined process that plans,
manages and controls the allocation of human resource, raw material,
and machinery to achieve maximum efficiency.
The key purposes of such functions include to reduce Work in Progress
(WIP), minimize Shop Floor Throughput Times (SFTT) and lead times,
lower stockholding costs, improve responsiveness to changes in
demand, and improve Delivery Date (DD) adherence.
General flow of planning and control activities
Essential elements
Routing :determines the path from which the raw materials flow within
the factory. Once, the sequence is followed, raw materials are
transformed into finished goods.
Scheduling : is the second step that emphasizes on “When” the
operation will be completed. It aims to make the most of the time
given for completion of the operation.
Dispatching: The third step ensures that operations are done
successfully and everything is loaded on the software.
Follow-up : (expediting) is the final step that finds faults or defects,
bottlenecks and loopholes in the entire production process.
Elements of production planning & control
Production planning & control

Production planning Production control

Planning Dispatching
Routing Following up
Scheduling Inspection
Loading Corrective
MRP
PRODUCTION PLANNING & CONTROL
Material Requirements Planning
MRP is a computer-based inventory management system designed to
improve productivity for businesses.
MRP is computational technique that converts master schedule for end
products into a detalied schedule for the raw materials and
components used in the end products.
Material Requirements Planning
(MRP)is a methodology and
system used to plan and
manage manufacturing
operations.
The BOM for products
released to manufacturing is
a key part of the MRP
system's database.
A brief history
1950s : MRP was computerized by
the aero engine makers Rolls Royce
and General Electric but not
commercialized by them.
1964 : It was developed by Joseph
Orlicky. The first company to use
MRP was Black & Decker. Joseph Orlicky
1975 : Material Requirements
Planning book publihed
Material Requirements Planning
Main features
• A master production schedule: A statement of the planning including
orders, forecasts and capacity.
• Bill of materials (BOM): All the materials and components required to
make the final product.
• Inventory status file: Stock records that allow gross requirements to
be adjusted to net requirements
Closed loop MRP
The Level of an Item
To form a useful bill of material matrix it is convenient to order the
items by levels. The level of an item is the maximum number of stages
of assembly required to get the item into an end product.
An Outline of the MRP Process
Starting with end items the MRP process goes through the following
steps
STEP 1. Establish gross requirements.
STEP 2. Determine net requirements by subtracting scheduled receipts
and on hand inventory from the gross requirements
STEP 3. Time phase the net requirements.
STEP 4. Determined the planned order releases
Standard MRP table
Table 2 where the lead-time is two weeks. Here the planned releases
were obtained by solving a Wagner-Whitin problem with time-varying
demand. More often, however, MRP will plan releases in a lot-by-lot
fashion.
Computing Direct and Indirect Requirements
Let 𝐵!" denote the number of units of item 𝑗 required to make directly
one unit of item 𝑖, and let 𝑅!" denote the total number of units of item
𝑗, direct or indirect, required to produce one unit of item 𝑖.
Clearly 𝑅!! = 1, while for 𝑗 ≠ 𝑖 we have

𝑅!" = ( 𝐵!# 𝑅#"

#
In matrix form :
𝑅 = 𝐼 + 𝐵𝑅
𝐼 − 𝐵 𝑅 = 𝐼 and R = (𝐼 − 𝐵)$%
Computing Direct and Indirect Requirements

Thus, we need a total of 21 units of item G to manufacture one unit of

item 2.
Computing Direct and Indirect Requirements
Let 𝑑 be a row vector of item requirements, then 𝑑𝐵 and 𝑑𝑅 represent
respectively, the direct and total derived demand.
Suppose that you require 120 units of product 1 and 100 units of
product 2. What is the direct and total demand for the subassemblies?
We can form a row vector
𝑑 = 120 100 0 0 0 0 0 0 0
𝑑𝐵 = 0 0 240 100 100 120 300 0 0
𝑑𝑅 = 120 100 240 100 540 1300 840 1780 3900
Bill of Materials File
Bill of materials (BOM) is a structured list identifying all materials and
components required to construct a product, as well as the instructions
for procuring and using the materials.
The bill of materials (BOM) file contains the complete product
description, listing not only the materials, parts, and components but
also the sequences in which the product is created.
The BOM file is often referred to as the product structure or product
tree file because it shows how a product is put together.
Key Elements
• BOM level
• Part number
• Part name
• Phase
• Description
• Quantity
• Unit measure
• Procurement type
• Reference designator
• BOM Notes
BOM Structure
BOMs may be structured in one of the following two ways:
• Single-level bill of materials : In a single-level BOM, each part that
will make up the product or asset is shown once, along with the
quantity needed. It’s similar to a shopping list.
• Multi-level Bill of Materials : In contrast to the single-level bill of
materials, a multi-level BOM shows the relationship (sometimes
called parent-child) between components, sub-assemblies and
assemblies.
Types of Bill of Materials
• Engineering Bill of Materials (EBOM)
• Sales Bill of Materials (SBOM)
• Manufacturing Bill of Materials (MBOM)
• Configurable Bill of Materials
• Production Bill of Materials
• Assembly Bill of Materials
• Template Bill of Materials
7 Steps
• Determine what data to include. For instance, will the BOM include
consumables, like glue or wire?
• Centralize control of the BOM. In many organizations, different
departments or functions use different information systems.
• Determine who will be able to change the BOM. To minimize the risk of
mistakes, the number of editors should be limited.
• Decide how to track revisions to the BOM. Many BOMs are revised on a
continuous basis.
• Choose the BOM presentation, such as single- or multi-level, that makes
sense for the product.
• Begin listing the materials, components and parts that will make up the
product.
• Continue to add to and refine the list, tracking all changes.
Sample : Chair
In order to show the make-up (in terms of the parts needed for
production) we have a Bill of Materials (BOM) for the end-product
(namely the chair).

Chair

Seat (1) Back (1) Legs (4)

Sample : Chair
The BOM is best thought of as being divided into levels, with the final
item (the chair) being at the top level and the items needed to make up
a chair being at the second level.
Inventory record file
Inventory record file (item master file)–includes:
• Item master data – part number, order quantities, lead times.
• Inventory status – time-phased record of inventory status.
• Subsidiary data – purchase orders, engineering changes.
Product structure
MRPII
PRODUCTION PLANNING & CONTROL
Manufacturing Resources Planning
Manufacturing Resource Planning (MRP II) is an integrated information
system used by businesses.
Manufacturing Resource Planning (MRP II) evolved from early Materials
Requirement Planning (MRP) systems by including the integration of
additional data, such as employee and financial needs.
MRP II is a computer-based system that can create detailed production
schedules using real-time data to coordinate the arrival of component
materials with machine and labor availability.
Manufacturing Resources Planning
MRP II can be considered to consist of three major modules:
(1) material requirements planning (MRP)
(2) capacity planning : interacts with the MRP module to ensure that
the schedules created by MRP are feasible.
(3) shop floor control : performs the feedback control function using its
factory data collection system to implement the three phases of
order release, order scheduling, and order progress.
Main features
• machine capacity scheduling
• demand forecasting
• quality assurance
• general accounting
Manufacturing Resources Planning
Characteristic basic modules
ØMaster production schedule (MPS)
ØItem master data (technical data)
ØBill of materials (BOM) (technical data)
ØProduction resources data (manufacturing technical data)
ØInventories and orders (inventory control)
ØPurchasing management
ØMaterial requirements planning (MRP)
ØShop floor control (SFC)
ØCapacity planning or capacity requirements planning (CRP)
ØStandard costing (cost control)
ØCost reporting / management (cost control)
A typical MRP II system
Framework of a MRP II system

W.H. Ip, K.W.Kam, An Education and Training Model for

Manufacturing Resources Planning, Int. J. Engng Ed. Vol.
14, No. 4, p. 248-256, 1998
Softwares
ERP
PRODUCTION PLANNING & CONTROL
What is ERP
ERP integrates the information across functions, and provides a set of
tools for planning and monitoring the various functions and processes
and ensuring progress towards a common purpose.
ERP helps business managers to implement ERP in business activities
such as
• inventory control,
• order tracking,
• customer service,
• finance
• human resources
Enterprise resource planning
The term Enterprise resource planning (ERP) was coined in the early
1990s by the Gartner Group (Wylie, 1990). Their definition of ERP
included criteria for evaluating the extent that software was actually
integrated both across and within the various functional.
Enterprise resource planning
Enterprise resource planning is an
extension of MRP II that includes all of
the functions of the organization,
including those unrelated to
manufacturing.
The final concept resulting from this
trend in the 1990s was enterprise
resource planning.
Evolution of ERP Systems
Modules
Modules can be classified into four main groups:
• Production and materials management : MRPII, master production
scheduling, process planning, ...
• Sales and marketing : order input, customer service, delivery,
invoicing, product returns.
• Finance and accounting : budgeting, cost control, asset management,
accounts payable.
• Human resources: payroll, benefits, training, job descriptions,
employee personal data.
Vendors of ERP
Work in Process
Work in Process
Work in Process (WIP) is a form of waste in terms of handling costs and
holding costs, however, WIP is unavoidable due to uncertainty on the
production floor but it had to be minimised and visible.
Work in Process
Work in Process (WIP), in some cases also referred to as work in
progress, refers to inventory which has entered the manufacturing
process, is no longer part of the inventory of raw materials, but is not
yet a complete product.
 Work in Process
The WIP transportation
relates to the
straightforward distance
travelled for the WIP
movement in the plant
layout.

H.W.Tan, K.R.Jamaludin, H.S. Hamzah. Work-in-

Progress Inventory Control Case Study in Lean
Management, Int. J. of Engineering & Technology,
7 (3.4) (2018) 181-187
Lean Manufacturing
Lean manufacturing
Lean production was coined by researchers in the International Motor
Vehicle Program at the MIT to describe the way in which production
operations were organized at the Toyota Motor Campany during the
1980s.
Lean manufacturing is a production process based on an ideology of
maximising productivity while simultaneously minimising waste within
a manufacturing operation.
Lean manufacturing
Lean principles within a supply chain
are the process of reviewing all aspects
of manufacturing and removing
anything not needed.
In most situations, items removed are
those that are deemed to have no
positive impact in manufacturing.
Principles
The five lean manufacturing principles are:
• Value identification
• Value Stream identification throughout the supply chain
• Flow-make the value flow
• Pull-Let the customer pull value
• Perfection-Strive for Perfection
5S
• Seiri – means sorting out or
straighten up.
• Seiton – means put things in order
or systematic arrangement.
• Seiso – means clear up or clean the
workplace.
• Seiketsu – means personal
cleanliness or standardize.
• Shitsuke – means discipline or
sustain.
Lean Manufacturing Tools
• Lean 5S
• 7 waste of Lean Manufacturing
• Value Stream Mapping-VSM
• KAIZEN
• POKA-YOKE
• Total Quality Management-TQM
• Total Preventive Maintenance-TPM
• Six Sigma-DMAIC
• Single Minute Exchange of Die-SMED
• Just In Time-JIT
• Continuous Improvement/PDCA
• Cellular Manufacturing
Lean Principles
1. Value : must be specified for the product
from the customer’s point of view.
2. Value Stream : Identify the value stream for
each product from the supplier to the end
customer.
3. Flow : Make value Flow without
interruption along the value stream.
4. Pull : An organization must establish
a Pull and let the customer Pull value from the
supplier/producer.
5. Perfection : An organization must strive
for Perfection.
Agile Manufacturing
Agile Manufacturing
Agile Manufacturing is primarily a business concept. Its aim is quite
simple-to put our enterprises way out in front of our primary
competitors.
The term “Agile Manufacturing” appeared at the beginning of the
1990s.
Agile Manufacturing can be considered as a structure with in which
every company can develop its own business strategies and products.
Agile Manufacturing
Agile manufacturing can be defined as
(1) an enterprise-level strategy of introducing new products into rapidly
changing markets
(2) an organization possessing the ability to thrive in a competitive
environment characterized by continuous and sometimes
unforeseen change.
Agile Manufacturing Structure
Strategies

Agile
Manufac-
Technology Systems
turing
system

People
Agile Manufacturing
Manufacturing companies that are agile tend to exhibit the following
four principles or characteristics of agility
• Organize to master change.
• Leverage the impact of people and information.
• Cooperate to enhance competitiveness.
• Enrich the customer.
Agility
Agility is the ability to grow and
succeed in an environment of
constant and unpredictable
changes.
Agility is the driving force behind
the success of Next Generation
Manufacturing System.
The agility may be defined as the
ability of an enterprise to rapidly
respond to change in market and
customers’ demands.
Evolution of Agile Manufacturing
Concept and enablers of agile manufacturing
A framework for the development of agile
manufacturing systems
Just in Time
Just-in-Time
The Just-in-Time (JIT) movement started in Japan (primarIily Toyota
Motor Company) in the mod-1970s. JIT being initially known as the
"Toyota Production System". JIT system was developed by Taiichi Ohno
and his several associates.
Muda (waste)
Taiichi Ohno’s seven forms of waste
• Production of defective parts
• Production of more parts than
needed
• Excessive inventories
• Unnecessary processing steps
• Unnecessary movement of people
• Unnecessary handling of materials
• Workers waiting
Taiichi Ohno’s structure of the Toyota production system
The evolution of Toyota Production System
Just-in-Time
Just-in-time and MRP are two different systems for controlling
production :
MRP is often called a "push" system
JIT is “pull” system
Just-in-Time
Value added, Kaizen, Six sigma, Quality at the
Source, Problem Solving Tools, Planning Tools

Kanban
Empowerment
Management TQM Poka Yoke
Pull
support Training
VHI
Quality circles
JIT TPM
Work teams PI Manufacturing SMED
Job rotation Techniques
5S
Job enlargement
Jidoka
Job enrichment
Group Technology
Profit sharing
manufacuting cell
J-I-T Objectives
Ø Reduce cost by eliminating waste
Ø Make it easier to achieve & assure
quality
Ø Attempt to create work sites that
respond quickly to change
Ø Organize work sites to emphasize
human resource
Japanese View of Productivity
Reduce cost by eliminating waste —any element of production that
does not add value to the final product.

Waste is found in:

• Overproduction
• Inventory
• Conveyance
• Defects & correction
• Waiting
• Processing
Japanese terms associated with JIT
Trouble lights which immediately signal to the production line that
Andon there is a problem to be resolved
Autonomation - enabling machines to be autonomous and able to
Jikoda automatically detect defects
Muda Waste
Mura Unevenness
Muri Excess
Poka- ”Foolproof" machines and methods so as to prevent production
yoke mistakes
A workforce flexible enough to cope with changes in production
Shojinka and using different machines
Soikufu Thinking creatively, having inventive ideas
JIT Approach
Five zeros
The principles is envisaged in Waldner Zero stock
refer to as the five zeros attitude namely:
Zero lead time

Zero defects

Zero breakdowns

Zero paperwork

J-B. Waldner, CIM: Principles of Computer-Integrated

Manufacturing, Wiley Publ. 1992.
Kanban
Kanban
One famous pull system is the Kanban system used by Toyota, the
Japanese automobile company.
Kanban (pronounced kahn-bahn) is a Japanese word meaning card. The
Kanban system of production control is based on the use of cards to
authorize production and work flow in the plant.
Kanban
There are two types of kanbans:
A production kanban : authorizes production of a batch of parts. The
parts are placed in a container, so the batch must consist of just
enough parts to fill the container. Production of additional parts is not
permitted.
Transport Kanban : authorizes movement of the container of parts to
the next station in the sequence.
Kanban types
A withdrawal kanban - which Production kanban : release order
details the items which should be to preceding process to build
withdrawn from the preceding specified number of parts.
step in the process
Number of Kanban Cards

There is a relatively simple formula that one can use to determine the
suggested number of cards in the system. The formula is:
𝐷𝑇 (1 − 𝑥)
𝑦=
𝐶
where
𝐷 : the demand per unit of time
𝑇 : lead time to replace container
𝑥 : safety factor
𝐶 : the container size
Kanban Point of Use Inventory System
Tooling to Kanban card
Machines to
Collction tray

Cards are
Replenishment collected &
product
scanned to
Receipt ticket
re-order
New order card
Material flow & building of schedule in a pull
system
Operation of a Kanban system
Station 𝑖 + 1 removes next P-kanban from dispatching rack. This P-
kanban authorizes it to process a container of part 𝑏.
A material handling worker removes the T-kanban from incoming
container of part 𝑏 and takes it back to station 𝑖.
Operation of a Kanban system
At station 𝑖 , the material handling worker finds the container of part 𝑏,
removes the P-kanban and replaces it with an T-kanban. He then puts
P-kanban in the dispatching rack at station 𝑖.
Operation of a Kanban system
The container of part 𝑏 that was at station 𝑖 is moved to station 𝑖 + 1 as
authorized by the T-kanban. The P-kanban for part 𝑏 at station 𝑖
authorizes station 𝑖 to process a new container of part 𝑏, but it must
wait its turn in the dispatching rack. Scheduling work at each station is
determined by the order of P-kanbans.
Sample Kanban cards
Concurrent Engineering
Concurrent engineering
Concurrent engineering is a systematic approach to the integrated
design of products, by a product team and their manufacturing and
customer-support process.
Definition
Concurrent engineering is a systematic approach to the integrated,
concurrent design of products and their related processes, including
manufacture and support.

This approach is intended to cause

the developers to consider from
the outset all elements of the
product life cycle from conception
through disposal, including quality,
cost, schedule, and user
requirements.
Sequential design
Each department has its own responsibility when the task designated
to that department is complete, the results are thrown over the wall to
the next department.

Marketing Design Manufacturing Production

Customer
person Engineer Engineer person
Concurrent (=Parallel = Sequential)
Engineering
This over the wall approach to engineering has been common practice
until quite recently.
The trend, is to adopt a concurrent engineering strategy to design and
development where product idea are realized by a team made up of
members of many departments.

Design team
 Sequential vs. Concurrent Product
Development
Activity A
Sequential

Activity B
Activity C

Time to market
Concurrent

Competitive
Advantage!
What is Concurrent Engineering
Concurrent engineering is a method of designing and developing
products, in which the different stages run simultaneously, rather than
consecutively.
It decreases product
development time
and also the time to
market, leading to
improved productivity
and reduced costs.
Benefits of concurrent engineering
Competitive Advantage- reduction in time to market means that
businesses gain an edge over their competitors.

Enhanced Productivity- earlier discoveries of design problems means

potential issues can be corrected soon, rather than at a later stage in
the development process.

Decrease Design and Development Time- make products which

match their customer’s needs, in less time and at a reduced cost
Concept of Concurrent Engineering
Concurrent engineering is a
structured and controlled way
of managing product or service
development with respect to
integrating resources and
calendar time, sharing common
goals and accurate information
throughout.
Concurrent Engineering
It evolved during the late 1980’s and in 1992 an article in Machine
Design illustrated it with this simple diagram.

D. E. Reinertsen, “The Mythology of Speed”,

Machine Design, 26th March 1992
Concurrent Engineering

It is greatly facilitated by the use of CAE. For maximum productivity a

concurrent, parallel or simultaneous engineering approach should be
adopted.
designer
This approach requires that the
design process, and hence the
design team. marketing
person

process
engineer

manufacturing
engineer
Concurrent Engineering
• Simultaneous decision making by design teams
• Integrates product design & process planning
• Details of design more decentralized
• Needs careful scheduling - tasks done in parallel
Concurrent Engineering
The Concurrent Engineering approach has the 3-D digital geometric
database as the central hub for use in all aspects of the design process
Flow chart of the concurrent engineering
process
Model of CE in the realization of a product
Normative concurrent design engineering and
analysis process
Reduce lead time
Concentric Wheel Model of CE
It states and classifies constituent
parts of CE and is divided into three
subsections; computer and other
technology support, engineering
process initiatives and formal
methods.
This model is useful from an
illustrative point of view as it includes
most of the concepts of CE and
classifies them in a clear way.
Collobartive product
development
Collaborative Product Development
Collaborative Product
Development helps individual
users and companies manage,
share and view your CAD projects
without the cost and complexity of
purchasing an entire Product
Lifecycle Management (PLM) or
Product Data Management (PDM)
solution.
Collaborative Product Development
In collaborative product development, different participants and
different enterprise information systems are involved in the product
lifecycle.

Collaborative product
development (CPD) has
emerged as a new way of
business, increasing efficiency
and effectiveness in product
development.
Definition
The theoretical concept of collaborative product development (CPD)
first started to appear in 1994.

When two or more companies decide to collaborate in product

development as mutual partners, and that it differs from the
concept of outsourcing by the level of partnership, as collaborative
companies are linked in the process of delivering the final solution
to the intended customer or the user.

Product Development Management Association (1996)

Collaborative Product Development
CPD is ‘any activity where two (or more) partners contribute differential
resources and know how to agree complementary aims in order to
design and develop a new or improved product’.
Collaborative Product Development
The main factors affecting the outcome of collaborative product
development were identified as:
• Frequent consultation between partners
• The relationship perceived as important by all parties involved
• Existence of a ‘collaboration champion’
• Benefits perceived as evenly distributed
• Collaborating partners contributing as expected
• Substantial degree of trust between collaborating partners
 CPD framework

G. Büyüközkan, J.Arsenyan (2012)

Collaborative product development: a
literature overview, Production Planning &
Control, 23:1, 47-66,
Collaborative Product Development
Environment
Collaborative product development requires the integration of a broad
range of tools across a variety of platforms. The important activities like
design, virtual assembly planning, cost estimation, factory simulation,
scheduling, quality assurance, risk analysis, etc are carried out using
different software tools.
Collaborative Product Development
Environment
The data transfer from various applications is achieved through the use
of CORBA (Common Object Request Broker Architecture) or
COM/DCOM.
Collaboration - Geographically Distributed
Teams

Company A Company B

Enterprise data Transparent

& information global network

Company A Company B
CPD
PLM tools are used for product data
management during its lifecycle
and for organizing, controlling and
accessing related information. PLM
predecessor, known as PDM
(Product Data Management), are
limited to store CAD/CAM files, text
files and other document formats.
Internal Collaboration
Internal collaboration can be referred to as the interaction between
individuals and functions within an organisation, e.g., the collaboration
between design, manufacturing, and sales.
Internal Collaboration
Communication. Boundary people who transfer information between groups
and organisations.
Expertise, senior management support and champions. The right expertise
from functional areas and supporting senior management.
Team leadership. Leadership has the purpose of balancing expertise and
creativity for the good of the team, being an enabler and empowering the
team to make decisions.
Team behaviour. Team behaviour includes cooperation, commitment,
ownership and respect.
Resources. The purview of the management and methods or strategies for
handling conflicts.
External Collaboration
Information technology has made it possible to collaborate over great
distances (e.g., virtual teams). Virtual teams differ from cross-
functional team in terms of the distance between the members of the
team (geographically dispersed) and comprise members from different
functions, organisations, and cultures.
Geographic distance usually has a negative impact on product
development efforts.
Critical success factors framework for CPD
Collaboration
Conventional Collaboration Virtual Collaboration
Communication face-to-face discussion, memos, Zoom, skype,
telephone, whiteboard, bulletin fax, telephone, mail
board, wall charts, etc email, discussion groups,
shared whiteboard,
videoconferencing
Collaboration meetings, co-located workgroup application sharing, shared
network workspace (files
in shared directories)
Knowledge notebooks, binders, printed Product data management
management reports, photocopies, drawings, system, document
forms, data files management system,
distributed databases
Synchronous collaborative CAD solution
Abrrivations
CAPP Computer Aided Process PDM Product data management
Planning PLM Product Lifecycle Management
CARE Computer-aided reverse PPC Production Planning and Control
engineering
QFD Quality Function Deployment
CPD Collaborative Product
TQM Total Quality Management
Development
VOC Voice of the Customer
CORBA Common Object Request Broker
Architecture VSM Value stream mapping
DPD Dynamic product development WIP Work in Process
HQQ House of Quality
IPD Integrated product development
MPS Master Production Schedule