Manufacture

Manufacturing Process
(casting & deformation)
Machining & Joining
Products
Car Components
Processing step
Colaboration
Land Transportation
Water Transportation
Final Assembly
 The Realities of Modern
Manufacturing
 Globalization - Once underdeveloped countries (e.g.,
China, India, Mexico) are becoming major players in
manufacturing
 International outsourcing - Parts and products once made
in the United States by American companies are now
being made offshore (overseas) or near-shore (in Mexico
and Central America)
 Local outsourcing - Use of suppliers within the U.S. to
provide parts and services
 More Realities of Modern
Manufacturing
 Contract manufacturing - Companies that specialize in
manufacturing entire products, not just parts, under
contract to other companies
 Trend toward the service sector in the U.S. economy
 Quality expectations - Customers, both consumer and
corporate, demand products of the highest quality
 Need for operational efficiency - U.S. manufacturers must
be efficient in in their operations to overcome the labor
cost advantage of international competitors
 Modern Manufacturing Approaches
and Technologies
 Automation - automated equipment instead of labor
 Material handling technologies - because
manufacturing usually involves a sequence of activities
 Manufacturing systems - integration and coordination
of multiple automated or manual workstations
 Flexible manufacturing - to compete in the low-
volume/high-mix product categories
 Quality programs - to achieve the high quality expected
by today's customers
 CIM - to integrate design, production, and logistics
 Lean production - more work with fewer resources
Map of Manufacture
 Production System Defined

A collection of people, equipment, and procedures

organized to accomplish the manufacturing
operations of a company
Two categories:
 Facilities – the factory and equipment in the facility
and the way the facility is organized (plant layout)
 Manufacturing support systems – the set of
procedures used by a company to manage
production and to solve technical and logistics
problems in ordering materials, moving work through
the factory, and ensuring that products meet quality
standards
 The Production System

Fig. 1.1
 Production System Facilities

Facilities include the factory, production machines and

tooling, material handling equipment, inspection
equipment, and computer systems that control the
manufacturing operations
 Plant layout – the way the equipment is physically
arranged in the factory
 Manufacturing systems – logical groupings of
equipment and workers in the factory
 Production line
 Stand-alone workstation and worker
 Manufacturing Systems
Three categories in terms of the human participation in
the processes performed by the manufacturing system:
1. Manual work systems - a worker performing one or
more tasks without the aid of powered tools, but
sometimes using hand tools
2. Worker-machine systems - a worker operating
powered equipment
3. Automated systems - a process performed by a
machine without direct participation of a human
 Manual Work System

Fig. 1.2 (a)

 Worker-Machine System

Fig. 1.2 (b)

 Automated System

Fig. 1.2. (c)

 Manufacturing Support Systems
Involves a cycle of information-processing activities that
consists of four functions:
1. Business functions - sales and marketing, order entry,
cost accounting, customer billing
2. Product design - research and development, design
engineering, prototype shop
3. Manufacturing planning - process planning, production
planning, MRP, capacity planning
4. Manufacturing control - shop floor control, inventory
control, quality control
 Information Processing Cycle in
Manufacturing Support Systems
Fig. 1.3
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
 Manufacturing Defined -
Technological Definition
Fig. 2.1.a
 Manufacturing Defined -
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
 Manufacturing Defined -
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
 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

 Shaping operations
1. Solidification processes
2. Particulate processing
3. Deformation processes
4. Material removal processes
 Property-enhancing operations (heat treatments)
 Surface processing operations
 Cleaning and surface treatments
 Coating and thin-film deposition
 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
 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
Fig. 2.5
 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
 Plant layouts:
 Fixed position
 Process layout
 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)

 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
 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
P
 Total number of product units = Qf = Q j
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
 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
 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
2. Auxiliary activities - support the value-adding activities but
do not contribute value to the product
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
 Worker involvement
 Continuous improvement
 Reduced setup times
 Stop the process when something is wrong
 Error prevention
 Total productive maintenance