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Computer Aided Process Planning

Need:
 To overcome the hurdles faced in traditional
process plan
1. Retirement of planners
2. Time consumption
3. Understandability
Scope :
 A direct link between CAD CAM
 Better utilization
Benefits:

 Process rationalization and standardization

 Increased productivity of process planners

 Reduced lead time for process planning

 Improved legibility

 Incorporation of other application program


CAPP Approach:

 Retrieval CAPP system

 Generative CAPP system


Retrieval CAPP:
Altering the existing plan (retrieved) from the
part family
Generative CAPP:
Creates the process plan (logical steps in
traditional plan)
Retrieval CAPP system:
Principle involved:
 Group Technology
 Parts classification and coding
Preparatory Phase
1. Selecting coding scheme for the enterprise
2. Forming part family for the part
3. Preparing standard process plans for the part
family
New Part Design

Derive GT Code number


for part

Search part family file for Select coding system and


GT code number Part family file form part families

Retrieve standard Standard process plan Prepare standard process


process plan file plan for part families

Edit existing plan or


write new plan

Process plan formatter Other application


program

Process Plan (route


sheet)
Generative CAPP system
Problem definition:
 Part of field of expert system
 Branch of artificial intelligence
Expert system
1. Technical knowledge base (Manufacturing and
logical )
2. Computer-compatible description of part to produce
1. Geometric model (CAD )
2. GT code number
3. Applying knowledge base (inference engine)
Production Planning and Control
Problem definition:
 Logistics problem in manufacturing
 What, How and When (raw material, parts and
resources)
System
1. Uses computer to handle enormous data in production
schedule

Planning PPC
Control
Production Planning
Problem definition:
1. Deciding which products ?
How many of each required?
When they should be completed?

2. Scheduling the delivery.


Production of parts and products.

3. Planning the manpower and equipment

Production Control:
1. Monitoring the flow of resources

2. Controlling production and inventory


Production Planning
Activities:
1. Aggregate Production Planning
 Production planning in the firm
 Product design, Production, marketing and sales
2. Master Production Planning
 Feed by Aggregate plan
 Quantity to be produced
3. Materials requirement Planning
 Implemented by computer (MPS to detailed schedule of raw
material and parts)
4. Capacity Planning
 Labor
 Equipment Resources
Production Control:
Activities:
1. Shop Floor Control
 Progress and status of production order to production plan
2. Inventory Control
 Managing the firm inventory
 Implementing Economic Order Quantity
3. Manufacturing Resource planning (MRP-II)
 Integrates (MRP and CP) and (SFC with other functions)
4. Just-in -time production system
 Maintaining Discipline while delivering parts within work cell
 Reduces inventory and wastes
Sales and
Marketing

Aggregate
Product Design
Production
Planning
Aggregate
Planning
Master
Production
Schedule
Inventory Capacity
Records Planning
Detailed Material
Planning Requirements
Engineering &
Planning
Manufacturing
Data base
Production
Purchasing Shop Floor
Control
Department Control

Supplier
Operations Factory
Customer
Base Base
Aggregate Production Planning (APP):
 High-level corporate planning activity
 Coordination with plans of sales and marketing
 Includes product currently in production, present and future
inventory levels
Master Production Schedule (MPS):
 Medium range plan (setting for 6 weeks)
 Specific schedule of individual products listed in APP
 What and when the products required
Products in MPS:
1. Firm Customer Orders (Delivery in a scheduled date)
2. Forecast demand (Statistical forecasting technique)
3. Spare Parts (Repair parts stocked in service department)
Aggregate Production Plan
Week
Product Line 1 2 3 4 5 6 7 8 9 10
M Model Line 200 200 200 150 150 120 120 100 100 100
N Model Line 80 60 50 40 30 20 10
P Model Line 70 130 25 100

Master Production Schedule

Week
Product Line 1 2 3 4 5 6 7 8 9 10
Model
Model M3 120 120 120 100 100 80 80 70 70 70
Model M4 80 80 80 50 50 40 40 30 30 30
Model N8 80 60 50 40 30 20 10
Model P1 50 100
Model P2 70 80 25
Material Requirements Planning (MRP):
 Master schedule (end product) to detailed schedule (raw material)
 Quantity of raw material
 When to place an order and to deliver?
 Independent demand and dependent demand
 Demand for the product is unrelated to demand for other products (Final
parts and spare parts)

 When directly related to the other product (raw material and sub assembly)

Input to MRP
 MPS
 Bill of Materials and other engineering data
 Inventory record file
1. Item master data
2. Inventory status
3. Subsidiary data
Master Sales Orders
Production Sales Forecast
Schedule Spare Parts Requirement

Capacity
Inventory Material Planning
Record Requirements
File Planning
Bill of Materials
and other design Product Design
&
Manufacturing
Planned order releases Engineering
Manufacturing
for Engineering
1. Purchasing
2. Manufacturing and
other output reports
P1

S1 S2

C1 C2 C3 C4 C5 C6

M1 M2 M3 M4 M5 M6

Product Structure
MRP Function:
1. The quantities of sub assemblies and components must adjusted
with future inventory

2. Quantities of common parts are combined to utilize it for different


products (economies)

3. Lead time (time taken from start to finish)

 Ordering Lead time: (purchase requisition to receipt of item) for a


span of a week

 Manufacturing Lead time: (to produce an item in plant)


MRP outputs:
 Planned order releases

 Report of planned order releases in future periods

 Rescheduling notices (indicating changes in due date in open order)

 Cancellation notices (change in MPS)

 Reports on inventory status

 Performance reports (cost, item usage, actual vs planned lead time)

 Exception reports (showing deviation from schedule, orders that are


overdue, scrap)

 Inventory forecast (projected inventory for future)


MRP Benefits:
 Reduction in inventory

 Quicker response to changes in demand than is possible with a MRP

 Reduced setup and product change over cost

 Better machine utilization

 Improved capacity to respond to changes in master schedule

 Developing the master schedule

MRP Failure:

 Product structure did not fit the data requirement of MRP

 Computation based on inaccurate data

 MPS not coupled with capacity planning (overload)


Capacity Planning:
 what labor and equipment resources are required to meet the
current MPS and future production needs
Stages:

Master Rough –cut Capacity


Production Planning
Schedule

Capacity
Planning

Material
Requirements
Planning Capacity Requirements
Planning
Capacity Adjustments:
Short term:
 Employment levels: variation of employment in plant

 Temporary workers: On contract basis with temporary agency

 Number of work shifts

 Labor hours

 Inventory stockpiling: maintain steady employment level


during dull period

 Order backlogs: delivery delay due to insufficient resources

 Subcontracting: Managing jobs in busy and slack period


Capacity Adjustments:
Long term:
 New equipment investments : investing productive machines or
new machines to meet challenges in product design

 New Plant Construction: Building a new factory (major


investment)

 Purchasing of existing plant: other company

 Acquisition of existing companies: Increased productive capacity,


market share and reducing staff

 Plant closings: Closing the factory which will not needed in future
Shop Floor Control:
Definition: Release of production orders to the factory, monitoring
and controlling the progress of the orders through the various work
centers and acquiring current information on the status of the
orders.
Phases:

1. Order Release

2. Order Scheduling

3. Order Progress

Implementation of Shop floor control these phases are executed by


computer and human resources with computer automated methods.
Master
Production Schedule

Engineering and Material


Priority Control
Manufacturing database Requirements Planning

Order Release Order Scheduling Order Management


Progress Reports

Factory
Factory Data
Shop Packet Dispatch list collection system

Raw Material Finished Products

Work Centers Work in progress


Order Release
Documents needed to process a production order through factory
are collected (shop Packets)
It consists of
1. Route Sheet (process plan)
2. Material Requisitions (raw material from inventory)
3.Job cards (to indicate direct labor time and order progress)
4. Move tickets (parts movement by authorized personnel)
5. Parts list (assembly)
Inputs:
1. Authorization to produce that derives from the master schedule
2. Engineering and Manufacturing data base (process planning and
product structure database)
Order Scheduling
From order release to assign production orders to work centers
 Dispatch list
 Machine loading
 Job sequencing
 Set priority
Dispatching rules:
1. First come first serve
2. Earliest due date
3. Shortest Processing time
4. Least slack time (time remaining until due date- Processing
time remaining)
5. Critical ratio (time remaining until due date / Processing time
remaining)
Relative Priority:
1. lower or higher demand for certain products than expected
2. equipment break downs that cause delays in production
3. cancellation of an order by customer
4. defective raw material that delay an order
Order Progress:
Monitors the status of various order in plant, Work in progress
1. Work order status reports:
 Status of production orders
 Current work center where each order is located and processing time remain
(on time-behind time-scheduled time)
2. Progress reports:
 Performance of shop during certain time period
 How many?
 Should have been ?
Factory data collection system:
Collection of various paper documents, terminals and automated
devices located throughout the plant for collecting data on shop floor
operations.

Input to order progress and priority control


Factory Data:
1. Piece counts completed at each work center
2. Direct labor time expanded on each order
3. Parts that are scrapped
4. Parts that require rework
5. Equipment downtime
6. Punch in/out time
Aim :
1. To supply status and performance data to the shop floor control
2. To provide current information to production foreman, plant
management and production control personnel
Manual Data Input Technique:
1. Job traveler
- shop packet (log sheet- time, date, piece counts and defects)
2. Employee time sheets
- daily time sheet (worker)
- order number, operation number on the route sheet, number of
pieces completed during the day and time spent
3. Operation tear strips:
- preprinted tear strips
- order number and route sheets
4. Pre punched card:
- shop packets (daily order progress, mechanized data)
Automated and semi automated Data collection Technique:
1. One centralized terminal:
- Single terminal controls entire factory
2. Satellite terminal:
- multiple terminal located throughout the plant
3. Workstation terminal:
- data collection at each plant
Inventory control:
1. minimizing cost of holding inventory (minimum)
2. maximizing service to customers
Types :
1.Raw material
2.Purchased components
3. Work in progress
4. Finished products
Costs:
1.Investment cost
2.Storage cost
3. Cost of possible obsolescence (spoilage)
Inventory system:
1. Order point inventory system:
 how many units
 when should the order placed
Economic order quantity formula
Reorder point system
Work in progress:
significant inventory cost for many manufacturing firms
Raw material
Processing the material
Delivering
Manufacturing Resource Planning:
Computer based system for
 planning, scheduling and controlling the materials, resources and
supporting activities to meet MPS

 Closed loop system that integrates and coordinates all the major
functions to produce “Right product at right time”
Application:
1. Management planning
2. Customer service
3. Operations planning
4. Operations execution
5. Financial jucnction
Business Planning and Demand
planning

Aggregate production planning

Rough cut capacity planning

YES
Problem

NO

Master Production Schedule

Material Requirements Planning

Capacity Requirement Planning

YES NO
Problem Required Schedule

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