computer integrated manufacturing: future automated factory

8/10/2019 Computer Integrated Manufacturing: Future Automated Factory

1/21

Computer Integrated Manufacturing: Future Automated Factory

Contents:1. Lean Production and Waste in Manufacturing

2. Just-in-time Production Systems3. Autonomation4. Worker Involvement

UNIVERSITI TEKNOLOGI MARAFACULTY OF MECHANICAL ENGINEERING

1RJ, CIM JULY 2009


2/21

What is Lean Production?Lean production means doing more workwith fewer resources.Adaptation of mass production in whichwork is accomplished in less time, smallerspace, with fewer workers and lessequipment. (Identifying & eliminatingwaste non-value added activities).Based on the Toyota Production System.

2RJ, CIM JULY 2009


3/21


4/21

Modern Manufacturing Systems in a

Lean EnvironmentValue added activities are identified and preserved. Non-value addedactivities are exposed and eliminated.Pursue perfection and improve continuously.Production is based on customer demand that is pulled through thesystem and not pushed.Events are sequenced to optimize the flow of material andinformation.

Departmentalized boundaries are removed.Supports constructive change and a can-do attitude.Computer- based systems must be tuned to the customersrequirement.Reduce inventory

4RJ, CIM JULY 2009


5/21

Structure of Lean Production

System

Taiichi Ohno's

structure of theToyotaProductionSystem

5RJ, CIM JULY 2009


6/21

Activities in Manufacturing1. Actual work - activities that add value to the product2. Auxiliary work - activities that support the value-adding

activities3. Muda (waste) - activities that neither add value nor

support the value-adding activities

6RJ, CIM JULY 2009


7/21

Muda (Waste)Taiichi Ohnos seven forms of waste: 1. Production of defective parts

2. Production of more parts than needed (overproduction)3. Excessive inventories4. Unnecessary processing steps5. Unnecessary movement of people6. Unnecessary handling of materials7. Workers waiting

7RJ, CIM JULY 2009


8/21

Keys to Eliminating Waste1. Just-in-time production2. Autonomation (automation with a human

touch)3. Worker involvement

8RJ, CIM JULY 2009


9/21

Just-In-Time ProductionProduction and delivery of exactly therequired number of each component to thedownstream operation in the manufacturingsequence just at the moment when thecomponent is needed

Minimizes:Work-in-processManufacturing lead time

9RJ, CIM JULY 2009


10/21

Requisites for JIT1. A pull system of production control2. Setup time reduction for smaller batch

sizes3. Stable and reliable production operations

10RJ, CIM JULY 2009


11/21

Pull System of Production ControlA system in which the order to make and deliver parts at

each workstation in the production sequence comes from

the downstream station that uses those partsJIT is based on a pull system of production controlAlternative is a push system in which parts are producedat each station irrespective of the immediate need for

those parts at the downstream station

11RJ, CIM JULY 2009


12/21

Kanban SystemToyotas way of implementing a pullsystem of production controlKanban means card in Japanese Two types of kanbans:

1. Production kanban authorizes upstreamstation to produce a batch of parts

2. Transport kanban authorizes transport of the parts to the downstream station

12RJ, CIM JULY 2009


13/21

Setup Time ReductionStarting point in setup time reduction isrecognition that the work elements insetup are of two types:

1. Internal elements can only be done whilethe production machine is stopped

2. External elements do not require themachine to be stopped

13RJ, CIM JULY 2009


14/21

External Work ElementsCan be accomplished while previous job is still runningStrategy:

Design the setup tooling and plan the changeover procedure to permit as much of the setup as possibleto consist of external elements

Examples:

Retrieve tooling for next job from tool cribAssemble tools for next jobReprogram machine for next job

14RJ, CIM JULY 2009


15/21

Internal Work ElementsUse time & motion study and methods improvement tominimize the sum of the internal work element times

Use two workers rather than one to accomplish thechangeoverEliminate adjustments in the setupUse quick-acting fasteners rather than bolts and nuts

Use U-shaped washers instead of O-shaped washersDesign modular fixtures consisting of a base plus inserttooling that can be quickly changed for each new partstyle

Base part remains attached to production machine 15RJ, CIM JULY 2009


16/21

Stable and Reliable

Production OperationsProduction leveling - distribute changes in

product mix and quantity as evenly as possible

over timeOn-time delivery of componentsDefect-free components and materials

Reliable production equipmentWorkforce that is cooperative, committed, andcross-trainedDependable supplier base

16RJ, CIM JULY 2009


17/21

AutonomationAutomation with a human touch Production machines operate autonomously as long as

they are functioning properlyWhen they do not function properly (e.g., they produce adefect), they are designed to stopAutonomation topics:

1. Stop the process2. Error prevention3. Total Productive Maintenance (TPM)

17RJ, CIM JULY 2009


18/21

Holonic Manufacturing

18RJ, CIM JULY 2009


19/21

The Social ImpactImpact on labourRetraining and educationSocial and economic forces

19RJ, CIM JULY 2009


20/21

Reconfigurable Manufacturing System (RMS) is a new manufacturingsystems paradigm that aims at achieving cost-effective and rapid systemchanges, as needed and when needed, by incorporating principles ofmodularity, integrability, flexibility, scalability, convertibility, anddiagnosability. RMS promises customized flexibility on demand in a shorttime, while Flexible Manufacturing Systems (FMSs) provides generalizedflexibility designed for the anticipated variations and built-in a priori. Thecharacteristics of the two paradigms are outlined and compared. Theconcept of manufacturing system life cycle is presented. The main typesof flexibility in manufacturing systems are discussed and contrasted withthe various reconfiguration aspects including hard (physical) and soft

(logical) reconfiguration. The types of changeability and transformabilityof manufacturing systems, their components as well as factories, arepresented along with their enablers and compared with flexibility andreconfigurability. The importance of having harmonized human-machinemanufacturing systems is highlighted and the role of people in the variousmanufacturing paradigms and how this varies in pursuit of productivityare illustrated.

20RJ, CIM JULY 2009


21/21

Case Study: Toyota Production

SystemGroup Study & DiscussionPlease read article:

The Toyota Production System. A CaseStudy of Creativity and Innovation inAutomotive Engineering .

21
http://localhost/var/www/apps/conversion/tmp/scratch_5/The_Toyota_Production_System.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_5/The_Toyota_Production_System.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_5/The_Toyota_Production_System.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_5/The_Toyota_Production_System.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_5/The_Toyota_Production_System.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_5/The_Toyota_Production_System.pdf

computer integrated manufacturing: future automated factory

Documents