Technological innovation in manufacturing processes aims to gain competitive advantages through improved quality, reduced costs, and reduced time-to-market. Computer-integrated manufacturing (CIM) is an approach that integrates all enterprise operations around a common data repository, allowing processes to exchange information and initiate actions. CIM relies on technologies like computer-aided design, computer-aided manufacturing, and real-time sensors. Flexible manufacturing systems (FMS) and cellular manufacturing group machines and operations to facilitate the production of families of similar parts in an efficient flow. Both aim to increase productivity while reducing waste.
The document discusses Just-in-Time (JIT) manufacturing and Material Requirements Planning (MRP). It describes the key concepts and elements of JIT, including continuous improvement, eliminating waste, good housekeeping, setup time reduction, and kanbans. The advantages of JIT inventory systems are lower costs, less waste, and higher customer satisfaction. Potential disadvantages include disruptions in the supply chain if suppliers fail. MRP is also discussed as a production planning system to ensure materials and products are available when needed at the lowest possible levels. The document provides an overview of JIT and MRP concepts.
This document discusses advanced manufacturing technology (AMT) and its impact on management accounting systems. It argues that traditional management accounting is inappropriate for companies using AMT. AMT refers to automated production technologies, computer-aided design/manufacturing, flexible manufacturing systems, robotics, total quality control, and production management systems like materials requirement planning and just-in-time systems. The objectives of AMT include helping companies compete globally through high quality, low cost production and flexibility. Concepts discussed in more detail include computer-aided design/manufacturing, flexible manufacturing systems, production management systems like materials requirement planning and just-in-time purchasing and production. The document examines the justification for promoting the use of A
The document discusses Just-in-Time (JIT) and Lean manufacturing models and why they cannot be effectively implemented in Egyptian organizations. It outlines the key elements and requirements of JIT, including eliminating waste, continuous improvement, total quality management, parallel processing, Kanban production control, JIT purchasing, step-up reduction, and repetitive manufacturing. However, the author argues that JIT is not suitable for Egypt due to its heavy reliance on organizational leadership commitment, resources, and human factors that are difficult to achieve given Egyptian culture and circumstances.
In this presentation, we will discuss about world class manufacturing focusing on customer based principals, global markets, achieving world class, global competition reality, importance of automation in production and operations. We will also talk about global competitiveness, competitive priorities of manufacturing, recent trends, various attributes of excellent companies, overview on various world class suppliers, buyers, manufacturers. Present scenario of global business conditions, performance of world class manufacturers, world class service delivery and customer focused principals will also be discussed.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
production and operations management(POM) Complete note kabul university
The Introduction to POM, Scope, Role, and Objectives of POM, Operations Mgt. – Concept; Functions
Product Design and its characteristics;
Product Development Process, Product Development Techniques.
World class manufacturing is a collection of concepts that set production standards for organizations to follow. It originated from Japanese manufacturing practices and focuses on process-driven techniques like just-in-time production, streamlined flow, small lot sizes, and zero defects. The goals of world class manufacturing include improving safety, quality, cost, delivery times, and environmental impact. It utilizes principles like just-in-time, total quality management, total productive maintenance, lean manufacturing, agile manufacturing, and concurrent engineering. Agile manufacturing allows organizations to quickly respond to customer needs and market changes while controlling costs and quality.
Operations management-bba calicut university notes Akhilesh Krishnan
This document provides an overview of operations management for a core course at the University of Calicut School of Distance Education. It includes 5 units covering topics such as operations management, facilities planning, capacity planning, operation planning and control, and quality control. The introduction defines operations management as the transformation of inputs into outputs through a controlled process to add value. It also outlines the objectives of production management as producing the right quality and quantity, on time, and at low cost.
This document discusses concepts of world class manufacturing including definitions, factors, objectives, and examples. It defines world class manufacturing as aiming to compete on quality globally through continuous improvement, zero defects, and total quality management. The document outlines factors, check points, objectives, and examples of concepts like 5S, kaizen, lean manufacturing, and flexible manufacturing. It provides examples of how Indian companies have implemented these concepts.
The document discusses Just-in-Time (JIT) manufacturing and Material Requirements Planning (MRP). It describes the key concepts and elements of JIT, including continuous improvement, eliminating waste, good housekeeping, setup time reduction, and kanbans. The advantages of JIT inventory systems are lower costs, less waste, and higher customer satisfaction. Potential disadvantages include disruptions in the supply chain if suppliers fail. MRP is also discussed as a production planning system to ensure materials and products are available when needed at the lowest possible levels. The document provides an overview of JIT and MRP concepts.
This document discusses advanced manufacturing technology (AMT) and its impact on management accounting systems. It argues that traditional management accounting is inappropriate for companies using AMT. AMT refers to automated production technologies, computer-aided design/manufacturing, flexible manufacturing systems, robotics, total quality control, and production management systems like materials requirement planning and just-in-time systems. The objectives of AMT include helping companies compete globally through high quality, low cost production and flexibility. Concepts discussed in more detail include computer-aided design/manufacturing, flexible manufacturing systems, production management systems like materials requirement planning and just-in-time purchasing and production. The document examines the justification for promoting the use of A
The document discusses Just-in-Time (JIT) and Lean manufacturing models and why they cannot be effectively implemented in Egyptian organizations. It outlines the key elements and requirements of JIT, including eliminating waste, continuous improvement, total quality management, parallel processing, Kanban production control, JIT purchasing, step-up reduction, and repetitive manufacturing. However, the author argues that JIT is not suitable for Egypt due to its heavy reliance on organizational leadership commitment, resources, and human factors that are difficult to achieve given Egyptian culture and circumstances.
In this presentation, we will discuss about world class manufacturing focusing on customer based principals, global markets, achieving world class, global competition reality, importance of automation in production and operations. We will also talk about global competitiveness, competitive priorities of manufacturing, recent trends, various attributes of excellent companies, overview on various world class suppliers, buyers, manufacturers. Present scenario of global business conditions, performance of world class manufacturers, world class service delivery and customer focused principals will also be discussed.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
production and operations management(POM) Complete note kabul university
The Introduction to POM, Scope, Role, and Objectives of POM, Operations Mgt. – Concept; Functions
Product Design and its characteristics;
Product Development Process, Product Development Techniques.
World class manufacturing is a collection of concepts that set production standards for organizations to follow. It originated from Japanese manufacturing practices and focuses on process-driven techniques like just-in-time production, streamlined flow, small lot sizes, and zero defects. The goals of world class manufacturing include improving safety, quality, cost, delivery times, and environmental impact. It utilizes principles like just-in-time, total quality management, total productive maintenance, lean manufacturing, agile manufacturing, and concurrent engineering. Agile manufacturing allows organizations to quickly respond to customer needs and market changes while controlling costs and quality.
Operations management-bba calicut university notes Akhilesh Krishnan
This document provides an overview of operations management for a core course at the University of Calicut School of Distance Education. It includes 5 units covering topics such as operations management, facilities planning, capacity planning, operation planning and control, and quality control. The introduction defines operations management as the transformation of inputs into outputs through a controlled process to add value. It also outlines the objectives of production management as producing the right quality and quantity, on time, and at low cost.
This document discusses concepts of world class manufacturing including definitions, factors, objectives, and examples. It defines world class manufacturing as aiming to compete on quality globally through continuous improvement, zero defects, and total quality management. The document outlines factors, check points, objectives, and examples of concepts like 5S, kaizen, lean manufacturing, and flexible manufacturing. It provides examples of how Indian companies have implemented these concepts.
This document provides an introduction and overview of production and operations management. It discusses the historical evolution of the field from Adam Smith's theories of specialization of labor in the 1700s to more modern contributions. It defines key concepts like production, production systems (job shop, batch, mass, continuous), and the objectives and differences between production management and operations management. The document outlines the general planning, organizing, and controlling functions of operations management.
World Class Manufacturing focuses on continual improvement in quality, cost, lead time, flexibility and customer service. It adopts concepts from Japanese manufacturing including just-in-time production, total quality control, total preventive maintenance, and computer integrated manufacturing. The goals are to reduce waste, defects, downtime and costs through standardized processes, employee involvement, and data-driven problem solving. A flexible manufacturing system allows for both batch and job production using general purpose tools, enhancing operational flexibility.
IRJET- Productivity Improvement by Implementing Lean Manufacturing Tools ...IRJET Journal
This document discusses implementing lean manufacturing tools in plastic manufacturing industries to improve productivity. It begins with an abstract discussing quality and productivity improvement initiatives using tools like lean manufacturing, TQM, TPS, Six Sigma etc. in Indian SMEs.
The document then reviews lean manufacturing and its principles of minimizing waste to maximize value. It identifies the seven types of waste as overproduction, defects, inventory, transportation, waiting, motion and overprocessing.
The scope of work is to implement applicable lean tools in a plastic industry to reduce waste, reduce cycle time and improve productivity. The tools will be observed and validated against past records. A research framework is presented to identify opportunities from lean tools for plastic industries through implementation and suggestions
The document provides an overview of project management, including defining a project as a series of related jobs directed toward a major output over a significant period of time. It discusses work breakdown structures, project control charts like Gantt charts, and different ways to structure projects using pure, functional, or matrix organizational structures, each with their own advantages and disadvantages. The key aspects covered are defining the tasks, subtasks, and work packages in a hierarchy using a work breakdown structure.
The document discusses production and operations management across 6 units. It covers topics such as introduction to production functions, capacity and facility planning, process planning, work study, layout design, material requirements planning, quality control, and maintenance functions. The relationship between production/operations management and other functions like finance, marketing, research and development, and human resources is also described.
This document provides an overview of World Class Manufacturing (WCM) principles and implementation at Fiat. It discusses that WCM aims to eliminate all types of waste and losses through continuous improvement and employee contributions. Fiat has successfully implemented WCM at plants in Poland, Italy, and Turkey, with one Turkey plant achieving Silver level status. WCM focuses on improving all aspects of plant operations from quality to maintenance to logistics. The principles emphasize safety, standards, eliminating losses, and people involvement. Metrics are used to track progress on goals like reducing defects, breakdowns, and inventory.
Total Productive Maintenance (TPM) is a method for improving equipment effectiveness through employee involvement. It originated in Japan in 1971 as a way to improve machine availability and reduce waste. TPM involves management, operators, and maintenance working together to ensure overall equipment effectiveness. The key pillars of TPM include 5S, autonomous maintenance by operators, continuous improvement activities, planned predictive maintenance, quality maintenance, training, and safety/environmental practices. TPM is implemented in stages, starting with preparation, then introduction, implementation involving the eight pillars, and finally institutionalization so that TPM becomes the organizational culture.
The document discusses World Class Manufacturing (WCM) implementation at ArcelorMittal's Saldanha plant in South Africa. The plant faced issues like rising energy prices and economic downturn. WCM was implemented to maximize equipment effectiveness, improve working conditions, and reduce costs. Interventions like energy management systems and optimizing pump, compressed air, fan, and motor systems helped reduce energy usage. Employee engagement and training was also key. WCM implementation helped achieve energy efficiency, optimized production maintenance, and set measurement systems and targets, leading to cost savings.
The document discusses the principles and techniques of Just-In-Time (JIT) manufacturing, including its origins in post-WWII Japan as a way to improve quality and efficiency. Key aspects of JIT include continuous improvement, quality as the highest priority, minimizing waste, and everyone sharing responsibility for quality. Techniques like kanban cards and andon signals are used to communicate demand and problems. The goal of JIT is production based on demand through a pull system with no excess inventory.
This document discusses lean manufacturing principles. It is authored by Isaac Costales, Gino Yu, Juan Zavala, Pedro Suarez, Jorge Guerrero, Alejandro Garcia for their grade 9 class taught by Max Galarza. Lean manufacturing focuses on maximizing value for customers through efficient use of resources and minimizing waste. The seven main types of waste are overproduction, waiting time, transportation, processing itself, inventory, unnecessary movement, and defects. Just-in-time principles of pull production, continuous flow, and takt time are also explained.
This chapter discusses operations management. It defines operations management as planning, organizing, leading, and controlling resources to create value through an organization's goods and services. The chapter describes the transformation system that converts inputs through a process into outputs. It explains how operations management objectives like quality, speed, dependability, flexibility, and cost are important. It also outlines the direct, indirect, and broader responsibilities of operations managers.
This document provides a preface and table of contents for a book on production and operations management. The preface discusses revisions made for the second edition, including adding content on managing global operations, revising several chapters, and including caselets and skill development exercises. The table of contents provides an overview of the 10 chapters that make up the book, covering topics like plant location and layout, materials management, quality control, and work study.
The document discusses World Class Manufacturing (WCM), providing details on:
1. WCM principles focus on eliminating all types of losses through standards, methods, and employee involvement to achieve zero defects, waste, and downtime.
2. Tofaş, a Turkish automaker, achieved a "Silver Level" WCM rating, making it the first Fiat factory to reach this level based on quality, safety, and manufacturing excellence.
3. Main WCM activities include implementing basics like safety training, developing leaders, improving processes for quality, maintenance, and logistics, and making plant investments to increase efficiency and utilization.
The document discusses the basic elements of lean manufacturing, including just-in-time production, waste reduction, pull systems using kanbans, cellular layouts, quick changeovers, and total productive maintenance. It describes how implementing techniques such as visual controls, standardized work, and supplier partnerships can help reduce inventory levels, improve quality, and lower costs. Finally, it notes that while lean principles originally developed in manufacturing can also be applied to service industries, lean is an ongoing process that may be implemented differently depending on the organization.
A Review on Implementation of TPM in Manufacturing IndustryIJMER
Abstract: The intent of the study is to appraise the challenges faced by manufacturing industries to implement Total Productive Maintenance (TPM). The scheme of this research is to critically analyze the factors influencing TPM implementation in manufacturing organizations, and to formulate comprehensive strategy for overcoming impediments to successful TPM implementation . The introduction of several philosophies such as Corrective Maintenance (CM), Preventive Maintenance (PM) or Total Productive Maintenance (TPM) have allowed extra solutions to a process planning problem faced by company in comparison to the conventional fire-fighting syndrome.
This main purpose of this study was to focus on developing a framework of maintenance strategy
TPM initiatives to confront exponential global challenges.
This chapter introduces operations management as the design, operation, and improvement of systems that create and deliver a firm's primary products and services. It defines key terms like production system, core services, value-added services, and operations management. The chapter also provides an overview of the historical development of operations management and current issues in the field. It concludes by outlining the plan for the rest of the book, which will cover topics like operations strategy, product and process design, supply chain management, and planning and control.
This document outlines a presentation on Total Productive Maintenance (TPM). It discusses what maintenance is and its types. It then explains what TPM is, why it is needed, its history and objectives. The eight pillars of TPM are described. Some benefits of TPM include increased productivity, reduced costs and defects. Losses such as breakdowns are minimized. TPM aims to involve all employees and departments to improve equipment efficiency and prevent losses at minimum cost through a team-based approach.
This document provides an overview of production and operations management. It discusses the key components of a production system including inputs, conversion processes, and outputs. It also summarizes different types of production systems such as job shop, batch, and flow/mass production. The document outlines various strategies and factors that impact operations management, productivity, and competitiveness.
Business process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical areas like cost, quality, service, and speed. It focuses on redesigning processes, not functions, departments, or tasks. Reengineering is necessary during times of high competition and demand when organizations need to be more efficient and flexible. It allows companies to eliminate unnecessary work and become more customer-focused. Examples of successful reengineering include reducing order delivery times by 40% and doubling profits by eliminating $200 million in inventory. Reengineering has also helped Indian organizations improve processes like customer ordering, manufacturing, and marketing to better meet customer needs.
Welcome to International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document summarizes a study on implementing Total Productive Maintenance (TPM) in manufacturing industries. The study was conducted at Manipal Packaging Solutions, which produces cartons and packaging materials. The researchers analyzed key TPM concepts from literature and conducted an empirical study to measure the Overall Equipment Effectiveness (OEE) and productivity of major machines. They found average OEE values between 15-60% compared to the world-class standard of 85%. Productivity varied from 0.09 to 0.34. The results highlighted causes of downtime and decreased productivity. The study provides suggestions to increase efficiency by implementing TPM best practices based on comparing industries that do and do not use TPM. The goal is to help
Computer-integrated manufacturing (CIM) involves integrating all enterprise operations around a common data repository using integrated systems and communications. This allows individual manufacturing processes to exchange information and initiate actions, facilitating automation and improving efficiency, quality, and responsiveness. While CIM provides benefits like reduced costs and lead times, its implementation requires significant changes to corporate culture and systems.
Computer-integrated manufacturing (CIM) uses computers to control the entire manufacturing process. It allows individual processes to exchange information and initiate actions through integrated computers. CIM relies on closed-loop control processes based on real-time sensor input. Key subsystems include computer-aided techniques like CAD, CAM, and CAE, as well as devices like CNC machines, robotics, and programmable logic controllers. CIM provides benefits like reduced costs, improved quality and flexibility, and faster response to changes.
This document provides an introduction and overview of production and operations management. It discusses the historical evolution of the field from Adam Smith's theories of specialization of labor in the 1700s to more modern contributions. It defines key concepts like production, production systems (job shop, batch, mass, continuous), and the objectives and differences between production management and operations management. The document outlines the general planning, organizing, and controlling functions of operations management.
World Class Manufacturing focuses on continual improvement in quality, cost, lead time, flexibility and customer service. It adopts concepts from Japanese manufacturing including just-in-time production, total quality control, total preventive maintenance, and computer integrated manufacturing. The goals are to reduce waste, defects, downtime and costs through standardized processes, employee involvement, and data-driven problem solving. A flexible manufacturing system allows for both batch and job production using general purpose tools, enhancing operational flexibility.
IRJET- Productivity Improvement by Implementing Lean Manufacturing Tools ...IRJET Journal
This document discusses implementing lean manufacturing tools in plastic manufacturing industries to improve productivity. It begins with an abstract discussing quality and productivity improvement initiatives using tools like lean manufacturing, TQM, TPS, Six Sigma etc. in Indian SMEs.
The document then reviews lean manufacturing and its principles of minimizing waste to maximize value. It identifies the seven types of waste as overproduction, defects, inventory, transportation, waiting, motion and overprocessing.
The scope of work is to implement applicable lean tools in a plastic industry to reduce waste, reduce cycle time and improve productivity. The tools will be observed and validated against past records. A research framework is presented to identify opportunities from lean tools for plastic industries through implementation and suggestions
The document provides an overview of project management, including defining a project as a series of related jobs directed toward a major output over a significant period of time. It discusses work breakdown structures, project control charts like Gantt charts, and different ways to structure projects using pure, functional, or matrix organizational structures, each with their own advantages and disadvantages. The key aspects covered are defining the tasks, subtasks, and work packages in a hierarchy using a work breakdown structure.
The document discusses production and operations management across 6 units. It covers topics such as introduction to production functions, capacity and facility planning, process planning, work study, layout design, material requirements planning, quality control, and maintenance functions. The relationship between production/operations management and other functions like finance, marketing, research and development, and human resources is also described.
This document provides an overview of World Class Manufacturing (WCM) principles and implementation at Fiat. It discusses that WCM aims to eliminate all types of waste and losses through continuous improvement and employee contributions. Fiat has successfully implemented WCM at plants in Poland, Italy, and Turkey, with one Turkey plant achieving Silver level status. WCM focuses on improving all aspects of plant operations from quality to maintenance to logistics. The principles emphasize safety, standards, eliminating losses, and people involvement. Metrics are used to track progress on goals like reducing defects, breakdowns, and inventory.
Total Productive Maintenance (TPM) is a method for improving equipment effectiveness through employee involvement. It originated in Japan in 1971 as a way to improve machine availability and reduce waste. TPM involves management, operators, and maintenance working together to ensure overall equipment effectiveness. The key pillars of TPM include 5S, autonomous maintenance by operators, continuous improvement activities, planned predictive maintenance, quality maintenance, training, and safety/environmental practices. TPM is implemented in stages, starting with preparation, then introduction, implementation involving the eight pillars, and finally institutionalization so that TPM becomes the organizational culture.
The document discusses World Class Manufacturing (WCM) implementation at ArcelorMittal's Saldanha plant in South Africa. The plant faced issues like rising energy prices and economic downturn. WCM was implemented to maximize equipment effectiveness, improve working conditions, and reduce costs. Interventions like energy management systems and optimizing pump, compressed air, fan, and motor systems helped reduce energy usage. Employee engagement and training was also key. WCM implementation helped achieve energy efficiency, optimized production maintenance, and set measurement systems and targets, leading to cost savings.
The document discusses the principles and techniques of Just-In-Time (JIT) manufacturing, including its origins in post-WWII Japan as a way to improve quality and efficiency. Key aspects of JIT include continuous improvement, quality as the highest priority, minimizing waste, and everyone sharing responsibility for quality. Techniques like kanban cards and andon signals are used to communicate demand and problems. The goal of JIT is production based on demand through a pull system with no excess inventory.
This document discusses lean manufacturing principles. It is authored by Isaac Costales, Gino Yu, Juan Zavala, Pedro Suarez, Jorge Guerrero, Alejandro Garcia for their grade 9 class taught by Max Galarza. Lean manufacturing focuses on maximizing value for customers through efficient use of resources and minimizing waste. The seven main types of waste are overproduction, waiting time, transportation, processing itself, inventory, unnecessary movement, and defects. Just-in-time principles of pull production, continuous flow, and takt time are also explained.
This chapter discusses operations management. It defines operations management as planning, organizing, leading, and controlling resources to create value through an organization's goods and services. The chapter describes the transformation system that converts inputs through a process into outputs. It explains how operations management objectives like quality, speed, dependability, flexibility, and cost are important. It also outlines the direct, indirect, and broader responsibilities of operations managers.
This document provides a preface and table of contents for a book on production and operations management. The preface discusses revisions made for the second edition, including adding content on managing global operations, revising several chapters, and including caselets and skill development exercises. The table of contents provides an overview of the 10 chapters that make up the book, covering topics like plant location and layout, materials management, quality control, and work study.
The document discusses World Class Manufacturing (WCM), providing details on:
1. WCM principles focus on eliminating all types of losses through standards, methods, and employee involvement to achieve zero defects, waste, and downtime.
2. Tofaş, a Turkish automaker, achieved a "Silver Level" WCM rating, making it the first Fiat factory to reach this level based on quality, safety, and manufacturing excellence.
3. Main WCM activities include implementing basics like safety training, developing leaders, improving processes for quality, maintenance, and logistics, and making plant investments to increase efficiency and utilization.
The document discusses the basic elements of lean manufacturing, including just-in-time production, waste reduction, pull systems using kanbans, cellular layouts, quick changeovers, and total productive maintenance. It describes how implementing techniques such as visual controls, standardized work, and supplier partnerships can help reduce inventory levels, improve quality, and lower costs. Finally, it notes that while lean principles originally developed in manufacturing can also be applied to service industries, lean is an ongoing process that may be implemented differently depending on the organization.
A Review on Implementation of TPM in Manufacturing IndustryIJMER
Abstract: The intent of the study is to appraise the challenges faced by manufacturing industries to implement Total Productive Maintenance (TPM). The scheme of this research is to critically analyze the factors influencing TPM implementation in manufacturing organizations, and to formulate comprehensive strategy for overcoming impediments to successful TPM implementation . The introduction of several philosophies such as Corrective Maintenance (CM), Preventive Maintenance (PM) or Total Productive Maintenance (TPM) have allowed extra solutions to a process planning problem faced by company in comparison to the conventional fire-fighting syndrome.
This main purpose of this study was to focus on developing a framework of maintenance strategy
TPM initiatives to confront exponential global challenges.
This chapter introduces operations management as the design, operation, and improvement of systems that create and deliver a firm's primary products and services. It defines key terms like production system, core services, value-added services, and operations management. The chapter also provides an overview of the historical development of operations management and current issues in the field. It concludes by outlining the plan for the rest of the book, which will cover topics like operations strategy, product and process design, supply chain management, and planning and control.
This document outlines a presentation on Total Productive Maintenance (TPM). It discusses what maintenance is and its types. It then explains what TPM is, why it is needed, its history and objectives. The eight pillars of TPM are described. Some benefits of TPM include increased productivity, reduced costs and defects. Losses such as breakdowns are minimized. TPM aims to involve all employees and departments to improve equipment efficiency and prevent losses at minimum cost through a team-based approach.
This document provides an overview of production and operations management. It discusses the key components of a production system including inputs, conversion processes, and outputs. It also summarizes different types of production systems such as job shop, batch, and flow/mass production. The document outlines various strategies and factors that impact operations management, productivity, and competitiveness.
Business process reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical areas like cost, quality, service, and speed. It focuses on redesigning processes, not functions, departments, or tasks. Reengineering is necessary during times of high competition and demand when organizations need to be more efficient and flexible. It allows companies to eliminate unnecessary work and become more customer-focused. Examples of successful reengineering include reducing order delivery times by 40% and doubling profits by eliminating $200 million in inventory. Reengineering has also helped Indian organizations improve processes like customer ordering, manufacturing, and marketing to better meet customer needs.
Welcome to International Journal of Engineering Research and Development (IJERD)IJERD Editor
This document summarizes a study on implementing Total Productive Maintenance (TPM) in manufacturing industries. The study was conducted at Manipal Packaging Solutions, which produces cartons and packaging materials. The researchers analyzed key TPM concepts from literature and conducted an empirical study to measure the Overall Equipment Effectiveness (OEE) and productivity of major machines. They found average OEE values between 15-60% compared to the world-class standard of 85%. Productivity varied from 0.09 to 0.34. The results highlighted causes of downtime and decreased productivity. The study provides suggestions to increase efficiency by implementing TPM best practices based on comparing industries that do and do not use TPM. The goal is to help
Computer-integrated manufacturing (CIM) involves integrating all enterprise operations around a common data repository using integrated systems and communications. This allows individual manufacturing processes to exchange information and initiate actions, facilitating automation and improving efficiency, quality, and responsiveness. While CIM provides benefits like reduced costs and lead times, its implementation requires significant changes to corporate culture and systems.
Computer-integrated manufacturing (CIM) uses computers to control the entire manufacturing process. It allows individual processes to exchange information and initiate actions through integrated computers. CIM relies on closed-loop control processes based on real-time sensor input. Key subsystems include computer-aided techniques like CAD, CAM, and CAE, as well as devices like CNC machines, robotics, and programmable logic controllers. CIM provides benefits like reduced costs, improved quality and flexibility, and faster response to changes.
Computer-integrated manufacturing (CIM) uses computers to control the entire manufacturing process. It allows individual processes to exchange information and initiate actions through integrated computers. CIM relies on closed-loop control processes based on real-time sensor input. Key subsystems include computer-aided techniques like CAD, CAM, and CAE, as well as devices like CNC machines, PLCs, robots, and software. CIM provides benefits like reduced inventory and costs, improved quality and flexibility, and streamlined manufacturing.
The society of manufacturing engineers (SME) Defines CIM is integration of the total manufacturing enterprise through the use of integrated systems and data communications coupled with the new managerial philosophies that improve organizational and personal efficiency. CIM combines various technologies like computer-aided design (CAD) and computer-aided manufacturing (CAM) to provide an error-free manufacturing process that reduces manual labor and automates repetitive tasks.
Computer-integrated manufacturing (CIM) involves integrating all enterprise operations around a common corporate data repository using integrated systems and data communications. This allows individual manufacturing processes to exchange information and coordinate actions, improving organizational efficiency. CIM aims to provide benefits like improved quality, flexibility, and competitiveness through computer control of the entire production process.
Computer Integrated Manufacturing (CIM) encompasses the entire product development and manufacturing process through dedicated software. CIM uses a common database and communication technologies to integrate design, manufacturing, and business functions. This reduces human involvement and errors. CIM aims to vastly improve manufacturing performance through an integrated, methodological approach. It connects previously separate automation "islands" into a distributed processing system to maximize efficiency. However, full CIM implementation faces challenges regarding integration of different machine components and protocols, ensuring data integrity for safe machine control, and providing competent human oversight of computer process control.
The document discusses key concepts in computer integrated manufacturing systems including CAD, CAM, CIM, automation, and lean manufacturing. Some key points:
CAD involves using computers for engineering design activities. CAM uses computers for planning, managing, and controlling manufacturing functions. CIM integrates all manufacturing enterprise functions through integrated systems and data communication. CIM aims to improve organizational efficiency. Lean manufacturing aims to eliminate waste from manufacturing systems. Just-in-time production receives goods only as needed to increase efficiency and decrease inventory costs and waste.
Uses of Computers in Manufacturing and production sectorNingela Weasley
This presentation covers the following topics:
-Uses and importance of computers in the manufacturing sector
-Uses of Computer Aided Designing(CAD)
-Uses of Computer Aided Manufacturing(CAM)
-Uses of Computer Integrated Manufacturing(CIM)
-Uses internet in the manufacturing sector
Computer integrated manufacturing (CIM) is the integration of all enterprise operations and activities around a common corporate data repository through the use of integrated systems and data communications coupled with new managerial philosophies. CIM is not a product that can be purchased and installed, but rather a way of thinking and solving problems through the use of computers for on-line automation, optimization, and integration of the total manufacturing system from design to production. Flexible manufacturing systems (FMS) bridge the gap between high-production transfer lines and programmable but low-production numerical control machines by allowing for medium part variety and medium production volumes. FMS consist of computer-controlled machines connected by an automated material handling system.
This document discusses CAD/CAM, CIM, and related topics. It begins with an overview of CAD/CAM and CIM, noting that CAD/CAM integrates design and manufacturing using computer systems, while CIM includes all engineering and business functions related to manufacturing. The document then provides more details on specific topics:
- CAD is used for design work, while CAE is used for engineering analysis.
- CAM applications can be for manufacturing planning or control and involve activities like process planning, quality control, and inventory control.
- In an ideal CAD/CAM system, the design specifications can be automatically converted into a process plan for production.
- CIM aims to apply computers to all operational
The document discusses CAD/CAM (Computer Aided Design/Computer Aided Manufacturing) and defines it as the technology concerned with using computers to aid in the design and manufacturing processes. It describes how CAD is used for design functions and CAM is used for planning, managing, and controlling manufacturing plant operations through computer interfaces. The document then outlines the typical product design and manufacturing cycle and identifies the main sub-processes in design.
This document provides an introduction to Computer Integrated Manufacturing (CIM) systems. It discusses how CIM uses dedicated software packages to integrate all product development and manufacturing functions. Data is passed seamlessly between applications. CIM aims to reduce human errors by automating manufacturing segments. It takes a holistic, methodological approach to improve performance through cost reduction, quality improvement, and flexibility. The document then outlines the evolution of CIM from early numerical control to modern computer-aided design and manufacturing technologies. It describes the necessary CIM hardware and software components to fully integrate manufacturing functions.
The document discusses advanced manufacturing technology. It defines advanced manufacturing as the application of new technologies and processes throughout the manufacturing value chain. This includes using advanced machines, science, and digital technologies like software and data analytics. The benefits of advanced manufacturing include improved quality, flexibility, and competitiveness through reduced costs, lead times, and waste. Automated production lines are provided as an example technology, with descriptions of fixed, programmable, and flexible automation systems.
Uploaded by Dr. Bhimasen Soragaon, Prof. & Head, Dept. of ME., JSSATE, Bengaluru
All the peers and students are requested to give their feedback on the contents
Application of Management Information Systems in manufacturing sectorShubham Singh
This document discusses the application of management information systems in the manufacturing sector. It provides an overview of various types of information systems used for strategic planning, tactical and operational planning, manufacturing control, distribution control, and transaction processing. These include systems for capacity planning, production scheduling, material requirements planning, quality control, and inventory management. The document also discusses computer integrated manufacturing, process control, machine control, robotics, and computer-aided engineering. It provides an example of how these systems are applied at General Motors' Vanguard plant.
The document discusses computer-integrated manufacturing (CIM) and related concepts. It defines CIM as manufacturing approach that uses computers to control the entire production process through integration, allowing for automated and less error-prone manufacturing. The document then provides overviews of CIM, describing its components and subsystems. It also defines and describes related concepts like CIMOSA, an enterprise modeling framework for CIM system integration, and CIMPLM, a closed-loop product lifecycle management system focused on tracking product information throughout the lifecycle.
1. The document discusses computer integrated manufacturing (CIM) and automation strategies. It provides an introduction to automation, describing the types of automation as fixed, programmable, and flexible.
2. The reasons for automation include increasing productivity and reducing costs. Automation strategies aim to improve flexibility, material handling, inspection, and integrate operations through computer systems.
3. Production systems are classified as job shop, batch, or mass production based on factors like volume, variety, and workflow. CIM fully integrates all functions of a manufacturing company using computer systems.
CIM is the architecture for integrating the engineering, marketing and manufacturing functions through information technologies. In the broad
sense, CIM involves the integration of all the business processes from supplier to end consumer.
Concentration strategy involves focusing a business's efforts on a specific target such as a customer group, product, or geographic market. There are three main types of concentration strategies: market penetration, market development, and product development. Market penetration aims to gain market share in an existing market. Market development expands an existing product to new markets. Product development introduces new products for the existing market. Companies that employ concentration strategies specialize in their area of focus to develop expertise and efficiencies. Examples include McDonald's focusing on the Latin American market through advertising and Starbucks selling coffee beans through other retailers.
Executive Business Communication MBA notesPOOJA UDAYAN
Kerala University MBA
Executive business Communication
Module 1
Principles of Business Communication-Types of Business Communication-Methods and Media of Communication- Process& Models of Business Communication - Barriers to Organizational Communication- Overcoming barriers and Strategies for improving Business Communication, Types of Organizational Communication- Communication for interpersonal influences
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
PERFORMANCE MANAGEMENT kerala UniversityPOOJA UDAYAN
Various methods to evaluate performance at Individual & Team Levels , Team Performance, Performance of Learning Organizations and Virtual Teams: Team Performance Management.
: BPR IMPLEMENTAION AND TOOLS THAT SUPPORT BPRPOOJA UDAYAN
1. Business process reengineering (BPR) aims to radically redesign business processes to achieve dramatic improvements in areas like quality, output, cost, service, and speed.
2. There are 5 steps to BPR: map current processes, analyze for gaps, identify improvement opportunities, design a new future state process map, and implement the new design.
3. Key tools that support successful BPR implementation include focusing on customers and processes, visualizing and benchmarking end processes, change management to address human impacts, and business process mapping to understand existing processes.
Measurement of performance at Organisational Level.pptxPOOJA UDAYAN
There are several approaches to measuring organizational performance at a high level. The balanced scorecard measures performance from four perspectives: customer, internal processes, learning and growth, and financial. The EFQM model indicates customer satisfaction, employee satisfaction, and societal impact are achieved through leadership and strategic planning, management of resources, processes, and people. Key performance indicators include customer satisfaction, employee satisfaction, cash flow, return on investment, productivity, and achievement of strategic objectives. Organizational dashboards visually display critical metrics and KPIs to aid management in monitoring performance and driving improvement.
Performance management is a systematic process by which an organization evaluates and improves employee performance at both the individual and group level. It involves understanding employee interests, developing their capabilities, setting clear expectations, providing feedback, and rewarding strong performance. The goals are to improve employee performance, organizational performance, communication, and develop employees' careers.
Role of Mobile Application Acceptance in Shaping E-Customer servicePOOJA UDAYAN
Mobile apps are increasingly being used for e-commerce as they provide customers with convenience, ease of use, and access to product and service information from any location. The main benefits of mobile apps for customers include being able to order products and services anywhere in the world without having to visit stores, as well as receiving continuously updated information. Businesses are also seeing benefits such as increased customer loyalty, improved marketing programs, and the ability to gain insights from customer data and analytics.
This document provides an overview of linear programming problems (LPP), including:
1. The key components of an LPP including decision variables, constraints, objective function, and data. LPPs aim to optimize an objective function subject to constraints.
2. Methods for solving LPPs including graphical methods and the simplex method. The simplex method is an iterative procedure that moves from one basic feasible solution to another to ultimately find an optimal solution.
3. Concepts relevant to the simplex method like basic feasible solutions, slack and surplus variables, constructing the simplex table, and key steps in each iteration like identifying the key column and row.
Here are the key types of interviews:
- Selection interview: Used to select the best candidate for a job opening.
- Appraisal interview: Used to provide performance feedback and identify areas for improvement.
- Exit interview: Conducted when an employee leaves the organization to understand their reasons for leaving.
- Grievance interview: Allows employees to voice complaints and helps resolve issues.
Other less common types include group interviews, screening interviews, stress interviews, and campus/off-campus interviews conducted by companies to recruit students. The goal of each type of interview is different but they all involve a formal question/answer process between an interviewer and interviewee.
This document provides an overview of human resource management (HRM). It defines HRM and discusses its scope, functions, objectives and the roles of HR managers. Specifically, it notes that HRM involves planning, organizing, and overseeing the recruitment, management, and training of employees. It also discusses the significance of HRM for achieving organizational goals and facilitating employees' professional growth. Additionally, the document outlines some of the challenges currently facing the HRM field, such as adapting to technological changes and developing skills for modernized work.
The document discusses service package design and management. It defines a service package as a bundle of goods, services, and information provided in some environment. A service package consists of five key elements: 1) supporting facilities, 2) facilitating goods, 3) information, 4) explicit services, and 5) implicit services. Developing an effective service package requires defining the service concept, core services, and supplementary services to meet customer needs. An open systems view of services emphasizes the interactions between a service organization, its customers, suppliers, and external environment. The service vision communicates the benefits a service organization aims to provide.
The document discusses services operations management. It defines operations management as designing and controlling production processes for goods and services. It also defines services and discusses their characteristics, including their intangible nature. The key responsibilities of a service operations manager are outlined, such as managing resources, customers, processes, and outputs to deliver value and meet organizational objectives. Service classification and the role of services in economies are also mentioned.
The document discusses various aspects of effective leadership communication and cross-cultural communication. It covers topics such as principles of effective leadership communication including openness, leading by example, prioritizing communication, and inspiring others. It also discusses the importance of cross-cultural communication for better progress, cultural influence, and management. Some ways to improve cross-cultural communication mentioned are preferring meaningful conversation, slowing down, separating questions, avoiding slangs and maintaining etiquette. Sources of potential miscommunication in cross-cultural settings include assumption of similarities, language differences, nonverbal misinterpretation, preconceptions and stereotypes, tendency to evaluate others and communicating with high anxiety.
The document discusses principles and types of business communication. It defines business communication and its importance. It outlines the objectives, features, principles, pillars and C's of effective business communication. These include clarity, conciseness, consistency, completeness, relevance and audience knowledge. The document also discusses the types of business communication, including internal communication within an organization and external communication with outside parties.
The document discusses consumer protection laws and rights in India. It defines consumer protection as protecting consumer rights and interests from unfair business practices. The Consumer Protection Act of 1986 established consumer councils and a three-tier quasi-judicial system to settle consumer disputes. The Act recognizes six key rights of consumers: safety, information, choice, grievance redressal, consumer education, and healthy environment. It aims to promote these rights and provide speedy and affordable remedies to consumers against issues like misleading ads, defective products, and more.
This document provides an overview of decision support systems (DSS) and related concepts. It defines DSS as computer-based systems that support business or organizational decision-making through the use of data, documents, knowledge, analytical models, and tools. The document discusses different types of decisions, levels of decision making, and models of decision making. It also describes the key components of a DSS, including data management, model management, user interface, and knowledge base subsystems. Finally, it outlines different types of DSS such as data-driven, model-driven, and knowledge-driven systems.
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
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In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Leveraging Generative AI to Drive Nonprofit Innovation
Wcm 3
1. 1
Unit III: Advances in Manufacturing - Technological innovation in manufacturing, computer
integrated manufacturing, flexible manufacturing systems, group technology and cellular
manufacturing
Advances in Manufacturing
Technological innovation in manufacturing
The key types of innovation can be classified under the following categories:
1. Innovation in sourcing
2. Innovation in manufacturing processes
3. Management innovation
4. Innovation through technology
Innovation in sourcing
New components, new suppliers or an improved deal with the existing
suppliers could improve products and profits significantly. A number of
companies have integrated the suppliers into the manufacturing processes to
ensure online visibility on inventory at various stages and quality control.E-
auctions and reverse auctions to manage material costs are other examples
of increasing efficiency in procurement.
Innovation in manufacturing processes
Companies can innovate in the way products are developed or manufactured,
either within the firm or across the supply chain. Such innovations are termed
as‘ProcessInnovation’.Itistypicallyaimedatgarnering competitive advantage
through improved quality, reduced costs or reduced time-to-market. For example
one of the greatest innovations to impact manufacturing in the
20th century was the Assembly Line model for manufacturing cars, developed
by Henry Ford. The concept, however, did not change the product, but it
significantly and permanently changed the process for manufacturing and
delivering the product.
Management innovation
Management innovation refers to innovation in management principles and
processes that will eventually change the practice of what managers do, and
how they do it. Typically, such innovations have long lasting impact on the
organization. Innovation in Business model fallsunderthiscategory.Toyota’s
lean manufacturing model is a good example of such a practice. It not only
addressed key processes; but moved beyond the definition of Process
Innovation,byinvolvingafundamentalshiftinmanagementphilosophy.Toyota’s
model has transformed the way the manufacturing industry works
Innovation through technology
2. 2
Technology has been a tremendous driving force for innovation in businesses;
especially in the recent times. Many breakthrough concepts and development
in businesses have been primarily driven by the development of new
generation technology. New materials could improve products or their
packaging and presentation.
Computer-integrated manufacturing (CIM)
Computer-integrated manufacturing (CIM) is the manufacturing approach of
using computers to control the entire production process. This integration allows individual
processes to exchange information with each other and initiate actions. Although manufacturing
can be faster and less error-prone by the integration of computers, the main advantage is the
ability to create automated manufacturing processes. Typically CIM relies on closed-loop control
processes, based on real-time input from sensors. It is also known as flexible design and
manufacturing.
Computer-integrated manufacturing (CIM) refers to the use of computer-
controlled machineries and automation systems in manufacturing products. CIM combines
various technologies like computer-aided design (CAD) and computer-aided manufacturing
(CAM) to provide an error-free manufacturing process that reduces manual labor and automates
repetitive tasks. The CIM approach increases the speed of the manufacturing process and uses
real-time sensors and closed-loop control processes to automate the manufacturing process. It is
widely used in the automotive, aviation, space and ship-building industries.
CIM is the integration of all enterprise operations and activities around a common corporate
data repository.
It is the use of integrated systems and data communications coupled with new managerial
philosophies.
CIM is not a product that can be purchased andinstalled.
It is a way of thinking and solving problems.
This integration allows individual processes to exchange information with each other and
initiate actions.
CIM is a manufacturing approach that provides a complete automation of a manufacturing
facility. All the operations are controlled by computers and have a common storage and
distribution. The various processes involved in a CIM are listed as follows:
Computer-aided design
Prototype manufacture
Determining the efficient method for manufacturing by calculating the costs and
considering the production methods, volume of products, storage and distribution
Ordering of the necessary materials needed for the manufacturing process
3. 3
Computer-aided manufacturing of the products with the help of computer numerical
controllers
Quality controls at each phase of the development.
Product assembly with the help of robots
Quality check and automated storage
Automatic distribution of products from the storage areas to awaiting lorries/trucks
Automatic updating of logs, financial data and bills in the computer system
CIM is a combination of different applications and technologies like CAD, CAM, computer-
aided engineering, robotics, manufacturing resource planning and enterprise management
solutions. It can also be considered as an integration of all enterprise operations that work with a
common data repository.
The major components of CIM are as follows:
Data storage, retrieval, manipulation and presentation mechanisms
Real-time sensors for sensing the current state and for modifying processes
Data processing algorithms
Potential Benefits of CIM
Improved customer service
Improved quality
Shorter time to market with new products
Shorter flow time
Shorter vendor lead time
Reduced inventory levels
Improved schedule performance
Greater flexibility and responsiveness
Improved competitiveness
Lower total cost
Shorter customer lead time
Increase in manufacturing productivity
Decrease in work-in process inventory
Key challenges
There are three major challenges for the development of a smoothly operating computer-
integrated manufacturing system:
Integration of components from different suppliers: When different machines, such as
CNC, conveyors and robots, are using different communications protocols. In the case of
AGVs (automated guided vehicles), even differing lengths of time for charging the batteries
may cause problems.
Data integrity: The higher the degree of automation, the more critical is the integrity of the
data used to control the machines. While the CIM system saves on labor of operating the
4. 4
machines, it requires extra human labor in ensuring that there are proper safeguards for the
data signals that are used to control the machines.
Process control: Computers may be used to assist the human operators of the
manufacturing facility, but there must always be a competent engineer on hand to handle
circumstances which could not be foreseen by the designers of the control software.
Subsystems in computer integrated manufacturing
CAD (Computer-Aided Design) involves the use of computers to create design drawings
and product models.
CAE (Computer-Aided Engineering) is the broad usage of computer software to aid in
engineering tasks.
CAM (Computer-Aided Manufacturing) is the use of computer software to control machine
tools and related machinery in the manufacturing of work pieces.
CAPP (Computer-Aided Process Planning) is the use of computer technology to aid in the
process planning of a part or product, in manufacturing.
CAQ (Computer-Aided Quality Assurance) is the engineering application of computers and
computer controlled machines for the inspection of the quality of products.
PPC (Production Planning and Control) A production (or manufacturing) planning and
control (MPC) system is concerned with planning and controlling all aspects of
manufacturing, including materials, scheduling machines and people, and coordinating
suppliers and customers.
ERP (Enterprise Resource Planning) systems integrate internal and external management
information across an entire organization, embracing finance/accounting, manufacturing, and
sales and services.
Technologies in CIM
FMS (Flexible Manufacturing System)
5. 5
ASRS (Automated Storage and Retrieval System)
AGV (Automated Guided Vehicle)
Automated conveyance systems Robotics
Flexible Manufacturing System
A flexible manufacturing system (FMS) is a method for producing goods that is
readily adaptable to changes in the product being manufactured, both in type and
quantity. Machines and computerized systems are configured to manufacture
different parts and handle varying levels of production. A flexible manufacturing
system (FMS) gives manufacturing firms an advantage to quickly change a
manufacturing environment to improve process efficiency and thus
lower production cost.
FMS: Two Categories of Flexibility
The flexibility of a FMS typically falls into two categories: machine flexibility and routing
flexibility. Machine flexibility refers to the system’s ability to produce new types of products,
and its ability to change the order in which operations are executed.
The second type of flexibility in a FMS, routing flexibility, refers to the system’s ability to use
two or more machines to perform the same task, and the system’s ability to handle large-scale
changes like significant increase in volume and/or capability.
6. 6
There are three levels of manufacturing flexibility.
(a) Basic flexibilities
Machine flexibility - the ease with which a machine can process various operations
Material handling flexibility - a measure of the ease with which different part types can
be transported and properly positioned at the various machine tools in a system
Operation flexibility - a measure of the ease with which alternative operation sequences
can be used for processing a part type
(b) System flexibilities
Volume flexibility - a measure of a system’s capability to be operated profitably at
different volumes of the existing part types
Expansion flexibility - the ability to build a system and expand it incrementally
Routing flexibility - a measure of the alternative paths that a part can effectively follow
through a system for a given process plan
Process flexibility - a measure of the volume of the set of part types that a system can
produce without incurring any setup
Product flexibility - the volume of the set of part types that can be manufactured in a
system with minor setup
(c) Aggregate flexibilities
Program flexibility - the ability of a system to run for reasonably long periods without
external intervention
7. 7
Production flexibility - the volume of the set of part types that a system can produce
without major investment in capital equipment
Market flexibility - the ability of a system to efficiently adapt to changing market
conditions
Advantages
Faster, lower- cost changes from one part to another which will improve capital
utilization
Lower direct labor cost, due to the reduction in number of workers
Reduced inventory, due to the planning and programming precision
Consistent and better quality, due to the automated control
Lower cost/unit of output, due to the greater productivity using the same number of
workers
Savings from the indirect labor, from reduced errors, rework, repairs and rejects
Disadvantages
Limited ability to adapt to changes in product or product mix (ex. machines are of limited
capacity and the tooling necessary for products, even of the same family, is not always
feasible in a given FMS)
Substantial pre-planning activity
Expensive, costing millions of dollars
Technological problems of exact component positioning and precise timing necessary to
process a component
Sophisticated manufacturing systems
Group technology and cellular manufacturing
Cellular manufacturing
Cells are created in a workplace to facilitate flow. This is accomplished by bringing
together operations (or machines, or people) involved in a processing sequence of a products
natural flow and grouping them close to one another, distinct from other groups. This grouping is
called a cell.
Cellular manufacturing is a process of manufacturing which is a subsection of just-in-time
manufacturing and lean manufacturing encompassing group technology. The goal of cellular
manufacturing is to move as quickly as possible, make a wide variety of similar products, while
making as little waste as possible. Cellular manufacturing involves the use of multiple cells in
an assembly line fashion. Each of these cells is composed of one or multiple different machines
which accomplish a certain task. The product moves from one cell to the next, each station
completing part of the manufacturing process.
8. 8
(A manufacturing approach in which equipment and workstations are arranged to facilitate small
lot, continuous flow production. In a manufacturing cell, all operations that are necessary to
produce a component or sub assembly are performed in close proximity, often times in a U-
shaped layout, thus allowing for quick feedback between operations when problems and other
issues arise. Workers in manufacturing cells are typically cross trained and able to perform
multiple tasks as needed.)
Cellular manufacturing is a manufacturing process that produces families of parts within a single
line or cell of machines operated by machinists who work only within the line or cell. A cell is a
small scale, clearly-defined production unit within a larger factory. This unit has complete
responsibility for producing a family of like parts or a product. All necessary machines and
manpower are contained within this cell, thus giving it a degree of operational autonomy. Each
worker is expected to have mastered a full range of operating skills required by his or her cell.
Therefore, systematic job rotation and training are necessary conditions for effective cell
development. Complete worker training is needed to ensure that flexible worker assignments can
be fulfilled.
Cellular manufacturing, which is actually an application of group technology, has been described
as a stepping stone to achieving world class manufacturing status. The objective of cellular
manufacturing is to design cells in such a way that some measure of performance is optimized.
This measure of performance could be productivity, cycle time, or some other logistics measure.
Measures seen in practice include pieces per man hour, unit cost, on-time delivery, lead time,
defect rates, and percentage of parts made cell-complete.
This process involves placing a cluster of carefully selected sets of functionally dissimilar
machines in close proximity to each other. The result is small, stand-alone manufacturing units
dedicated to the production of a set or family of parts—or essentially, a miniature version of a
plant layout.
BENEFITS OF CELLULAR MANUFACTURING
Many firms utilizing cellular manufacturing have reported near immediate improvements in
performance, with only relatively minor adverse effects. Cited improvements which seem to
have occurred fairly quickly include reductions in work-in-process, finished goods, lead time,
late orders, scrap, direct labor, and workspace.
In particular, production and quality control is enhanced. By breaking the factory into small,
homogeneous and cohesive productive units, production and quality control is made easier. Cells
that are not performing according to volume and quality targets can be easily isolated, since the
parts/products affected can be traced to a single cell. Also, because the productive units are
small, the search for the root of problems is made easier.
Quality parameters and control procedures can be dovetailed to the particular requirements of the
parts or work pieces specific to a certain cell. By focusing quality control activity on a particular
production unit or part type, the cell can quickly master the necessary quality requirements.
9. 9
Control is always enhanced when productive units are kept at a minimum operating scale, which
is what cellular manufacturing provides.
When production is structured using cellular manufacturing logic, flow systematization is
possible. Grouping of parts or products into sets or families reveals which ones are more or less
amenable to continuous, coupled flow. Parts that are standardized and common to many products
will have very low changeover times, and thus, are quickly convertible to continuous, line-flow
production. Products that are low-volume, high-variety and require longer set-up times can be
managed so that they evolve toward a line flow.
Cells can be designed to exploit the characteristics peculiar to each part family so as to optimize
the flow for each cell and for groups of cells as a whole. Flow systematization can be done one
cell at a time so as to avoid large disruptions in operations. Then the cells that were easy to
systemize can provide experience that can be exploited when the more difficult systematization
projects occur later. Cells that have been changed to a line flow will invariably show superior
performance in the areas of quality, throughput time, and cost, which can lead to eventual plant
wide benefit.
Work flow that is adapted to the unique requirements of each product or part allows the plant to
produce high-volume and high-variety products simultaneously. Since the cell structure
integrates both worker and product versatility into a single unit, it has the potential to attain
maximum system flexibility while maintaining factory focus. Cells can be designed around
single products, product groups, unique parts, part families, or whatever unique market
requirements are identified. For the same part, there may be one high-volume, standardized
design and one low-volume customized design. Cells can be built specifically for any of these
with a focus on the individual marketing or production requirement called for by the individual
product or part.
Systematic job rotation and training in multiple skills also make possible quick, flexible work
assignments that can be used to alleviate bottlenecks occurring within the cell. Since normal cell
operation requires the workers to master all the skills internal to the cell, little or no additional
training should be needed when workers have to be redeployed in response to volume or sales
mix changes. When it is routine for workers to learn new skills, they can be easily transferred to
another job within the cell or possibly even to an entirely different production unit. Without this
worker flexibility and versatility, there can be no real production system flexibility.
LIMITATIONS
While its benefits have been well documented, it should also be noted that some have argued that
implementing cellular manufacturing could lead to a decrease in manufacturing flexibility. It is
felt that conversion to cells may cause some loss in routing flexibility, which could then impact
the viability of cell use. Obtaining balance among cells is also more difficult than for flow or job
shops. Flow shops have relatively fixed capacity, and job shops can draw from a pool of skilled
10. 10
labor so balance isn't that much of a problem. By contrast, with cells, if demand diminishes
greatly, it may be necessary to break up that cell and redistribute the equipment or reform the
families.
Also, some researchers have warned that the benefits of cellular manufacturing could deteriorate
over time due to ongoing changes in the production environment. Finally, it must be noted that
conversion to cellular manufacturing can involve the costly realignment of equipment. The
burden lies with the manager to determine if the costs of switching from a process layout to a
cellular one outweigh the costs of the inefficiencies and inflexibility of conventional plant
layouts.
Group technology
Group technology or GT is a manufacturing technique in which parts having similarities in
geometry, manufacturing process and/or functions are manufactured in one location using a
small number of machines or processes. GT is based on a general principle that many
problems are similar and by grouping similar problems, a single solution can be found to a
set of problems, thus saving time and effort.
The group of similar parts is known as part family and the group of
machineries used to process an individual part family is known as machine cell. It is not
necessary for each part of a part family to be processed by every machine of corresponding
machine cell. This type of manufacturing in which a part family is produced by a machine
cell is known as cellular manufacturing. The manufacturing efficiencies are generally
increased by employing GT because the required operations may be confined to only a small
cell and thus avoiding the need for transportation of in-process parts.
Group technology is an approach in which similar parts are identified and
grouped together in order to take advantage of the similarities in design and production.
Similarities among parts permit them to be classified into part families.
For example:
11. 11
• A plant producing 10000 different part numbers may be able to group the vast majority of
these parts into 30-40 distinct families
• It is reasonable to believe that the processing of each member of a given family is similar
and this should result in manufacturing efficiencies
• The efficiencies are generally achieved by arranging the production equipment into
machine groups or cells to facilitate work flow
• Grouping the production equipment into machine cells where each cell specializes in the
production of a part family is called cellular manufacturing.
A manufacturing philosophy in which similar parts are identified grouped together to take
advantage of their similarities in design and production.
It contributes to the integration of CAD (Computer Aided Design) and CAM (Computer
Aided Manufacturing).
The group of similar parts is known as part family and the group of machineries used to
process an individual part family is known as machine cell.
An approach to manufacturing in which similar parts are identified and grouped together in order
to take advantage of their similarities in design and production
• Similarities among parts permit them to be classified into part families
• In each part family, processing steps are similar
• The improvement is typically achieved by organizing the production facilities into
manufacturing cells that specialize in production of certain part families.
OBJECTIVES OF GROUP TECHNOLOGY
• Reduce average lot size
• Increase part variety
• Increase variety of materials
• Achieve close tolerance
• Improve scheduling
• Reduce tooling
• Increase equipment utilization
BENEFITS OF GROUP TECHNOLOGY
• Standardization of tooling, fixtures, and setups is encouraged
• Material handling is reduced
• Parts are moved within a machine cell rather than entire factory
• Process planning and production scheduling are simplified
• Work-in-process and manufacturing lead time are reduced
• Improved worker satisfaction in a GT cell
• Higher quality work