Computer lnteg·rated .

Man,1fa~·t_uJj_ng

Problem definition & a solution found in an Enterprist~ :

1. External challenges (Niche market entrnnts. eo mp r11it1n n . :-1 \1pplil11·.~1. ~l11li11I ,·, ·111 w 111 ,v . 1·1111 1

of money , Internet and customers)

2 . Customer order-winning and order-qu nli(vi n g critorin dl'i vo th o m111·lw t .

The enterprise must develop a manufact uring strntogy t o win ord01·~ h11 i<1Nl nn t ht' c1·i t.111•i11 111 1IH •

marketplace . The enterprise must chnng·P . Chnn gf' to improvl' I lwir p 11rform1111c11 011 llw 1-1 ,s.
worldwide standards
Six Worldwide Standards
o Design & l\[Link] lea d. t ime by product
o Inventory turns by product
o Setup times on production equipment.
o Output/productivity by product per e mployee
o Total quality and level of rework
o Number of suggestions by product for improvenwnt.s pN dn y p<w Pmpl<>yc,u
Customer demand is always for :
o A quality product
o Wide product selection
o Frequent product improvements
o New models on a regular basis.
Satisfying the six enterprise standards is necessnry to mee t. the~l' cfomn nd~ of' cu:-.t.011H11·:-- .
Definition of CIM by the Computer and [Link] Sy~[Link]::- /\::-~oci11t io11 uf [Link] Suci l1 t.y 111'
manufacturing Engineers (CASA/Sl\tfE) :
"CIM is the integration of the total man11fact11ring e11.t_erprisc through Ill.I' 11s,· o/ i 11 tl'g rnt.<'<I
systems and data cornm11n1:cafrons coupled with nrw 111<111agcrial µl,i/nsophics tho! i:,,,,,,. 0 ., 1,

organizational and p ersonnel ef[icie11cy ."

CIM includes:
Robotics , CNC , CAD , CAM . and just-in -I im e (J IT) Prorl11ctinn nnd 11s:-:1tn's:
Commitment to total e nte rpri se qunlit.y. continuous improvl' lll<'nl'., cu:--Com1' r :-:[Link]'[Link] . us(' 1,1·

common datab ase for all procluct information wil h l'V <'l'Y dq1ilrl.11H 11l pnrl [Link] g,
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co mmuni cat ion harri e rs. anc! [Link] [Link] of c nt e rpri:--~ l'1'snurc1 s .
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What is CIM?
CIM is a new approach to Manufacturing Management, and corporate operation .
Cil'vl 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 and installed.
It is a way of thinking and solving problems.
CIM Objectives
Simplify production processes, product designs, and factory organization as a vital foundation to
automation and integration
Automate production processes and the business functions that support the m with computers,
machines, and robots

Integrate all production and support processes usmg computer n e tworks , cross -functional
business software, and other information technologies
Elements of CIM
o Information technology: Computer, Communication, Control
o 'Manufacturing technology: Manufacturing, :rvlarket, Management
o 3Cs support 3Ms
 o 3Cs support 3Ms
Elements of 3Cs
o Computer: IT, OS, programming language, database , artifici a l intellige nce
o Communication: communication technology, MAP, TOP, LAN, VAN
o Control: control technology, algorithm , S/W for control
Targ·ets of CIM
o Developing high quality products with low cost
o Integration and control of product design and manufacturing processes
o Easy financial management
o Increasing volume of sales
Function of CIM
1) Order information and automatic scheduling through computer

- dealing individual orders of various products

- control of due dates
- preparing production planning
2) Inventory control through JIT
- minimizing raw material, WIP, inventory
- utilizing bar code, RFID
3) Statistical quality control
- quality improvement
4) Monitoring facility, process

- data collection for facility operating

- report for producing defective goods
- records & analysis of failing facility
5) Data collection for MIS
- WIP data
- shipment data
- direct & indirect labor data
- production control data ; defective rate , operation rate failure . t . d .
' ra e , P 1 0 uct1on rate
- s upplier record; quality, accomplishment
- defective production data
6) Ma na ging MIS Data

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L:.1w e r tl,r:d cost

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::: f ucrt1:tse in m :rnufacturing pro<ltl(.:tivit~·

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 Manufacturing Manufacturing Engineering
Resource Execution Systems
Planning Systems Systems
...
I
►
Production
Shop Floor

rl
Forecasting Compulf-~r-Aidec1
Scheduling
_________J Design
Production
~
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C Scheduling Shop Floor

('a
Q. Material Control
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Computer-Aided
u.... Requirements Engineering
l
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(1)
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Capacity
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a.
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~ PrOduetion Robotics Cont~
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UJ Cost Control
PtOduct
· · II Ouafity Proc'ess Control &mu&ation and
~ ► Control Prototyping
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f•

Computer-Integrated Manufacturing ]
CIM Systems
o Comp uter-aided manufacturing (CAM) - automate the production process

0 Manufacturing execution systems (MES) - performance monitoring information syste ms

for factory noo r operations

0 Process Control - co ntrol ongoing physical processes

0
Machin e Control - controls the actions of machines

The Role of Computer in Manufacturing

The co mput e r has hc1 d a s ubs tantial impact on almost all activities of a fa ctory .
Ofie n , th e [Link] of the computer changed the organizational s tructure of a department

a nd m :1de necessa ry :tdoption of new manage ment structures.

The opera tion of a CL\! ~ys te m gi \·es the use r s ubsta nti a l bene fit s :

n1,ducnon of de sign cosrs by 15-30%;

Hc·d u c-11 0 0 oft he m -shop um e of a µart by 30-60%;
5
 • Better pro d uc t qua 1·1ty, reduction of scrap 20-50% .

Manufacturing System classification:

o Project
o Job shop
o Repetitive
o Line and
o Continuous
Classification into these groups requires a detailed analysis and evaluation of production
operations.
Project:
o Products are complex
o Production quantities are often just one unit.
Such as:
Oil refineries, Large buildings, Cruise ships, Large aircraft
o Products are similar usually are not identical
o Layout is fixed-position
o Product remains in one location and production equipment and parts are moved t.0 it.
o Production and assembly equipment must be mobile and very few robot applications are
found in this type (project)
Job Shop:
o Production quantities (lot sizes) are small
o Size and weight of parts are small
0 Pats are moved or routed between fixed production work cells for manufacturing
processmg.
o Most often used are lathes, mills, grinders etc,
0 Production equipment layout is job shop layout or process layout (Figure 1.6)
0 Less than 20% repeat production on the same part
o Noncomplex products
0 Intensive movement of the product between machines

0 Opportunities for Robotic applications are present but limited by the high variation in
parts and products.
Repetitive:
0 Orde rs for repeat business is 100%
Rl'pcti tivc!:

n Or<leni for repea t. hw-lincss i8 l 00%

o Cui-1tom c: r contract8 for multiple years
r✓ High product volum e wi t h production qu a nti tie s vary ove r la r ge ra nge
o [Link] va ric1tion in the routings of pa rts betwee n production machines
o Pl a nt layout - either Figure 1.6 (b) or 1.6 (c)
o Product exa mple:
10,000 wa te r pump8 pe r week, Co ntract fo r 3 yea rs
o Special -purpose production machines, a utom ated syste ms with robots a re in tegr ated into
the process
Line :
o Delivery time required by the cus tom er is ofte n s horte r tha n the tota l time to build a ll
individual parts of the product.
o Product has many different options or models
o Inve ntory of s ubassemblies is us ua lly present
Example:
Car assembly , Truck asse mbly etc,
o Plant Layout is Product-flow layout (Figure 1.6 (c))
o Robots are frequently used to perform assembly tasks.
Continuous:
o Time required for manufacture is longer than customer waiting time
o Demand is predictable
o Product inventory is always present
o High production volumes
o Products have few options
0 Pla nt layout is limited to one or just a few different product s
0 Plant layout is Product-flow type (Figure 1.6 (c))
Example:
input chemicals - output Nylon thread (continuous flow)
Electrical components
Parts for a utomotive industry
o Robots can handle high-speed high-volume opera tion of this type
7

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(CIM)
1. 1-'k:\ihk M11111t1111.'1t11 l111,! s xsit,111 (1-'MS>
.' . Vurlnhk• Mlssi1111 Mt'g. (VMM)
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CIM Sysh.·111 discussl:d :

• C1)tl1p11kr Numcricnl Co111rnl (CNC)

• Dirnct N111111:ricnl Control (DNC)
• Computer Process Control
• Cn111puter l11tc.:grntcd Prodm:1io11 Ma11agemenl
• Automntcd l11spectio11 Methods
• l11d11strinl Robols etc.

A Cltvt System consists of the following basic components:

I. M11chi11c tools 1111d rclntccl eq uipment

II. Mntcrinl Hnndling System (MHS)
111. Computer Control System
IV. Humnn foctor/lnbor

CIMS Benefits:

I. l11crt·11scd 111111.: hine utilizution

2. Reclucecl direct and indirect labor
J. Re<l11cc mfl:',. li..:ad timl.'
cl . Lower in process i11vc11tory
5. Sched11li11g tk:xibilit y
(, . Cl!.! .

1
CIM refers to a production system that consists of:

I. A group of NC machines connected together by

2. An automated materials handling system
3. And operating under computer control

Why CIMS?
In Production Systems
Production ,,
Volumn
(part/yr)
Transfer
Lines
/
'
15,000 -

CIM System
'-
./

Stand Alone
15 - NC Machine

'
Part Variety (# of different parts)

I . Transfer Lines: is very efficient when producing "identical" parts in large

volumes at high product rates.
2. Stand Alone: NC machine: are ideally suited · for variations in work part
configuration.

In Manufacturing Systems:

Production
Volumn Special
(part/yr) System
15,000

Flexible
Manufacturing
System

Manfuacturing
15 Cell

2 100 800
Part Variety (# of different parts)
I. Spec ial Mfg. System: the least fl ex ible CIM system. It is designed to produce a

j
 very limited number of different parts (2 - 8).
2: M fg. Cell : the most flexible but generally has the lowest number of different parts
manufactured in the cell would be between 40 - 80. Annual production rates rough
from 200 - 500.
3. Flexible Mfg. System : A typical FMS will be used to process several part families
with 4 to 100 different part numbers being the usual case.

General FMS

Conventional Approaches to Manufacturing

Conventional approaches to manufacturing have generally centered around machines

laid out in logical arrangements in a manufacturing facility. These machine layouts
are classified by:

I . Function - Machines organized by function will typically perform the sam e

function , and the location of these departments relative to each other is normally

M i ll dep•[Link] Dri ll department

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cf"'E:5'neb c:J
Orllllng m ■ ch f n tt.s

Lathe department Grind department

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Turning

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machine■
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Machine layout b y function .

arranged so as to minimize interdepartmental material handling. Workpiece

produced in functional layout departments and factories are generally manufactured
in small batches up to fifty pieces (a great variety of parts).

2 . Line or flow layout - the arrangement of machines in the part processing order or
sequence required. A transfer line is an example of a line layout. Parts progressively
move from one machine to another in a line or flow layout by means of a roller
conveyor or through manual material handling. Typically, one or very few different
parts are produced on a line or flow type of layout, as all parts processed require the
same processing sequence of operations. All machining is performed in one
department, thereby minimizing interdepartmental material handling.

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 3. Cell - It combines the efficiencies of both layouts into a single multi-functional unit.
It referred to as a group technology cell, each individual cell or department is
comprised of different machines that may not be identical or even similar. Each cell
is essentially a factory within a factory, and parts are grouped or arranged into
families requiring the same type of processes, regardless of processing order.
Cellular layouts are highly advantageous over both function and line machine
layouts because they can eliminate complex material flow patterns and consolidate
material movement from machine to machine within the cell.

Boring Boring Milling Drilling

machine machine machine machine

Milling
machine I I
Grinder
Drilling
machine

Lathe I I j
I I
Grinder
Milling
machine Grinder
Lath_e I I Lathe I

Part Queue and Part queue and

inspection area inspection area

Cell Cell

Machine layoul by cell based oo parl families lo be processed

Manufacturing Cell

Four general categories:

I. Traditional stand-alone NC machine tool - is characterized as a limited-storage,

automatic tool changer and is traditionally operated on a one-to-one machine to
operator ratio. In many cased, stand-alone NC machine tools have been grouped
together in a conventional part family manufacturing cell arrangement and
operating on a one-to-one or two-to-one or three-to-one machine to operator ratio.

2. Single NC machine cell or mini-cell - is characterized by an automatic work

changer with permanently assigned work pallets or a conveyor-robot arm system
mounted to the front of the machine, plus the availability of bulk tool storage.
There are many machines with a variety of options, such as automatic probing,
broken tool detection, and high-pressure coolant control. The single NC machine
cell is rapidly gaining in popularity. functionality, and affordability.

3. Integrated multi-machine cell - is made up of a multiplicity of metal-cutting

machine tools, typically all of the same type. whicll have a queue of parts, either
at the entry ofrhe cell or in front of each machine. Multi-machine cells are either
serviced by a material-handling robot or parts are palletized in a two- or
thrl'e-machine. in-line system for progressive movement from one machining

.J
 station to another.

FMS - sometimes referred to as a flexible manufacturing cell (FMC), is characterized

by multiple machines, automated random movement of palletize parts to and from
processing stations, and central computer control with sophisticated command-driven
software. The distinguishing characteristics of this cell are the automated flow of raw
material to the cell, complete machining of the part, part washing, drying, and
inspection with the cell , and removal of the finished part.

I. Machine Tools & Related Equipment

• Standard CNC machine tools

• Special purpose machine tools
• Tooling for these machines
• Inspection stations or special inspection probes used with the machine tool

The Selection of Machine Tools

I . Part size
2. Part shape
3. Part variety
4. Product life cycle
5. Definition of function parts
6. Operations other than machining - assembly, inspection etc.

II. Material Handling System

A. The primary work handling system - used to move parts between machine tools
in the C fMS . It should meet the following requirements.

i). Compatibility with computer control

ii). Provide random, independent movement of palletized work parts between
machine tools.
iii). Permit temporary storage or banking of work parts.
iv). Allow access to the machine tools for maintenance tool chan ging & so on.
v). Interface with the secondary work handling system
vi). etc.

B. The secondary work handling system - used to present parts to the individual
machine tools in the CIMS.

i). Same as A (i).

ii). Same as A (iii)
iii). Interface with the primary work handling system
iv). Provide for parts orientation & location at each workstation for process ing.

s-
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Ill. Computer Control Syslcm - Co111rol functi ons ofa flrn1 and lhc supporting
comp11li11g cq11ip111c11I

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• Lar9" P,ocess Control Cornpui,,r
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.;
~
5otellilt
Plan! Floor
L0··L'.:J ~ --L'.:_J • Mlnicomputet -~
Con1rot · Microcomputer

Mo<hne - Control l1HPll1HPll1I--IPll1HPI Con1rol

· Microcomputet J

Control Loop of a Manufacturing System

Mfg , t-=..ource5
Mfg method~
Mfg p/annm9 olgonlhm,

Factory r esources

;che du/,n9 olgor, thms

Ordtrs
ol9or 1thms

Mio r r 1 0o,ct'J u t ./1r o t ,on

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IV. Functions of the computer in a manufacturing organization
Market (CustoJOer)
• •
l. Sales (Marketing I Management 12. Shipping
Product development Personnel dept . Shipping documents
Planning Achainistraition Customer b i ll i ng
Statistics Control of the

• . shiooed o r d e r
--..
2. Sub■ is sion ot
[Link] 11 . Cost Account 1ng
Product pricing Account i ng for
Coopecat.1on with p r oduction
cost accounting - by unit factory
ClMUTER SYSTEM cost

l - proportioning and
allocation of
ove r head
J . Production plan- - by cost centers
ning and control Mfg . information - total product
Long- and short · ., system cost
range planning Data base Close cooperation
Del ivery date P'inanc ial with quotation ac-
Order scheduling Personnel tivities
Purchasing Recognition of dif -
i Catalogue
Material
ficulties when cost
deviates from cost
4. Order processing Manufacturing standards
(Servicing) Sales/Marketing Payroll calculation
Organizational "' Inventory in conjunction
processing of with personnel
o rder
. '
5. Design 10. Assembly
Coepu te r- aided Computer-aided MTM
design (also data studies
for machine se- i.
Time calculation
quencing and part Assembly sequence-
progra111s ) ing
Classification of Release fo r pur-
vorkpieces and
subassemblies . chased parts
Creation of bill
of [Link]
I
9. '
Manufacturing
Adaptive cont ro 1
. NC control
Reporting of com-
pleted work orders
Payroll calcula-
. . rinn
.
6 . Manutacturing pro- 7. Manufacturing B. Material requirement
cess planning control planning
Raw m~terial speci- Detailed sche- Inventory planning
fication duling of shop control
P~ocess sequencing orders Order point and lead
C lculation of pro- Material sche- time- contro.l
cessing times du ling Economical order
Ma~erial require- Machine allo - quantities
aent [Link]
Cla ssification of
part families by
. cation Cmathe-
matical model- ~
i ng)
Vendor per!ormance

c har~cte ris t i c fea- Feedback infor-

tures and coflPletion mat ion
dates
Progra,..,ing of NC
aachines <•utoraated
too l , feed, and
speed selection)

v: functions of Computer in CIMS

I. '\fachine Control - CNC

Micro Computer Hardware Feedback

NC (Software Function (interface
Prog ramm ing & & Machine
NC Program Storage Servo) Center

f- ,J
2. Direct Numerical Control (DNC) - A manufacturing system in which a number of
m/c are controlled by a computer through direct connection & in real time.

Consists of 4 basic elements:

• Central computer
• Bulk memory (NC program storage)
• Telecommunication line
• Machine tools (up to I 00)

Central Bulk memory

Computer (NC Program)

sends instructions & relieves data (etherne1

Satellit
Bulk
Minicomputer I memory

--- Tele-Communication Lines

m/c m/c Up to 100 m/c tools

3. Production Control - This function includes decision on various parts onto the
system.
Decision arc based on:
• red production rate/day for the various parts
• Number of raw work parts available
• Number ofavl!ilable pallets

4. Traffic & Shuttle Control - Refers to the regulations of the primary & secondary
transportation systems which moves parts between workstation.
5. Work Handling System Monitoring - The computer must monitor the status of
each cart & /or pallet in the primary & secondary handling system.
6. Tool Control
• Keeping track of the tool at each station
• Monitoring of tool life

7. Svstem Performance Monitoring & Reporting - The system computer can be

· programmed to generate various reports by the management on system
performance.

• Utilization reports - summarize the utilization of individual workstation as well

as overall average utilization of the system .
• Production reports - summarize weekly/daily quantities of parts produced from
a CIMS (comparing scheduled production vs. actual production)
• Status reports - instantaneous report "snapshot" of the present conditions of the
CIMS.
• Tool repons - may include a listing of missing tool. tool-life status etc.
 8. Manufacturing data base

• Collection of independent data bases

• Centralized data base
• Interfaced data base
• Distributed data base

. -----.. _ /·- - ·, '

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\

M
s,... / l [""...,,,,..... \I

/--------\ I

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Production Strategy
The production strategy used by manufacturers is based on several factors; the two
most critical are customer lead time and manufacturing lead time.
Customer lead time identifies the maximum length oftime that a typical customer is
willing to wait for the delivery ofa product afier an order is placed
Manufacturing lead time identifies the maximum length oftime between the receipt of
an order and the delivery ofa finished product.
Manufacturing lead time and customer lead time must be matched. For example,
when a new car with specific options is ordered from a dealer, the customer is willing
to wait only a few weeks for delivery of the vehicle. As a result, automotive
manufacturers must adopt a production strategy that permits the manufacturing
lead-time to match the customer's needs. ··
The production strategies used to match the customer and manufacturer lead times are
grouped into four categories:
I . Engineer to order (ETO)
2. Make to order (MTO)
3. Assemble to order (ATO)
4. Make to stock (MTS)
Engineer to Order
A manufacturer producing in this category has a product that is either in the first stage
of the life-cycle curve or a complex product with a unique design produced in
single-digit quantities. Examples of ETO include construction industry products
(bridges, chemical plants, automotive production lines) and large products with
special options that are stationary during production (commercial passenger aircraft,
ships, high-voltage switchgear, steam turbines). Due to the nature of the product, the
customer is willing to accept a long manufacturing lead time because the engineering
design is part of the process.

Make to Order
The MTO technique assumes that all the engineering and design are complete and the
production process is proven . Manufacturers use this strategy when the demand is

_3

~
unpredictable and when the customer lc:-id-time permits the production process to s1ar1
on receipt of an order. New residential homes me t:xamples of this product ion strategy.
Some outline computer companies make personal computer to customer specitications.
so they followed MTO specifications.

Assemble to Order
The primary reason that manufacturers adopt the ATO strategy is tlrnt customer lead
time is less than manufacturing lcud time . An example from the automotive industry
was used in the preceding section to dcscrihe this situation for line manufacturing
systems. This strategy is used when the option mix for the rroduct s c:-in be forcc asl
statistically: for c.xa111pk. the percentage of four-door versus two-door aulomobilcs
asscmblcd per week . In addition . the subusscmhlies and par1 s for the li11lll producl arc
carried in a finished co111ponenls inventory. so the final llSSL·mbly schedule is
determined by the customer order. John Deere and General Motors arc exampl es o f
companies using this production strategy.

Make to Stock
MTS. is used for two rcusons: (I) the customer lead time is less than the
manufacturing lead time, (2) the product hus a sci configuration and few options so
that the demand can be fort:cast accurately. If positive i1ivcntory levels (the store shelf
is never empty) for a product is an order-winning criterion, this strategy is used. When
this order-winning criterion is severe, the products arc often stocked in distribution
warehouses located in major population centers. This option is often the last phase of
a product's life cycle and usually occurs at maximum production volume.

Manufacturing Enterprise (Organization)

• In most manufacturing organizations the functional blocks can be found as:
• A CIM implementation affects every part of an enterprise: as a result. every
block in the organizational model is affected.
Finance and management

Soles Producl
and Production
design engineertng
promotion

L - - - - - - - - - - t - - - i Engin~ering
release

i::,
l)
'---------1 Manufacturing
planning
and control

"'
.!!!
Distribution 1 - - - - l Receiving a.
a.
::,
Plant floor (J)

Shipping

~ ·

Interlace to all
functions Support
organizations
Sales and Promotion
• The fundamental mission of sales and promotion (SP) is to create customers.
To achieve this goal, nine internal functions are found in many companies: sales,
customer service, advertising, product research and development, pricing,
packaging, public relations, product distribution, and forecasting.
sales and promotion interfaces with several other areas in the business:
• The customer services interface supports three major customer functions :
order entry, order changes. and order shipping and billing. The order change
interface usually involves changes in product specifications, change in
product quantity (ordered or available for shipment), and shipment dates and
requirements.
• Sales and marketing provide strategic and production planning information to
the finance and management group, product specification and customer
feedback information to product design, and information for master
production scheduling to the manufacturing planning and control group.
Product/Process Definition Engineering
• The unit includes product design, production engineering. and engineering
release.
• The product design provides three primary functions : (I) product design and
conceptualization, (2) material selection, and (3) design documentation .
• The production engineering area establishes three sets of standards: work,
process, and quality.
• The engineering release area manages engineering change on every
production part in the enterprise. Engineering release has the responsibility of
securing approvals from departments across the enterprise for changes made
in the product or production process.
Manufacturing Planning and Control (MPC)
• The manufacturing planning and control unit has a formal data and
information interface with several other units and departments in the
enterprise.
• The MPC unit has responsibility for:
I. Setting the direction for the enterprise by translating the management
plan into manufacturing terms. The translation is smooth if
order-winning criteria were used to develop the management plan.
2. Providing detailed planning for material flow and capacity to support
the overall plan .
3. Executing these plans through detailed shop scheduling and purchasing
action .
MPC Model for Information Flow

r r
 Demand Production
planning planning

!
Master

' production
schedule (MPS)

i
Detailed Material
capacity requirements
planning planning (MAP)

!
' Material and
capacity plans
/'

Produclion
!
Financial
activity
control
control
systems
systems

Shop Floor
• Shop floor activity often includes job planning and reporting, material
movement, manufacturing process, plant floor control. and quality control.
• Interfaces with the shop floor unit are illustrated.

Manufacturing
planning
and control

en
.l!!
Gi Distribution Receiving a.
a.
E :,
B Plant floor en
rt)
:,
(.) Shipping

Quality

Interface to all
functions
S11pp11rl ()rg1111iz11lio11
• Thu supporl orgu11izalio11s , indicnlcd vary signifi ca ntly from firm to firm .
• The t'1111c1ion.i 111ost oflen included arc security, pcrso nn<.:I , maintenance,
h11111 t111 resource development . and computer services .
• ll11sic11lly. lhc s11ppur1 organizulion is re sponsible for all of the func1ions not
provided by the o ther llloJel elements.
Prod11ctio11 Sequence :011c poss ibility for the flow requi red to bring a product to a
CIIStOIIHlr
I. Un•lon 2. Engineering 3. Production dellnitlon 4. Eng,noering

· -----►~~ ~
~ ~ /~~~--~a~~\
0

CAO Engineering
release

Q 5 1, 5. Manulaclurlng
definition
~
I. Reque1t lor [ o) ] MFG

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D i
J·'f ·: "'""
~ Paper

B ·Co•....•
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i ~

Finished
e. Plant
operations

Plant
__J
I
~r 7. Business and
production planning

product -----t activity

control

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