MODULE 3:

Automated Manufacturing Systems: Components of a

Manufacturing systems, Classification of Manufacturing
Systems, overview of Classification Scheme, Single Station
Manned Workstations and Single Station Automated Cells.
Manufacturing Support System: Process Planning,
Computer Aided Process Planning, Concurrent Engineering
and Design for Manufacturing, Advanced Manufacturing
Planning, Just-in Time Production System, Basic concepts
of lean and Agile manufacturing.
Part 1 - Automated Manufacturing Systems
 Human Resources
• In many manufacturing systems, humans perform some
or all of the value-added work that is accomplished on
the parts or products, In these cases, the human workers
are referred to as direct labour.

• Through their physical labour, they directly add to the

value of the work unit by performing manual work on it
or by controlling the machines that perform the work.
In manufacturing systems that are fully automated.

• Direct labour is still needed to perform such activities

as loading and unloading parts to and from the system,
changing tools, sharpening tools and similar functions.
 A CLASSIFICATION SCHEME FOR
MANUFACTURING SYSTEMS
A classification scheme based on the factors that
define the different types.
The factors are:
1. Type of operations performed
2. Number of work stations
3. System layout
4. Automation and manning level
5. Product variety.
 Type of operations performed
Manufacturing systems are distinguished by the types of
operations they perform. At the highest level, the distinction is
between
1. Processing operations on individual work units
2. Assembly operation to combine individual parts into
assembled entities

Additional parameter of the product that play a role in

determining the design of manufacturing system

 Type of materials processed

 Size and weight of the part
 Product complexity
 Product geometry
 Number of work stations
It exerts a strong influences on the performances
of the manufacturing system in terms of
performance factor such as work load capacity,
production rate, reliability.
i = 1,2,........n.
Where n=Number of workstation in the system
i=The individual stations in manufacturing
system
Where n=1 single station cell
n>1 multi station system
 SYSTEM LAYOUT

• It is closely related to the number of work

station in the configuration of the work
stations
• Relationship between number of workstation and
system layout in manufacturing system.
Number of work stations n=1 n  2

System layout single station cell multi-station system with

fixed routing ex: production line

multi-station system
with variable routing
 Automation and manning level
• The level of automation is another factor that
characterizes the manufacturing system, the
workstation machines in a manufacturing system can
be manually operated, semi operated, fully
automated.
• The Manning level of a workstation symbolized, Mi,
is proportion of time that a worker is at station.
• Mi=1 one worker must be at the station continuously.
• If one worker tends four machines then Mi=0.25 for
each of four machines, assuming each machines
requires same amount of attention.
• Utility workers are workers who are not
specifically assigned to individual processing
or assembly stations; instead they perform
functions such as:

Relieving workers at stations for personal breaks

Maintenance and repair of the system,

Tool changing,

Loading or unloading work units to and from the

system.
 PRODUCT VARIETY
A fourth factor that characterizes a manufacturing system is
the degree to which it is capable of dealing with variations in
the parts or products it produces. Examples of possible
variations that a manufacturing system.
 Variations in type or colour of plastic of moulded parts in
injection moulding
 Variations in electronic components placed on a standard
size printed circuit board
 Variations in the size of printed circuit boards handled by a
component placement machine
 Variations in geometry of machined parts.
 Variations in parts and options in an assembled product on
a final assembly line
Single station manufacturing cells

A machine cluster is a collection of two or more identical or

similar machines that are serviced by one worker.
 SINGLE STATION MANNED CELLS

• The single station manned cell, the standard

model for which consists of one worker
tending one machine, is probably the most
widely used production method today.
• It dominates job shop production and batch
production, and it is not uncommon even in
high production.
 ADVANTAGES OF SINGLE STATION MANNED
CELLS
• It requires the shortest amount of time to implement.
• It requires the least capital investment of all
manufacturing systems
• Technologically, it is the easiest system to install and
operate.
• For many situations, particularly for low quantities, it
results in the lowest cost per unit produced.
• In general, it is the most flexible manufacturing
system with regard to changeovers from one part or
product style to the next.
The machine is manually operated and semi
automated,
 Manually operated station: The operator controls the
machine and loads and unloads the work
EX: Engine lathe, drill press, forge hammer

 Semi automated station: The machine is controlled

by some form of program, such as a part program that
controls a CNC machine tool during a portion of the
work cycle, and the worker's function is simply to load
and unload the machine each cycle and periodically
change cutting tools.
Ex: CNC lathe, CNC milling
SINGLE STATION AUTOMATED CELLS

• Consists of a fully automated machine capable

of unattended operation for a time period
longer than one machine cycle.

• A worker is not required to be at the machine

except periodically to load and unload parts or
otherwise tend it.
 ADVANTAGES OF SINGLE STATION AUTOMATED
CELLS

• Labour cost is reduced compared with the

single manned station.
• Among automated manufacturing systems, the
single station automated cell is the easiest and
least expensive system to implement.
• Production rates are generally higher than for a
comparable manned machine.
 APPLICATION OF SINGLE STATION CELLS

• A plastic injection moulding machine on semi

automatic cycle
• A CNC machining centre producing identical
parts
• Cluster of two CNC turning centers
• An electronic assembly work station
• A stamping press that punch and form sheet
metals parts
Stamping press on automatic cycle producing stampings from
a sheet metal coil.
CNC turret lathe
 Part 2 - Manufacturing Support System
Process planning
The planning process is a fundamental function of management and should
result in the best possible degree of need satisfaction given the resources
available.

• Deciding which processes and methods should be used, and in what

sequence

• Determining tooling requirements

• Selecting production equipment and systems

• Estimating costs of production for the selected processes, tooling, and

equipment
 Process planning steps
• Interpretation of design drawings.
• Processes and sequence.
• Equipment selection.
• Tools, dies, moulds, fixtures, and gauges.
• Method of analysis.
• Work standards
• Cutting tools and cutting conditions.
Process Planning for Parts
• Sequence and Details for a Single Component:
– Starting raw material
– Basic process
– Secondary processes
– Property-enhancing processes
– Finishing operations
– Finished part
 Make or Buy Decision
• Inevitably, the question arises whether a given part
should be purchased from an outside vendor or made
internally

– It should be noted that virtually all manufacturers purchase

their starting materials from suppliers

– Very few production operations are vertically integrated all

the way from raw materials to finished product
Computer aided process planning
• Computer-aided process planning (CAPP) is the use
of computer technology to aid in the process planning of a
part or product, in manufacturing.

• CAPP is the link between CAD and CAM in that it provides

for the planning of the process to be used in producing a
designed part.
What is CAPP
Process Plan
Process Planning
Concurrent engineering and design
for manufacturing
Meaning of concurrent :Done at the same time

Concurrent engineering, also known as

simultaneous engineering, is a method of
designing and developing products, in which the
different stages run simultaneously, rather than
consecutively. It decreases product development
time and also the time to market, leading to
improved productivity and reduced costs.
Concurrent engineering elements
• Design for manufacturing and assembly
• Design for quality
• Design for product cost
• Design for life cycle
 Design for manufacturing assembly
• It has been estimated that about 70% of the life cycle cost of
a product is determined by basic decisions made during
product design.
• These design decisions include the material for each part,
part geometry, tolerances, surface finish, how parts are
organized into subassemblies.

Example: A better decision might be to use a plastic moulded

part that can be made in a single step. (refer example)

Terms used to describe such attempts to favourably influence

the manufacturability of a new product:
• Design for manufacturing (DFM)
• Design for assembly (DFA)
Example: If the product designer decides that a part is to be made of an
aluminium sand casting but which possesses features that can be achieved only
by machining (such as threaded holes and close tolerances) the manufacturing
engineer has no alternative except to plan a process sequence that starts with
sand casting followed by the sequence of machining operations needed to
achieve the specified features. In this example, a better decision might be to
use a plastic moulded part that can be made in a single step. It is important for
the manufacturing engineer to be given the opportunity to advise the design
engineer as the product design is evolving, to favourably influence the
manufacturability of the product.
Design for Quality. (1) to design the product to meet or exceed customer
requirements (2) to design the product so that its function and performance are
relatively insensitive to variations in manufacturing and subsequent application
and (3) to continuously improve the performance, functionality, reliability,
safety, and other quality aspects of the product to provide superior value to the
customer

Design for Product Cost. The cost of a product is a major factor in

determining its commercial success. Cost affects the price charged for the
product and the profit made by the company producing it. Design for product
cost (DFC) refers to the efforts of a company to specifically identify how
design decisions affect product costs and to develop ways to reduce cost
through design.

Design for Life Cycle. To the customer, the price paid for the product may be
a small portion of its total cost when life cycle costs are considered. Design for
life cycle refers to the product after it has been manufactured and includes
factors ranging from product delivery to product disposal. Other life cycle
factors include installability, reliability, maintainability, serviceability, and
upgradeability.
Why Concurrent Engineering?
• Pace of market change has increased
• Companies must keep pace with changing
markets
• Decisions made sooner rather than later
• Reduces/eliminates repetition of tasks
• Reduces waste and reworking of design
• Product quicker to market
• Maximises company profit
Advanced manufacturing planning
• Advanced manufacturing planning refers to
a manufacturing management process by which
raw materials and production capacity are
optimally allocated to meet demand.
• Advanced manufacturing planning involves
working with sales, marketing, and design
engineering to forecast the new products that will
be introduced and to determine what production
resources will be needed to make those future
products.
 Activities in advanced manufacturing
planning
• New technology evaluation,
• Investment project management,
• Facilities planning.
• Manufacturing research
 New technology evaluation
• Certainly one of the reasons why a company
may consider Installing new technologies is
because future product lines require processing
methods not currently used by the company.
• To introduce the new products, the company
must either implement new processing
technologies in-house or purchase the
components made by the new technologies
from vendors.
 why a company may need to introduce
new technologies
• Quality improvement
• Productivity improvement
• Cost reduction
• Lead time reduction
• Modernization and replacement of worn-out
facilities with new equipment.
 Investment Project Management

• Investments in new technologies or new

equipment are generally made one project at a
time. The duration of each project may be
several months to several years. The
management of the project requires a
collaboration between the finance department
that oversees the disbursements,
manufacturing engineering that provides
technical expertise in the production
technology
 For each project, the following sequence of
steps must usually be accomplished
• Proposal to justify the investment is prepared.
• Management approvals are granted for the investment
• Vendor quotations are solicited.
• Order is placed to the winning vendor.
• Vendor progress in building the equipment is
monitored.
• Any special tooling and supplies are ordered.
• The equipment is installed and debugged.
• Training of operators.
• Responsibility for running the equipment is turned over
to the operating department.
 Facilities Planning
• When new equipment is installed in an
existing plant, an alteration of the facility is
required.
• Floor space must be allocated to the
equipment, other equipment may need to be
relocated or removed, utilities.
 Facilities planning can be divided
into two types of problems
• Facilities location
• Facilities design
• Facilities location deals with the problem of
determining the optimum geographical location
for a new facility.
• Facilities design consists of the design of the
plant, which includes plant layout, material
handling, building, and related issues. The plant
layout is the physical arrangement of equipment
and space in the building.
 Manufacturing Research and
Development
To develop the required manufacturing technologies, the
company may find it necessary to undertake a program of
manufacturing research and Manufacturing research can take
various forms
 Development of new process in technologies
 Adaptation of existing process in technologies
 Process fine tuning
 Software systems development
 Automation systems development
 Operations research and simulation
 JUST IN TIME PRODUCTION SYSTEM
It means delivering material or parts to the next
processing station in a manufacturing sequence just prior to the
time when those part are needed at the station.
 The result in minimum work in progress
inventory and promotes high quality in the material and
parts that are delivered.
 Just in time is one of the fundamental
approach used in the Toyota production system.

 JIT discipline can be applied not only to production operations

but to supplier delivery operations as well
• JlT production system includes
following terms
A pull system of production control.
Small batch sizes and reduced setup
times.
Stable and reliable production
operations.
 A pull system of production control
• JIT is based on a pull system of production
control, in which the order to make and deliver
parts at each workstation in a production sequence
comes from the downstream station that uses
those parts.
• One way to implement a pull system is to use
kanbans,
• The word kanban is derived from Japanese
words .The meaning of kan is card and ban
means signal
• Kanban is a signal card
 Just-in-Time
• JIT means getting the right quantity of goods at the
right place and the right time

• JIT exceeds the concept of inventory reduction; it is an

all-encompassing philosophy geared to eliminate
waste, anything that does not add value

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 Philosophy of Just-in-Time

• JIT originated in Japan at Toyota Motor Co,

• JIT gained worldwide started in the 1970s
• Often termed “Lean Production” or “Lean Systems”
• Broad view that entire organization has the same goal -
to serve customers

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Three Elements of JIT

© Wiley 2010 69
 Elements of JIT Manufacturing
• JIT Manufacturing is a philosophy of value-added
manufacturing
• Achieved by focusing on these elements:
– Inventory reduction - exposes problems
– Kanbans & pull production systems
– Uniform plant loading
– Flexible resources
– Efficient facility layouts

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 Role of Inventory Reduction
• Inventory = Lead Time (less is better)
• Inventory hides problems

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 JIT Manufacturing:
The Pull System
• JIT is based on a pull system of production control, in which the
order to make and deliver parts at each workstation in the
production sequence comes from the downstream station that uses
those parts.
• When the supply of parts at a given workstation is about to be
exhausted, that station orders the upstream station to replenish the
supply.
• Only upon receipt of this order is the upstream station authorized to
produce the needed parts.
• When this procedure is repeated at each workstation throughout the
plant, it has the effect of pulling parts through the production
system.
• By comparison, in a push system of production control, parts at each
workstation are produced irrespective of the immediate need for
those parts at its respective downstream station. In effect, this
production discipline pushes parts through the plant.

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 Number of Kanbans Required
DT  S
N
C
N = number of kanban containers
D = demand rate at the withdraw station in Qty/hr
T = lead time from supply station Hr
C = container size qty/container
S = safety stock

Kanbans – Japanees word {card you can see}

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Computing the Number of Kanbans: an aspirin manufacturer has converted to
JIT manufacturing using kanban containers. They must determine the number
of containers at the bottle filling operation which fills at a rate of 200 per hour.
Each container holds 25 bottles, it takes 30 minutes to receive more bottles,
safety stock is 10% of demand during LT.

Solution :
D  200 bottles per hour
T  30 minutes  .5 hour
C  25 bottles per container
S  (demand)(T)  0.10(200)(.5)  10 bottles
DT  S (200)(.5)  10
N   4.4 kanban container
C 25

© Wiley 2010 74
Variations on Kanban Production

• Kanban boxes – space on factory floor for

storing supplies
• Flags – used to indicate when supplies need to
be ordered
• Supplier kanbans – brings filled containers to
point of usage in factory/picks up empty
containers

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 Effective Facility Layouts

• Workstations in close physical proximity to reduce

transport & movement
• Streamlined flow of material
• Often use:
– Cellular Manufacturing (instead of process focus)
– U-shaped lines: (allows material handler to quickly drop off
materials & pick up finished work)

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 JIT and TQM
• Integrate quality into all processes
– Focus on continuous improvement - Kaizen
• Quality at the source - sequential inspection
– Jidoka - authority to stop line
– Poka-yoke - fail-safe all processes
• Preventive maintenance - scheduled
• Work environment - everything in its place, a place
for everything

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 Respect for People

The Role of Employees:

– Genuine and meaningful respect for associates
– Willingness to develop cross-functional skills
– Bottom-round management – consensus
management by committees or teams
– Quality circles – small volunteer teams that solve
quality problems

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 Respect for People

The Role of Management:

• Responsible for culture of mutual trust
• Serve as coaches & facilitators
– Responsible for developing workers
– Provide multi-functional training
– Facilitate teamwork
• Support culture with appropriate incentive
system including non-monetary
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 Respect for People

Lifetime Employment:
– Everyone feels secure/is empowered
– Everyone is responsible for quality:
understand both internal and external
customer needs

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 Respect for People

Supplier Relationships
• Single-source suppliers
– Can supply entire family of parts
• Build long-term relationships with small number of
suppliers
– Fewer contracts
– Cost and information sharing
– Work together to certify processes
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 Benefits of JIT

• Reduction in inventories
• Improved quality
• Reduced space requirements
• Shorter lead times
• Lower production costs
• Increased productivity
• Increased machine utilization
• Greater flexibility

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 Implementing JIT

• Starts with a company shared vision of where it is and

where it wants to go
• Management needs to create the right atmosphere
• Implementation needs a designated “Champion”

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 Basic concepts of lean and Agile manufacturing
Lean and Agile manufacturing are methodologies focused on improving efficiency, reducing
waste, and responding to customer demands quickly.
Lean Manufacturing
1. Value:
 Identify what adds value from the customer's perspective and focus on it.
2. Value Stream:
 Map out all the steps in the process to identify and eliminate waste.
3. Flow:
 Ensure that the production process flows smoothly without interruptions.
4. Pull:
 Produce only what is needed when it is needed, driven by customer demand.
5. Perfection:
 Continuously improve processes to strive for perfection by eliminating waste.

Principles of Lean:
Kaizen: Continuous improvement.
5S: Sort, Set in order, Shine, Standardize, Sustain.
JIT (Just-In-Time): Producing the right item at the right time in the right
quantity.
Kanban: Visual scheduling system to manage production.
Poka-Yoke: Error-proofing to prevent defects.
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Agile Manufacturing
1. Customer Focus:
 Adapt quickly to customer needs and changing market conditions.
2. Flexibility:
 Have a flexible production system that can quickly adjust to changes in product type
and volume.
3. Speed:
 Reduce time-to-market for new products.
4. Collaboration:
 Foster strong collaboration both within the organization and with suppliers and
customers.

Principles of Agile:
Iterative Development: Develop in small, incremental cycles.
Cross-Functional Teams: Teams composed of members with different
functional expertise.
Adaptability: Ability to change and respond to new information and changes
in the market.
Customer Collaboration: Engage with customers frequently to ensure their
needs are met.
Simplicity: Maximize the amount of work not done by focusing on essential
tasks.
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Comparison
• Focus:
– Lean focuses on eliminating waste and optimizing processes.
– Agile focuses on flexibility and rapid response to changes.
• Approach:
– Lean is more process-driven, seeking efficiency and continuous
improvement.
– Agile is more customer-driven, seeking responsiveness and
adaptability.
• Implementation:
– Lean uses tools like 5S, Kanban, and JIT.
– Agile uses methods like iterative development and cross-functional
teams.
Both methodologies aim to enhance efficiency and customer satisfaction,
but they apply different strategies and tools to achieve these goals.

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