Manufacturing Processes

McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved.
 Manufacturing
• Manufacturing is the production of merchandise for use or sale using
labor and machines, tools, chemical and biological processing, or
formulation.
• The term may refer to a range of human activity,
from handicraft to high tech, but is most commonly applied
to industrial production, in which raw materials are transformed
into finished goods on a large scale.
• Modern manufacturing includes all intermediate processes required
for the production and integration of a product's components.
• Examples of major manufacturers General Motors
Corporation, General Electric, Procter & Gamble, General
Dynamics, Boeing, Siemens, Michelin, Toyota, Samsung,
and Bridgestone.
 Production Processes
• Production processes are used to make any
manufactured item.
– Step 1 – Source the parts needed
– Step 2 – Make the product
– Step 3 – Deliver the product
We will discuss the process to make tangible materials.
The factors impacting Manufacturing

PLC

Political
Demand
factors

Competitor Supply

Manufacturing

Environment
Technology
and health

Capital Capacity
 Types of Firms
Make-to-Stock

• Serve customers from finished goods inventory

Assemble-to-Order

• Combine a number of preassembled modules to meet a customer’s specifications

Make-to-Order

• Make the customer’s product from raw materials, parts, and components

Engineer-to-Order

• Work with the customer to design and then make the product
 Make-to-Stock
• Examples of products include the following:
– Televisions
– Clothing
– Packaged food products
– They are On Demand Products

• Essential issue in satisfying customers is to balance the level of

inventory against the level of customer service.
– Easy with unlimited inventory, but inventory costs money
– Trade-off between the costs of inventory and level of customer service must be
made.
• Use lean manufacturing to achieve higher service levels for a given
inventory investment.
• This is mass production strategy.
 Assemble-to-Order
• A primary task is to define a customer’s order in terms of
alternative components because these are carried in
inventory.
• One capability required is a design that enables as much
flexibility as possible in combining components.
• There are significant advantages from moving the customer
order decoupling point from finished goods to components.
• This is mass customization strategy.
Mass Customization-Example
 Make-to-Order

• The product is made only on getting an order.

• Boeing’s process for making commercial aircraft is an example.
• Customer order decoupling point could be in either raw materials at the
manufacturing site or the supplier inventory.
• In MTO companies typically have a fixed design and specifications to
start with.
• Depending on how similar the products are, it might not even be possible
to preorder parts.
• The concept of Customization is a part of make to order. In which the
product is made exactly to the customers requirement.
 Engineer-to-Order
• An Engineer-to-Order (ETO) approach is one in
which a company designs and manufacturers a
product based on very specific customer
requirements.
• In this case the engineering development (design)
must be added to product lead time
• Because the end product tends to be complex,
customers engage with the ETO company throughout
the entire design and manufacturing phases to ensure
their specifications are met.
• The designing of concept vehicles, new softwares.
Example-Tesla Hyperloop
ETO-Example
 The way manufacturing process are
organized-Layout Decisions
• The process selection refers to the strategic
decision of selecting which kind of production
process is required to produce a product.
• It depends on the volume and type of goods to
be produced.
• The basic meaning of facility is the space in
which a business's activities take place.
 The factory layout
• It is the format by which the departments are
defined by general pattern of workflow.
• Facility layout and design is an important
component of a business's overall operations, both
in terms of maximizing the effectiveness of the
production process and meeting the needs of
employees.
• The basic objective of layout is to ensure a smooth
flow of work, material, and information through a
system.
• The layout and design of that space impact
greatly how the work is done—the flow of work,
materials, and information through the system.
• The key to good facility layout and design is the
integration of the needs of people (personnel and
customers), materials (raw, finishes, and in
process), and machinery in such a way that they
form a single, well-functioning system.
 The factors Considered
• Ease of future expansion or change
• Flow of movement
• Materials handling
• Space utilization
• Shipping and receiving
• Ease of communication and support
• Impact on employee morale and job
satisfaction, safety.
The Basic Manufacturing Layout
Formats
• Project Layout : the product remains in a fixed location
– Manufacturing equipment is moved to the product.
• Workcenter (job shop): similar equipment or functions are
grouped together. This is process layout.
• Manufacturing cell: a dedicated area where products that are
similar in processing requirements are produced
• Assembly line: work processes are arranged according to the
progressive steps by which the product is made.Each specific
area is called a work station.
• Continuous process: assembly line only the flow is
continuous such as with liquids.
 Fixed Position layout
• This is also called project layout.
• The product remains in a fixed location.
• A high degree of task ordering is common.
• There is importance to task ordering. The materials
are arranged on basis of their assembly priority.
• It includes manufacturing very heavy products and
also construction.
• A project layout may be developed by arranging
materials according to their assembly priority.
 Fixed Position Layout

• Ship Building
Construction- Roman
Aqueducts
 Work Centre-Process Layout
• Process layouts, also known as functional
layouts and work centre group similar activities
together in departments or work centers
according to the process or function they perform.
• Most common approach to developing this type
of layout is to arrange work centers in a way that
optimizes the movement of material.
• Optimal placement often means placing work
centers with large interdepartmental traffic
adjacent to each other.
• Sometimes is referred to as a department and is
focused on a particular type of operation
 Process Layout
• In a machine shop, all drills would be located in one
work center, lathes in another work center, and
milling machines in still another work center.
• In a department store, women's clothes, men's
clothes, children's clothes, cosmetics, and shoes are
located in separate departments (Service)
• A process layout is characteristic of intermittent
operations, service shops, job shops, or batch
production, which serve different customers with
different needs.
Process Layout- Work Centre
• The machine workshop
Lathe and Milling Machine

Process Lay out

 Process Layout-Example
• Cloth Stitching Factory
 The benefits of process layout
• Flexibility:The firm has the ability to handle a variety of
processing requirements.
• Cost: Sometimes, the general-purpose equipment
utilized may be less costly to purchase and less costly
and easier to maintain than specialized equipment.
• Motivation: Employees in this type of layout will
probably be able to perform a variety of tasks on
multiple machines, as opposed to the boredom of
performing a repetitive task on an assembly line. A
process layout also allows the employer to use some
type of individual incentive system.
• System protection: Since there are multiple machines
available, process layouts are not particularly vulnerable
 A manufacturing Cell
• Formed by allocating dissimilar machines to cells that are designed to work
on similar products (shape, processing, etc.)
• 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.
• Cellular manufacturing is a hybrid system that links the advantages of a job
shop with the product layout of the continuous flow line.
• The cell design provides for quick and efficient flow, and the high
productivity associated with assembly lines. However, it also provides the
flexibility of the job shop, allowing both similar and diverse products to be
added to the line without slowing the process.
• To make computer chips, Watches, small modules to be used further in
large products.
Manufacturing Cells
Cellular Manufacturing
Layout
 Assembly Line(Product
Layout)
• An assembly line is a manufacturing process (most of
the time called a progressive assembly) in which parts
are added as the semi-finished assembly moves from
workstation to workstation where the parts are added in
sequence until the final assembly is produced.
• The work process or work machines are arranged
according to the progressive steps by which the product
is made.
• The steps are defined so the specific production rate is
achieved.
• The path is mostly an efficient straight line.
 The advantages
• The principle of an assembly line is that each worker is
assigned one very specific task, which he or she simply
repeats, and then the process moves to the next worker who
does his or her task, until the task is completed and the
product is made. It is a way to mass produce goods quickly
and efficiently
• Assembly line production requires each person involved to
only perform a small number of simple and specific
operations, meaning training requirements are not very
demanding, and nearly anybody can fill a spot on the
production line in many cases.
• This allows companies to keep expenses low and easily
replace employees who leave.
• The work is also pretty easy: chain, roller, or belt conveyors
move products through the process, meaning no heavy lifting
or moving is generally required of workers.
 Assembly Line
• The flow of work is orderly and efficient,
moving from one workstation to another down
the assembly line until a finished product
comes off the end of the line.
• Product layouts are suitable for mass
production or repetitive operations in which
demand is stable and volume is high.
 Assembly Line
• Automobiles
The assembly line variant
 Continuous Production
• Continuous production is a flow production method used to manufacture,
produce, or process materials without interruption.
• Continuous production is called continuous process or a continuous flow
process because the materials, either dry bulk or fluids that are being
processed are continuously in motion, undergoing chemical reactions or
subject to mechanical or heat treatment. Continuous processing is
contrasted with batch production.
• Shutting down and starting up many continuous processes typically
results in off quality product that must be reprocessed or disposed of.
Many tanks, vessels and pipes cannot be left full of materials because of
unwanted chemical reactions, settling of suspended materials or
crystallization or hardening of materials.

• Example: Fertilizers, Oil Refining, Electricity production

Petroleum -Refining
LINE BALANCING
 Line Balancing is leveling the workload across all processes in a cell or value stream to remove bott lenecks
and excess capacity. A constraint slows the process down and results if waiting for downstream operations
and excess capacity results in waiting and absorption of fixed costs. Heijunka in Japanese.

• Everyone is doing the same amount of work

• Doing the same amount of work to customer

requirement

• Variation is ‘smoothed’

• No one overburdened

• No one waiting, The idle time is very less, It increases the efficiency.

• Everyone working together in a balanced fashion

Introduction : What is line balancing?
Introduction : What is line balancing?
 Assembly-Line Balancing

• Specify the sequential relationships among tasks.

• Determine the required workstation cycle time.
• Determine the theoretical minimum number of
workstations.
• Select a primary and secondary assignment rule.
• Assign tasks.
• Evaluate the efficiency of the balance.
• Rebalance if needed.
 Cycle Time
• Cycle Time: The maximum time allotted at each station to
complete its set of tasks on an unit.

• Cycle Time= Production Time per day

The required output per day

• The minimum cycle time is equal to the longest task time.

• The maximum cycle time is equal to the sum of all task times.

• No: of Workstations (Minimum)= The sum of all task Times

Cycle Time

• The Efficiency: The sum of all task Times

(Actual Number of workstations) (Cycle Time)
 Numerical :1
• The following tasks have to be done in the assembly of an dashboard part.
The tasks , time taken and the preceding tasks are shown.
• Develop the network diagram.
• What is the theoretical number of work stations required to meet a forecast
demand of 240 units per 5 hr .
• You are required to design a balanced assembly line to complete the
production.

Task Task Time(s) Preceding Task

L 40 -

M 30 -

N 15 L

O 30 N, M
Cycle Time:
Total Production time per day/ Required output

5*60*60/ 240 = 75 sec

Theoretical Number of Work stations (Nt):

Sum of task Time/ Cycle Time

115/75 = 1.53 ws
2 ws
Line Balancing

Work Task Task Time(S) Remaining Time Feasible Remaining

Station Task

1 L 40 35 M,N

M 30 5 Nil

2 N 15 60 O

O 30 30 NIL
The Line Efficiency

(115/ 2*75 )= 77%

 Numerical :2
• The following tasks have to be done in the assembly of an aircraft part.
The tasks , time taken and the preceding tasks are shown.
• Develop the network diagram.
• What is the theoretical number of work stations required to meet a forecast
demand of 400 units per 8 hr shift.
• You are required to design a balanced assembly line to complete the
production.
Task Task Time(s) Preceding Task
A 50 -
B 40 -
C 20 A
D 45 C
E 20 C
F 25 D
G 10 E
H 35 B,F,G
A C D F

E G

B
Cycle Time:
Total Production time per day/ Required output

8*60*60/ 400 = 72 sec

Theoretical Number of Work stations (Nt):

Sum of task Time/ Cycle Time

245/72 = 3.4 ws
4 ws
Line Balancing

Work Task Task Time(S) Remaining Time Feasible Remaining

Station Task

1 A 50 22 C

C 20 2 Nil
2 D 45 27 E,F

E 20 5 NIL
3 B 40 32 F
25 7 NIL
F
4 G 10 62 H

H 35 27 NIL
The Line Efficiency

(245/ 4*72 )= 85%

 Line balancing-Example
• A model Z cycles is being assembled in the
factory. 420 cycles are required to be made per
day. The production time available per day is
420 minutes. The steps and activities are
mentioned in the table.

• Find the balance in the assembling process

that minimizes the number of workstations
and increases the assembling efficiency.
The tasks and preceding
Tasks
TASK Preceding Task
A ---
B A
C B
D ---
E D
F C
G C
H E
I E
J F,G,H,I
K J
The Chart for Assembly line balancing
 The latest trends in
Manufacturing
• Use Of Robots,Use of Artificial Intelligence

• The development of 3D printing:

• 3D printing or additive manufacturing is a process of making
three dimensional solid objects using data from a digital file.
• The creation of a 3D printed object is achieved using additive
processes. In an additive process an object is created by laying
down successive layers of material until the object is created.
• Each of these layers can be seen as a thinly sliced horizontal
cross-section of the eventual object.
3D Printing
• The benefits include:
• Speed of manufacture
• Less waiting Time
• Less capital costs
• Less labor costs
• More customization
• Mostly single step manufacturing

The Plastic Pellets

• Manufacturing

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• https://www.youtube.com/watch?v=C6l8FZXi9Zg