1. Process planning – Computer Aided Process Planning
(CAPP) – Logical steps in Computer Aided Process
Planning – Aggregate Production Planning and the Master
Production Schedule
Material Requirement planning – Capacity Planning-
Control Systems-Shop Floor Control-Inventory Control
Brief on Manufacturing Resource Planning-II (MRP-II) &
Enterprise Resource Planning (ERP)
2.
The design is developed and done by design
department
To convert the product design into a product, a
manufacturing plan is required
The activity of developing a such plan is called
process planning
It consists of set of instructions that describes how to
manufacture the product and its parts
Process Planning
4.
Interpreting part print analysis & symbols
Gathering the fundamental details of product design
Selecting the machining process
Selecting proper machining with allied tooling
Sequencing the operations
Inspecting equipment in order to meet quality
Determining the tolerance, cutting tool, cutting
conditions
Time study & work study
Responsibility of Process
Planning Engineer
5.
Drawing interpretation
Material Evaluation & Process Selection
Selection of Machine, Tooling & Work holding
devices
Setting process parameters
Selection of Quality Assurance Methods
Cost Estimating
Preparing the Process Planning Documentation
Communicating the Knowledge in shop floor
Process Planning
Activities
7.
Here the component drawings should be
analyzed in detail to identify its features,
dimensions, geometric tolerances, surface
finish specifications, the material
specification and the number of parts
required
Drawing interpretation
8.
This step is to determine the type of processing
operation that has the capability to generate the
various type of features, given the tolerance
requirements.
The sequence of operations required to transform the
features , dimensions and tolerances on the part from
a rough(initial) to a finished state is determined.
Material Evaluation &
Process Selection
9.
When type of manufacturing has been determined ,
the next step in process planning is to select
appropriate Machine, Tooling & Work holding
devices
Machine selection requires how the part would be
processed on each of the alternative so that the best
machine can be selected
Selection of Machine, Tooling
& Work holding devices
10.
The next step in process planning is to calculate the
specific operation setup time and the cycle times on
each machine.
Determination of setup time requires knowledge of
available tooling and the sequence of steps necessary
to prepare the machine for processing the given
work piece
Setting process parameters
11.
Here the tools and techniques to be used for Quality
Assurance inspection are specified clearly.
Inspection criteria has to be specified by the process
planner for the critical processing factors (such a s
dimensional and geometric tolerances and surface
finish specifications)
Selection of Quality
Assurance Methods
12.
The probable cost of the product before the start of
its manufacture
With the available cost and time data, the material
cost, labour cost and overheads are estimated.
Cost Estimating
13.
The next step in process planning is to document
clearly all the information in detail
It is generally documented as a job routing or
operation sheet.
Operation sheet is also called route sheet or
instruction sheet or traveller or planner
Process Planning
Documentation
14.
The Major and Final step in process planning is to
communicate the manufacturing knowledge to the
shop floor
Communication is essential to ensure that the part
will be processed accordingly to the most
economically possible way through process
planning.
Communicate Process
Knowledge
15.
In order to overcome the drawbacks of manual
process planning, the computer aided process
planning is used.
With the use of computers in the process planning,
one can reduce the routine clerical work of
manufacturing engineers.
Also it provides the opportunity to generate rational,
consistent and optimal plans.
COMPUTER AIDED PROCESS
PLANNING (CAPP)
16.
Process rationalization and standardization.
Productivity improvement
Product cost reduction
Elimination of human error
Reduction in time
Reduced clerical effort and paper work
Improved legibility
Faster response to engineering changes
Incorporation of other application programs
Benefits Of CAPP
17.
The two basic approaches of CAPP system are
Retrieval CAPP system
Generative CAPP system
Approaches of CAPP
18.
The basic idea behind the retrieval CAPP is that
similar parts will have similar process plans.
In this system, a process plan for a new part is
created by recalling, identifying and retrieving an
existing plan for a similar part, and making the
necessary modifications for the new part.
Retrieval CAPP system
20.
In the generative approach, an automatic
computerised system is used to synthesize or
generate each individual process plan automatically
and without reference to any prior plan.
A generative CAPP system generates the process
plan based on decision logics and pre-coded
algorithms.
Generative CAPP system
22.
Classification and coding capabilities
Graphics capabilities
Work instruction creation and maintenance
Process planning capabilities
Time standard capabilities
Machining parameters
Total system considerations
Vendor qualifications
Criteria for selecting a CAPP
system
23.
Production planning and control (PPC) is aimed at
achieving the efficient utilisation of resources (material,
men, facility, etc) in the manufacturing organisation
through planning, coordinating and control of
production activities that transform the raw material into
finished products in a most optimal manner.
Production planning and control = Production planning
+ production control
Production planning
and control systems
24.
Production planning is a pre production activity. It is
the pre-determination of manufacturing
requirements such as manpower, materials,
machines and manufacturing process.
It is concerned with
Deciding which products to make, how many of each,
and when they should be completed
Scheduling the production and delivery of the parts
and products
Planning the manpower and equipment resources
needed to accomplish the production plan
Production planning
25.
Aggregate production planning
Master production planning
Material requirements planning (MRP)
Capacity planning
Activities of production
planning
26.
Production control is concerned with determining
whether the necessary resources to implement the
production plan have been provided or not.
Production control tries to take corrective action to
match the planned and actual production.
Production control
27.
Shop floor control
Inventory control
Manufacturing resource planning (MRP II)
Just in time production systems
Activities of production
control
30.
Aggregate planning is the process of planning the
quantity and timing of output over the intermediate
time horizon (3 months to 1 year).
The aggregate production plan is based upon the
demand forecasts provided by the marketing
department.
Aggregate Production
Planning
31.
The main purpose of the aggregate plan is to specify
the optimal combination of production rate,
workforce level and inventory on hand.
To maximize profits/minimize costs
To maximize customer service
To minimize inventory investment
To minimize changes in workforce levels
To maximize utilization of plant and equipment.
Objectives of Aggregate
planning
35.
The aggregate plan is an intermediate planning
stage, and in the next stage the aggregate plan is to
be disaggregated (broken down into parts) to include
information about the different models of the
product to be produced.
This disaggregated plan is known as master
production schedule (MPS).
MPS is the result of the disaggregation of an
aggregate plan.
Master Production
Schedule
37.
To schedule end items to be completed promptly
and when promised to customers.
To avoid overloading or under loading the
production facility so that production capacity is
efficiently utilized and low production costs result.
Objectives of MPS
38.
To translate aggregate plans into specific end items.
To evaluate alternative schedules.
To generate material requirement.
To generate capacity requirement
To facilitate information processing
To maintain valid priorities
To effectively utilize capacity
Functions of MPS
40.
Material requirement planning is a computational
technique that converts the master schedule for final
products into a detailed schedule for the raw
materials and parts used in the final products.
Material Requirement
Planning (MRP)
41.
MRP drives demand for components, subassemblies,
materials, etc., from demand and production
schedules of parent items.
MRP offsets replenishment orders (purchase orders
or production schedules) relative to the date when
replenishment is needed.
Basic characteristics of
MRP
42.
Master production schedule
Bill of materials file
Inventory record file
Inputs to MRP
44.
Reduced inventory levels
Better production scheduling
Reduced production lead time
Reduced setup cost
Reduced product changeover cost
Better machine utilisation
Improved product quality
Benefits of MRP
45.
Capacity planning is concerned with defining the
long-term and short term capacity needs of a firm
and determining how these needs will be met.
Capacity planning
46.
Assessing existing capacity
Forecasting future capacity needs
Identifying alternative ways to modify capacity
Evaluating financial, economical and technological
capacity alternatives
Selecting a capacity alternative most suited to
achieve the strategic mission of the firm.
Activities involved in
capacity planning
48.
RCCP is done in conjunction with the tentative
master production schedule to test its feasibility in
terms of capacity before the master production
schedule is finalized.
Rough Cut Capacity
Planning (RCCP)
50.
Capacity requirement planning is a technique for
determining what labour/personnel and equipment
capacities are needed to meet the production
objectives symbolised in the master production
schedule (MPS) and the material requirements
planning (MRP).
Capacity Requirement
Planning
52.
A shop floor control system is defined as a system
for utilizing data from the shop floor as well as data
processing files to maintain and communicate status
information on shop orders and work centre.
SFC is concerned with
The release of production orders to the factory
Monitoring and controlling the progress of orders
through the various work centres.
Acquiring information on the status of the orders.
Shop floor control
54.
Assigning priority of each shop order (Scheduling)
Maintaining work in process quantity information
(Dispatching)
Conveying shop order status information to the office
(Follow up)
Providing actual output data for capacity control
purposes
Providing quantity by location by shop order for work in
process inventory and accounting purposes
Providing measurement of efficiency, utilisation and
productivity of manpower and machines.
Function of shop floor
57.
This order release phase provides the documentation
needed to process a production order through the
factory.
Route sheet
Material requisitions
Job cards
Move tickets
Part lists
Order release
58.
In this phase, the order scheduling module assigns
the production orders to the various work centres in
that plant.
In other words, order scheduling executes the
dispatching function in production planning and
control.
Two elements of order scheduling
Machine loading
Job sequencing
Order scheduling
59.
The order progress phase monitors the status of the
various orders in the plant, work in progress and
other characteristics that indicate the progress and
performance of production.
Order progress
60.
The factory data collection (FDC) system consists of
various paper documents, terminals and automated
devices through out the plant for collecting data on
shop floor operations.
Factory data collection
61.
Number of pieces completed at a certain work
centres,
Direct labour time spent on each order,
List and number of parts that are scrapped,
List and number of parts requiring rework,
Equipment downtime, and
Time clocks used by employees to punch in and out
of work.
Types of data collected
by FDC
62.
To supply status and performance data to the shop
floor control system.
To provide up-to-date information to the production
supervisors and production control personnel.
To enable the management to monitor
implementation of master schedule.
Objectives of FDC
system
63.
Online data collection systems
Offline data collection systems
Types of data collection
systems
64.
In an on-line system, the data are entered directly
into the plant computer system and are immediately
available to the order progress module.
Advantage: The data file representing the status of
the shop is always kept at the current state.
Online data collection
systems
65.
In an off-line data collection system, the data are
collected temporarily in a storage device or in a
stand alone computer to be entered and processed by
plant computer in a batch mode.
Advantage: The offline data collection system is
easier to install and implement when compared to
online data system.
Offline data collection
systems
66.
Manual/clerical input techniques
Job traveller
Employee time sheets
Operation tear strips
Prepunched cards
Data collection terminals
Push button keypads
Keyboard based terminals
One centralised terminals
Satellite terminals
Workstation
Automated input techniques
Optical bar code readers
Magnetic card readers
Magnetized or bar coded cards
Data input techniques
67.
Inventory control may be defined as the scientific
method of determining what to order, when to order
and how much to order and how much to stock so
that costs associated with buying and storing are
optimal without interrupting production and sales.
Inventory management
68.
To ensure continuous supply of materials so that
production should not suffer at any time.
To maintain the overall investment in inventory at
the lowest level, consistent with operating
requirements.
To avoid both overstocking and under stocking of
inventory.
To keep inactive, waste, surplus, scrap and obsolete
items at the minimum level.
Objectives of inventory
control
70.
Ordering costs are the costs associated with the
placement of an order for the acquisition of
inventories.
Ordering cost
71.
Inventory carrying costs are the costs associated with
holding a given level of inventory on hand.
Holding (or inventory
carrying costs)
72.
When the stock of an item is depleted and there is a
demand for it, then the shortage cost will occur. In
simple terms, shortage cost is the cost associated
with stock-out.
Shortage (or stock-out)
costs
73.
Purchase costs are the costs incurred to purchase /
produce the item.
Purchase (or
production)cost
74.
The amount of material procured or quantity
produced during one production cycle is known as
order quantity or lot size.
EOQ is that size of order which minimises the total
costs of carrying inventory and ordering.
Economic order
quantity
82.
MRP – II is defined as a computer based system for
planning, scheduling and controlling the materials,
resources and supporting activities needed to meet
the master production schedule (MPS)
Manufacturing resource
planning (MRP - II)
83.
Management Planning
Business strategy, aggregate production planning, master
production scheduling and budget planning
Customer services
Sales forecasting, order entry, sales analysis and finished
goods inventory
Operations planning
Purchase order and work order release
Operations execution
Purchasing, product scheduling and control, shop floor control
and work in process inventory control
Financial functions
Cost accounting, accounts receivable, accounts payable
Functions of MRP-II
85.
ERP is a new system concept in which every
enterprise function is integrated in a seamless flow of
information.
This system integrates all facts of business including
sales and order entry, engineering, manufacturing,
finance and accounting, distribution, order planning
and execution and the supply chain flows.
Enterprise resource planning
(ERP)
86.
ERP is a software architecture that integrates all the
functions of the enterprise.
ERP system requires a seamless flow of information
ERP is an extremely powerful, user friendly technology
ERP is supported by client server architecture for
communication at different levels of system.
Features of ERP system
87.
1. Identify the needs of ERP implementation package
2. Evaluate the existing business situation
3. Make decision regarding desired situation through
benchmarking
4. Reengineer business process to achieve the desired
results
5. Evaluate various available ERP packages
6. Choose the suitable best ERP package
7. Install necessary hardware and networks
8. Finalise the ERP consultant
9. Implement ERP in phased manner
Implementation of ERP