Process Improvements via Manufacturing System

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Lecture notes 1/Lecture 5 procesing fundamentals.docx

Laser processing fundamentals

There are three types of interaction between laser and target material: the light can be reflected, transmitted or absorbed. In reality, all three occur to some degree. In order for laser milling to be possible, the material must absorb the laser light. Reflected and transmitted light represents energy that is lost to the manufacturing process. Only absorbed light is used to perform material removal.

The wavelength of the light used is the basic characteristic that affects good material processing. Different materials absorb light at different parts of the electromagnetic spectrum. It is necessary to choose the correct laser wavelength so absorption of the photons can occur.

Micro milling fundamentals

One of the main differences between micromilling and macromilling is due to the reduction of chip thickness which becomes dimensionally of the same order as the cutting edge radius of the tools and the material crystalline size. This is usually referred to as the minimum chip thickness effect on the process conditions. In particular, the minimum chip thickness can be defined as the minimum undeformed thickness of a chip removed from the workpiece surface and under which no chips removed under ideal conditions as shown in the Figure. In macromilling, the chip thickness is sufficiently large and it is not necessary to consider the effects of edge radius and hence the uncut chip thickness.

Thus, any small change in the chipload can have a significant influence on the material removal mechanism by altering machining conditions from proper cutting to ploughing or shining and slipping. The effect of the minimum chip thickness was investigated by a no of researchers employing analytical and experimental methods.

And it can be concluded that if the undeformed chip thickness is smaller than the minimum chip thickness no chip will form and the ploughing mechanisms is dominant

And if the undeformed chip thickness is in the same range of the minimum chip thickness the mechanism is a mixing between cutting and ploughing and finally if the undeformed chip thickness is bigger than the minimum chip thickness the cutting becomes more dominant. So, the surface generation process is affected by cutting mechanism cutting and ploughing.

One of the main factors that affects the cutting mechanism in the micro scale cutting is the material microstructure effects, as the length scale of the crystalline grains of most commonly used materials is similar to that of chiploads in the micromilling process and the features to be produced, cutting sometimes occurs inside the individual grains themselves. So, the workpiece material cannot be considered isotropic or fully homogeneous. This scale issue can be regarded as one of the main distinguishing characteristics of microcutting in comparison to macrocutting.

Micro milling tool failure detection techniques

· RSBLS:

· Laser beam focused on the cutter and the beam reflection is directed towards a receiver

· Detect tool breakages instantly.

· Difficult to apply when machining deep features.

· TWVMS:

· Detection of abrupt voltage variations during milling

· Closed electrical circuit between the spindle and the workpiece.

· Strong potential of this approach.

· Applicable only with conductive materials.

· “off-line laser system”

· Tool measurement routines to be carried out “off-line”

· Employs standard laser systems commonly used on micro machining centres for automating tool setting up procedures.

· No investment in additional hardware

· Increases the machining time

· Tool failures cannot be detected between the measuring cycles.

Lecture notes 1/NG3S226_Lecture_3.pptx

Manufacturing Systems

Why Lean

?

A systematic approach

deliver the highest quality,

to allow organizations to

lowest

cost

services with the shortest lead time

product or

through

the

relentless

elimination

of

waste.

Low

Cost

Speed

High

Quality

History of Lean

Venetian arsenal manufacture ships using a continuous flow of standard processes

1574

UMnaniutfeacdturSerts aoftmeilsitary (high volume) equipment adopt similar techniques to redJuacepcoasnt.

1900

1915

Mass Production…

Henry Ford OEM

1935

1945

Toyota Production System (TPS)

Taiichi

Ohno and Shigeo Shingo

1973

1983

1990s

21st

Lean being used in transactional and other non-mfg areas!

China becoming global manufacturer

J. Womack

coined the word “lean”

Dollar/Yen Exchange Rate and Renewed Cost Reductions

CAMI

Globalization

NUMMI

MIT IMVP Study:

Lean dissemination begins

1st Oil Shock

U.S. Productivity and

Quality Seminars

Supermarket System

Just-In-Time

K. Toyoda

Jidoka

S. Toyoda

Time and Motion

F. Taylor

Interchangeable Parts

E. Whitney

Ford’s

Manufacturing Philosophies

“Our production cycle is about 81 hours

from the mine to the finished machine in

the freight car.”

-H. Ford

“Every well thought out process is simple.”

-H. Ford

“Nobody with us ever thinks about improvement lessening the

number of jobs, for we know that exactly the contrary happens. All of our efforts to reduce the number of men on the single job

have resulted in more jobs for more men.”

-H. Ford

Ohno: Toyota Production System

Taiichi Ohno is considered the father of

lean manufacturing, and this book is

considered by many as the “Bible” for

lean implementation.

Taiichi Ohno

“ Successors of Henry Ford, however,

did not make the flow of production as

Ford intended. They ended up with the

idea of „the larger the lot, the better‟ which makes a dam and stops the flow at machining and stamping.”

“ The Ford System is based on work flow.”

When asked how he learned the

Toyota Production System, Ohno

freely admitted that all he did

was to read “Today and

Tomorrow” and embrace the

principles of manufacturing Ford

described in the book.

Toyota Production System

 The concepts of just-in-time manufacturing, automation, kanban, and visual control

have all been important tools in enabling Toyota to reduce waste.

TPS

Best Quality – Lowest Cost – Shortest Lead Time – Best Safety – High Morale

Jidoka

In-station quality Visualize problems Solve root cause by asking 5 whys

Use standard work

Just-in-Time

Right part

Right amount

Right time

Can see problems Can address issues immediately

Toyota

Way

Operational Stability

• Leveled Production

• Standardized Work

• Visual Management

• Total Productive Maintenance (TPM)

• Kaizen

Lean

principles

Thinking

Lean

o Flow – eliminate

waste, bottle necks and constraints

so that

the value can ‘flow’

o Pull – keep the process flowing by triggering activity only on

demand

o Perfection – drive for continuous improvement

o Value – understand what your customer ‘values’

o Value stream - understand how you currently deliver value to your customer

Creating the Current-State

Value-Stream Icons

Map

Value

Stream

The 8 Wastes

The heart of lean is eliminating waste. Waste is anything that does not add

direct value to the end service or product from

the customer’s perspective.

Motion

Unnecessary movement

of people; multiple hand-offs

Waiting

Inventory

Elapsed time between processes

when no work is being done

Material or product that is used

to cover for inefficiencies

Over-production

Transportation

To produce sooner, faster

or in greater quantities

than customer demand

Unnecessary movement of

material or product

Talent

Over-processing

De-motivating the workforce

by not asking for input or recognizing success

Adding unnecessary steps to a

process; redundancies between processes

Defects

Anything that does not meet

the acceptance criteria

Lean Thinking

Lean principles

o Value – understand what your customer ‘values’

o Value stream - understand

how

you

currently

deliver

value

to

your

customer

o Perfection – drive

for continuous improvement

o Flow – eliminate waste, bottle necks and constraints so that

the value can ‘flow’

o Pull – keep the process flowing by triggering activity only on demand

Continuous Flow Principles

lower the inventory, the faster the flow

 The

 The

smaller the batch size, the shorter the lead time

 The

physical flow through the process must be optimized

 Focus on reducing constraints such as waste of motion, idle and change-over

time,

transportation,

 Process flexibility is key to flow improvement

 The symptoms of poor flow are bottlenecks

 Smooth flow ensures that lead times are short, under control, and predictable

The ultimate objective is one-piece flow

Pull –

Produce to takt time

“Takt time” is the time in which one should produce one part or

product, based on the rate of sales, to meet customer requirements.

 Calculated by dividing the customer demand rate per shift (in

units), into your available working time per

shift

with

(in seconds)*.

 Used

to

synchronize

the

pace

of

production

the

pace of sales.

takt time= Available production time per shift

Customer demand rate per shift

Lean Thinking

Lean principles

o Value – understand what your customer ‘values’

o Value stream - understand how you currently deliver

your customer

value to

o Flow – eliminate waste, bottle necks and constraints

the value can ‘flow’

so that

o Pull – keep the process

demand

flowing by triggering activity only on

o Perfection – drive for continuous improvement

Continuous

Improvement –

Common

Line

Balancing

Lean Tools

Mistake- Proofing

(Poka-Yoke)

Manufacturing Equipment

Excellence (ME2)

Kaizen

Waste

Elimination

Layout Analysis

Visual

Workplace

One-Piece Flow

(Cellular)

5S

Standard

Work

Rapid

Changeover

Value-

Stream Mapping

Common

Lean Tools

Management

Value Stream

Mistake Proof

Mapping

Standard Work

5S

Visual

Use a scientific

approach

The

Deming

Cycle...

Kobayashi’s 20 Keys

1: Cleaning and Organizing

2: Rationalizing the System/Management of Objectives

3: Improving Team Activities

4: Reducing Inventory (Shortening Lead Times)

5: Quick Changeover Technology

6: Manufacturing Value Analysis (Methods Improvement)

7: Zero Monitor Manufacturing

8: Coupled Manufacturing

9: Maintaining Equipment

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

•Key

10:

11:

12:

13:

14:

15:

16:

17:

18:

19:

20:

Time Control and Commitment

Quality Assurance System Developing Your Supplies Eliminating Waste (Treasure Map)

Empowering Workers to Make Improvements Skill Versatility and Cross-Training Production Scheduling

Efficiency Control

Using Information Systems

Conserving Energy and Materials

Leading Technology and Site Technology

Supporting / Complimentary Approaches

• Industrial engineering ... Productivity

Productive Maintenance (TPM) ...

Overall equipment

effectiveness

(OEE)

8D ... Problem solving

Six Sigma ... Reducing variation

Theory of constraints ... Managing the bottleneck

Agility ... response time & flexibility

How do you know what to do & when ?

© University of South Wales

Over-Production Waste

Making what is unnecessary, when it is unnecessary and

in an unnecessary amount.

DESCRIPTION:

POSSIBLE CAUSES:

– Overstaffed and/or over-capitalized

– Large lot production

– Machines are too big and too fast

– Machines have devices that turn out products too quickly

– Process is inflexible

RESPONSES:

– Implementation of flow/pull

– Rapid changeover operation

– Worker hour reduction

– Production leveling

© University of South Wales

– Pull system

– Awareness regarding inventory

– U-shaped manufacturing cell layout

– Production leveling

– Regulate the flow of production

– Implementation of Kanban

– Rapid changeover operation

- small lots

Inventory Waste

Inventory waste is when anything - materials, parts,

information - is retained for any length of time. This includes not only warehouse stock, but also items in the factory that are

retained during or in-between processes.

DESCRIPTION:

POSSIBLE CAUSES:

– Acceptance of inventory as normal or as a “necessary evil”

– Poor equipment layout

– Large lot production

– Obstruction of flow

– Anticipatory production

– Traditional measures

RESPONSES:

© University of South Wales

Wascally Wabbit

ell layout

Transportation Waste

Created by conveying, transferring, picking up/setting

down, piling up, and otherwise moving unnecessary items.

Also created by problems concerning conveyance distances

and conveyance utilization rate.

DESCRIPTION:

Poor layout

Large lot production Single-skilled workers Organic vs. planned growth

POSSIBLE CAUSES:

U-shaped manufacturing

Flow production

Train multi-skilled workers

“Water beetles”

RESPONSES:

© University of South Wales

Wascally Wabbit

ons

Way

cess

Defects Waste

Waste related to costs for inspection of

defects in materials and processes,

customer complaints, and repairs.

DESCRIPTION:

High levels of process variation

POSSIBLE CAUSES:

– Inspection puts emphasis on downstream

responses

– No set methodology or standards

inspection work

– Omission of standard operati

for

RESPONSES:

– Standard Work – One Right

– Poka-yoke (mistake-proofing)

– Six sigma projects

– Building in quality at each pro

– Flow production

© University of South Wales

Over-Processing Waste

Unnecessary processes and operations

traditionally accepted as “necessary.”

DESCRIPTION:

– Inadequate study of process procedures

POSSIBLE CAUSES:

Inadequate study of operations

Ill-suited tooling

Standardization was not thorough

Materials not yet studied

enough

RESPONSES:

 More appropriate process design

 Review of operations

 Improvement of jigs using human automation

 Thorough implementation of standardization

© University of South Wales

Motion Waste

Unnecessary movement, movement that does not add

value, movement that is too slow or too fast.

DESCRIPTION:

POSSIBLE CAUSES:

– Isolated “island-like” operations

– Poor

– Lack

– Poor

layout

of standard work training

 Gradual switch to flow production

 U-shaped manufacturing cell

layout of equipment

 Standard work – One Right Way

 Following through on the basic principles of improving operations

RESPONSES:

© University of South Wales

Waiting Waste

Waste of which the causes originate in waiting for materials,

operations, conveyance, inspection, as well as idle time caused by maintenance and operational procedures.

DESCRIPTION:

POSSIBLE CAUSES:

– Obstruction of flow

– Poor equipment layout

– Trouble at upstream

– Capacity imbalances

– Large-lot production

processes

 Production leveling

 Product-specific layout (U- shaped manufacturing cell layout)

 Poka-yoke (mistake- proofing)

 Rapid changeover

RESPONSES:

© University of South Wales

Talent Waste

Waste of the creative and problem solving abilities of people in

the organization by not asking for input or recognizing success.

DESCRIPTION:

POSSIBLE CAUSES:

– Old guard thinking and politics

– Poor hiring practices

– Low or no investment in training

– Low pay/high turnover strategy

 Updated management

 Targeted HR strategies

 Training as the way to do business

 Pay for knowledge

RESPONSES:

© University of South Wales

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Lecture notes 1/NG3S226_Lecture_4.pptx

Manufacturing Systems

Lecture 2 Summary

Items covered:

-

-

-

-

-

-

Manufacturing Systems

Discrete products

Continuous products

Manufacturing

Manufacturing

Manufacturing

scales

context of

industries

Technologic

&

Economic

- primary, secondary and tertiary

Manufactured products

- consumer & capital goods

Process capability

Production quantity & Product

-

-

-

Variety

Lecture 2 Content

- Manufacturing Systems

- Manufacturing Facilities

-Manufacturing

Support

Systems

-

Assignment

1

Manufacturing Systems

To operate effectively, a manufacturing firm must have systems that allow it to efficiently accomplish

its production. Production systems consist of people, equipment, and procedures designed for the

combination of materials and processes that constitute a companies manufacturing operations.

Manufacturing systems can be divided into two categories:

(1) Production facilities

(2) Manufacturing support systems

Production facilities refer to the physical equipment and the arrangement of equipment in the factory.

Manufacturing support systems are the procedures used by the company to manage production and

solve the technical, legislative and logistics problems encountered in ordering materials, moving work

through the factory, and ensuring that products meet quality

Depending on the Production Quantity and Product Variety the production facilities will fall into three

categories:

1. Job Shop

2. Flow Shops

3. Project Shops

Manufacturing

Facilities

Characterised

by

a

large variety

of

components,

general

purpose machines

and

a

functional

layout.

This

means

that

all the

machines are

collected

by

function

together,

facility in

(all lathes

together,

all

milling

machines

etc)

and the

parts

are

routed

around

the

small lots to the various machines

Job Shop

Manufacturing Facilities

Characterised

machines, less

by

larger

lots,

special-purpose

variety, and more automation. Flow

shops

layouts

are

typically

either

continuous

or

one

and

interrupted. If

continuous, they

basically

run

large-volume complex

item

in

great

quantity

nothing

else.

A

transfer

line

producing

car

engine

blocks

is a

typical example.

If

interrupted,

the

line

works on large lots but is periodically changed over to

run a similar but different component

Flow Shops

Manufacturing

Facilities

Characterised

by

the

immobility

of the item

being

manufactured.

in this way. It is

materials come

Aeroplanes and trains are constructed

necessary that

to the site

the

men,

machines and

Project

Shops

Job Shop

Grinders

Saws

Assembly

C

A

B

Raw Material stores (Goods

Lathes

Gri

Finishing

A

In)

Heat

treatment

B

C

Sa

Drilling

Painting

Ass

Storage

(Despatch)

Press

Milling

Raw Material stores

(Goods In)

Flow

Shop

E x amp l e – Fl o w shop manu f act u r i ng

h t tp:// ww w . y outube . c om/ w a t c h?v=WA5krnTKTHY&feature=related

Raw materials (Goods In)

Storage (despatch)

C

C

treat

B

B

A

A

Lathe Paint Assembly

Saw Lathe Paint Assembly

Saw Mill Grinder Heat

Project

Shop

E x amp l e – P r oject shop manu f act u r e

h t tp://w w w . y outube. c om/ w a t c h?v=zKnsyYbfC60

Sub assemblies

Equipment

Machines

Labour

Supplies

Component parts

Plane

Manufacturing Facilities Characteristics

Characteristics

Job Shop

Flow Shop

Project Shop

Types of machines

Flexible, general purpose

Special purpose, bespoke

General purpose, mobile

Set-up time

Long, variable

Long

Variable

Workers

Multi functioned, highly skilled

Single functioned, lower skilled

Single functioned, skilled

Inventories

Large due to product variety

Low (J.I.T)

Variable

Lot size

Small to medium

Large

Small

Production time per unit

Long, variable

Short, constant

Long, variable

Examples (secondary industry)

Machine shops, Injection moulding toolmakers

Automotive, electronics

Plane and ship building

Examples (tertiary industry)

Hospitals, restaurants

Colleges, coffee shops (Starbucks)

Movies, TV, Musical

Manufacturing Support Systems

To operate its facilities efficiently, a company must organize itself to design the processes and equipment,

plan and control the production orders, and satisfy product quality requirements. These requirements are

accomplished by manufacturing support systems i.e. people and procedures by which a company

manages its production operations. Most of these support

but they plan and control its progress through the factory.

systems

do

not

directly

contact

the

product,

Source – Groover M.P., Fundamentals of Modern Manufacturing – Materials, Processes & Systems – 4th Edition

(2010)

Manufacturing Support Systems

Manufacturing

support functions

are

often carried

out

by

people

organized

into

departments such as the following:

Manufacturing engineering. The manufacturing engineering department is responsible for

developing the manufacturing processes—deciding what processes should be used to

make the parts and assemble the products. This department is also involved in designing

and ordering the machine tools and other equipment used by the operating departments

to accomplish processing and assembly.

Production planning and control. This department is responsible for solving the logistics

problem

in

manufacturing—ordering

materials

and

purchased parts,

scheduling

production, and making sure that the operating departments have the necessary capacity

to meet the production schedules.

Quality control. The QC department is responsible to ensure that the products being

manufactured meets the product legislative, quality and environmental specification

detailed in the company quality manual.

Lecture

2

Summary

Items covered:

-

Manufacturing Systems

-

-

Manufacturing

Manufacturing

facilities

support

facilities

image1.png

Lecture notes 1/Value stream mapping.ppt

Manufacturing Systems

Tutorial

Creating a value stream map

Objectives for Today

Understand why we create a value stream map

Be familiar with the building blocks

See the process of building the value stream

Know what to do with it and how to

take

a

benefit from

it

to

Know

where

go

for

reference...

Set the scope...

Where to

start

Identify a value stream;

Material (product / family)

Information

A

‘value’

commodity

Choose a product

(and

a

reason)

Product

family

matrix

Aim and objective within

a

business

context;

business?

one-off

or

systematic

benefit

for

the

Process A B C

Product

1 x x

2 x x x

Follow the improvement

process

Plan-Do-Check-Act ...

... For improvements

identified as gaps

between the current

state and the future

state

First

view

The

customer

Second view

The process (material) flow

The data boxes representing

characteristics

process

The inventory

steps

in

and

around

the

process

Third view

Material flow in and out of the main

process flow

(only main components/raw materials) but

do track all dispatch methods – this will

drive huge variation

in system behaviour

Fourth view

Information,

data,

flow

and

method

Lean metrics to be reflected

in

the

value

stream

Cycle time

Lead time

Takt time

Value adding time

Hence, by default, anything that takes this:

– Changeover time

– Inventory (queuing time)

away

from

Make the relevant measures visual on the value stream map!

Have a quick go...

Draw a value stream map of making

tea at home

a cup

of

(or something

choice)

more

interesting

of

your

own

Well done.....

So what

??

Find opportunities to apply the lean principles;

– Value, flow, pull, perfection...

– Takt time, lead-time, Cycle-time

Focus the value stream on only adding value for

customer

the

Create a vision to unite everyone involved in improving

the value stream

Represent this as a future state value stream map

Be ambitious, but acknowledge constraints... WIP,

conWIP, supermarkets.

Have a quick go...

Draw a future state map

Explain your

rationale

and

assumptions;

Context

Value

Waste

Benefit

Questions?