2.

008

Manufacturing Systems

2.008 -Spring 2004 1

 Outline

1. Manufacturing Systems
2. Types of Plant Layouts
3. Production Rates
4. Design and Operations

2.008 -Spring 2004 2

 Manufacture
Market Conceptual Design for
Research Design Manufacture

Unit
Manufacturing
Processes
Assembly
and Joining

Factory,
Systems &
Enterprise

2.008 -Spring 2004 3

 What is mfg systems?

2.008 -Spring 2004 4

 Time spectrum of Typical Activities in a
Manufacturing Organization
Seconds Period Activity
108 Decade
Plant design, Machine Selection,
10 7
Year System Simulation
Process design: CAD
106 Month Catalogs
Select manufacturing methods
Week

105 Day
Factory Operation
10 4
Ship-Receive
Hour Transport Inventory

103

102

Minute Part handling

10 1
Load/Unload
Assembly
1 Second

.1 Machine control
2.008 -Spring 2004 CNC-DNC 5
.01 Adaptive control
 How Man, Machine, and Material Spend
Time in the Factory
People Materials Machines
Value- Value- Value-
added added added

Waste Waste Waste

"Waste": waiting for materials, “Waste”: transportation, "Waste": unnecessary

watching machine running, storage, inspect on and rework movement of machine, setup
producing defects, looking for time, machine breakdown,
tools, fixing machine unproductive maintenance,
breakdowns, producing producing defective products,
unnecessary items, etc producing products when not
needed, etc.

2.008 -Spring 2004 6

 Disruptions/Variation
(Random Events)
• Machine failure
• Set-up change
• Operator absence
• Starvation/Blockage
• Demand change

2.008 -Spring 2004 7

 Types of Plant Layout

• Job Shop
• Project Shop
• Flow Line
• Transfer Line
• Cellular System

2.008 -Spring 2004 8

 Job Shop
Raw Material
Machines/Resources ar
e grouped according to t A A D D
he process they perform
A A D D

D D
C C

C C

C C

Ready part

2.008 -Spring 2004 9

 Project Shop

Machines/Resources
are brought to and re
A B
moved from stationar
A
y part as required B

Raw
material/
Ready part

D
D
C D

2.008 -Spring 2004 10

 Flow Line and Transfer Line

Raw Material
Machines/Resources
are grouped in lines
according to the proc B A C
esses sequence of p
art(s) A D B

D F G

F F

Ready part

2.008 -Spring 2004 11

 Cellular System
Raw Material
Machines/Resources
are grouped
B C D E
according to the
processes required F
D E G
for part families

A B

D F

Ready part

2.008 -Spring 2004 12

 Production Quantity and Plant Layout

Project Shop

Job Shop

Cellular System

Flow Line

1 10 100 1,000 10,000 100,000

Quantity

2.008 -Spring 2004 13

 Production Rates

• Case I:
– One machine
– Everything works

1
Production rate 
Operation time

2.008 -Spring 2004 14

 Production Rates (cont’d)

• Case II:
– One machine
– Machine breaks down (disruption)
– Everything else works

MTTF MTTF
Efficiency  
(utilization) MTTF  MTTR MTTR
Efficiency
Production rate 
Operation time
2.008 -Spring 2004 15
 Production Rates (cont’d)

• Case III:
– Many machines
– No machine breaks down
– No buffers

M1 M2 Mi Mk

2.008 -Spring 2004 16

 Production Rates (cont’d)

• Case IV:
– Many machines (same operation time)
– No machine breaks down
– No buffers

M1 M2 Mi Mk

2.008 -Spring 2004 17

 Production Rates (cont’d)

• Case V:
– Many machines (same operation time)
– Machine breaks down
– No buffers

M1 M2 Mi Mk

2.008 -Spring 2004 18

 Production Rates (cont’d)

• Case VI:
– Many machines and buffers in between
– Machine breaks down

M1 B1 M2 B2 Mi Mk-1 Bk-1 Mk

2.008 -Spring 2004 19

 Production Rates (cont’d)

• Production rate increases if:

– Increase the rate of the slowest machine
– Reduce the disruptions
– Introduce “buffers”
– Introduce in-process control

2.008 -Spring 2004 20

 Disruptions
(Random Events)

• Machine failure
• Set-up change
• Operator absence
• Starvation/Blockage

2.008 -Spring 2004 21

 Waiting

• Underutilization
• Idleness
• Inventory

2.008 -Spring 2004 22

 Inventory/Work-in-Process (WIP)

• It costs money
• It gets damaged
• It becomes obsolete
• It shrinks
• It increases lead time

2.008 -Spring 2004 23

 Cycle Time and Lead Time

Order Order

Supplier Plant Customer

Supply Supply

Daily available time

Takt time 
Daily average demand

2.008 -Spring 2004 24

 Cycle Time

“Cycle Time”
． The time a part spends in the system

Little’s Law: L = λw
L: average inventory
λ: average production rate
w: average cycle time

2.008 -Spring 2004 25

 Cycle Time (cont’d)

• Example:
Operation time = 1, One-piece operation

M1 M2 M3 M4 M5

Production rate = 1
Cycle time = 5
Inventory = 5

2.008 -Spring 2004 26

 Cycle Time
Batch Production

1.

Op1 Op2 Op3

Operation time: 3 minutes

Batch (Lot) size: 1000
Cycle time = 1,000*3 + 1,000*3 + 1,000*3 = 9,000min

2.008 -Spring 2004 27

 Cycle Time
One-Piece Production

2.

Op1 Op2 Op3

Operation time = 3 minutes

Cycle time = 1,000*3 + 2*3 = 3,006 minutes

2.008 -Spring 2004 28

 Cycle Time and Lead Time

Order Order

Supplier Plant Customer

Supply Supply

Daily available time

Takt time 
Daily average demand

2.008 -Spring 2004 29

 Systems Design and Operation

• Cycle time < Lead time

• Lumpiness

• Information contents

2.008 -Spring 2004 30

 Lumpy Demand
Wrench A Wrench B Wrench C Wrench D
D 1 1 1 1 1 1 D 6 6 6 6 6 6 D 3 3 3 3 3 3 D 7 7 7 7 7 7
P 5 　 　 　 　 5 P 15 　 15 　 　 15 P 10 　 　 10 　 　 P 25 　 　 25 　 　

Forging X Forging Y
D 20 0 15 0 0 20 D 35 0 0 35 0 0
P 25 　 25 　 　 25 P 50 　 　 50 　 　

Steel Z
D 75 0 25 50 0 25

2.008 -Spring 2004 31

 Typical Design Guidelines

• Leveling
• Balancing
• Single-piece flow
• Low materials handling
• Low setup time
• Smaller lot size
• Low WIP
• Faster feedback

2.008 -Spring 2004 32

 Plant Operations

• Push (MRP, ERP, etc.) vs. Pull (JIT)

• Batch vs. One-piece

2.008 -Spring 2004 33