Computer Integrated Manufacturing and Systems

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

3. 
Role of Process Planning in
CAD/CAM Integration

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

6. 

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
Befits 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

19. 
 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

20. 
 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

21. 
 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

22. 
 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

23. 
 Aggregate production planning
 Master production planning
 Material requirements planning (MRP)
 Capacity planning
Activities of production
planning

24. 
 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

25. 
 Shop floor control
 Inventory control
 Manufacturing resource planning (MRP II)
 Just in time production systems
Activities of production
control

26. 
Relationship between production
planning and control

27. 

28. 
 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

29. 
 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

30. 
Flow chart of aggregate plan
and master schedule

31. 
The operations planning and
scheduling system

32. 
Inputs to and outputs from
aggregate production planning

33. 
 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

34. 

35. 
 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

36. 
 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

37. 

38. 
 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)

39. 
 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

40. 
 Master production schedule
 Bill of materials file
 Inventory record file
Inputs to MRP

41. 

42. 
 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

43. 
 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

44. 
 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

45. 
 Rough cut capacity planning
 Capacity requirements planning
Stages of capacity
planning

46. 
 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)

47. 

48. 
 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

49. 

50. 
 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

51. 

52. 
 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

53. 
 Order release
 Order scheduling
 Order progress
Phases of SFC

54. 

55. 
 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

56. 
 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

57. 
 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

58. 
 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

59. 
 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

60. 
 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

61. 
 Online data collection systems
 Offline data collection systems
Types of data collection
systems

62. 
 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

63. 
 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

64. 
 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

65. 
 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

66. 
 Ordering costs
 Carrying costs
 Shortage costs
 Purchase costs
Costs associated with
inventory

67. 
 Ordering costs are the costs associated with the
placement of an order for the acquisition of
inventories.
Ordering cost

68. 
 Inventory carrying costs are the costs associated with
holding a given level of inventory on hand.
Holding (or inventory
carrying costs)

69. 
 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

70. 
 Purchase costs are the costs incurred to purchase /
produce the item.
Purchase (or
production)cost

71. 
 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

72. 

73. 

74. 

75. 

76. 
 Fixed order quantity models (Q-models)
 Fixed time period models (P-models)
Types of inventory
systems

77. 

78. 

79. 
 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)

80. 
 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

81. 

82. 
 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)

83. 
 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

84. 
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