Cellular LayOut
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Cellular layout helps us in increasing the productivity with minimizing the cost. It is the latest technique to minimize the cost and increase the profits without affecting the organization. The concept of LEAN management.
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Manufacturing systems
This document discusses different types of manufacturing systems. It describes continuous production systems which include mass production, process production, and assembly production where products are manufactured continuously in large quantities. Intermittent production systems include job production, where non-standardized products are made in small volumes, and batch production, where a variety of products are manufactured in batches using general and special purpose machines arranged by sequence of operations. Continuous production is used when demand is constant and high, while intermittent production is used for smaller batch sizes and non-standardized products.
Facility layout
The document discusses different types of facility layouts used in manufacturing. It describes production/straight line layouts where machines are arranged sequentially based on production steps. Process/functional layouts group similar machines together. Static layouts keep products stationary while tools and workers move. Cellular layouts create machine "cells" to increase flexibility. The key is arranging equipment and facilities to optimize material flow and minimize handling costs during manufacturing.
Work Study: Method Study & Work Measurement
This document discusses work study, which aims to simplify work systems through analysis and improvement of work methods. Work study involves method study to analyze current work methods and develop better, more efficient methods. It also involves time study to establish standard times for jobs by measuring the time taken by qualified workers. The objectives of work study are to enhance productivity, improve human comfort and safety, and increase operational efficiency through optimal use of resources. Method study and time study are the main techniques used in work study to analyze work methods and measure work content. Standard recording symbols are used to document the analysis.
Facility layout ppt
The layout facility is the physical location of the various departments/units of the facility within the premises of the facility.
PRODUCTION SYSTEMS
This document discusses different types of production systems. It defines production as manufacturing, mining or growing goods for trade, and a production system as consisting of inputs, conversion processes, and outputs. The main types of production systems are described as job production (one-off custom jobs), batch production (similar goods in batches), mass production (large volumes of standardized goods), and process production (continuous extraction of goods like oil). The advantages and disadvantages of each system are provided.
Man and machine chart
The worker and machine process chart (Man-machine chart) shows the exact time relationship between the working cycle of a person and the operating cycle of a machine at a specific workstation. It can be used to detect idle time on machines and workers, optimize work distribution, and decide the appropriate number of workers. The example shows a man-machine chart for the current and improved methods of a casting production process. The improved method reduces the cycle time from 2 minutes to 1.4 minutes by decreasing the idle times for both the worker from 0.8 to 0.2 minutes and the machine from 1.2 to 0.6 minutes.
Types of layout
Principles of Plant layout
Types of Plant layout
Process layout
Product layout
Cellular Manufacturing layout
fixed Position layout
Hybrid Layout
and their Advantages & disadvantages
Lean manufacturing
Lean manufacturing aims to eliminate waste in production processes through continuous improvement efforts. It focuses on minimizing inventory levels and non-value adding activities to reduce costs and lead times. Toyota pioneered this approach after World War 2 to rebuild efficiently without large economies of scale. Implementing lean principles like just-in-time production and cellular manufacturing allowed Toyota to dramatically reduce production cycle times and outcompete major automakers. A chemical company also successfully applied lean tools to halve inventory levels and cut order fulfillment times from 20 to 5 minutes. Lean techniques organize work areas, maintain equipment, and pull work through production cells to optimize flow.
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Manufacturing systems
This document discusses different types of manufacturing systems. It describes continuous production systems which include mass production, process production, and assembly production where products are manufactured continuously in large quantities. Intermittent production systems include job production, where non-standardized products are made in small volumes, and batch production, where a variety of products are manufactured in batches using general and special purpose machines arranged by sequence of operations. Continuous production is used when demand is constant and high, while intermittent production is used for smaller batch sizes and non-standardized products.
Facility layout
The document discusses different types of facility layouts used in manufacturing. It describes production/straight line layouts where machines are arranged sequentially based on production steps. Process/functional layouts group similar machines together. Static layouts keep products stationary while tools and workers move. Cellular layouts create machine "cells" to increase flexibility. The key is arranging equipment and facilities to optimize material flow and minimize handling costs during manufacturing.
Work Study: Method Study & Work Measurement
This document discusses work study, which aims to simplify work systems through analysis and improvement of work methods. Work study involves method study to analyze current work methods and develop better, more efficient methods. It also involves time study to establish standard times for jobs by measuring the time taken by qualified workers. The objectives of work study are to enhance productivity, improve human comfort and safety, and increase operational efficiency through optimal use of resources. Method study and time study are the main techniques used in work study to analyze work methods and measure work content. Standard recording symbols are used to document the analysis.
Facility layout ppt
The layout facility is the physical location of the various departments/units of the facility within the premises of the facility.
PRODUCTION SYSTEMS
This document discusses different types of production systems. It defines production as manufacturing, mining or growing goods for trade, and a production system as consisting of inputs, conversion processes, and outputs. The main types of production systems are described as job production (one-off custom jobs), batch production (similar goods in batches), mass production (large volumes of standardized goods), and process production (continuous extraction of goods like oil). The advantages and disadvantages of each system are provided.
Man and machine chart
The worker and machine process chart (Man-machine chart) shows the exact time relationship between the working cycle of a person and the operating cycle of a machine at a specific workstation. It can be used to detect idle time on machines and workers, optimize work distribution, and decide the appropriate number of workers. The example shows a man-machine chart for the current and improved methods of a casting production process. The improved method reduces the cycle time from 2 minutes to 1.4 minutes by decreasing the idle times for both the worker from 0.8 to 0.2 minutes and the machine from 1.2 to 0.6 minutes.
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Principles of Plant layout
Types of Plant layout
Process layout
Product layout
Cellular Manufacturing layout
fixed Position layout
Hybrid Layout
and their Advantages & disadvantages
Lean manufacturing
Lean manufacturing aims to eliminate waste in production processes through continuous improvement efforts. It focuses on minimizing inventory levels and non-value adding activities to reduce costs and lead times. Toyota pioneered this approach after World War 2 to rebuild efficiently without large economies of scale. Implementing lean principles like just-in-time production and cellular manufacturing allowed Toyota to dramatically reduce production cycle times and outcompete major automakers. A chemical company also successfully applied lean tools to halve inventory levels and cut order fulfillment times from 20 to 5 minutes. Lean techniques organize work areas, maintain equipment, and pull work through production cells to optimize flow.
Line balancing
This document provides an overview of line balancing. It defines line balancing as assigning tasks to workstations to equalize workloads and cycle times. The objectives of line balancing include equalizing workloads, identifying bottlenecks, establishing production speeds, determining staffing needs, and reducing costs. Common methods are described along with concepts such as precedence diagrams, work content, and cycle times. A simple example is provided to demonstrate how to balance a line to increase efficiency from 79% to 84% by redistributing tasks among five workstations. The document emphasizes eliminating waste to further improve efficiency.
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This document discusses different types of process flows and classifications for production processes. It describes three main types of process flows: line flow, intermittent/batch flow, and project flow. Line flow involves a linear sequence of standardized operations, like an assembly line. Intermittent flow involves production in batches using flexible, general-purpose equipment. Project flow is for unique, one-off products like works of art. The document also discusses how process selection decisions impact costs, quality, flexibility and other operational factors.
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The document discusses cellular manufacturing and its key concepts. Cellular manufacturing involves grouping parts that require similar processing into manufacturing cells. Within each cell, equipment and workstations are arranged closely together in the sequence of processing steps to promote efficient one-piece flow production. It aims to minimize waste by utilizing flexible workers who can operate multiple machines and continuously improve processes.
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This document discusses various production scheduling concepts and methods. It defines loading as determining the total time required for operations and adding it to planned workstation utilization. Scheduling determines start/finish times of operations. Master scheduling provides completion times for departments. Benefits of scheduling include inventory reduction and increased efficiency. Gantt charts illustrate project schedules and activities. Other concepts covered include line of balance, linear scheduling method, batch production scheduling, MRP, Kanban, dispatching, progress reporting, and manufacturing lead time.
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Contents of Presentation-
Capacity Planning:
- Meaning
- Forecasting
- Reasons
- Importance
- Examples
- Capacity Terminology
- Efficiency & Utilization
- Calculation of capacity Utilization
- Determinants of Effective Capacity
- Calculating Processing Requirements
- Capacity Planning Process
- Planning Over a Time Horizon
- Economies of Scale
- Optimal Rate of Output
-Capacity Planning Alternatives Evaluating Models
Cost Volume Analysis: Break-even Analysis
Decision Theory
Financial Analysis
Waiting-Line Analysis
- PROCESS PLANNING
Methods
- INTERACTION OF PLANNING FUNCTIONS..
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Plant layout Production Management
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Types of plant Layout like production or line layout, Process layout, Fixed position or Location layout and combined layout.Along with its importance with example.
Product & Process Layouts
Product layouts are used for repetitive assembly of standardized products. The workstations are arranged in a straight line so items can pass smoothly from one station to the next. This allows for mass production with low cycle times but lacks flexibility.
Process layouts group similar processes together, like all sewing stations in one area. This requires more space but allows for production of various items and easier changes to processes. Cycle times are longer but it allows for process specialization and more efficient use of equipment.
The type of layout chosen impacts operations through factors like costs, cycle times, productivity levels, flexibility, and specialization of labor or equipment.
Production planning and control
The document discusses production planning and control functions including process planning, loading, scheduling, dispatching, and follow up. It explains that process planning determines the sequence of operations, loading assigns work to work centers based on schedules, and scheduling determines start and finish times of operations. Dispatching authorizes the start of operations and follow up monitors progress. The document also covers factors that affect production planning like type of product and manufacturing. Different planning functions are needed for job shops, batch production, and mass production. Finally, it discusses scheduling objectives like meeting due dates and maximizing resource utilization.
Process selection
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The document discusses different types of production systems and factors that influence process selection. It describes four main types of production systems: project, job, batch, and mass production. It also discusses intermittent and continuous manufacturing systems. Key factors that influence process selection include variety, volume, flexibility, and expected output. Process selection impacts capacity planning, facility layout, equipment design, and work design.
Presentation on Just in Time
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types of production system
The document discusses two main types of production systems: intermittent and continuous. Intermittent production involves producing goods in small batches based on customer orders, with irregular start/stop cycles. Continuous production aims to produce goods constantly to meet forecasted demand at large scale using standardized processes. Specific intermittent systems include project production (complex one-time orders), job production (custom single units), and batch production (producing in lots based on orders or forecasts). Continuous systems emphasize mass production of standardized goods and process production of a single product.
WCM (World Class Manufacturing)
The document discusses World Class Manufacturing (WCM), providing details on:
1. WCM principles focus on eliminating all types of losses through standards, methods, and employee involvement to achieve zero defects, waste, and downtime.
2. Tofaş, a Turkish automaker, achieved a "Silver Level" WCM rating, making it the first Fiat factory to reach this level based on quality, safety, and manufacturing excellence.
3. Main WCM activities include implementing basics like safety training, developing leaders, improving processes for quality, maintenance, and logistics, and making plant investments to increase efficiency and utilization.
Types of loading, production & operations management
Types of Loading-
Infinite Loading
Finite Loading
Also know about Scheduling as Loading is an vital part of Scheduling.
Explained with examples.
Important concept in Production and Operation Management.
Operation scheduling
This document discusses operations scheduling. It begins by introducing operations scheduling and explaining that it involves assigning jobs, resources, and sequencing operations while accounting for deviations. It then discusses key performance measures for schedules such as job flow time, makespan, past due jobs, work-in-process inventory, total inventory, and utilization. The document proceeds to list objectives and functions of operations scheduling such as efficient resource use, on-time delivery, and minimizing costs and inventory. Finally, it briefly outlines types of scheduling like forward and backward, and methods like Johnson's algorithm and the index method.
Aggregate planning
Aggregate planning involves developing a preliminary production schedule over the next 6-18 months to satisfy forecasted demand at minimum cost. It considers targeted sales, production levels, inventory levels and backlogs. The objectives are to minimize costs and changes while maximizing profits, customer service and resource utilization. Common strategies are level, which maintains steady output/employment, or chase, which matches demand period to period. Techniques to develop plans include linear programming, linear decision rules and simulation models.
Cellular Manufacturing (Flexible Operations)
The document discusses cellular manufacturing, which involves arranging equipment and workstations closely together to facilitate small lot, continuous flow production of a variety of low-demand products while maintaining productivity. Key aspects of cellular manufacturing include one-piece flow, multi-process handling within cells, near-zero transfer times between operations, modularity in process and product design, and arranging production flow within cells. The biggest challenges are dividing manufacturing systems into appropriate cells and addressing both technical issues related to equipment and "soft" issues related to management and corporate culture.
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Process selection
This document discusses different types of process flows and classifications for production processes. It describes three main types of process flows: line flow, intermittent/batch flow, and project flow. Line flow involves a linear sequence of standardized operations, like an assembly line. Intermittent flow involves production in batches using flexible, general-purpose equipment. Project flow is for unique, one-off products like works of art. The document also discusses how process selection decisions impact costs, quality, flexibility and other operational factors.
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The document discusses sequencing problems and various sequencing rules used to optimize outputs when assigning jobs to machines. It describes Johnson's rule for minimizing completion time when scheduling jobs on two workstations. Johnson's rule involves scheduling the job with the shortest processing time first at the workstation where it finishes earliest. It provides an example of applying Johnson's rule to schedule five motor repair jobs at the Morris Machine Company across two workstations. Finally, it discusses Johnson's three machine rule for sequencing jobs across three machines.
UNIT 4 - PRODUCTION SCHEDULING
This document discusses various production scheduling concepts and methods. It defines loading as determining the total time required for operations and adding it to planned workstation utilization. Scheduling determines start/finish times of operations. Master scheduling provides completion times for departments. Benefits of scheduling include inventory reduction and increased efficiency. Gantt charts illustrate project schedules and activities. Other concepts covered include line of balance, linear scheduling method, batch production scheduling, MRP, Kanban, dispatching, progress reporting, and manufacturing lead time.
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Contents of Presentation-
Capacity Planning:
- Meaning
- Forecasting
- Reasons
- Importance
- Examples
- Capacity Terminology
- Efficiency & Utilization
- Calculation of capacity Utilization
- Determinants of Effective Capacity
- Calculating Processing Requirements
- Capacity Planning Process
- Planning Over a Time Horizon
- Economies of Scale
- Optimal Rate of Output
-Capacity Planning Alternatives Evaluating Models
Cost Volume Analysis: Break-even Analysis
Decision Theory
Financial Analysis
Waiting-Line Analysis
- PROCESS PLANNING
Methods
- INTERACTION OF PLANNING FUNCTIONS..
-
Plant layout Production Management
Production Management
Types of plant Layout like production or line layout, Process layout, Fixed position or Location layout and combined layout.Along with its importance with example.
Product & Process Layouts
Product layouts are used for repetitive assembly of standardized products. The workstations are arranged in a straight line so items can pass smoothly from one station to the next. This allows for mass production with low cycle times but lacks flexibility.
Process layouts group similar processes together, like all sewing stations in one area. This requires more space but allows for production of various items and easier changes to processes. Cycle times are longer but it allows for process specialization and more efficient use of equipment.
The type of layout chosen impacts operations through factors like costs, cycle times, productivity levels, flexibility, and specialization of labor or equipment.
Production planning and control
The document discusses production planning and control functions including process planning, loading, scheduling, dispatching, and follow up. It explains that process planning determines the sequence of operations, loading assigns work to work centers based on schedules, and scheduling determines start and finish times of operations. Dispatching authorizes the start of operations and follow up monitors progress. The document also covers factors that affect production planning like type of product and manufacturing. Different planning functions are needed for job shops, batch production, and mass production. Finally, it discusses scheduling objectives like meeting due dates and maximizing resource utilization.
Process selection
The document provides guidance on keeping moving forward, even when facing challenges. It advises that if one cannot fly (move quickly), they should run, if they cannot run they should walk, and if unable to walk then crawl. But the key message is to keep moving in whatever way possible. The quote is attributed to civil rights leader Martin Luther King Jr.
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This presentation gives us details about the different methods of Line Balancing.
It also gives an example of Ford Motors and how Line Balancing helped Ford become a powerhouse in the early 1900s
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This document provides an overview of just-in-time (JIT) manufacturing. It describes JIT as a philosophy involving minimal inventories and goods that move through the system as needed. The document outlines the history and evolution of JIT in Japan after World War II. It also discusses the seven types of waste in manufacturing that JIT aims to eliminate and lists some key principles of JIT including total quality management, pull-based production, and inventory management with the goal of zero inventory. The document concludes by discussing advantages like reduced waste and disadvantages like risk from supply disruptions of implementing JIT manufacturing.
Process selection
The document discusses different types of production systems and factors that influence process selection. It describes four main types of production systems: project, job, batch, and mass production. It also discusses intermittent and continuous manufacturing systems. Key factors that influence process selection include variety, volume, flexibility, and expected output. Process selection impacts capacity planning, facility layout, equipment design, and work design.
Presentation on Just in Time
This document provides an overview of just-in-time (JIT) manufacturing. It discusses the history and objectives of JIT, the eight types of waste in manufacturing, and the three parts of JIT - purchasing, manufacturing, and quality management. Key aspects of JIT covered include production management, supplier management, inventory management, and human resource management. The document also compares traditional manufacturing systems to JIT systems and discusses how management accounting must adapt to support JIT goals.
types of production system
The document discusses two main types of production systems: intermittent and continuous. Intermittent production involves producing goods in small batches based on customer orders, with irregular start/stop cycles. Continuous production aims to produce goods constantly to meet forecasted demand at large scale using standardized processes. Specific intermittent systems include project production (complex one-time orders), job production (custom single units), and batch production (producing in lots based on orders or forecasts). Continuous systems emphasize mass production of standardized goods and process production of a single product.
WCM (World Class Manufacturing)
The document discusses World Class Manufacturing (WCM), providing details on:
1. WCM principles focus on eliminating all types of losses through standards, methods, and employee involvement to achieve zero defects, waste, and downtime.
2. Tofaş, a Turkish automaker, achieved a "Silver Level" WCM rating, making it the first Fiat factory to reach this level based on quality, safety, and manufacturing excellence.
3. Main WCM activities include implementing basics like safety training, developing leaders, improving processes for quality, maintenance, and logistics, and making plant investments to increase efficiency and utilization.
Types of loading, production & operations management
Types of Loading-
Infinite Loading
Finite Loading
Also know about Scheduling as Loading is an vital part of Scheduling.
Explained with examples.
Important concept in Production and Operation Management.
Operation scheduling
This document discusses operations scheduling. It begins by introducing operations scheduling and explaining that it involves assigning jobs, resources, and sequencing operations while accounting for deviations. It then discusses key performance measures for schedules such as job flow time, makespan, past due jobs, work-in-process inventory, total inventory, and utilization. The document proceeds to list objectives and functions of operations scheduling such as efficient resource use, on-time delivery, and minimizing costs and inventory. Finally, it briefly outlines types of scheduling like forward and backward, and methods like Johnson's algorithm and the index method.
Aggregate planning
Aggregate planning involves developing a preliminary production schedule over the next 6-18 months to satisfy forecasted demand at minimum cost. It considers targeted sales, production levels, inventory levels and backlogs. The objectives are to minimize costs and changes while maximizing profits, customer service and resource utilization. Common strategies are level, which maintains steady output/employment, or chase, which matches demand period to period. Techniques to develop plans include linear programming, linear decision rules and simulation models.
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This document is a project report submitted in partial fulfillment for a Bachelor of Engineering degree in Mechanical Engineering. It discusses machine layout design and optimization using genetic algorithms. Chapter 1 provides an introduction to machine layouts, basic layout types (process, cell, product), cycle time and hierarchy of machine layout data. Chapter 2 introduces the company profile, CNC machine shop, steering knuckle component, operations performed and time study. Chapter 3 discusses genetic algorithms, basic operations like reproduction, crossover and mutation. Chapter 4 models the layout problem using Excel and details the existing layout. Chapter 5 describes the optimized layout solutions generated using genetic algorithms and selection of the best layout.
Unit 1
This document provides an introduction to production and operations management. It defines production/operations management as the process that transforms resources into value-added products/services according to organizational policies. The key difference between production management and operations management is whether the focus is on manufacturing or both manufacturing and services. Components of production and operations management (POM) include efficiency, effectiveness, and value addition. Reasons to study POM include its systematic approach, increasing competitive levels, cross-functional applications, and business/career opportunities.
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This document provides an overview of value analysis. It defines value analysis as a systematic process that compares the function of a product required by customers against the lowest cost of meeting specified performance and reliability. The key steps of value analysis are to establish objectives, analyze the production process, decompose product characteristics, brainstorm alternatives, select the best alternative, and implement changes. Value analysis aims to provide better value to customers and improve competitive position by eliminating unnecessary costs.
Layout planning
The document discusses layout planning at various levels including plant location, department location, and machine location. It focuses on department location planning and describes the criteria of minimizing material handling costs. The document outlines the systematic layout planning methodology including data collection, flow analysis, quantitative analysis, relationship diagrams, and consideration of space requirements and constraints to develop an optimal layout. The methodology uses a greedy algorithm and 2-opt heuristic to iteratively improve the layout design based on minimizing material handling costs.
POM - ACC case
ACC faces a potential threat from a new competitor, DJC. ACC currently relies on customization to generate profits but DJC focuses on standardization and low costs. DJC's costs are lower due to better fixed asset utilization, batch production, automation, and inventory management. If DJC enters the US market, it could gain market share from ACC by leveraging its more efficient and lower-cost operations. ACC needs to improve automation, reduce inventory and lead times, establish quality control, and potentially focus more on standardization to better compete against DJC's cost advantages.
Acc group10
The document compares American Connector Company (ACC) to its competitor DJC. It finds that DJC has significantly lower costs than ACC's Sunnyvale plant, with a 33% cost difference. This is due to DJC employing mass manufacturing techniques with in-house mold technology development, high equipment utilization, and waste removal. ACC focuses more on customization, outsourcing mold technology, and is dominated by marketing and sales over production. The cost differences are attributed to DJC's efficiencies as well as lower raw material and electricity costs in the US. To compete, the document recommends ACC adopt practices like cellular layout, automation, quality inspection during production, and activity-based costing.
American Connector
DJC became highly successful through operations management focused on cost reduction and quality. Key factors included:
1) Short lead times, 100% capacity utilization, standardized designs and continuous flow production allowing for high volume at low cost.
2) Maintaining a fixed schedule without changes for special orders provided cost control.
3) Emphasis on older, proven technology and processes rather than new innovations helped ensure quality and minimize costs.
ACC also achieved success through flexible, customized production and mass customization. Key factors were:
1) Highly automated but flexible production lines accommodating a wide range of customized products.
2) Batch processing and JIT delivery keeping inventory and lead times low while facilitating
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The document summarizes a case study about American Connector Company which was struggling with quality issues at its Sunnyvale plant. It also discusses the potential threat posed by a new plant in the US from one of its competitors, DJC, which has a highly efficient plant in Japan. The case looks at the various issues faced by ACC in its operations as well as the strengths of DJC's operations. It provides recommendations for what ACC should do to avoid losing market share if DJC sets up a new plant in the US replicating its Japanese model.
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Assembly-line balancing involves assigning tasks along an assembly line to workstations to minimize idle time and balance the workload. An unbalanced line can lead to wasted time and lower productivity, while a balanced line promotes efficient one-piece flow and minimizes waste. To balance a line, tasks are analyzed and assigned to workstations based on precedence and timing, with the goal of achieving a balanced workload across stations. This process can increase efficiency, productivity, and profits for an organization.
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Plant layout refers to the physical arrangement of equipment, machinery, workstations, and space in a manufacturing facility. The key types of layouts discussed are process layout, product layout, mixed layout, fixed layout, and group technology layout. Process layout groups similar processes together while product layout arranges machinery in a linear flow. Group technology layout clusters machines by part families to reduce setup times and material handling. Flexible manufacturing systems apply group technology and automation to allow production of different product styles simultaneously on the same system.
Production layouts
This document discusses different types of production layouts used in manufacturing. It begins by defining a plant layout and the goals of optimal cost and speed. There are five main types of layouts: project layout, work centre layout, manufacturing cell layout, assembly line layout, and continuous flow layout. Project layout involves moving machinery to stationary products. Work centre layout groups similar equipment together in departments. Manufacturing cell layout dedicates areas to similar processes. Assembly line layout arranges steps in a straight line to progressively produce products. Continuous flow layout is like assembly but for liquids moving through a process.
Enigma of 'six sigma' for foundry sm es in india
Keywords: six sigma; foundry SMEs; small and medium-sized enterprises; design of experiments; DOE; measurement system analysis; MSA; failure mode and effects analysis; FMEA; non-conforming products; cost of poor quality; hypothesis testing; defects per million opportunities; DPMO; process capability; DMAICS; analysis of variance; ANOVA; India; make-to-order foundries; scrap reduction; productivity.
Meenakshi mam Types of plant layout video.ppt
This document provides an overview of plant layout types including process layout, product layout, and cellular layout. It discusses the key characteristics and advantages and disadvantages of each layout type. Process layout groups similar machines together while product layout arranges machines in the production sequence. Cellular layout uses group technology to produce parts with similar requirements. Selection of the optimal layout depends on factors like production volume and part commonality. Methods for layout analysis and design covered include travel charts, relationship charts, and systematic layout planning.
Cellular Manufacturing
This document provides information on cellular manufacturing and group technology. It discusses the differences between process layouts and group/cellular layouts. Process layouts involve grouping like machines together, while group layouts involve grouping resources needed to produce similar products together. The document describes various grouping methods used to determine how to assign machines to manufacturing cells, including classification of parts, product flow analysis, rank order clustering, and similarity coefficient analysis. It also discusses considerations for implementing cellular manufacturing systems.
Aminullah Assagaf_P5-Ch.7_Capacity and Facility_32.pptx
Capacity planning establishes a firm's level of productive resources and strategies for timing capacity expansion relative to demand growth. Key considerations for capacity increases include anticipated demand volume/certainty, costs, and strategic objectives. Process layouts group similar activities together, product layouts arrange activities by production sequence, and hybrid layouts combine approaches. Line balancing aims to equalize workloads across stations within a cycle time. Cellular layouts group dissimilar machines into work centers for part families, while flexible manufacturing systems automate production of diverse items.
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Cellular manufacturing
cells are dedicated to produce similar products or a family of parts.
A manufacture cell produces parts, one at a time, following the sequence of the machines and operations in a lean flow.
It is an application of Group Technology in Manufacturing
Group Technology (Cell Manufacturing)
Group Technology is a manufacturing process that produces families of parts within a single production line or cell of machines. A manufacturing cell is a cluster of machines grouped together to produce a similar part family. Techniques like tacit judgment, visual inspection, classification and coding systems, and production flow analysis are used to form part families by identifying parts that require similar manufacturing processes or equipment. Rank order clustering analyzes a machine-part incidence matrix to group similar machines and components into production cells to minimize material handling needs. While cellular manufacturing offers benefits like reduced work-in-process inventory and lead times, it also faces challenges like loss of routing flexibility and difficulty balancing cells over time.
basics-of-plant-layout2.ppt
This presentation focused on plant layout and plant location design, which is one sub-topic of industrial management.
What is cellular manufacturing?
Cellular manufacturing is a method of process improvement and as such, it is an important part of the lean philosophy. It consists of reorganizing your shop floor in a way that would accommodate the greatest efficiency.
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Inventory Management guides the success or failure of the Organization with out any aspect of its size of operations.
Inventory Management is about 45-90% of the organziation success role.
Inventory management
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What is Pricing Strategy and what are the objectives and factors affecting the Pricing Strategy.
There are Certain types of Pricing Strategies as well. Each and every strategy has its own affect on the product and services offered by an organization.
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What Basically Logistics Management is all about
Logistics management involves planning, implementing, and controlling the efficient movement and storage of goods and services from the point of origin to the point of consumption according to customer needs. It encompasses various sub-areas such as purchasing, operations, distribution, inventory management, transportation, and customer service. The objectives of logistics include rapid response, minimum variance and inventory, consolidation of movements, and quality improvement across the lifecycle of products. Key activities involve setting customer service standards, organizing transportation and warehousing, purchasing, and protective packaging.
Procurement
Procurement involves acquiring goods, services, or works from an external source. It is important that items procured meet needs in terms of quality, quantity, time, and location, while also obtaining the best possible cost. There are various types of procurement like single, stock, vendor managed inventory, and just-in-time procurement. Procurement requires identifying needs, suppliers, negotiations, and logistics management. It is a major part of government and public spending and aims to promote competition and minimize fraud. Performance is measured through metrics like spend under management and annual savings.
What Mercedes could do to target the middle class customer....
Mercedes is renowned for quality but is out of reach for most customers. To address the mass market without compromising its elite image, Mercedes could collaborate with Toyota to produce affordable, high-quality vehicles under a new brand name like "Toyota MRS" or "Toyota & Mercedes". This would allow Mercedes to attract more medium-income customers while keeping its existing luxury customers satisfied with their high-end models. The new brand could leverage Toyota's experience in affordable manufacturing and Mercedes' reputation for quality and comfort to appeal to price-conscious customers seeking better quality.
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1.2.1
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Mgt
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Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
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Chapter 4
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Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
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1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
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Cellular LayOut
- 3. FLOW IN A U-CELL • EQUIPMENT AND WORKSTATIONS USED TO PRODUCE ARE ARRANGED TO FACILITATE • CONTINUOUS PRODUCTION FLOW IN SMALL LOTS. Example of Cellular Layout
- 4. CELLULAR LAYOUT • EVERY CELL CONTAINS A GROUP OF MACHINES WHICH ARE DEDICATED TO THE PRODUCTION OF A FAMILY OF PARTS. • ONE OF THE PROBLEMS IS TO IDENTIFY A FAMILY PARTS THAT REQUIRE THE SAME GROUP OF MACHINES. • THESE LAYOUTS ARE ALSO CALLED AS GROUP TECHNOLOGY LAYOUTS.
- 5. CELLULAR LAYOUT • USED TO MAKE PARTS IN JUST-IN-TIME MANUFACTURING • BASED ON GROUP TECHNOLOGY • GROUP TECHNOLOGY (GT): A METHOD OF ORGANIZING PARTS INTO FAMILIES WITH SIMILAR MANUFACTURING REQUIREMENTS • A MANUFACTURING CELL IS CREATED FOR EACH PART FAMILY
- 6. EXAMPLE OF GROUP TECHNOLOGY
- 7. PROCESS FLOW BEFORE THE GROUP TECHNOLOGY
- 8. PROCESS FLOW AFTER THE GROUP TECHNOLOGY
- 10. ONE PIECE FLOW • HANDLING ITEMS ONE AT A TIME ELIMINATES WASTES INHERENT IN BATCH PRODUCTION • AND ENABLES A BALANCED FLOW OF WORK.
- 11. REQUIREMENTS FOR THE CELLS LAYOUT • IDENTIFICATION OF FAMILIES PRODUCTS • A HIGH LEVEL OF TRAINING, FLEXIBILITY AND EMPOWERMENT OF EMPLOYEES • BEING SELF-CONTAINED, WITH ITS OWN EQUIPMENT & RESOURCES
- 12. IMPROVING LAYOUTS USING WORK CELLS
- 13. IMPROVING LAYOUT USING WORK CELLS
- 14. EXAMPLE OF CELLULAR LAYOUT
- 15. CONTINUE • THE PREVIOUS SLIDE SHOWS A FACILITY IN WHICH THREE PARTS A, B, C FLOW THROUGH THE MACHINES. • SOME OTHER PARTS D,E,F,G & H ARE ALSO INCLUDED IN THE NEXT SLIDES. • THE ROWS CORRESPOND TO THE PARTS AND COLUMNS TO THE MACHINES. • JUST BY INTERCHANGING ROWS AND COLUMNS, EVENTUALLY A MATRIX IS OBTAINED WHERE THE “X” MARKS ARE ALL CONCENTRATED NEAR THE DIAGONAL. THIS MATRIX PROVIDES THE CELLS. FOR EXAMPLE, PARTS A, D AND F REQUIRE MACHINES 1, 2, 4, 8 AND 10 WHICH FORMS A CELL.
- 16. EXAMPLE TABLE Parts 1 2 3 4 5 6 7 8 9 10 11 12 A x x x x x B x x x x C x x x D x x x x x E x x x F x x x G x x x x H x x x Machines
- 17. CELLULAR LAYOUT OF THE EXAMPLE Parts 1 2 4 8 10 3 6 9 5 7 11 12 A x x x x x D x x x x x F x x x C x x x G x x x x B x x x x E x x x H x x x Machines
- 18. FINAL VIEW AFTER CELLULAR LAYOUT EACH OF A, B, C NOW VISITS ONLY ONE AREA, MINIMIZING JUMPING 12 12 3 4 5 6 7 8 910 11 A BCRaw materials Cell1 Cell 2 Cell 3 Assembly
- 19. OBJECTIVE OF CELLULAR LAYOUT • ELIMINATION OF WASTE (MUDA) Transportation Inventory Movement Waiting Over Processing Over Production Defects
- 20. CELLULAR LAYOUT ADVANTAGES • REDUCED MATERIAL HANDLING AND TRANSIT TIME • REDUCED SETUP TIME • REDUCED WORK-IN-PROCESS INVENTORY • BETTER USE OF HUMAN RESOURCES • BETTER SCHEDULING, EASIER TO CONTROL AND AUTOMATE • LESS FLOOR SPACE REQUIRED • REDUCED DIRECT LABOR • HEIGHTENED SENSE OF EMPLOYEE PARTICIPATION • INCREASED USE OF EQUIPMENT & MACHINERY • REDUCED INVESTMENT ON MACHINERY & EQUIPMENT
- 21. CELLULAR LAYOUT DISADVANTAGES • SOMETIMES CELLS MAY NOT BE FORMED BECAUSE OF INADEQUATE PART FAMILIES • SOME CELLS MAY HAVE A HIGH VOLUME OF PRODUCTION AND OTHERS VERY LOW. THIS RESULTS IN POORLY BALANCED CELLS • WHEN VOLUME OF PRODUCTION CHANGES, NUMBER OF WORKERS ARE ADJUSTED AND WORKERS ARE REASSIGNED TO VARIOUS CELLS. TO COPE WITH THIS TYPE OF REASSIGNMENTS, WORKERS MUST BE MULTI-SKILLED AND CROSS-TRAINED • SOMETIMES, MACHINES ARE DUPLICATED IN DIFFERENT CELLS. THIS INCREASES CAPITAL INVESTMENT