OVERVIEW OF MANUFACTURING

1. Manufacturing Industries and Products

2. Manufacturing Operations

3. Production Facilities

4. Product/Production Relationships

5. Lean Production
 Manufacturing -
Technological Definition

“Application of physical and chemical processes to alter the

geometry, properties, and/or appearance of a given
starting material to make parts or products”

 Manufacturing also includes the joining of multiple parts to

make assembled products

 Accomplished by a combination of machinery, tools,

power, and manual labor.

 Almost always carried out as a sequence of operations

Manufacturing as a Technical Process
 Manufacturing -
Economic Definition

“Transformation of materials into items of greater value by

means of one or more processing and/or assembly
operations”

 Manufacturing adds value to the material

 Examples:

 Converting iron ore to steel adds value

 Transforming sand into glass adds value

 Refining petroleum into plastic adds value

Manufacturing as Economic Process
 Classification of Industries

Industry consists of enterprises or organizations that produce

or supply goods and services.
Industries can be classified as;
1. Primary industries – cultivate and exploit natural resources
 Examples: agriculture, mining
2. Secondary industries – convert output of primary industries
into products (consumer or capital goods)
 Examples: manufacturing, power generation,
construction, computers, glass ceramic, Textiles.
3. Tertiary industries – service sector
 Examples: banking, education, government, legal
services, retail trade, transportation, Hotels
 More Industry Classifications

 Process industries, e.g., chemicals, petroleum, basic

metals, foods and beverages, power generation
 Continuous production
 Batch production

 Discrete product (and part) industries, e.g., cars, aircraft,

appliances, machinery, and their component parts
 Continuous production
 Batch production
Process Industries and
Discrete Manufacturing Industries
 Manufactured Products

 Consumer goods: products purchased directly by

consumers
Ex: cars, personal computers, Tvs, toys...

 Capital goods: products purchased by other companies to

produce goods and supply services
Ex: commercial aircraft, mainframe computers, machine
tools, construction machinery...
 Manufacturing Operations

 There are certain basic activities that must be carried out

in a factory to convert raw materials into finished products
 For discrete products:
1. Processing and assembly operations
2. Material handling
3. Inspection and testing
4. Coordination and control
 Manufacturing Operations

Processing Operations

Manufacturing Operations

Assembly Operations
 Processing Operations

A processing operation transforms a work material from one state of

completion to a more advanced state using energy to alter its shape,
properties or appearance to add value to the material.
 Processing Operations

 Shaping operations apply mechanical force and/or heat

or other forms and combinations of energy to change the
geometry of the work material. Classification is based on
the state of the starting material.
 Processing Operations

 Shaping operations
1. Solidification processes
 Casting (metal)
 Molding (plastic/glass)
2. Particulate processing – pressing then sintering powder
material (ceramics)
3. Deformation processes – forging/extrusion/rolling
Starting material is ductile metal
4. Material removal processes – turning/drilling/milling/grinding
 Starting material is solid
 Excess material is removed so that resulting product
has the desired geometry
 Processing Operations

 Property-enhancing operations are designed to

improve mechanical or physical properties of the
work material
 heat treatments (sintering)

 Surface processing operations

 Cleaning (remove contaminants)
 Surface treatments – mechanical work
 Coating and thin-film deposition – coating of
material to exterior surface
 Assembly Operations

An assembly operation joins two or more components to create

a new entity which is called an assembly, subassembly, etc.
 Assembly Operations

 Joining processes
 Welding
 Brazing and soldering
 Adhesive bonding
 Assembly Operations

 Mechanical assembly
 Threaded fasteners (e.g., bolts and nuts, screws)
 Rivets
 Interference fits (e.g., press fitting, shrink fits)
 Other
 Other Factory Operations

 Material handling and storage

 Inspection and testing

 Coordination and control

 Material Handling

 “A means of moving and storing materials between

processing and/or assembly operations” is usually
required
 Material transport
 Vehicles, e.g., forklift trucks, AGVs, monorails
 Conveyors
 Hoists and cranes
 Storage systems
 Unitizing equipment
 Automatic identification and data capture
 Bar codes
 RFID
 Other AIDC
 Time Spent in Material Handling
How time is spent by a typical part in a batch production machine shop
 Inspection and Testing

Inspection – examination of the product and its components

to determine whether they conform to design specifications
 Inspection for variables - measuring
 Inspection of attributes – gaging
Testing – observing the product (or part, material,
subassembly) during actual operation or under conditions that
might occur during operation
 Coordination and Control

 Regulation of the individual processing and assembly

operations
 Process control
 Quality control
 Management of plant level activities
 Production planning and control
 Quality control
 Production Facilities and Layout

 Facilities organized in the most efficient way to serve the

particular mission of the plant and it depends on:
 Types of products manufactured
 Production quantity
 Product variety
 Production Quantity (Q)

 Number of units of a given part or product produced

annually by the plant is called Production Quantity (Q)
 Annual production quantities can be classified into three
ranges:
Production Range Annual Quantity Q
1. Low production – 1 to 100 units
2. Medium production – 100 to 10,000 units
3. High production – 10,000 to millions of units
 Product Variety

“Refers to the number of different product or part designs or

types produced in the plant”
 Inverse relationship between production quantity and
product variety in factory operations
 Product variety is more complicated than a number
 Hard product variety – products differ greatly
 Few common components in an assembly
 Soft product variety – small differences between products
 Many common components in an assembly
 Product Variety vs.
Production Quantity
Manufacturing plants tend to specialize in a combination of
production quantity and product variety that lies somewhere
inside the diagonal band in the figure.
 Low Production Quantity

Job shop – makes low quantities of specialized and

customized products
 Also includes production of components for these
products
 Products are typically complex (e.g., specialized
machinery, prototypes, space capsules)
 Equipment is general purpose
 Plant layouts:
 Fixed position
 Process layout
 Low Production Quantity

 Plant layouts:
 Fixed position: The product remains in a single location
during its entire fabrication and workers/equipment are
brought to the product rather than moving the product.
Ex: ships, aircraft, heavy machinery etc
 Process layout: The equipment is arranged according to
function or type.
Different parts, each requiring a different operation
sequence, are routed through the departments in the
particular order needed for their processing, usually in
batches.
Fixed-Position Layout
Fixed-Position Layout
Process Layout
 Medium Production Quantities

1. Batch production – A batch of a given product is

produced, and then the facility is changed over to
produce another product
 Changeover takes time – setup time
 Typical layout – process layout
 Hard product variety

2. Cellular manufacturing – A mixture of products is made

without significant changeover time between products
 Typical layout – cellular layout
 Soft product variety
 Cellular Layout

Each cell is designed to produce a limited variety of part

configurations; that is, the cell specializes in the production of
a given set of similar parts or products (group technology).
 High Production (mass production)

1. Quantity production – Equipment is dedicated to the

manufacture of one product
 Standard machines tooled for high production (e.g.,
stamping presses, molding machines)
 Typical layout – process layout

2. Flow line production – Multiple workstations arranged in

sequence and parts or assemblies are physically moved
through the sequence to complete the product
 Product requires multiple processing or assembly steps
 Product layout is most common
Product Layout
PQ Relationships

Q
 Product/Production Relationships

Parameters that influence to determine how the products

are manufactured:
1. Production quantity
2. Product variety – number of products
3. Product complexity (of assembled products) –
number of parts
4. Part complexity – number of operations
 Product/Production Relationships
P
Total number of product units = Qf = Q j
j 1

where
Qj: annual quantity of style j
Qf: total quantity of all parts/products made in the factory
P: total number of different part or product styles
 Product/Production Relationships

Let
P1: number of distinct product lines produced-hard variety
P2: number of models in a product line-soft variety

P1
P   P2 j  P21  P22  ...  P2 P1
j 1
 Product/Production Relationships

 Product variety
 Hard product variety = differences between products
 Soft product variety = differences between models of
products
 Product and part complexity
 Product complexity np = number of parts in product
 Part complexity no = number of operations
per part
 Product and Part Complexity

npj: number of parts in product j

npf: total number of parts manufactured by the plant per year
(pc/yr) P
n pf   Q j n pj
j 1

nof: total number of operation cycles performed (ops/yr)

nojk: number of processing operations for each part k for all
parts of product j
P n pj

nof   Q j n pj  nojk
j 1 k 1
 Factory Operations Model

Simplified :

 Total number of product units Qf = PQ

 Total number of parts produced npf = PQnp
 Total number of operations nof = PQnpno

where
P = Product variety
Q = Product quantity
np = Number of parts in product
no = Number of operations in product
 Production Plants
Parts producer: makes individual Vertically integrated plant: makes all
no>1 components, each component
requires multiple processing
steps, no assembly.
Handicraft shop: not really a
no=1 production plant, makes one
part per year.
np=1
its parts and assembles them into its
final products.
Assembly plant: produces no parts,
purchases all parts from suppliers, one
operation is required to assemble
each part to the product.
np>1
 Worked Problem
2.2: The ABC Company is planning a new product line and will build a
new plant to manufacture the parts for a new product line. The
product line will include 50 different models. Annual production of
each model is expected to be 1000 units. Each product will be
assembled of 400 components. All processing of parts will be
accomplished in one factory. There are an average of 6 processing
steps required to produce each component, and each processing
step takes 1.0 minute (includes an allowance for setup time and part
handling). All processing operations are performed at workstations,
each of which includes a production machine and a human worker. If
each workstation requires a floor space of 250 m2, and the factory
operates one shift (2000 hr/yr), determine (a) how many production
operations, (b) how much floorspace, and (c) how many workers will
be required in the plant.
 Solution

This problem neglects the effect of assembly time:

(a) nof = PQnpno = 50(1000)(400)(6) = 120,000,000
operations in the factory per year.
(c) Total operation time = (120 x 106 ops)(1min./(60 min./hr))
= 2,000,000 hr/yr.
At 2000 hours/yr per worker, w = = 1000 workers.
(b) Number of workstations n = w = 1000.

Total floorspace = (1000 stations)(250 m2/station)

= 250,000 m2
 Limitations and Capabilities of a
Manufacturing Plant

Manufacturing capability - the technical and physical

limitations of a manufacturing firm and each of its plants
 Three dimensions of manufacturing capability:
1. Technological processing capability - the available set
of manufacturing processes
2. Physical size and weight of product
3. Production capacity (plant capacity) – max production
quantity that can be made in a given time under
assumed operating conditions
 Lean Production

“Operating the factory with the minimum possible resources

and yet maximizing the amount of work accomplished”
 Resources include workers, equipment, time, space,
materials
 Also implies completing products in the minimum possible
time and achieving a high quality level with minimum cost to
completely satisfy the customer
 In short, lean production means doing more with less, and
doing it better
 Lean Production and
Manufacturing Activities

Manufacturing activities can be divided into three categories:

1. Value-adding activities - contribute real value to the work
unit. Ex: processing/assembly operation
2. Auxiliary activities - support the value-adding activities but
do not contribute value to the product. Ex: loading/
unloading machines
3. Wasteful activities - do not add value nor do they support
the value adding activities
 If not performed, there would be no adverse effect on
the product “ELIMINATE !”
 Programs Associated with
Lean Production
 Just-in-time delivery of parts: refers to the manner in which
parts are moved through the production system when a
sequence of manufacturing operations is required to make
them.
 Worker involvement: Workers with greater responsibility
and training that allow them to be flexible.
 Continuous improvement: Search for ways to make
improvements in products and manufacturing operation
(Kaizen)
 Reduced setup times: Minimize the time needed to change
over from one setup to the next in batch production
 Programs Associated with
Lean Production
 Stop the process when something is wrong

 Error prevention: Refers to the use of low-cost devices and

design features at each workstation that prevent errors
occuring.

 Total productive maintenance: A program that includes

preventive maintenance and other procedures to avoid
machine breakdowns that disrupt production operations.
 Problem 2.4
 The XYZ Company is planning to introduce a new product line and will build
a new factory to produce the parts and assembly the final products for the
product line. The new product line will include 100 different models. Annual
production of each model is expected to be 1000 units. Each product will be
assembled of 600 components. All processing of parts and assembly of
products will be accomplished in one factory. There are an average of 10
processing steps required to produce each component, and each processing
step takes 30 sec. (includes an allowance for setup time and part handling).
Each final unit of product takes 3.0 hours to assemble. All processing
operations are performed at work cells that each includes a production
machine and a human worker. Products are assembled on single
workstations consisting of two workers each. If each work cell and each
workstation require 200 ft2, and the factory operates one shift (2000 hr/yr),
determine: (a) how many production operations, (b) how much floorspace,
and (c) how many workers will be required in the plant.
 If the company were to operate three shifts (6000 hr/yr) instead of one shift,
determine the answers to (a), (b), and (c).
 Solution
 Solution: (a) Qf = PQ = 100(1000) = 100,000 products/yr
 Number of final assembly operations = 100,000 assy.opns/yr
 Number of processing operations nof = PQnpno = 100(1000)(600)(10) =
600,000,000 proc.opns/yr
 (c) Total processing operation time = (600 x 106 ops)(0.5 min./(60
min./hr)) = 5,000,000 hr/yr.
 Total assembly operation time = (100 x 103 asby ops)(3 hr/product) =
300,000 hr/yr
 Total processing and assembly time = 5,300,000 hr/yr
5,300,000hr / yr
 At 2000 hours/yr per worker, w = 2000hr / wor ker = 2650 workers.
 (b) With 1 worker per workstation for processing operations, n = w =
2500 = 2500 workstations.
 With 2 workers per stations for assembly, n = w/2 = 150/2 = 75
workstations.
 Total floor space A = (2575 stations)(200 ft2/station) = 515,000 ft2
 Solution
 (a) Same total number of processing and assembly operations but
spread over three shifts.
 Number of final assembly operations = 100,000 assy.opns/yr
 Number of processing operations nof = PQnpno = 100(1000)(600)(10) =
600,000,000 proc.opns/yr
 (c) Same total number of workers required but spread over three
shifts.
 Total workers w = 2650 workers. Number of workers/shift = w/3 =
883.33  884 workers/shift.
 (b) Number of workers for processing operations = 2500/3 = 833
worker per shift (884 on one shift)
 Number of workers for assembly = 150/3 = 50 workers per shift.
 Number of workstations n = 833 + 50/2 = 858 (859 on one of the
shifts).
 Using the higher number, Total floor space A = (859 stations)(200
ft2/station) = 171,800 ft2