Advances in Industrial Engineering

8/13/2019 Advances in Industrial Engineering

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Concurrent engineering : 10 Marks

Concurrent engineering is a methodology of doing things/tasks in parallel. It is normallyused in product development where the activities of design engineering, manufacturingengineering and other functions are integrated to reduce the elapsed time required tobring a new product to the market

It is defined as a systematic approach to the integrated and concurrent design of productsand their related process including manufacturing and service .This approach helps thedevelopers to have complete view of the product life cycle right from its conception todispatch, including cost, schedule, quality and user requirements.

The concurrent engineering method is still a relatively new design management system, buthas had the opportunity to mature in recent years to become a well-defined systemsapproach towards optimiing engineering design cycles.!"#$ecause of this, concurrent

engineering has gathered much attention from industry and has been implemented in amultitude of companies, organiations and universities, most notably in the aerospaceindustry.

The basic premise for concurrent engineering revolves around two concepts

". %ll elements of a product&s life-cycle, from functionality, producibility, assembly,testability, maintenance issues, environmental impact and finally disposal andrecycling, should be taken into careful consideration in the early design phases

'. The preceding design activities should all be occurring at the same time, or

concurrently. The overall goal being that the concurrent nature of these processessignificantly increases productivity and product quality, aspects that are obviouslyimportant in today(s fast-paced market

The concurrent engineering allows for errors and redesigns to be discovered early in thedesign process when the pro)ect is still in a more abstract

$y locating and fi*ing these issues early, the design team can avoid what often becomecostly errors as the pro)ect moves to more complicated computational models andeventually into the physical realm

Comparing the concurrent model with the old technique of sequential design, in the oldsequential design since the problems will be known only in particular manufacturing stageand the entire model has to be scrapped if some thing goes wrong.

%dvantages +". se of forward planning allows for unforeseen design problems and this can be

eliminate the issues before actual manufacturing.'. ots of money and time can be saved in new product development. It is a cyclic process. Indivisual engineer have a say in each process0. productivity and quality imrpves1. Team work imprves2. Communication between engineers imprvs
http://en.wikipedia.org/wiki/Concurrent_engineering#cite_note-0http://en.wikipedia.org/wiki/Concurrent_engineering#cite_note-0


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Design for manufacturing and assembly ( DFMA)

It consists of two concepts +

3esign for 4anufacturing 3esign for ease of manufacturing a part that will form a product3esign for assembly + design of product for ease for assembly

It is used as basis for concurrent engineering studies to provide guidance to the designteam in simplifying the product structure,to reduce manufacturing and assembly costs,andto quantify the improvements.The practice of 354% is to identify, quantify and eliminate waste or inefficiency in a productdesign.354% is therefore a component of lean manufacturing.354% is alos used as benchmarking tool to study competitors product.and as a cost tool in supplier negotianons.

The purpose is to generate an environment where a cross functional team works together

to optimie the design of cost effective manufacturing system.

DFMA Basic Princiles". 4inimie the number and types of parts used in the assembly'. 4inimie the use of fasteners 6number 7 types8. 9tandardie 6e.g. material, finishes, parts, processes, tooling, etc.8. %void difficult components 6e.g. open-ended springs, small/loose :;, etc.80. se modular subassemblies1. se multifunctional parts2. 4inimie reorientation 7 assembler awkward movements 6e.g. stooping, bending,reaching, tugging, balancing, etc.8


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2. Beduced manufacturing costs6there by reducing the %verage nit productionCost8C and life cycle costs8


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4ore pressure on e*isting suppliers4ore no. of suppliers for a same componentGot possible in all industries 6 @* raw materials where shelf life is less8In case the truck carrying material to assembly line meets with an accident,breakdown, there will be a stoppage in line.Could be a problem in losing a business in case you are flodded with sudden ordersfrom your customers and you are unable to manufacture the same due to theshortage of B4

Fleible Manufacturing $ystem

*+at do you understand by Fleible Manufacturing $ystem 10 marks

% fleible manufacturing system6FM$8 is a manufacturing system in which there is someamount of fle*ibilitythat allows the system to react in the case of changes, whetherpredicted or unpredicted.

5le*ible processes and fle*ible workers would create flexible plantsas plants which canadapt to changes in real time, using movable equipment, knockdown walls and easilyaccessible and re-routable utilities.

Today&s manufacturing strategy is to seek benefits from fle*ibility. This is only feasible whena production system is under complete control of 549 technology. :aving in mind theProcess- Product atrixyou may realie that for an industry it is possible to reach for highfle*ibility by making innovative technical and organiational efforts.

9o we may search for benefits from fle*ibility on moving to the )ob shop structures.

There are three levels of manufacturing fle*ibility.

6a8 $asic fle*ibilities achine flexibility- the ease with which a machine can process various operations

aterial handling flexibility- a measure of the ease with which different part types

can be transported and properly positioned at the various machine tools in a system !peration flexibility- a measure of the ease with which alternative operation

sequences can be used for processing a part type

6b8 9ystem fle*ibilities "olume flexibility- a measure of a system&s capability to be operated profitably at

different volumes of the e*isting part types Expansion flexibility- the ability to build a system and e*pand it incrementally

Routing flexibility- a measure of the alternative paths that a part can effectively

follow through a system for a given process plan Process flexibility- a measure of the volume of the set of part types that a system

can produce without incurring any setup Product flexibility- the volume of the set of part types that can be manufactured in a

system with minor setup
http://en.wikipedia.org/wiki/Flexibility_(engineering)http://en.wikipedia.org/wiki/Flexibility_(engineering)


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6c8 %ggregate fle*ibilities Program flexibility- the ability of a system to run for reasonably long periods without

e*ternal intervention Production flexibility- the volume of the set of part types that a system can produce

without ma)or investment in capital equipment

arket flexibility- the ability of a system to efficiently adapt to changing marketConditions

Ad,antages

5aster, lower- cost changes from one part to another which will improve capital

utiliation ower direct labor cost, due to the reduction in number of workers

Beduced inventory, due to the planning and programming precision

Consistent and better quality, due to the automated control

ower cost/unit of output, due to the greater productivity using the same number of

workers 9avings from the indirect labor, from reduced errors, rework, repairs and re)ects

Disad,antages

imited ability to adapt to changes in product or product mi* 6e*. machines are of

limited capacity and the tooling necessary for products, even of the same family, isnot always feasible in a given 5498

9ubstantial pre-planning activity

@*pensive, costing millions of dollars

Technological problems of e*act component positioning and precise timing

necessary to process a component 9ophisticated manufacturing systems is required .

Business Process -eengineering :

4r. 4icheal :ammer coined this word. :is attention was drawn towards managers whowere doing non value added work that does not add any value to the customers.:e said thecompanies must use their managers more on thinking process regarding the change inmanufacturing process with e*isting facilitities that add value to customers.This is a tool for

most companies to re achieve the success in dynamic world by doing thinking/reviewing oftheir business process.

Thus $?B can be defined as the fundamental rethinking and radical redesign of businessprocess, to achieve dramatic improvements in critical modern measure of performancesuch as cost, quality, service and speed.

eading organiations are becoming bolder in using this technology to support innovativebusiness processes, rather than refining current ways of doing work.

It is an approach for redesigning the way work is done to better support the organiation(smissionand reduce costs. Beengineering starts with a high-level assessment of theorganiation(s mission, strategic goals, and customer needs
http://en.wikipedia.org/wiki/Mission_statementhttp://en.wikipedia.org/wiki/Costhttp://en.wikipedia.org/w/index.php?title=Customer_needs&action=edit&redlink=1http://en.wikipedia.org/wiki/Mission_statementhttp://en.wikipedia.org/wiki/Costhttp://en.wikipedia.org/w/index.php?title=Customer_needs&action=edit&redlink=1


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Be-engineering recognies that an organiation(s business processesare usuallyfragmented into sub processes and tasks that are carried out by several specialiedfunctional areas within the organiation. Hften, no one is responsible for the overallperformance of the entire process. Be-engineering maintains that optimiing theperformance of sub processes can result in some benefits, but cannot yield dramaticimprovements if the process itself is fundamentally inefficient and outmoded. 5or thatreason, re-engineering focuses on re-designing the process as a whole in order to achievethe greatest possible benefits to the organiation and their customers. This drive forrealiing dramatic improvements by fundamentally re-thinking how the organiation(s workshould be done distinguishes re-engineering from process improvement efforts that focuson functional or incremental improvement.!

4any recent management information systemsdevelopments aim to integrate a widenumber of business functions. @nterprise resource planning, supply chain management,knowledge managementsystems, groupware and collaborative systems,:uman Besource

4anagement 9ystemsand customer relationship management.

$uly c+ain logistics9upply chain management is the systematic, strategic coordination of the traditionalbusiness functions and the tactics across these business functions within a particularcompany and across businesses within the supply chain, for the purposes of improving thelong-term performance of the individual companies and the supply chain as a whole

9upply chain management is a cross-function approach including managing the movementof raw materials into an organiation, certain aspects of the internal processing of materials

into finished goods, and the movement of finished goods out of the organiation and towardthe end-consumer. %s organiations strive to focus on core competencies and becomingmore fle*ible, they reduce their ownership of raw materials sources and distributionchannels. These functions are increasingly being outsourced to other entities that canperform the activities better or more cost effectively. The effect is to increase the number oforganiations involved in satisfying customer demand, while reducing management controlof daily logistics operations. ess control and more supply chain partners led to the creationof supply chain management concepts. The purpose of supply chain management is toimprove trust and collaboration among supply chain partners, thus improving inventoryvisibility and the velocity of inventory movement.
http://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Business_process_reengineering#cite_note-GAO97-0%23cite_note-GAO97-0http://en.wikipedia.org/wiki/Management_information_systemshttp://en.wikipedia.org/wiki/Enterprise_resource_planninghttp://en.wikipedia.org/wiki/Supply_chain_managementhttp://en.wikipedia.org/wiki/Knowledge_managementhttp://en.wikipedia.org/wiki/Groupware_and_collaborative_systemshttp://en.wikipedia.org/wiki/Human_Resource_Management_Systemshttp://en.wikipedia.org/wiki/Human_Resource_Management_Systemshttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Business_processhttp://en.wikipedia.org/wiki/Business_process_reengineering#cite_note-GAO97-0%23cite_note-GAO97-0http://en.wikipedia.org/wiki/Management_information_systemshttp://en.wikipedia.org/wiki/Enterprise_resource_planninghttp://en.wikipedia.org/wiki/Supply_chain_managementhttp://en.wikipedia.org/wiki/Knowledge_managementhttp://en.wikipedia.org/wiki/Groupware_and_collaborative_systemshttp://en.wikipedia.org/wiki/Human_Resource_Management_Systemshttp://en.wikipedia.org/wiki/Human_Resource_Management_Systemshttp://en.wikipedia.org/wiki/Customer_relationship_management

Advances in Industrial Engineering

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