production engineering enm 541 presented by the department of engineering management and systems
TRANSCRIPT
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Production EngineeringENM 541presented by The Department of Engineering Management and Systems
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each student…
1. Should have a working knowledge of the principle techniques and methods of production engineering.2. Understand how to formulate problems, construct and solve mathematical models, and apply operations research in the solution of production problems.3. Be able to successfully design optimum production systems.
What are the objectives of this
course?
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Text: Steven Nahmias, Production and Operations Analysis, 6st ed. McGraw-Hill (Irwin), 2009.
Instructor: Chuck EbelingOffice hrs: Mon. – Thurs. 9:00 – 11:00 am and 2:00- 4:00 pmOffice: 365D KL
Prerequisites: Introductory OR course (e.g. MSC 521) or permission
Class Meeting:Mon/Wed 4:30 - 5:45 pm, Kettering Labs, Room 203
Grading: Midterms (2 @ 25%) 50%
Turn-in Problems 25%Final Exam 25 %
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The Production Engineer’s Bookshelf Elsayed and Boucher, Analysis and Control of
Production Systems, Prentice-Hall, 1993 Silver, et al., Inventory Management and Production
Scheduling, John Wiley & Sons, 1998 Sipper and Bulfin, Production: Planning, Control, and
Integration, McGraw-Hill, 1997 Hopp and Spearman, Factory Physics, Irwin McGraw-
Hill, 1996
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I am going to read all of these books on production engineering so I can do well in class.
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class schedule (fall 2009) Part I
Class Topic Text
Aug 26 Introduction to Production Engineering Chapter 1Aug 31 Economics of Production Chapter 1Sep 2 Forecasting Chapter 2Sep 7 No Class – Labor DaySep 9 Forecasting Chapter 2Sep 14 Production Planning Models-strategic Chapter 3Sep 16 Production Planning Models-tactical Chapter 3
Sep 21 Inventory Systems – Economic lot size Chapter 4Sep 23 Inventory Systems – Quantity Discounts Chapter 4Sep 28 Inventory Systems – Resource
ConstrainedChapter 4
Sep 30 Inventory Systems – Dynamic lot size Notes & Chapter 7.2, 7-AOct 5 Midterm Review Chapters 1- 4Oct 7 Midterm #1 Chapters 1-4
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class schedule (fall 2009) – Part IIOct 12 Supply Chain Management Chapter 6Oct 14 Supply Chain Management Chapter 6Oct 19 Production Control Systems – MRP Chapter 7Oct 21 Production Control Systems – JIT Chapter 7Oct 26 Operations Scheduling – I Chapter 8Oct 28 Operations Scheduling – II Chapter 8Nov 2 Midterm Review Chapters 6-8Nov 4 Midterm #2 Chapters 6-8Nov 9 Assembly Line Balancing Chapter 8Nov 11 Project Scheduling Chapter 9Nov 16 Facility Layout and Location Chapter 10Nov 18 Facility Layout and Location Chapter 10Nov 23 Facility Layout and Location Chapter 10Nov 25 No class – Thanksgiving RecessNov 30 Equipment Replacement Chapter 12.6, handoutDec 2 Bonus TopicDec 7 Final Exam Review Chapters 8-10, 12.6Dec 9 Study DayDec 14 Final Exam Chapters 8-10, 12.6
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Computer Requirements
Needed to work some of the turn-in problems and may be used on the exams:
MS Excel MS Excel with Solver Optional software
LINDO WinQSB, Version 2.0 ($71.95)
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Course WebsiteCan you take us to the
course Web site please?
Oh Boy! We are going to the course Web site.
http://academic.udayton.edu/CharlesEbeling/ProdEng/Syllabus.htm
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Introducing Production Engineering
Let’s make
something…
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Major Functional Areas of a Business
Marketing
Production
FinanceGoods orservices
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What is this course about?
useful product
machines
raw material
labor
Production
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The Production System
Production – intentional act of producing something useful
Production System – the collection of personnel, machines, facilities, and processes from which raw and unfinished material is transformed into useful products or services.
Major components machine technology base organization of personnel resources techniques of production engineering & management
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Production Engineering
A branch of engineering that involves the design, control, and continuous improvement of integrated systems in order to provide customers with high-quality goods and services in a timely, cost-effective manner. It is an interdisciplinary area requiring the collaboration of individuals trained in industrial engineering, manufacturing engineering, product design, marketing, finance, and corporate planning. In many organizations, production engineering activities are carried out by teams of individuals with different skills rather than by a formal production engineering department.
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Competitive Manufacturing Quality - equal to or better than competitors Cost - lower than the competition Time - delivered on time, every time
The customer
I want a quality product at the best price, right now!
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ServiceIndustry
DistributionIndustry
ProducingIndustry
Business and Industry – a taxonomy
Rawmaterials
ContinuousProcessing
DiscreteProducts
MiningDrillingFarming
Construction Manufacturing ChemicalsFoodRefinery
Batch MassProcessing Production
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Information Systems (IS)
DatabaseForecasting
Quality & Reliability
CustomerOrders
Purchasing& Receiving Inventory
Cost Accounting EngineeringShop FloorControl
Bill of Materials
ProductionSchedule
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Productionsystem
Sales
Productionplanning
Raw materials
InventoryAnalysis &Control
Forecasts
Materialplanning
OperationsScheduling
strategictactical
operational
Vendors
WIP
Qualitycontrol
A Systems View
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Analysis TechniquesStrategic Tactical Operational
Purpose Plan acquisition of resources
Plan utilization of resources
Execution of resources
Time horizon 2+ years 6 to 24 months 1-6 months
Time period Months Months Days/weeks
Level Top management Middle management Plant management
Questions addressed What products/LevelsPlant sizes/capacitiesPlant/warehouse
locationsWhat technologies?
Inventory levelsProduction ratesWork force sizingSubcontracting
Batch sizesJob schedulingMaterial controlMachine maintenance
Analysis techniques Production economicsBreak-even analysis LP product mixDistribution modelsLong range forecastingLocation analysis
ForecastingAggregate planningProduction smoothingInventory modelsFacility layoutMake or buy decisionsProject planning
Job schedulingTask sequencingAssembly line balancingShift schedulingWorker assignmentsMRP/JIT (Kanban)Group technologytransfer lines
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Production Systems
Job shops Flow shops Batch production Mass production Cellular manufacturing Project Shop Continuous Processing
Gosh. Can you tell us more about these?
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Job Shop
make to order policy Low volume (lot sizes) production runs high range of products little standardization – no commonality highly flexible production capability highly skilled work force examples – space equipment, machine
tools
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Job Shop
Lathe Department Milling Drilling
L
L
L
L
L
L A
M M
M M
A
D D
Grinding
G G
G
Assembly
Receiving and Shipping
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Job Shop Machine Capacity
theoretical100%
capacity
34% holidays, vacations and weekends
44% Incomplete use of 2nd and 3rd shifts
2% idle time
12% setup & loading times
8% Production time
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Time Product Spends in the Shop
5%machine
time95% Moving and Waiting
How the 5% is spent
14% setup times17% location/unloading the workpiece17% tool change for different operations16% inspection and deburring
36% actual cutting (value added)
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Flow Shop
small variety of products high production rates facilities arranged by product specialized equipment dedicated to
product lower worker skills high set-up time
Flow shops are my favorite!
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Flow Shop Product linesre
ceiv
ing
Sto
rage
lathe paint assembly
mill
lathe paint assemblysaw
saw grinder plating
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Batch Production
Medium volume production runs Medium range of products products produced in small batches or lots sequential operation performed on whole
batch general purpose equipment
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Mass Production
large volume few products products highly standardized stable demand few design changes highly specialized, dedicated machines long production runs
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Cellular Manufacturing
manufacturing cells linked by a pull system cells produce (group) technology related
parts/products short set-up times flexible workers inspection and quality controlled within the
cell
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Cellular Manufacturing
receiving & shipping
L
M
G D F
InspInsp B P
LDG
to assembly
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Project Shop single product in fixed location material and labor brought to the site usually job shop/flow shop associated functionalized production system examples include construction and
shipbuilding
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Continuous Process
product flows physically high volume most efficient but least flexible examples
oil refinerieschemical processing food processing
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Product-Process Matrix
productvolume low highrange high low
project shop x
job shop x
flow shop x
mass production(assembly line) x
continuous flow x
VOID
VOID
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Product Cost15
5
4020
25
engineering R&Dmanufacturing profitsales
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Manufacturing Cost12
5012
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plantparts & materialdirect laborindirect labor
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Manufacturing Environmentworld class production trends
increased product diversity reduced product life cycleschanging cost patterns focus on quality
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Evolution of Manufacturing 1st industrial revolution
powered machine tools creation of factories movement from farms to factories
2nd industrial revolution assembly lines mass production large, expensive manufacturing systems fixed automated material-handling
3rd industrial revolution computerized control process and information flow few production workers automation (robots and Flexible Manufacturing
Systems (FMS)
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Automation Historical trends mechanization
industrial revolution replacement of human labor by machines (e.g. lathes)
point automation replacement of human control by machine e.g. NC/CNC & MRP
islands of automation integration of point automation e.g. MRP II, FMS, CAD/CAM
computer integrated manufacturing (CIM) computer automation & DSS to manage total
production
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computerized production macro planning models
spreadsheets, system dynamics, simulation, LP automatic storage and retrieval system
(AS/RS) computer aided design (CAD)
store, manipulate, analyze, and reproduce designs – geometric models
robotics reprogram able multifunctional device designed to move material, parts, or tools while
performing a variety of tasks flexible manufacturing systems (FMS)
integrated computer controlled system of material handling and CNC machine tools
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The Factory of the Future
Round the clock operation high capital cost of equipment and plant
small lot sizes lot size approaches one – rapid design and customer
changes minimum human labor in production
direct labor cost < 1% of production costs computer integrated manufacturing
small number of extremely versatile machines
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Towards a science of manufacturing
science – cover the greatest number of empirical facts by logical deduction from the smallest number of hypotheses or axioms. observation – data collection classification – organize the data theoretical conjecture – hypothesize from the data
(model building) experimental refutation – test hypothesis implement results – construct scientific laws
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Some Initial “Law’s” of Manufacturing
Law #1 (Little’s Law): work-in-process = throughput x cycle time
Law #2 (Conservation of Material)
Law #3 (Variability): As variability increases so does cycle time
Law #4 (Utilization): As utilization rates increase, cycle time increases
workstationrate in rate out
loss
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Some more “Laws”
Law #5: The more complex the process, the less reliable
Law #6: Objects decay (machines, parts, tools, dies)
Law #7: Technology advances Law #8: Manufacturing is a random process
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Hierarchical Objectiveshigh profits
low costs high sales
low unit quality high customercosts product service
high high low fast manythroughput utilization inventory response products
less shortvariability cycle
times
high moreinventory variability
low utilization
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Gosh. Manufacturing is complex, large, stochastic,
multi-objective, rapidly changing, and highly
competitive. How am I ever going to become a successful production
engineer without taking Dr. Ebeling’s course???
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This sounds like a really great course. I can’t wait to get started.
I liked the part about the job shops best!
This will be the best course ever!