Production Flow Analysis

Group 9 Kumara Swamy Neha Lokhinath Mamta Sahare Mangal Deep - 41 - 42 - 43 - 44 - 45

What is Group Technology (GT)?

GT is a theory of management based on the principle that similar things should be done similarly GT is the realization that many problems are similar, and that by grouping similar problems, a single solution can be found to a set of problems thus saving time and effort GT is a manufacturing philosophy in which similar parts are identified and grouped together to take advantage of their similarities in design and production

Implementing GT
Where to implement GT? Plants using traditional batch production and process type layout If the parts can be grouped into part families How to implement GT? Identify part families Rearrange production machines into machine cells

Types of Layout

In most of todays factories it is possible to divide all the made components into families and all the machines into groups, in such a way that all the parts in each family can be completely processed in one group only The three main types of layout are: Line (product) Layout Functional Layout Group Layout

Identifying Part Families

Large manufacturing system can be decomposed into smaller subsystems of part families based on similarities in

1. design attributes and 2. manufacturing features

Identifying Part Families

Design Attributes: part configuration (round or prismatic) dimensional envelope (length to diameter ratio) surface integrity (surface roughness, dimensional tolerances) material type raw material state (casting, forging, bar stock, etc.)

Identifying Part Families

Part Manufacturing Features: operations and operation sequences (turning, milling, etc.) batch sizes machine tools cutting tools work holding devices processing times

Identifying Part Families

Group technology emphasis on part families based on similarities in design attributes and manufacturing, therefore GT contributes to the integration of CAD and CAM.

Forming Part Families Classification and Coding: Production Flow Analysis (PFA)
PFA is a method for identifying part families and associated machine groupings based on the required manufacturing processes need for each part.

Machine - Component Group Analysis

Production flow analysis involves four stages: Stage 1: Machine classification. Machines are classified on the basis of operations that can be performed on them. A machine type number is assigned to machines capable of performing similar operations.

Machine - Component Group Analysis

Stage 2: Checking parts list and production route information. For each part, information on the operations to be undertaken and the machines required to perform each of these operations is checked thoroughly.

Machine - Component Group Analysis

Stage 3: Factory flow analysis.

This involves a micro-level examination of flow of components through machines. This, in turn, allows the problem to be decomposed into a number of machinecomponent groups.

Machine - Component Group Analysis

Stage 4: Machine-component group analysis. An intuitive manual method is suggested to manipulate the matrix to form cells. However, as the problem size becomes large, the manual approach does not work. Therefore, there is a need to develop analytical approaches to handle large problems systematically.

Identifying Manufacturing Cells Using Production Flow Analysis

Production Flow Analysis

A technique for forming part families based on Operation Routing Summaries

Several methods available. We will discuss 2 algorithms for PFF (Part Family Formation)

Lets consider 5 parts (n) and 6 machines (m):

n = {101, 102, 103, 104, 105}

m = {Drill1, Drill2, Mill1, Mill2, Vbore1, Vbore2} = {D1, D2, M1, M2, V1, V2}
Part No. 101 102 103 104 105 Routing D1 -M1 - V1 D2 -M2- V1 D1 -M1 M2 - V2 - D2 V1 - M1 - D1 Times (min) 9 - 12 - 14 5 - 11 - 14 7-9 8 - 12 - 5 7 - 10 - 12 Ave. Dem. 100 250 700 100 200

Kings Algorithm (Rank Order Clustering)

Step#1 Calculate the total column width for each column Generate 2i
wj =
Machine# 1 2 3 4 5 6

2 mi
i "i

(i)

Part# (j)

101 1 0 1 0 1 0 42

102 0 1 0 1 1 0 52

103 1 0 1 0 0 0 10

104 0 1 0 1 0 1 84

105 1 0 1 0 1 0 42

D1 D2 M1 M2 V1 V2

2 4 8 16 32 64

Sum: mi,j * 2i for each column (wj)

(wj)

#2.

If Wj is in ascending order, go to step #3; otherwise, rearrange the columns to make Wj fall in an ascending order. 105 101
103 D1 D2 M1 M2 V1 V2 1 0 1 0 0 0 10 101 1 0 1 0 1 0 42 105 1 0 1 0 1 0 42 102 0 1 0 1 1 0 52 104 0 1 0 1 1 0 84

i
14 48 14 48 28 32

wj

102
103 104

#3. "i, calculate the total row weight, wi`

wi =
103 D1 D2 M1 M2 V1 V2 1 0 1 0 0 0 2 101 1 0 1 0 1 0 4

"j
105 1 0 1 0 1 0 8

2 j mij
102 0 1 0 1 1 0 16 104 0 1 0 1 1 0 32

Sum: mi,j * 2

wi
14 48 14 48 28 32

for each row (wi)

Generate 2j

2j

Discussion Good rectangles mean that you have very distinctive part F families Do Parts no 103, 101, 105 have a distinct code so that a can be made to distinguish them from #102, 104. Cell formation Volume / Floor space Size of problems How about Kings algorithm? Will it always work? Are there problems with it?

DIRECT CLUSTER ALGORITHM

D1 D2 M1 M2 V1 V2

101 1 0 1 0 1 0

102 0 1 0 0 1 0

103 1 0 1 0 1 0

104 0 1 0 1 0 1

105 1 0 1 0 1 0

wi 3 2 3 1 4 1

Step #1.

For

I,

calculate the total no. of positive cells in row, i

wi =

M ij
a ll j

Sort rows in descending order of the wi values

101 1 1 1 0 0 0 3 102 1 0 0 1 0 0 2 103 1 1 1 0 0 0 3 104 0 0 0 1 1 1 3 105 1 1 1 0 0 0 3 wi 4 3 3 2 1 1 1

V1 D1 D2 V1 M 1 D2 M2 M2 V2 D1

No Change

No Change

Step #3. For i = 1 to n, move all columns j where mij = 1 to the left maintaining the order of previous rows.
Observe Elements of Row 1

V1 D1 M1 D2 M2 V2

102 1 0 0 1 0 0

101 1 1 1 0 0 0

103 1 1 1 0 0 0

104 0 0 0 1 1 1

105 1 1 1 0 0 0

Move Column 105 to the left and push column 104 back

Step #4. For j = m to 1, move all rows I, where mij = 1 to the top maintaining the order of the previous columns, wij
Observe Elements of Columns 101, 103 & 105: No Change can be made!!
Observe Elements of Column 102

V1 D1 M1 D2 M2 V2

104 0 0 0 1 1 1

102 1 0 0 1 0 0

101 1 1 1 0 0 0

103 1 1 1 0 0 0

105 1 1 1 0 0 0

Move Row D2 upwards and push row D1 down

Identify Cells or potential Cells

D2 M2 V2 V1 M1 D1

104 1 1 1 0 0 0

102 1 0 0 1 0 0

101 0 0 0 1 1 1

103 0 0 0 1 1 1

105 0 0 0 1 1 1

Cell #1

Cell #2

Part Family #1

Part Family #2

Different type analysis

Company Flow Analysis division of large companies into factory components aims to simplify the flow of materials between factories Uses FROM-TO charts and frequency charts and a flow analysis Presentation of data for company goal

Factory Flow Analysis

An attempt is made at this stage to find major groups of departments, and major families of components which can be completely processed in these departments Study and map the existing flow system Identify the dominant material flows between shops (or buildings) Determine the Process Route Number (PRN) for each part Analyze the part by PRN. Combine closely associated processes at departments that complete most of the parts they make If parts are observed to backtrack then such flows are eliminated by minor redeployment of equipment

Group Analysis
The flows in each of individual shops are analyzed. Operation sequences of the parts that are being produced in a particular shop are analyzed to identify manufacturing cells. Loads are calculated for each part family to obtain the equipment requirements for each cell

Line Analysis
A linear or U-layout is designed for the machines assigned to each cell. The routings for each part assigned to the cell and the frequency of use of each routing are used to develop a cell for: Efficient transport, & Minimum material handling

Tooling Analysis
A Tooling Analysis helps to schedule the cell by identifying families of parts with similar operation sequences, tooling and setups.

It seeks to sequence parts on each machine to sequence all the machines in the cell to reduce setup times and batch sizes.
This increases available machine capacity on bottleneck work canters in the cell.

Case on Manufacturing Cell Formation Using Production Flow Analysis

Overview
The cell redesign in this work is tightly focused to reach optimization of material flows under real manufacturing conditions Aim to built one-piece flow production
Case study was concentrated on relatively typical situation of transformation from batch production to cellular manufacturing

Introduction
The following research deals with theoretical background for application of one-piece concept by applying the principles of Product/Quantity (P-Q) analysis and production flow analysis (PFA) The factory push their outputs to retailers, retailers are returning what they cannot sell and returned products ends up as a dead inventory By contrast this system outputs products based on the needs of the assembly processes, which are the closest processes to the market and therefore customer

Research Background
The sense of material flow optimisation is to help planners to satisfy customers needs in shortened manufacturing time cycles Material flows can be implemented as: 1. Discrete flows, which are typical mainly for a batch production. This category involves the manufacture of medium-sized lots of the same item or product. The lots may be produced only once, or they may be produced at regular intervals 2. Continuous material flows are ordinarily applied in chemical and food industry. While these are examples of flow production, the term also applies to the manufacture of either complex single parts or assembled products

Research Background
The role of the cell formation is transformation of discrete material flows to almost continuous material flows with the aim to change planning - centred production on one-piece production Reduction in inventory is realized due to: 1) Parts are not being stored in containers (unit loads) at operations while they are being processed. Instead one piece at a time is processed in cells and ideally only one piece is in transit between operations 2) Parts are made as they are ordered. Batches or lots of parts are not staged between operations waiting to be scheduled and then to be processed

Research Background
The basic conditions for establishing one-piece flow systems are: Make the factory layout conductive to the overall production flow The factory must include clear pathways The production line should clearly distinguish between material input and product output The production line should consist mainly of single operator Ushaped cells Include thorough inspection in the layout Minimize in-process inventory

POBLEM AND METHOD DESCRIPTION

The company produces bicycle components, which differ in shapes and sizes Lots are produced more or less at regular intervals The manufacturing equipment was conventionally designed for higher rates of production The machine tools are combined with specially designed jigs and fixtures, which increase the output rate Flexibility of production is ensured by semi-automatic machines An effective design should take into account an organizations products, facilities, and procedures for planning and controlling operations, minimum ergonomic requirements for equipment, and short and long-term goals

Production equipment layout and material flow before cell formation

Semi product No 1 2 3 4 5 6 7 8 9 10 11 12

Quantity (pcs/yr) 405870 270580 266966 256311 101700 88990 76276 69404 53704 39176 34702 29382

Cumul. Qty (pcs/yr) 405870 676450 943416 1199727 1301427 1390417 1466693 1536097 1589801 1628977 1663679 1693061

Cumul. Share (%) 24 40 56 71 77 82 87 91 94 96 98 100

INITIAL PRODUCTION DATA

Actual P-Q diagram (P- product type, Q-quantity)

X1- amount of manufactured products related to 20% of produced assortment X2- amount of manufactured products related to 30% of produced assortment X3- amount of manufactured products related to 40% of produced assortment a) if X1 approaches 80%, then building a wide-variety small lot production line is reasonable i.e. apply one-piece flow conception b) if X2 lays around 70% value, decision about production equipment layout depends more or less on intuition and experience of a manager, even though fuzzy criteria for such decision making c) if X3 approaches 60%, it is reasonable to organize production equipment in technological pattern due to relations between assortment and amount of manufactured pieces being not suitable for implementing one-piece flow principles

Interval of the interest

R1: If value X2 is greater than or equal 70%, then it is strongly recommended to establish wide-variety small-lot production layout in factory thus implementing one-piece flow conception R2: If value X2 is smaller than 70% and X2 is greater than 65 % or X3 is greater then X2, then it is more or less appropriate to built up wide-variety small-lot production system R3: If value X2 is smaller then 70% but X2 is greater then X3 then conditions for implementing one-piece flow are not satisfied so the production equipment layout should be organized in technological pattern

Decision-making algorithm

Multi-product process chart

 Based on multi-product process chart further steps of Production flow analysis can be applied. Each stage in PFA seeks to eliminate delays in production flows and operational wastes in a progressively smaller area of the factory PFA can be defined as comprehensive method for material flow analysis, part family formation, design of manufacturing cells, and facility layout design In real conditions, the cells are often organized into a U-shaped layout, which is considered appropriate when there is a variation in the workflow among the parts made in the cell.It also allows the multifunctional workers in the cell to move easily in between machines

A new 6-line production equipment layout

Product layout disposition after transformation

CONCLUSION
Transformation of production process can be viewed as perspective way of optimization of material flows by changing production equipment layout and achieving the goals of company Material flow optimization belongs among complex engineering and managerial problems Conducting this study from one side helped to verify the effectiveness of decision-making based on criteria of P-Q analysis On the other hand, transforming of current production equipment layout to 6 lines led to improvement of more important economical aspects in a company

REFERENCES
D.M. Lambert, M.C. Cooper, and J. D. Pagh, Supply Chain Management: Implementation Issues and Research Opportunities M. P. Groover, Automation, production systems, and computer integrated manufacturing

International Journal of Aerospace and Mechanical Engineering 3:4 2009: Case on manufacturing cell formation using PFA by Vladimir Modrak