Integration

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Integration

• Henry C. Co
• Technology and Operations Management,
• California Polytechnic and State University

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Hierarchical Control Structure

• There are multiple levels of automation and
  control in the computer-integrated manufacturing
  environment. The Productivity Pyramid was
  conceived as a way to show the hierarchical
  control structure

The control structure was first introduced by
CAM-I (Computer-Aided Manufacturing-International)
, a non-profit organization based in Arlington,
Texas.
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The Process
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• The bottom of the pyramid.
• Automation of the process involves stand-alone
  control of manufacturing processes such as
  machine tools (milling, turning, etc.), welders,
  presses, electrical discharge machining (EDM),
  electromechanical machining (ECM), lasers, and
  assembly equipment.

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• At these processes, the indexing motion and
  regulation of the machines that are otherwise
  performed by human operator, are replicated by
  the mechanisms.
• Hardware used at this level includes sensing
  devices, power devices, logic devices, and man
  machine interface.

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The Station
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• Computer hardware and software are used to
  automate the workstation and provides closed-loop
  control.
• In numerical control, this includes direct access
  to CAD drawings for generating the cutter path,
  on-line graphics plotter to simulate the NC
  machine motions on the CRT or on paper, access to
  machinability data systems to optimize the
  machining parameter, adaptive control, etc.
• A communication network such as Allen-Bradley's
  Data Highway links the station computers to the
  cell controller.

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The Cell
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• The cell controller supervises work of the
  stations. It stores all process/assembly
  programs and downloads them to the stations as
  needed.
• The cell controller verifies the process, the
  set-up, and the tooling.

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• Using bar code input, the cell controller also
  tracks the material flow on the shop floor. It
  collects data from vision systems and other
  sensors for statistical process control to
  provide fast response to problems, and passes
  information via some communication network such
  as Ethernet to the center computer.

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• In many applications, the cell robot performs all
  material-handling.
• The cell robot also performs tool changing and
  housekeeping functions such as chip removal,
  staging of tools in the tool changer, inspection
  of tools for breakage or expressive wear.
• When necessary, the robot can also initiate
  emergency procedures.

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The Center
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• The center computer typically includes a cluster
  of minicomputers integrated with a relational
  data base management system (RDBMS).
• These minicomputers schedule the cells to reduce
  work-in-process and provide the all important
  interfaces to engineering and computer-aided
  design systems.
• The computers also handle off-line creation of
  programs for robots.

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• Shop loading is also a common center activity, to
  maximize cell utilization.
• The control decisions include process sequencing
  variation, line balancing, production scheduling,
  inventory control, processing and materials
  handling rate variations, and maintenance
  scheduling.

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• The Manufacturing Center consists of a number of
  manufacturing Cell(s), integrated with an
  inventory management system. Typically, a center
  consists of an automatic storage and retrieval
  system (AS/RS) integrated with one or more cells.
  Shop loading is also a common center activity, to
  maximize cell utilization.

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• The control decisions include
• Process sequencing variation
• Line balancing
• Production scheduling
• Inventory control
• Processing and materials handling rate variations
• Maintenance scheduling

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The Factory
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• The basic ingredients for an automated factory
  includes all the software and hardware at the
  manufacturing center level, plus the following
  functionality
• Engineering and manufacturing database
• ERP
• Capacity planning
• Shop floor control
• Just-in-Time
• Statistical Quality Control
• Computer Simulation

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Integration
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CAD/CAM

• CAD/CAM is probably the most common and best
  known acronym in contemporary manufacturing.
• The acronym stands for Computer-Aided Design and
  Computer-Aided Manufacturing.

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CAD/CAM

• CAD is the use of computers for the synthesis,
  analysis, and optimization of a design.

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• CAD is an iterative process
• A certain component or subsystem of the overall
  system is first conceptualized by the designer,
  is subjected to analysis, then improved through
  this analysis procedure, and finally redesigned.
  
• The process is repeated until the design has been
  optimized with respect to the criteria of cost,
  quality, and operating performance.
• The next phase in the design process is the
  fabrication of a prototype, and testing the
  prototype to assess manufacturability, operating
  performance, quality, reliability, and other
  criteria.
• Finally, a database of drawings, material
  specifications, bill of materials, assembly
  drawings, etc., is created.

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CAD/CAM

• CAM is the use of computer systems to plan,
  manage, and control the operations of a
  manufacturing plant through either direct or
  indirect computer interface with the plant's
  production resources.
• CAD/CAM covers a wide spectrum of activities that
  include production specification, conceptual
  design, final design, drafting, process planning,
  manufacturing, assembly, and inspection.

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CAD/CAM Integration
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• CAD/CAM promotes the integration of design and
  manufacturing.
• An integrated CAD/CAM system means that the
  product design and manufacturing engineering
  functions share a common database.
• The common database in the CAD/CAM system can be
  augmented, modified, used, and distributed over
  networks of terminals and computers in marketing,
  purchasing, design engineering, manufacturing
  engineering, industrial engineering, and other
  functional areas of the organization.

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• The benefit of having a common database comes
  from not having to "reinvent the wheel" -- not
  having to regenerate or reenter information that
  was entered earlier or that can be derived from
  information already entered.

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• CAD/CAM integration impacts on product
  engineering by providing manufacturing
  engineering with the ability to review designs
  prior to release.
• The product is designed for ease of manufacture.
  
• This means designing fewer and more integrated
  components to reduce the number of manufacturing
  operations and simplify maintenance.

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Computer-Integrated Manufacturing
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CIM integrates information flows in marketing,
design, manufacturing engineering, the resource
requirement planning, purchasing, the production
processes, quality assurance, administration,
into a closed-loop, controlled system.
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• CIM
• Expands the integration of CAD and CAM to
  encompass the administrative, engineering, and
  manufacturing disciplines in a manufacturing
  business.
• CIM integrates the factors of production to
  organize every event that occurs in a business
  enterprise -- from receipt of a customer's order
  to delivery of the product.

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Success Factors
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Fundamental Preconditions for Success

• A vision of how good the future can become,
• The timely positioning of the enabling
  technologies, and
• A major cultural change.

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Vision
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• Considerations of advanced technology should be
  based on a clear understanding of how the
  technology can contribute to better performance
  in terms of cost, quality, delivery, flexibility,
  reliability, etc.

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• If technology can not be justified within
  established performance measures, it should be
  justified on the basis of targets that support
  strategic objectives of the company. The former
  is called equipment justification, and the latter
  vision justification.

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• Equipment justification is directly concerned
  with costs, where each equipment acquisition has
  to demonstrate a separate cost justification.

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• Vision justification is concerned less with cost
  and more with the approach and closeness of fit
  to the strategic objectives of the business unit.
  
• A strategy for CIM must be developed against
  primary business objectives.
• A vision of how good the future can become must
  come from an internal champion. This vision
  should come from the top.
• Since advanced manufacturing technology affects
  not only the shop floor, but also the
  organizational relationships between research and
  development (R D), engineering, marketing, and
  manufacturing, the execution of the vision should
  come from the bottom.

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Enabling Technologies
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• Enabling technologies of CIM
• Product and Process Design,
• Factory Floor Automation,
• Manufacturing Planning and Control,
• Integrated by Infrastructure Technology.
• At the core of the CIM are the computer
  databases.
• Common shared data is a critical element in CIM.
  
• The key is to minimize human intervention in the
  flow of information across the three major
  components of CIM.

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Product and Process Design Technologies

• CAD modeling
• Design for manufacturability
• Group Technology design
• Computer-aided engineering analysis
• Finite element analysis
• Kinematic Analysis
• Dynamic Analysis
• Animation
• Computer-aided Testing
• Tolerance and Tolerance Analysis
• Computer-aided process planning
• Computer-aided NC part programming.

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Factory Floor Automation Technologies

• Computer-managed numerical control
• Industrial robots
• Industrial programmable controllers
• Manufacturing cells
• Flexible manufacturing system
• Adaptive control
• Voice recognition
• Bar coding
• Machine vision
• Automated testing

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Manufacturing Planning and Control

• Forecasting,
• Aggregate capacity planning
• MRP II
• Shop scheduling
• Work measurement
• Facility layout
• Assembly line balancing
• Quality assurance.

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Cultural Change
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Integration Begins and Ends with People

• CIM requires that people in Engineering,
  Administration, and Operations function as a
  team, each understanding each other's roles in
  the total business.

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• This requires a cultural change.
• In many companies there is a rather significant
  inhibition to more successful integration strong
  vertical departments with separate performance
  objectives.
• Typically, companies are organized into separate
  functional departments, and people assumed
  responsibility only for their immediate labor.

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• For CIM to be successful, barriers between
  functional areas need to be knocked down.
• To create a common database that all departments
  can share, the manufacturing information systems
  people and the manufacturing engineering people
  must agree on what data is to be shared and then
  work on the technical means of sharing it.

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• They must determine what information is needed
  for the plant floor and what information the
  plant floor can supply to other parts of the
  business.
• Together they must find new ways to share
  information that will help in building products
  faster and bringing the products to market
  earlier.