Design/Manufacturing Interface/Production Planning Control

1
Design/Manufacturing Interface/Production
Planning Control

• MSE508/L Week 12
• W, 04/09/08

2
Agenda

• Design Manufacturing Interface
• TQM (Total Quality Management)
• or Total Quality
• Taguchi
• Production Planning Control
• MRP II
• JIT

3
Design/Manufacturing Interface

• TQM (Total Quality Management)
• The contribution of all parts in an
  organization to quality
• A management philosophy
• A policy of continuous improvement
• Everybody in an organization should be concerned
  with assuring the quality of their work, and take
  continual steps to improve this quality

4
Design/Manufacturing Interface(Ctnd.)

• Brown states success comes from the right balance
  between culture, structure, and organization.
• Culture The combination of company values and
  management style, and the employees reaction to
  these values
• Structure The formal reporting relationships
  within the organization between departments

5
Design/Manufacturing Interface(Ctnd.)

• TQM key principles identified by Lucas
  Engineering and Systems
• Adopt a policy for continuous improvement and
  innovation in all areas, especially training
• Reduce the number of suppliers, and involve them
  in a policy of continuous improvement
• Provide on-line techniques for problem
  identification and solution i.e., extensive use
  of statistical methods
• Make use of multi-disciplinary teams in an open,
  innovative environment i.e. avoid
  over-bureaucratic work standards

6
Design/Manufacturing Interface(Ctnd.)

• TQM techniques
• QDF Quality Function Deployment
• DFM Design For Manufacture
• Taguchi Method
• SPC Statistical Process Control
• Poka Yoke
• Process Capability Studies
• Validation Testing
• Problem-Solving Techniques
• CAD/CAM Principles. Practice and Manufacturing,
  2nd Edition by Chris Mahon, and Jimmie Browne,
  Addison Wesley Limited, 1998, pp. 332-335

7
Design/Manufacturing Interface(Ctnd.)

• How to Measure Quality
• Traditionally, quality is viewed as a step
  function as shown by the heavy line graph in the
  figure 1.  A product is either good or bad.  This
  view assumes a product is uniformly good between
  the specifications (LS the lower specification
  and US the upper specification).  The vertical
  axis represents the degree of displeasure the
  customer has with the product's performance. 
  Curves A and B represent the frequencies of
  performance of two designs during a certain time
  period.  B has a higher fraction of "bad"
  performance and therefore is less desirable than
  A.

http//www.mv.com/ipusers/rm/loss.htm
8
Design/Manufacturing Interface(Ctnd.)

• A different method of measuring quality is
  central to Taguchi's approach to design.  Loss
  function measures quality.  The loss function
  establishes a financial measure of the user
  dissatisfaction with a product's performance as
  it deviates from a target value.  Thus, both
  average performance and variation are critical
  measures of quality.  Selecting a product design
  or a manufacturing process that is insensitive to
  uncontrolled sources of variation improves
  quality.  

9
Design/Manufacturing Interface(Ctnd.)

• Taguchi believes that the customer becomes
  increasingly dissatisfied as performance departs
  farther away from the target.
• He suggests a quadratic curve to represent a
  customer's dissatisfaction with a product's
  performance.  The quadratic curve is the first
  term when the first derivative of a Taylor Series
  expansion about the target is set equal to zero.
   The curve is centered on the target value, which
  provides the best performance in the eyes of the
  customer.  Identifying the best value is not an
  easy task.  Targets are sometimes the designer's
  best guess.

Taguchi's loss function
http//www.mv.com/ipusers/rm/loss.htm
10
Design/Manufacturing Interface(Ctnd.)

• Taguchi Method Parameters
• Dr. Taguchi calls these uncontrolled sources of
  variation noise factors.  This term comes from
  early applications of his methods in the
  communications industry.  Noise Variations in
  design parameters and in the external environment
• Outer Noise Variations in operating environment
  such as in temperature and humidity, materials
  being processed, fuel qualities, and human
  factors
• Inner Noise Comprises deterioration in parts and
  materials from wear, corrosion, damage, etc.
• Between-Product Noise Comprises material and
  manufacturing process variations
• Goals is to design in such a way as to minimize
  noise in the final product
• CAD/CAM Principles. Practice and Manufacturing,
  2nd Edition by Chris Mahon, and Jimmie Browne,
  Addison Wesley Limited, 1998, pp. 345-346

11
Production Planning and Control

• Two styles of MRP (Materials requirement
  planning)
• Regenerative Starts with the Master Production
  Schedule and totally regenerates the whole plan
• Complete re-analysis of every item in Master
• All numbers are recalculated
• Performed weekly or monthly due to the time
  involved
• Net Change Updates to the plan continually
  occur, while the system updates as needed
• Changes in the plan are made and a partial
  explosion of the BOMs are made
• Updates occur immediately on-line or nightly

12
Production Planning and Control

• MRP Data Requirements
• MPS (Master Production Schedule)
• BOM (Bill of Materials) for each MPS
• Inventory Status for each part in the BOM
• Lead Time must be available for each part in the
  BOM
• MRP Database Information Requirements
• Master Parts information
• Full Inventory
• BOM
• Manufacturing Process for the associated item
• Work Centre
• Tooling Information

13
Production Planning and Control

• MRP II
• (Manufacturing Resource Planning)
• An extension of the MRP System
• Transaction processing software
• Decision support
• RCCP (Rough-Cut Capacity Planning)
• CRP (Capacity Requirements Planning)
• Shop floor control
• CAD/CAM Principles. Practice and Manufacturing,
  2nd Edition by Chris Mahon, and Jimmie Browne,
  Addison Wesley Limited, 1998, pp. 466-479

14
Production Planning and Control

• JIT (Just in Time)
• Involves a continuous commitment to the pursuit
  of excellence in all phases of manufacturing
  systems design and operation
• JIT seeks to achieve
• ZERO Defects
• ZERO Inventories
• ZERO Handling
• ZERO Breakdowns
• ZERO LEAD Time
• Lot size of ONE

15
Production Planning and Control

• JIT Key Elements
• An intelligent match of the product design with
  market demand
• Definition of product families, and systems that
  flow
• Establish relationships with suppliers for JIT
  delivery
• This approach to manufacturing does not restrict
  attention to the internals of the factory
• Looks to find vendors close to the manufacturing
  plant
• Smaller lot size with more frequent deliveries
• Sharing database information
• CAD/CAM Principles. Practice and Manufacturing,
  2nd Edition by Chris Mahon, and Jimmie Browne,
  Addison Wesley Limited, 1998, pp. 545-551