KR: Supplement B

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KR Supplement B

• Computer-Integrated Manufacturing (CIM)

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Definition of Automation

• Automation is a technology with the application
  of mechanical, electronic, and computer-based
  systems to operate and control production, this
  technology includes
• Automatic machine tools to process parts
• Automatic assembly machines
• Industrial robots
• Automatic material handling and storage systems
• Automatic inspection systems for quality control
• Feedback control and computer process control
• Computer systems for planning, data collection,
  and decision making to support manufacturing
  activities

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Types of Automation

• Fixed automation
• Programmable automation
• Flexible automation

Fixed Automation
Flexible Automation
Programmable Automation
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. Three types of production automation as a
function of production volume and product variety.
Number of different parts
Programmable automation
High
Production variety
Medium
Flexible automation
Fixed Automation
Manual methods
Low
Parts per year
Low
Medium
High
Production volume
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Basic Components of an NC System.
Program
Machine control unit
Processing equipment
FIGURE Basic components of an NC system.
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General configuration of a direct numerical
control (DNC)
Central computer
Bulk Memory NC programs
Telecommunication lines
Machine tools
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General configuration of a direct numerical
control (CNC) system
Tape Reader for initial program entry
NC Program storage
Microcomputer (software functions)
Computer- hardware interface and servosystem
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Robot and Its Standard Movements
Robot and Its Standard Movements
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Where Robots Are Better

• Hazardous work environment for human beings
• Repetitive work cycle
• Difficult handling for human beings
• Multishift operation
• Infrequent changeovers
• Part position and orientation are established

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Possible Objectives for Installing an Automated
Storage System in a Factory or Warehouse

• Increase storage capacity
• Increase floor space utilization
• Recover space for manufacturing facilities
• Improve security and reduce pilferage
• Reduce labor cost in storage operations
• Increase labor productivity in storage operations
• Improve safety in storage function
• Improve control over inventories
• Increase stock rotation
• Improve customer service

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Flexible Manufacturing Systems

• What is an FMS
• A flexible manufacturing system consists of a
  group of processing stations (CNC),
  interconnected by means of an automated material
  handling and storage system, and controlled by an
  integrated computer system.

• Components of an FMS
• Processing stations
• Material handling and storage
• Computer control system

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FMS
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CIM Managerial Issues

• Cost-benefit analysis
• Advantages
• Cost justification
• CIM and manufacturing strategy
• Organizational and behavioral aspects
• Lessons learned

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Synergistic Effects of a CIM System
Benefits of data integration
CIM benefits
Benefits of each separate technology
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Advantage of CIM

• Higher quality
• Shorter lead time
• Less inventory
• Higher flexibility
• Economy of scope
• Less floor space
• Less material handling

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CIM and Manufacturing Strategy

• Cost leadership vs. differentiation
• Productivity vs. innovation
• Efficiency vs. flexibility
• Market segmentation
• Fixed costs vs. variable costs
• Break-even point
• Barriers to entry

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Flexible Manufacturing

• Traditional Technology can be described by
• Economy of scale
• Learning curve
• Task specialization
• Work as a social activity
• Separable variable costs
• Standardization
• Expensive flexibility and variety

• In contrast the CIM Factory is described by
• Economy of scope
• Truncated product life cycle
• Multimission facilities
• Unmanned systems
• Joint costs
• Variety
• Profitable flexibility and variety

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Flexible Manufacturing
Leading to factories that exhibit characteristics
of
Traditional
CIM

• Centralization
• Large plants
• Balanced lines
• Smooth flows
• Standard product design
• Low rate of change and high stability
• Inventory used as a buffer
• Focused factory as an organizing concept
• Job enrichment and enlargement
• Batch systems

• Decentralization
• Disaggregated capacity
• Flexibility
• Inexpensive surge and turnaround ability
• Many custom products
• Innovation and responsiveness
• Production tied to demand
• Functional range for repeated reorganization
• Responsibility tied to reward
• Flow systems

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Taking Advantage of CIM Capabilities
To effectively use the capabilities of CIM as a
strategic weapon, a firm should

• Invest in flexibility of, not just equipment, but
  the organization as a whole.
• Deliberately truncate the product life cycle by
  introducing new versions frequently and thus not
  giving the competitors a chance to catch up.
• Proliferate the range of products to the extent
  of customizing them one-by-one so that no
  customer has any reason to go to the competitors.
• Deliberately fragment the market into segments so
  small that they cannot support a conventional
  production system.
• Deliberately complicate the product so that it
  cannot be copied with the old manufacturing
  process and technology.

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Organizational and Behavioral Aspects of CIM

• Integration of functions
• Flattening the organization structure
• Changing role of supervisors
• Impact on workers
• Shift from direct to indirect workers
• Increased skill requirements
• Displacement of workers
• Retraining and education

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Lessons Learned

• Focus on a flexible business enterprise.
• An automated mess is still a mess.
• People make flexible automation work.
• Provide an adequate funding.
• Focus on potentials of new technology.
• Understanding the emerging technologies.

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CIM Examples

• Toshiba
• Toshibas computer factory in Ome is called an
  intelligent works because a snazzy computer
  network links office, engineering and factory
  operations, providing just-in-time information as
  well as just-in-time parts. Ome workers assemble
  nine different word processors on the same line
  and, on an adjacent one, 20 varieties of laptop
  computers. Usually they make a batch of 20
  before changing models, but Toshiba can afford
  lot sizes as small as ten.
• Workers on the lines have been trained to make
  each model but dont need to rely on memory. A
  laptop at every post displays a drawing and
  instructions, which change when the model does.
  Product life cycles for low-end computers are
  measured in months these days, so the flexible
  lines allow the company to guard against running
  short of a hot model or overproducing one whose
  sales have slowed, Toshibas next goal to get
  managers thinking about how to ship small lots
  fast and cheaply, with quicker feedback from
  stores, so sales and distribution are as flexible
  as the factories

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CIM Examples

• Fuji
• Fuji Electrics investment in FMS and the like
  soared starting in 1987. Fujis goal was to
  reduce lead time 30, labor costs 70 , and work
  in-process inventory 50.
• When Fuji gets and order for an electric motor
  switch, 20 of the time the buyer wants-and gets
  24 hour delivery. Another 40 must arrive within
  two days. Fuji didnt narrow its product line
  Those schedules are for customized work.

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Variety Is FreeFlexibility Through Manufacturing
Technology

• Ingersoll Milling Machine Company
• The Ingersoll Co. uses an advanced CIM system
  that links design with manufacturing and process
  control. Ingersolls state-of-the-art
  computer-controlled manufacturing system will
  machine over 25,000 different prismatic parts
  used for specialized motor controls. Seventy
  percent of the production will occur in lot sizes
  of one. Half of the 25,000 will never be used
  again. Production cost is approximately the same
  as for a long run of a single standard part.

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Variety Is FreeFlexibility Through Manufacturing
Technology

• Vought Corporation
• Vought Corporations 10 million flexible
  machining center began operations during the late
  1980s. This advanced production technology allows
  the aerospace maker to produce some 600 different
  designs of specialized aircraft parts using the
  same equipment--even one design at a time in
  random sequence. It is expected to save Vought
  over 25 million annually in machine costs for
  these parts by performing 200,000 hours of work
  in less than 70,000 hours.