Transcript Document

Advanced Manufacturing Technology
Module 1.3
Computer Integrated Management
Part 2
© Dr. R.Siriram 15 November 2005
manufacturing
systems
control
mechanisation of
manufacture
design of advanced
manufacturing
systems
design of assy
systems and facility
layout
CIM 1 & 2
robot principles
application of PLCs
in manufacture
CAE 1 & 2
Typical element of a CIM system
CIM system
• manufacturing planning & control
- MRPII, MRP, CRP, shop floor control, inventory control, …
• manufacturing engineering
- CAD/CAM, CAPP, coding & classification, …
• manufacturing processes
- NC/CNC/DNC, FMS, robots, material handling systems, …
• indirect elements:
- sales order processing (& marketing)
- finance & accounting
What is CIM?
• The integration of business, engineering,
manufacturing and management information
that spans company functions from
marketing to product distribution.
• “CIM is a unified network of computer systems
controlling and/or providing information to the
function of a manufacturing business in an integrated
way”. (Thomas, 1986)
• “Computer integrated manufacture (CIM) refers to the
integrated information processing requirements for
the technical and operational tasks of an industrial
enterprise”. (Scheer, 1986)
• “… CIM relates to the use of computers for integrating
the flow of information to aid the overall control of a
manufacturing unit. …”. (Parnaby et al., 1986)
• “CIM is a philosophy rather than a specific system or
set of applications…” (Lung, 1988)
• “CIM is a strategy for winning in manufacturing…”
(Dutton, 1986)
• “CIM is concerned with the integration of commercial,
financial, engineering and production systems to
improve responsiveness, quality, cost and
competitiveness… The CIM vision is one of total
business integration with no local, departmental
systems, no data that is duplicated unnecessarily,
and no barriers between different functions”.
(Luscombe, 1993)
The CIM Wheel
computer integrated manufacturing (CIM)
computer integrated business (CIB)
computer integrated enterprise (CIE)
CIM… cIM
The development (evolution) of CIM
The changing manufacturing and
management scene
CAM
ROBOTICS
NC
FMS
CAPM
GT
1960
CAPP
CIM
VM
CAD
CAE
PDM
DNC
AMT
CE/SE
CNC
FMC
AM
MRP
OPT
MRPII
JIT
TPM
WCM
LM
QC
QA
TQM
1970
EDI
1980
1990
The CIM Jigsaw
philosophy
techniques
product range
tooling
fixed costs
labour costs
product life cycle
competition
customers
inventory
pricing
1960s
1990s
production led
simple
narrow
dedicated
low
high
long
national
stable
order point
cost plus
market led
complex
wide
flexible
high
low
short
global
demanding
just-in-time
market driven
Change in manufacturing emphasis, after Scott (1994)
Why CIM?
• External Challenges
- niche market entrants
- traditional competition
- suppliers
- global economy
- cost of money
- customers
External Challenges
New/niche
market entrants
Costs of
money
Global
economy
Customers
Traditional
competition
Supplier
Internal Challenges
- Analyse every product and agree on the orderqualifying and order winning criteria for the current
market conditions for every product
- For every product, project the order winning criteria in
the market in the future
- Determine the fit between the criteria necessary to
succeed in the market place and the current capability
in manufacturing
- Change or modify either the marketing goals or the
manufacturing process choices and infrastructure to
force internal consistency
Meeting the internal challenges (1)
Manufacturing standards
Attribute
World-class standard US average
Set up time
System
Cell
Quality
Captured
Warranty
300 ppm
Cost of quality
Manufacturing/total space
Inventory
Product velocity
Material residence time
Flexibility
Distance
Uptime
< 30 minutes
< 1 minute
24 hours
1500 ppm
3-5%
2-5%
3-5%
> 50%
15-25%
25-35%
> 100 turns
3 days
270 parts
300 feet
95%
2-4 turns
3 months
25 parts
> 1 mile
65-75%
Meeting the internal challenges (2)
• Set-up time
• Quality
• Manufacturing space ratio
• Inventory
• Flexibility
• Distance
• Uptime
Co-ordination & Organisation of data
COMPANY
Quality
Technical
Quality
control
Manufacture
Purchasing
Workshops
Marketing
Sales
Market
research
Financial
Budgeting
control
Personnel
Financial
control
Planning
Education
& Training
Inspection
Control
Progress
Rate fixing
Foundry
Servicing
Publicity
Standard
costs
M/c shops
Inventory
Recruiting
Invoicing
Industrial
relations
Records
Assembly
Stores
Distribution
Credit
Safety
Account
Dispatch
Data
processing
R&D
Engineering
Manufacturing
engineering
Design
DO
Records
Wages
Process
planning
Jig and
fixture
NC coding
The hierarchical structure of companies
Planning
Forecasting
and OR
O&M
Co-ordination & organisation of data (2)
• Elimination of paper and the costs associated with its use
• Automation of communication within a factory
and increase its speed
• Facilitate simultaneous engineering
• Computers in engineering
Concept of Integration
Islands of Automation & Software
Designer creates geometry
CAD
Drawing
of part
Manual geometry
specification
CAD
geometry
APT commands
NC Package
Includes
tooling
and
cutting
technology
database
Part program
(punched on to
cards and verified)
APT processor
CL file
Data link
Post-processor
for machine
Plot
NC tape is
Manually loaded
Machine
1960s
Machine
Developments in NC tape generation
1980s
Dedicated and Open Systems
Manufacturing Automation
Protocol (MAP)
The need for integration & standardisation
• General Motors (GM) [circa 1980’s] recognised
- NEW CAD/CAM system OR robot OR data collection system
- REQUIRED new cabling and networking facilities
- DIFFERENT vendors… DIFFERENT implementation
requirements
- only 15% (approx) of 40 000 shop floor devices
communicated beyond their own processes
- 40% of total investment used in communication related
activities
• Ford (1995/96)
- moved to single (reliable) supplier of CAD systems rather
than pursue “mix & match” strategy
Stages of CIM development:
• computerisation of function
• islands of automation
• interfacing
• integration
Note:
advances in computing, information technology,
database technology, communications, etc. have supported
(or pushed?) the development of CIM.
Some (claimed) benefits of CIM:
• reduction in direct costs
• reduction in engineering costs
• reduction in manufacturing lead time
• reduction in pre-production lead time
• quicker response to market changes
• reduced inventory
• improved quality
• more effective management control of the business
IT spend in UK manufacturing:
• Computers in Manufacturing survey 1995
(Benchmark Research)
• total IT spend for 1995 = £2.64 billion
- 53% manufacturing applications
- 47% financial, office, sales & marketing, personnel,
communication systems
• breakdown of 53% manufacturing applications
- “MRP” systems (25%)
- shop-floor control (SFC) (9%)
- CAD/CAM (13%)
The Problem & a Solution
Standards
• Design and manufacturing lead time by product
• Inventory turns by product
• Set-up times on production equipment
• Output/productivity by product/employee
• Total quality and level of rework
• Number of suggestions by product for
improvements per day per employee