ASSIGNMENT

AMT 2508
Computer Integrated Manufacturing
M.Sc [Engg] in Advanced Manufacturing
technology
Mechanical and Manufacturing Engg.

Module Code
Module Name
Course
Department

Name of the Student

Shanmuga Raja .B

Reg. No

BVB0912004

Batch

Full-Time 2012.

Module Leader

Prof. Ramdas Chandrashekar

M.S.Ramaiah School of Advanced Studies

Postgraduate Engineering and Management Programmes(PEMP)

POSTGRADUATE ENGINEERING AND MANAGEMENT PROGRAMME (PEMP)

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

#470-P,
Peenya
Industrial Area, 4th Phase, Peenya, Bengaluru-560 058
<Computer
Integrated
Manufacturing>
Tel; 080 4906 5555, website: www.msrsas.org

Declaration Sheet
Student Name

Shanmuga Raja .B

Reg. No

Batch

BVB0912004
Advanced Manufacturing
Technologies
Full-Time 2012

Module Code

AMT 2508

Module Title
Module Date

Computer Integrated Manufacturing

to
18 February 2013
23 March 2013

Module Leader

Prof. Ramdas Chandrashekar

Course

Batch Full-Time 2012.

Declaration
The assignment submitted herewith is a result of my own investigations and that I have
conformed to the guidelines against plagiarism as laid out in the PEMP Student
Handbook. All sections of the text and results, which have been obtained from other
sources, are fully referenced. I understand that cheating and plagiarism constitute a
breach of University regulations and will be dealt with accordingly.

Signature of the student

Date

Submission date stamp

(by ARO)

Signature of the Module Leader and date

Signature of Head of the Department and date

<Computer Integrated Manufacturing>

ii

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Abstract
____________________________________________________________________________
Computer Integrated Manufacturing is a global mantra for achieving excellence in terms of
quality, delivery and cost reduction. Lean philosophy on the other hand, is most dominant
technique which is practiced significantly for the same reason. A case is considered where, two
Manufacturing Companies are going for CIM implementation; but one with Lean philosophy.
The contribution and implication in both the system analyzed are analyzed by weighing the
ground rule of their distinction and Lean Philosophy adapted to CIM environment is found to
be of better prospect than one without Lean.

A thesis case study of, family of transmission of gears are considered to fulfill the assignment
objective. To generate and evaluate a detailed process plan, one of the gear; Bevel gear pinion
is appraised and a detailed process plan is created coping the required stream of process. The
technique of Group technology is applied to the gear family by Visual method, Coding method
and Production flow analysis method. A cell formation scenario is narrated for both of manual
material handling process and robotic selection of the intended application. An inspection
stance using CMM is also discussed.

The schedule data of M/s XYZ company, who represent as a leader in manufacturing hydraulic
and pneumatic cylinders is used to plan the production scheduling with their resources and
attributes to achieve the target delivery. Preactor, a production planning software solution is
used to generate the schedule; compare the rendition by changing the scheduling rules like
Shortest processing time, Critical ratio and Longest setup time. An Executive summary and
recommendation are briefed as an output to the activity.

<Computer Integrated Manufacturing>

iii

Contents
____________________________________________________________________________

Declaration Sheet .................................................................................................................. ii

Abstract ................................................................................................................................. iii
Contents ..................................................................................................................................iv
List of Tables ...........................................................................................................................v
List of Figures ........................................................................................................................vi
List of Symbols .................................................................................................................... vii
1.CIM and CIM Integrated with Lean philosophy ............................................................1
1.1 Overview ...............................................................................................................1
1.2 Lean concept in Manufacturing .............................................................................1
1.3 CIM in Manufacturing...........................................................................................2
1.4 Usage of Robots ....................................................................................................2
1.5 Cost aspect in CIM implementation ...................................................................... 3
1.6 Qualitative aspects of Output ................................................................................3
1.7 Critical analysis and Recommendation .................................................................4
1.8 Conclusion .............................................................................................................4
2.Process planning for Bevel gear pinion ............................................................................5
2.1 Overview ...............................................................................................................5
2.2 Process planning .................................................................................................... 5
2.3 Group Technology...............................................................................................10
2.4 Cell design ...........................................................................................................13
2.5 Robotic Cell design .............................................................................................14
2.6 Inspection strategy...............................................................................................15
3.Production planning using Preactor ...............................................................................16
3.1 Overview .............................................................................................................16
3.2 Schedule data .......................................................................................................16
3.3 Automatic Scheduling approach .........................................................................18
3.4 Automatic Scheduling Review ............................................................................ 23
3.5 Scheduling using Shortest Processing Time .......................................................25
3.6 Comparison of Resource utilization and Review ................................................26
3.7 Executive Summary and Recommendation ........................................................28
Learning Outcome
References

29
30

Appendix-1(Computer Integrated Manufacturing -Presentation)

32

<Computer Integrated Manufacturing>

iv

List of Tables
____________________________________________________________________________

Table No.
Table 1.6
Table 2.2a
Table 2.2b
Table 2.3a
Table 2.3b
Table 2.3c
Table 2.3d
Table 3.2a
Table 3.2b
Table 3.4
Table 3.6a
Table 3.6b
Table 3.6c
Table 3.6d

Title of the table

Qualitative assessment of CIM and Lean
Routing sheet
Setup sheet
Product Process matrix classification
Row iteration
Column iteration
Cell clustering
Resources
Part details
Resource utilization by week -Automatic
Resource utilization Shortest Processing Time
Resource utilization Critical ratio
Resource utilization Longest setting time
Resource utilization Comparison

Pg.No.
4
8
9
11
12
12
12
16
17
24
26
26
27
27

<Computer Integrated Manufacturing>

List of Figures
____________________________________________________________________________
Figure No.
Figure 2.1
Figure 2.2a
Figure 2.2b
Figure 2.3a
Figure 2.3b
Figure 2.4a
Figure 2.4b
Figure 2.5
Figure 2.6a
Figure 2.6b
Figure 3.2
Figure 3.3a
Figure 3.3b
Figure 3.3c
Figure 3.3d
Figure 3.3e
Figure 3.3f
Figure 3.3g
Figure 3.3h
Figure 3.3i
Figure 3.3j
Figure 3.4a
Figure 3.4b
Figure 3.5a
Figure 3.5b

Title of the figure

Family of transmission gear
Systematic process planning
Drawing analysis
GT Visual inspection
Monocode classification
Sample Spaghetti diagram
Open field layout
Gantry robot specification
CMM Setup
CMM Setup modified
Assembly sequence
Preactor schedule process flow
Preactor Startup screen
Define Resources
Creating Resource groups
Creating Product data
Calendar states
Defining Calendar template
Applying Calendar to resources
Generate schedule Automatic
Schedule analysis
Process Delay
WIP status weekly
Scheduling rules
Comparison Automatic vs SPT

Pg.No.
5
5
6
10
11
13
13
14
15
15
16
18
18
19
19
20
20
21
21
22
22
23
24
25
25

<Computer Integrated Manufacturing>

vi

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

List of Symbols
____________________________________________________________________________

Abbrev
ASRS
CIM
CMM
GT
IRR
IT
NPV
PFA
ROI
SPT
WIP

Description
Automatic Storage and Retrieval system
Computer Integrated Manufacturing
Co-ordinate Measuring Machine
Group Technology
Internal Rate Return
Information Technology
Net Present Value
Production Flow Analysis
Return on Investment
Shortest Processing Time
Work In Process

<Computer Integrated Manufacturing>

vii

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

PART-A
CHAPTER 1
1. CIM and CIM Integrated with Lean philosophy
1.1 Introduction:
Computer Integrated Manufacturing has become an advanced manufacturing model with
comprehensive scope, bridging communication gaps of the so called Islands of automation and
eliminating redundancies of the system as a whole. The extending radicals in computer hardware,
software and networking made the technology conducive, delivering an effective, reliable,
consistent and agile system. Companies favor this approach as being the ideal solution to cope up
with the current and future trend. However, Japanese Lean philosophy which aims throughput with
lesser resources can work intimately with CIM providing the optimal result. To realize the
contemporary relation between CIM and Lean, a case is assessed where, Manufacturing company A
has opted CIM implementation, whereas company B, has preferred CIM implementation with Lean
philosophy. In either prospect, the benefits can be only analyzed by exploring the purpose of each
and its relative significance.

1.2 Lean concept in manufacturing:

A contribution from Toyota production system, Lean philosophy is a process centric approach
relying in elimination of wastes associated with the process flow. The approach is making profit by
cutting down the cost and lead time addressing elements, MUDA (non-valued activities), MURA
(Uneveness) and MURI (overburdening)

[1]

. The value of the processes, which alters the fit, form

and functions, are only which customer is willing to pay. But, there are some non-valued process
which is pertinent to achieve the production and the rest are unnecessary. The seven types of wastes
(MUDA) which are present in the manufacturing flow are identified and resolved, this is a
continuous process considering there is always a prospect for change for betterment. Seven wastes
are,

Transportation: Unnecessary movement of material due to improper layout.

Inventory: Excess inventory of Work in process (WIP) and finished goods due to unreliable
shipments.

Motion: Excessive movement of WIP and personnel due to inappropriate layout.

Waiting: Due to improper scheduling, longer cycle times, machine breakdown and
unbalanced workload.

Over production: Redundant approvals, supplier lead times and misuse of automation

<Computer Integrated Manufacturing>

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Over processing: Unclear customer need, poor design attributes.

Defect or Rework: Unskilled labor, faulty equipment, improper method.

The tools and techniques developed to initiate and gain a confidence to eliminate the discussed
manufacturing drawbacks. Value stream mapping, Poke yoke, SMED, Kaizen are some of the
techniques which specialize in respective domain in achieving manufacturing excellence by
individual commitment and team effort.

1.3 CIM in manufacturing:

Computer Integrated Manufacturing is an equipment centric approach relying on information
interchange and a high level of automation encompassing the overall plant function. It is an
architecture which integrates engineering, manufacturing and marketing functions through
information technology

[2]

The automation is facilitated through coherence of mechanical,

electronics and computer based systems in representing applications as [3],

Automatic machine tools and assembly line.

Industrial robots

Automatic inspection systems.

Automatic Material handling and Storage systems.

Feedback and Computer process control.

Computer system for Planning, data collection and decision making.

Level and type of automation is biased on the manufacturing model based on output variety i.e. job
shop, continuous production etc. The automation is classified considering the throughput and
variety as,

Fixed Automation: Higher production scale with little flexibility in changeovers.

Programmable Automation: Suitable of Low or medium batch size production run.

Flexible Automation: Rapid changeovers with high flexibility, making use of programmable
automation.

1.4 Usage of Robots:

Robots form as a distinct facet in manufacturing, whose versatility imitates human action not in an
intention to replace them but, to provide an edge over consistently tiring process performance. The
mainstream application of employing a robot is either to act as, a material handling subject (pick
and place) or to perform applications which are arguably tedious, inconsistent and hazardous
(Welding, painting, inspection).

<Computer Integrated Manufacturing>

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Robots extend great flexibility in CIM environment, reason is because of its programming
capability according to the use of end effectors and continuous feedback and control.

1.5 Cost aspects in CIM implementation:

CIM implementations has advocated significant benefit by shortening lead times, reduction in cost,
personnel, inventory and improve quality, efficiency of the overall system. But, whether the
investment for CIM promises real gain on a strategic horizon is the question? Cost incurred on the
CIM implementation is justified by analyzing the hard benefits of automation using techniques [4],

Payback period:
The time period required to recover the capital investment based on cash flow generated.
Payback period = Initial cost / Cash flow

Return on Investment (ROI):

Is the rate of profit gained over a ratio of benefits (profit or loss) relative to Initial investment.
ROI = Benefits Depreciation / Initial cost

Net Present Value (NPV):

Is a discounted cash flow method that, associate flow of cash and timing of such investment
over project life compared against same benchmark.

Internal rate of return (IRR):

Is the interest rate where cash flow equals to the cost of proposed investment. Its a trial and
error approach which uses NPV to get to the solution.

Time value techniques, both NPV and IRR stand out better than payback and ROI. Since, it
considers all hard costs in conjunction with the investment. However, NPV and IRR pose better
condition for longer production of standard parts; CIM aimed at flexibility needed refinement in the
time value justification techniques. The cost accredited with CIM implementation includes
application engineering, equipment procurement, site preparation, installation-commissioning,
operation costs and training cost [5].

1.6 Qualitative aspects of Output:

To understand the underlying benefits of implementing as per Company A or B, i.e. CIM
implementation and CIM with Lean implementation respectively, some distinct criteria are to be
examined. So, an assessment based on output context for CIM and Lean manufacturing would
reveal relative and distinct features, Table 1.6 shows the qualitative comparison.

<Computer Integrated Manufacturing>

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Table 1.6: Qualitative assessment of CIM and Lean [6].

1.7 Critical analysis and recommendation:

In retrospect of the discussion, the CIM proposal of Company A is centered on optimizing
processing speed with involving robot, material handling and high end automation. The inventory
strategy was with the aid of storing with large spaced automated storages and retrieval system
(ASRS). The value stream of the components are not evaluated as it is equipment centric and the
whole production run is formulated based on certain benchmarking like lead time reduction, overall
efficiency etc. though automated, but not agile enough on unforeseen changeovers. Whereas, CIM
with lean proposal of Company B is focused on reducing the WIP and creating a continuous flow of
material though automating the entire manufacturing system. CIM can be a part of lean philosophy,
where the latter is more convenient in providing simplistic yet flexible system with sheer view on
the valued process and its effectiveness. A case study [6] on Large valve remanufacturing shows the
benefits of lean based CIM, in which lean level of implementation can share to successful CIM
implementation allowing the flaws to settle beforehand. So lean first and then automate [7].

1.8 Conclusion:
In view of the discussed framework, Company B, which wants to implement CIM with Lean has a
better control over the process and the equipment associated. A total excellence is achieved step by
step of correlation, which can be a root to much talked yet vaguely practiced Agile manufacturing.
Company A with CIM implementation may or may not reflect the anticipated objectives, which
may take several iterations of refinement as the saying goes, Automation applied to an efficient
operation will magnify the efficiency and automation applied to an inefficient operation will
magnify the inefficiency [8].
<Computer Integrated Manufacturing>

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

PART-B
CHAPTER 2
________________________________________________________________________________
2. Process Planning for Bevel gear pinion
2.1 Overview:
Process planning is a critical stage in manufacturing, whose sole objective is to delegate the design
intent in effective, optimal and lucid sequence for performing the production, from raw stock to
finished good. Process planning is not only a scheme to determine appropriate manufacturing
practice and its sequence but, also act as a tool to estimate the overall operating cost and validate
the capacity requirement through customization i.e. cell design or layout for automation. A case
study of, Bevel gear pinion [9] is used to quantify the process planning requirement and generate a
detailed routing considering various aspects of manufacturing. However, the thesis comprise of few
other family of gear including Crown wheel, Lay shaft and Gear wheel as shown in Figure 2.1
whose process attribute are unknown, Group technology will applied with certain assumptions.

Figure 2.1: Family of transmission gear [9]

2.2 Process Planning:
The systematic process planning procedure

[9]

guides through set of instruction to achieve the

planning objective. Figure 2.2a shows the flow of procedure.

Analysis of
Design and
Blank Drawing

Schematic Plan

Coherence of
Datum

Evaluation of
Operation

Generate
Routing Sheet

Review

Figure 2.2a: Systematic process planning [9]

<Computer Integrated Manufacturing>

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Analysis of Design and Blank Drawing:

It is a cognitive stage to realize the design intent by rigorous study of the drawing and appraising
what to look for. Careful considerations are deemed on the datum references and tolerances on
which the entire assembly relies. Design of blank is key characteristic capturing all the relevant
information such as the machining allowances, mismatch and surface tolerances etc. Figure 2.2b
shows the identification of datum, dimensions and tolerances.

Figure 2.2b: Drawing analysis.

Schematic Plan:
The scheme represents the sequential manufacturing processes to convert into finished product. A
fixed datum construing every operation is not possible as, the feature undergo processing. So, a
relative datum is considered which support the maximum operation and also behave as the
reference datum when every process is completed. This stage also proposes the clamping and
fixturing requirement. The case study suggests to identify the operation in reverse order i.e. from
finished product to blank. But, conceiving the operations from reverse is difficult because it is
subtractive manufacturing. where, identifying the feature on final drawing and assessing the blank
dimension can fairly imprint the successive operation in no time.

Coherence of Datum:
Datum used interchangeably in various operations can lead to part rejection because of the tolerance
stack up due to accuracy of datum transition. The effect of datum interchangeability is studied using
datum hierarchy diagram.

<Computer Integrated Manufacturing>

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Evaluation of operation:
Operation selected in schematic plan is reviewed for its sequence based on processing conditions
e.g. lapping before grinding. And also reasoned for the scope of integrating two or more operations,
finding alternative low cost processes. It also includes gauges, cutting tool, loading and unloading
methodology evaluation.

Review:
The review will challenge the plan worthiness and reckons alternative for optimization either on
design or the process.

Generate Routing sheet:

A detailed process plan or the Route sheet should contain all the information to the end user in a
perceivable format. The information which are very necessary are,
Part Name and Number.
Order or Reference Number.
Drawing and Revision number.
Material specification.
Routing sheet number and revision (not provided in this case).
Page number.
Operation sequence.
Description.
Machine.
Tooling and gauges.
Setup and process time (Not available).
Machining parameters (Not available)
Setup methodology.
Remarks and Notes.
Planner, Reviewer and Approver.

Table 2.2a shows the Process plan of Bevel gear pinion.

<Computer Integrated Manufacturing>

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Table 2.2a: Routing sheet [10]

Routing Sheet
Part name:
Quantity.
Revision no.
Op no.

Bevel gear
pinion
0
Description

Part no.

BGP

Material.
Date

Forged steel
21-Mar-13
Machine

Dwg no.
Planner
Order no.
Tooling
Facing tool, Vshape jaws, stop
plate
Center drill, Vshape jaws, stop
plate
Cutting tool,
retractable jaw,
face driver
Cutting tool,
retractable jaw,
face driver
Collet, stop
plate

101

End
Machining

Turning

102

Center hole
Drilling

Turning

201

Rough turning

Turning

202

Finish turning

Turning

301

Bevel gear
cutting

Gear cutting

302

Bevel gear
Inspection

Master gear test

Collet, stop
plate

40

Spline
hobbing

Gear hobbing

Gear hob, collet

chuck clamp

50

Case
hardening

Pusher furnace

Tray

60

Grinding

Grinding

Drivers

701

Lapping

Lapping

Crown wheel,
lapping
compound

702

Inspection

Contact pattern test

Crown wheel

Gear and spline measuring

machine

Fixture

CMM

Fixture

801
802
90

Measuring of
gear and
spline
Measuring
CMM
Phosphating

XYZ
Remarks

One in a
Batch.
Cold rolling
as
alternative.

Phosphating bath

In supplement to this, a setup sheet gives information related to the mode of setup and the
prominence of the selected datum. Table 2.2b shows the setup according to the operations.

<Computer Integrated Manufacturing>

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Table 2.2b: Setup sheet

Setup sheet
Bevel gear
pinion
0

Part name:
Quantity.
Revision no.

Part no.

BGP

Dwg no.

Material.
Date

Forged steel
21-Mar-13

Planner
Order no.

101 & 102

201 & 202

XYZ

301 & 302

50
40

60

701 & 702

801 & 802

90

<Computer Integrated Manufacturing>

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

2.3 Group Technology:

GT is a philosophy to categorize part with similarities in design and manufacturing attributes and
form a cell optimizing the material flow and reducing Work in process (WIP), setup time and direct
and indirect labor. The techniques employed in forming product families are,

Visual inspection.

Coding and classification.

Production Flow analysis (PFA).

The technique is applied to the gear family of Bevel gear pinion, Crown wheel, Lay shaft and Gear
wheel.
Visual Inspection:
Is the easiest method of all, which is applicable to part family with few numbers. Based on the
similarities visible in the family of gear, it can be clustered into two categories as shown in Figure
2.3a
Part Family-1

Part Family-2

Figure 2.3a: GT Visual inspection.

Coding and Classification:

Is the systematic classification system to create part families, codes are used to distinguish the part
in consideration of design features and process functions. Three coding system are,

Monocode or Hierarchical code.

Polycode or Chain code.

Mixed or Hybrid code.

Since, the part count is few; Monocode is the best option to classify into. Figure 2.3b represents the
scheme.

<Computer Integrated Manufacturing>

10

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Gear
100x

Shaft Basis
1001
Bevel gear pinion
Lay shaft

Hole Basis
1002
Crown wheel
Gear wheel

Figure 2.3b: Monocode classification.

Production Flow Analysis (PFA):

Is a manufacturing cell formation technique using algorithms. Rank order clustering or From-To
charts aids the technique. The major drawback of this system is it uses the data from routing sheet,
whose update control has a significant effect rendering the system obsolete. Table 2.3a shows the
classification.
Table 2.3a: Product process matrix classification.
Machine
Lathe
Gear cutting
Gear hobbing
Pusher furnace
Grinding
Lapping
CMM
Phosphating bath
drilling
Boring

Label
1
2
3
4
5
6
7
8
9
10

Product
Bevel gear pinion
Crown wheel
Lay shaft
Gear wheel

Label
A
B
C
D

Rank order clustering principle is used for cell formation for Production flow analysis. First the
Product process matrix is applied with the algorithm for process classification as shown in Table
2.3b, later the same methodology is applied to configure the product matrix as shown in Table 2.3c
the final output would be the clustered group whose cell can be judged accordingly as shown in
Table 2.3d

<Computer Integrated Manufacturing>

11

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Table 2.3b: Row Iteration

23
A
1
1
1
1
1
1
1
1
0
0

1
2
3
4
5
6
7
8
9
10

22
B
1
1
1
1
1
0
1
1
1
1

21
C
1
0
1
1
1
0
1
0
0
0

20
D
1
0
1
1
1
1
1
0
0
1

Value
15
12
15
15
15
9
15
12
4
5

Ranking
1
6
2
3
4
8
5
7
10
9

Table 2.3c: Column iteration

A
1
1
1
1
1
1
1
1
0
0
1020
1

1
3
4
5
7
2
8
6
10
9
Value
Ranking

B
1
1
1
1
1
1
1
0
1
1
1019
2

C
1
1
1
1
1
0
0
0
0
0
992
4

D
1
1
1
1
1
0
0
1
1
0
998
3

29
28
27
26
25
24
23
22
21
20

Table 2.3d: Cell clustering

1
3
4
5
7
2
8
6
10
9

A
1
1
1
1
1
1
1
1
0
0

B
1
1
1
1
1
1
1
0
1
1

D
1
1
1
1
1
0
0
1
1
0

C
1
1
1
1
1
0
0
0
0
0

<Computer Integrated Manufacturing>

12

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Though the data assumed didnt give a diagonal clustering pattern of classification, nevertheless the
clustering is still useful for cell formation considering the product process association.

2.4 Cell Design:

The clustering pattern so obtained using Rank order technique can act as an input for cell design,
whose association can be vitally evaluated to offer, reduction in setup and inventory, simplifying
the production scheduling and quality improvement

[12]

. However, the cell layout has to take

account of part flow in an optimized way so a spaghetti diagram as shown in Figure 2.4a shows a
sample lean approach in making.

Figure 2.4a: Sample spaghetti diagram [13]

The process flow for the family of gears are staggered, going for an In-line layout is worthless
because of large space utilization and zig-zag flow. The operations are not unique so an Open field
layout is the best option arranging the equipment, once the best process flow iteration is achieved.
The resources cover precision machines, conventional machines, CMM and also Heat/Surface
treatment zone which also needs environmental conditions e.g. Ventilation system for precision
equipment; and system which obey governmental safety policies e.g. surface treatment.
Figure 2.4b show a general layout of Open field system.

Figure 2.4b: Open field layout [14]

<Computer Integrated Manufacturing>

13

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

2.5 Robotic Cell design:

The case study implies that robots cannot be used because of the holding or locating complexity of
the part which may distort or damage the datum reference. But, the discussion is about proposing a
robotic application for the manufacturing cell formed. The major machining application include,
Turning, Gear cutting, CMM and Gear Hobbing. These are individual machines where robot has
can be installed to perform the pick and place activity between centers. The manufacturing cell
created should pose a convenience for automation. The case study also expresses a pallet conveyor
for moving the parts from stations and also a gantry loader for loading and unloading the part from
top, probably its the best way to load heavy component on a Lathe and Gear cutting machine
because of machine clearances.
So, it is now about the configuration of a Gantry robot which is necessitated. Some of the key
requirements are,

Minimum height between robot arm and machine in home position of robot.

Height travel of the robot, Z axis stroke length.

Length traverse, X axis stroke length.

Width traverse, Y axis stroke length

Figure 2.5 shows a standard specification offered by OEM Parker handling system, Germany.

Figure 2.5: Gantry robot specification [15]

<Computer Integrated Manufacturing>

14

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

2.6 Inspection strategy:

As mentioned in the case study, there are two stages of inspection one using CMM for general
dimensions and the other using master gear to verify the interference of gears. The conventional
testing technique cant be interchanged with CMM because of the cost aspect and conditional
requirement. The setup used for CMM is put to review, Figure 2.6a shows the current CMM

Figure 2.6a: CMM setup [9]

The scope of current setup is valid only with an indexing mechanism if 3 axes CMM used.
However, the pitch, angle and hypoid measurement is pervious to error because of indexing
accuracy. So it is better to mount the gear vertically, shortest shaft on top and measure the features.
The role of fixture is to butt surface and align with a V-Section and clamping on opposite and
measure as shown in Figure 2.6b

Surface contact

Arrester

V-Groove contact

Figure 2.6b: CMM setup modified.

<Computer Integrated Manufacturing>

15

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

PART-C
CHAPTER 3
________________________________________________________________________________
3. Production planning using Preactor
3.1 Overview:
Production Planning and Control (PPC), is a systematic and synchronous utilization of Men,
Machine and Materials to achieve the output target. It is a set of instructions given to men working
on various resources e.g. machine, warehouse, to comply with the requirement and accomplish the
deliverables. Production planning represents the routing sequence and time statistics for machine
loading. Whereas, Production control refers to monitor and altering the dispatch deliverables from
every work centers. A Manufacturing company M/s XYZ, whose expertise is in production of
hydraulic and pneumatic cylinders, has an order of 100 cylinders per month is considered for
production scheduling [11]. A process scheduling software Preactor V.10 is used for the process.

3.2 Schedule data:

The assembly sequence of hydraulic cylinder is shown in Figure 3.2, 100 cylinders per month is the
target. Assembly takes place after 19th of every month due to production backlog.

Figure 3.2: Assembly sequence.

Table 3.2a: Resources

<Computer Integrated Manufacturing>

16

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Table 3.2b: Part details.

<Computer Integrated Manufacturing>

17

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

3.3 Automatic Scheduling approach:

The steps involved in process scheduling using Preactor software is very simple and tangible,
Figure 3.3a shows the process flow involved and Figure 3.3b Preactor startup screen

Start

Define
Resources

Update
production
requirement

Apply
Calendar to
resources

Generate
Schedule

Schedule
statistics

Create
resource
groups

Define
Product data

Create
Calendar
states

Schedule
analysis

End

Figure 3.3a: Preactor scheduling process flow.

Figure 3.3b: Preactor startup screen

<Computer Integrated Manufacturing>

18

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Define Resources:
The resource data available are input in Preactor mentioning the Finite and Infinite loading pattern
where, finite pattern restricts on the applied shift schedule and infinite ignores the shift pattern.
Figure 3.3c shows defining resources.

Figure 3.3c: Define resources

Create Resource groups:
The resources group can be clubbed into common functions of work centers as shown in Figure
3.3d

Figure 3.3d: Creating resource groups.

<Computer Integrated Manufacturing>

19

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Define Product data:

Product information like Setup time, processing time, Batching method and size are input as shown
in Figure 3.3e, Split batching with lot size of 5 for the sub assembly parts and 10 for main assembly
considered. Split batching technique allocates parallel resource loading as, transfer batching ignores
parallel loading on resources.

Figure 3.3e: Creating product data.

Create calendar states:
Calendar states are defining the time attributes of the process like ON time, OFF time, break, etc.
Figure 3.3f shows the allocated calendar states.

Setup and
Cost factor

Figure 3.3f: Calendar states

<Computer Integrated Manufacturing>

20

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Create calendar template:

Calendar template is customized according to the shift requirement and the time frame is allocated
to day pattern and week pattern. 01 July 2013 31 July 2013 is used for scheduling. Figure 3.3g
shows the designed calendar template.

Figure 3.3g: Defining Calendar template.

Apply Calendar to resources:
The applied calendar scheme needs to be amended to the resources, any particular exclusion like
planned maintenance; holiday can also be applied in this phase. Figure 3.3h shows the application.

Figure 3.3h: Applying calendar on resources

<Computer Integrated Manufacturing>

21

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Generate schedule:
Automatic schedule generation allows both forward and backward sequencing. Product priorities
mentioned in product data can also relate to the sequencing method. Figure 3.3i shows the Gantt
chart generated on forward sequence with schedule statistics.

Figure 3.3i: Generated Schedule-Automatic

Schedule analysis:
The schedule so generated can be analyzed with various criteria like resource utilization, WIP,
batch allocation, completion status, etc. Figure 3.3j shows the analysis of Due date performance.

GREEN : Early
YELLOW: On Due date
RED
: After Due date

Figure 3.3j: Schedule analysis

<Computer Integrated Manufacturing>

22

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

3.4 Automatic Scheduling Review:

A production delivery delay is found in automatic schedule in Assembly process. Almost 4 days
late the schedule is generated with, the reason is analyzed with respect to the Figure 3.4a

Late order delivery

Figure 3.4a: Process delay

The reason behind this delay is that Assembly is said to start after 19th of every month due to
backlog. Considering the cycle time required to cope, it is clear that starting delay had contributed.
There are only three options available to overcome as mentioned,

Advance the assembly activity by 4 days.

Plan 3 shifts for Assembly section from 20th of every month.

Plan an additional resource for assembly.

The first two options are better solution to the problem encountered as adding a resource could only
be justified with capacity planning which in this case every operation are underutilized.

Work in process report and Resource utilization report are extracted from the software with the
status showcasing week by week analysis as shown in Table 3.4 expresses the bottleneck operation
and Figure 3.4b shows WIP status.

<Computer Integrated Manufacturing>

23

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Table 3.4: Resource utilization by week-Automatic

Total waiting part Qty

Figure 3.4b: WIP status weekly

<Computer Integrated Manufacturing>

24

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

3.5 Scheduling using Shortest Processing Time:

Rules are applied to derive the optimal processing style, SPT allocates the plan considering to place
the products in plan with the least processing time first. Figure 3.5a shows the applicable rules

Figure 3.5a: Scheduling rules

One point to be noted is that, irrespective of rules applied there is no changes in the bottleneck
operation which is Assembly, because it has to be done on operation completion of at least a single
lot and also a constraint after 19th of every month. Figure 3.5a shows the comparison of automatic
schedule with SPT.

Figure 3.5a: Comparison Automatic vs SPT

<Computer Integrated Manufacturing>

25

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

3.6 Comparison of Resource utilization and Review:

Scheduling rule discussed in Section 3.5, can be applied with various attributes. The discussion is
on the comparison with each other and to exemplify the optimal usage.

Table 3.6a: Resource utilization Shortest Process Time

Resource

7/1/2013 7/8/2013 7/15/2013 7/22/2013 7/29/2013

Assembly
CNC Turn -1
CNC Turn -2
CNC Turn -3
CO2 Welding Machine
Cutting Machine-1
Cutting Machine-2
Drill Machine
Heat Treatment Machine
Honning Machine-1
Mill -1
Mill -2
QC - 1
Sub Grinding / Plating

0.00%
80.95%
81.47%
80.21%
84.97%
84.90%
84.90%
14.88%
11.90%
0.00%
48.21%
40.77%
56.55%
17.86%

0.00%
84.75%
84.75%
84.75%
85.71%
41.59%
41.59%
85.12%
0.00%
6.77%
44.05%
45.54%
25.97%
0.00%

13.99%
30.73%
34.67%
32.96%
22.77%
0.00%
0.00%
99.78%
0.00%
82.51%
0.00%
0.00%
90.10%
0.00%

85.71%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
38.32%
0.00%
0.00%
0.00%
0.00%
20.83%
0.00%

Cumulative
Utilization

92.01%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

38.342
39.286
40.178
39.584
38.69
25.298
25.298
47.62
2.38
17.856
18.452
17.262
38.69
3.572

7/1/2013 7/8/2013 7/15/2013 7/22/2013 7/29/2013

Cumulative
Utilization

Table 3.6b: Resource utilization Critical ratio

Resource
Assembly
CNC Turn -1
CNC Turn -2
CNC Turn -3
CO2 Welding Machine
Cutting Machine-1
Cutting Machine-2
Drill Machine
Heat Treatment Machine
Honning Machine-1
Mill -1
Mill -2
QC - 1
Sub Grinding / Plating

0.00%
81.47%
81.55%
80.73%
84.97%
84.90%
84.90%
33.71%
10.42%
0.00%
61.53%
54.54%
64.21%
17.86%

0.00%
84.75%
84.75%
84.75%
85.71%
41.59%
41.59%
85.34%
1.49%
6.62%
30.73%
31.77%
26.34%
0.00%

13.99%
34.67%
33.11%
29.46%
22.77%
0.00%
0.00%
99.85%
0.00%
82.66%
0.00%
0.00%
91.00%
0.00%

85.71%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
19.20%
0.00%
0.00%
0.00%
0.00%
11.90%
0.00%

92.01%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

38.342
40.178
39.882
38.988
38.69
25.298
25.298
47.62
2.382
17.856
18.452
17.262
38.69
3.572

<Computer Integrated Manufacturing>

26

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Table 3.6c: Resource utilization Longest Setup time

Resource

7/1/2013 7/8/2013 7/15/2013 7/22/2013 7/29/2013

Assembly
CNC Turn -1
CNC Turn -2
CNC Turn -3
CO2 Welding Machine
Cutting Machine-1
Cutting Machine-2
Drill Machine
Heat Treatment Machine
Honning Machine-1
Mill -1
Mill -2
QC - 1
Sub Grinding / Plating

0.00%
81.10%
81.70%
78.72%
85.27%
85.04%
85.04%
44.12%
7.74%
49.11%
29.76%
29.76%
32.74%
0.00%

0.00%
84.45%
73.36%
85.19%
85.42%
41.44%
41.44%
79.02%
4.17%
40.18%
58.33%
32.74%
62.28%
8.93%

13.99%
39.06%
32.44%
39.21%
22.77%
0.00%
0.00%
100.00%
0.00%
0.00%
27.98%
0.00%
83.85%
8.93%

85.71%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
14.96%
0.00%
0.00%
0.00%
0.00%
14.58%
0.00%

92.01%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%
0.00%

Cumulative
Utilization
38.342
40.922
37.5
40.624
38.692
25.296
25.296
47.62
2.382
17.858
23.214
12.5
38.69
3.572

Table 3.6d: Resource utilization Comparison

Resources
Assembly
CNC Turn -1
CNC Turn -2
CNC Turn -3
CO2 Welding Machine
Cutting Machine-1
Cutting Machine-2
Drill Machine
Heat Treatment Machine
Honning Machine-1
Mill -1
Mill -2
QC - 1
Sub Grinding / Plating

Cumulative utilization comparison

Critical
Longest Setup
Automatic Shortest process time ratio
time
38.342
38.342
38.342
38.342
40.922
39.286
40.178
40.922
37.5
40.178
39.882
37.5
40.624
39.584
38.988
40.624
38.692
38.69
38.69
38.692
25.296
25.298
25.298
25.296
25.296
25.298
25.298
25.296
47.62
47.62
47.62
47.62
2.382
2.38
2.382
2.382
17.858
17.856
17.856
17.858
23.214
18.452
18.452
23.214
12.5
17.262
17.262
12.5
38.69
38.69
38.69
38.69
3.572
3.572
3.572
3.572

Cumulative utilization hardly has any difference from one another, but by assessing the individual
table value from 3.6 a- 3.6c Critical ratio and SPT rule have loosened very slight burdening of Drill
machine on 3rd week.

<Computer Integrated Manufacturing>

27

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

3.7 Executive summary and recommendations:

Some of the critical characteristics are noted doing the planning juncture which are listed below,

Irrespective of production rule applied, there exist very minor deviations which can be
neglected.

Resources are underutilized as per the plan allocation with maximum utilization below 50%.

Assembly process is identified as a bottleneck due to startup delay.

Load on drilling machine in for first 3 weeks are crucial and burdening.

If the schedule is adhered to finite loading without any overtime, meeting the delivery
schedule is impossible.

Proposals are addressed based on the current operating condition to accrue improvisation which are
as below,

Critical ratio is the best approach considering a continuous overall run time in a year.

Advancing the plan of future month will help in achieving the anticipated resource utilization
and helps clear the backlog.

Gap analysis should focus on the pile up of backlog which drifts the assembly timeframe.

Load on drilling machine can be balanced with continuous run time month after month, as
only a single month is considered for the discussion.

From the current practice, it is advised to run assembly section in 3 shift for last two weeks to
meet the delivery.

<Computer Integrated Manufacturing>

28

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

Learning Outcome
________________________________________________________________________________
Computer Integrated Manufacturing and Lean manufacturing, two philosophies with equal
distinction has made to realize its significance in the industry. The rationalization of the values of
both process are understood. The effect of implementing CIM with and without Lean philosophy is
understood. Why always lean act as a standpoint approach for many practitioners are assessed by
undergoing the section objective.

The concept behind manual process planning is learnt. The case study had let me to learn the whole
scenario expedited in systematic process planning. The Group technology learnt in the module has
helped tremendously to apply the underlying knowledge of cell formation. The section has given
the confidence to imply a minimum criterion on Process planning, Cell formation principles and
Robotic selection for any given process.

The versatility of the software, Preactor scheduling is observed. Knowledge on Production planning
using various facets of the software acquired. The schedule analysis and is its significance is learnt
in the section.

<Computer Integrated Manufacturing>

29

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

References
________________________________________________________________________________
1.

Ed., Chet Marchwinski, John Shook (2008) Lean Lexicon [online] available from
<http://books.google.co.in/books/about/Lean_Lexicon.html?id=Y2myLoMIvFIC> [19 Mar
2013] p.64

2.

Gunasekaran .A (1997) Implementation of computer- integrated manufacturing: a survey of

integration
and
adaptability
issues,
[online]
available
from
<
http://www1.umassd.edu/charlton/birc/cim_reviewofadoption.pdf> [19 Mar 2013] p.1

3.

Mikkel P. Groover (2001) Automation, Production Systems and Computer-Integrated

Manufacturing., 2nd edn, New Jersey: Prentice Hall, p. 10-11

4.

Joel C. Polakoff (1990) Computer integrated manufacturing: a new look at cost

justifications,
[online]
available
from
<http://www.thefreelibrary.com/Computer+integrated+manufacturing%3A+a+new+look+at+
cost+justifications.-a08322864> [20 Mar 2013]

5.

R.C. Mishra, Simant (2009) Mechanical system Design,[online] available from

<http://books.google.co.in/books/about/Mechanical_System_Design.html?id=7dZa2rfhe9cC>
[20 Mar 2013] p. 225

6.

Robert J. Kucner (2009) A Socio-technical Study of Lean Manufacturing Deployment in the

Remanufacturing
Context,
[online]
available
from
<http://books.google.co.in/books/about/A_Socio_technical_Study_of_Lean_Manufact.html?i
d=_GcBikVzeXwC> [20 Mar 2013] p. 98 - 100

7.

Thomas Bortolotti, Pietro Romano (2012) Production Planning & Control: The
Management
of
Operations,
[online]
available
from
<http://www.tandfonline.com/doi/abs/10.1080/09537287.2011.640040> [20 Mar 2013]

8.

Bill Gates (n.d,) The personal MBA, Master the art of Business, [online] available from
<http://book.personalmba.com/automation/> [20 Mar 2013]

9.

Matts Bagge (2009) Licentiate Thesis,An approach for systematic process planning for gear
transmission parts, Stockholm: Royal institute of technology.

10.

Peter Scallan (2002) Process Planning:The design/manufacture interface, [online]

available
from
<http://www.scribd.com/doc/96569950/Process-Planning-Peter-Scallan>
[21Mar 2013] p. 467

11.

Prof. Ramdas Chandrashekar, Sandeep .N (2013) Assignment, Computer Integrated

Manufacturing, Bangalore: MSRSAS

12.

Mikkel P. Groover (2001) Automation, Production Systems and Computer-Integrated

Manufacturing., 2nd edn, New Jersey: Prentice Hall, p. 434-438

<Computer Integrated Manufacturing>

30

MSRSAS - Postgraduate Engineering and Management Programme - PEMP

13.

Nicholas Hebb (n.d,) How to Create Spaghetti Diagrams with Excel, [online] available
from < http://www.breezetree.com/articles/spaghetti-diagram.htm> [22 Mar 2013]

14.

Mikell P. Groover (2008) Automation, Production Systems, and Computer-Integrated

Manufacturing,
[online]
available
from
<
http://mailab.snu.ac.kr/courses/CIM/note2009/11week/CIMS2009-Ch19-P4- FMS.ppt> [14
Mar 2013] p. 27

15.

Parker (2009) Catalogue:Standard Gantry robot, [online] available from <

http://www.hmkdirect.com/downloads/Mechanical/Handling%20Actuators/Parker/Gantry%2
0Robots/Sales%20Information/192_700011_stand_gantry_robot_catalog_engl.pdf/> [23 Mar
2013] p. 11

<Computer Integrated Manufacturing>

31

Computer Integrated Manufacturing

AMT 2508
Shanmuga Raja
(BVB0912004)

Module leader

: Prof. Ramdas Chandrashekar

M.S.Ramaiah School of Advanced Studies

Introduction
Computer Integrated Manufacturing (CIM) is an approach to
control entire manufacturing process using computers through the
principle of networking.
The integration allows possibilities such as,

Data sharing across different functions of the plant.

Closed loop controlled process based on real time sensing.
Using a common database for information interchange.
Encompassing product virtualization, realization, control and
maintenance.
Mass customization.
Relieves human intervention to larger extent, improvising
quality, delivery and cost.
M.S.Ramaiah School of Advanced Studies

Elements and Resources of CIM

Devices and Equipment
CNC, Computer numerical controlled machine tools
DNC, Direct numerical control machine tools
PLCs, Programmable logic controllers
Robotics
Computers
Controllers
Networks
Interfacing
Monitoring equipment
Technology
FMS, (flexible manufacturing system)
ASRS, automated storage and retrieval system
AGV, automated guided vehicle
Robotic
Automated conveyance systems

Computer aided techniques

CAD (computer-aided design)
CAE (computer-aided engineering)
CAM (computer-aided manufacturing)
CAPP (computer-aided process planning)
CAQ (computer-aided quality assurance)
Other
PPC (production planning and control)
Lean manufacturing
ERP (enterprise resource planning)
A business system integrated by a common Quality program
database.

M.S.Ramaiah School of Advanced Studies

Group technology
Group technology is a technique involved in, grouping similar
parts with design and manufacturing characteristics and create a
cell based on rationalization of overall attributes.
The benefits of GT are,
Reduces Work In Process (WIP) by optimization of part flow.
Provides reliable work-piece statistics.
Facilitates accurate estimation of machine tool requirements
and logical machine loadings.
Provides for better machine tool utilization and better use of
tools, fixtures and people.
Limitations.
Problem in part identification among large group.
Re-arrangement of machines in appropriate cells.
M.S.Ramaiah School of Advanced Studies

Group technology
The technique used to form Part families are,
Visual Inspection
Cost effective, suitable for less
part count.
Experienced personnel are
required to identify

Coding and Classification

Systematic classification
through Monocode, Polycode
or Hybrid code
Time consuming process

Production Flow Analysis

Algorithms are used for
classification and cell
formation.
Flexibility is an issue.
M.S.Ramaiah School of Advanced Studies

Polycode

Monocode

Polycode

Process Planning
Process planning is an act of preparing detailed work instruction
for processing of the part. It is also called as Process engineering
or Machine routing.
Example

Product realization is rationalized through,

Product design

Process planning

Process,
machine
knowledge

PROCESS PLAN
Part No. S0125-F
Part Name: Housing
Original: S.D. Smart Date: 1/1/89
Checked: C.S. Good Date: 2/1/89
No.

Operation
Description

10

Scheduling

Execution

Material: steel 4340Si

Changes:
Date:
Approved: T.C. Chang Date: 2/14/89

Workstation

Setup

Mill bottom surface1

MILL01

see attach#1
for illustration

Face mill
3 setup
6 teeth/4" dia 5 machining

20

Mill top surface

MILL01

see attach#1

Face mill
2 setup
6 teeth/4" dia 6 machining

30

Drill 4 holes

DRL02

set on surface1

twist drill
1/2" dia
2" long

Operation programming

Verification

ACE Inc.

Tool

Time
(Min)

2 setup
3 machining

Computer Aided Process

Planning (CAPP) techniques,
Scheduling
knowledge

Variant / Retrieval CAPP

Generative CAPP

M.S.Ramaiah School of Advanced Studies

CAPP - Variant
Variant or Retrieval CAPP uses similarities between the stored
part, followed with necessary amendment on the feature attributes
so as to adapt the new part configuration.
Variant CAPP is basically,
GT based
Computer aids for editing
Parameters selection
Cons:
Pros:
Manual editing is not consistent
Easier to create and cost effective.
Have a structured standard sequencing. Knowledge and experience of planner
limits the plan effectiveness.

M.S.Ramaiah School of Advanced Studies

CAPP - Generative
Generative CAPP, is a planning technique based from first
principle. It relies mainly on an expert system to deduce the part
attributes and uses decision logic to advocate the sequence.
Generative CAPP is basically,
Some kind of decision logic
Decision tree/table
Artificial Intelligence
Objective-Oriented
Still experience based
Pros:
Cons:
No need to rely on GT because of
Creating the logic is too cumbersome.
decision logic.
High Investment.
No need to maintain & update database.
M.S.Ramaiah School of Advanced Studies

Material Planning in CIM

Aggregate
Production Plan
(APP)

Master
Production
Schedule (MPS)

M.S.Ramaiah School of Advanced Studies

Material Planning in CIM

Material
Requirement
Planning (MRP)

Production
Activity Control
(PAC)

M.S.Ramaiah School of Advanced Studies

Flexible Manufacturing System

FMS, is an automated reprogrammable manufacturing system
offering solution to wide variety of products.
Elements of FMS:
Computer controlled
Production Machines
(CNC / DNC).
Support systems (APC,
ATC).
Material handling
systems (RGV, AGV).
Automated Storage &
Retrieval system (ASRS).
Buffer storage.

M.S.Ramaiah School of Advanced Studies

FMA Layout
In-Line layout

Loop layout

Rectangular layout
M.S.Ramaiah School of Advanced Studies

FMA Layout

Ladder layout

Open field layout

M.S.Ramaiah School of Advanced Studies

Robot centered layout

Production Monitoring
Shop floor production activity is monitored for,
Real time date
To check output parameters for controlled process.
To warn the concerned in uncertain event.
To provide diagnostic information.
Cell performance data
To analyze cell utilization.
To assess the part flow time.
To check the inventory level.

Direct Digital Controller

(DDC)

Programmable Logic Controller

(PLC)
M.S.Ramaiah School of Advanced Studies

Distributed Control System

(DCS)

Sensors in automation
Sensors are devices which detects the presence or absence of
conditions and forwards the signal for monitoring or manipulation.
Non contact sensors are preferred because it eliminates any
alignment issue, faster sensing and longer life. Some of its types
are,
Inductive sensor (Electromagnetic field)
Without Object

With Object

Oscillator core coil Magnetic Field

Capacitive sensor (Electrostatic field)

M.S.Ramaiah School of Advanced Studies

Sensors in automation
Ultrasonic sensor (Sound waves)

Photoelectric sensor (Light energy)

E
E
S
Without Object

Without Object

Without Object
E
E

With Object
Transmitter

Receiver

With Object
With Object

Transmitter

Mirror

Object
Diffuse Sensor
Transmitter + Receiver

Receiver

Thru beam type

Retro-reflective type
M.S.Ramaiah School of Advanced Studies

Diffused type

Industrial Robots

Cylindrical Robot
Cartesian Robot

Polar Robot

Jointed Arm
Robot
M.S.Ramaiah School of Advanced Studies

Selective Compliant
Articulated Robot Arm
(SCARA)

Industrial Robots
Grippers
End effector

Tools

Robot Programming is done by,

Walk through.
Lead through.
Simulation and offline programming.
M.S.Ramaiah School of Advanced Studies

Material handling
Material handling system can be categorized as,
1. Containers and Unitizing Equipment
Containers
Unitizers
2. Material Transport Equipment
Conveyors
Industrial Vehicles
AGV, RGV
Monorails, Hoists, and Cranes

M.S.Ramaiah School of Advanced Studies

Material handling
3. Storage and Retrieval Equipment
Unit Load Storage and Retrieval
Unit Load Storage Equipment
Unit Load Retrieval Equipment
Small Load Storage and Retrieval

4. Automatic Data Collection and

Communication Equipment
Automatic Identification and Recognition
Automatic Paperless Communication

M.S.Ramaiah School of Advanced Studies

References
Prof.

Ramdas Chandrashekar (2013) Module

Manufacturing, Bangalore: MSRSAS

notes:

Computer

Integrated

Prof. Anatoly Sachenko (n.d,) Lecture 6. Computer Integrated Manufacturing Systems

[online] available from
<http://dydaktyka.polsl.pl/roz6/asachenko/Shared%20Documents/Informatyka
%20w%20Zarz%C4%85dzaniu%20Logistycznym/Lec%206%20CIM_fin.ppt>
[13 Mar 2013]
Dr. R. A. Wysk (2011) ISE789 -- Manufacturing Systems, [online] available from
<http://www.ise.ncsu.edu/wysk/courses/ISE789PPE/ise78904.ppt> [13 Mar
2013]
Tom Foster (n.d,) Flexible Manufacturing System, [online] available from
<http://www.freequality.org/documents/Training/Classes%20Spring%202002/
Flexible%20Manufacturing%20Systems.ppt> [14 Mar 2013]
Mikell P. Groover (2008) Automation, Production Systems, and Computer-Integrated
Manufacturing, [online] available from <
http://mailab.snu.ac.kr/courses/CIM/note2009/11week/CIMS2009-Ch19-P4FMS.ppt> [14 Mar 2013]
M.S.Ramaiah School of Advanced Studies

21

References
Festo

(2007) Basics of Automation Technology, [online] available

<http://lehrerfortbildung-bw.de/faecher/nwt/fb/atechnik/praes/en.ppt>
[14 Mar 2013]

from

Nuigalway
(2007)
Industrial
Robot,
[online]
available
from
<http://www.nuigalway.ie/staffsites/david_osullivan/documents/06._industrial_robotics.ppt> [14 Mar 2013]
Dr. Muzaffer Kapanolu (2003) Material Handling, [online] available from
<http://www.baskent.edu.tr/~mkapan/Powerpoints/MaterialHandling.ppt>
[14 Mar 2013]

M.S.Ramaiah School of Advanced Studies

22

M.S.Ramaiah School of Advanced Studies

23