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MANUFACTURING

MANUFACTURING. A System Within a System. Max Newbold: May 2004. MANUFACTURING SYSTEM. ETHNIC GROUPS. TRAFFIC CONDITIONS. GOVERNMENT. MARKET DEMAND. PRODUCT DESIGN. SOCIAL EXPECTATIONS. POLUTION. ALL THING THAT AFFECT SOCIETY AFFECT MANUFACTURING. WITHIN THE MANUFACTURING SYSTEM

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MANUFACTURING

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  1. MANUFACTURING A System Within a System Max Newbold: May 2004

  2. MANUFACTURING SYSTEM ETHNIC GROUPS TRAFFIC CONDITIONS GOVERNMENT MARKET DEMAND PRODUCT DESIGN SOCIAL EXPECTATIONS POLUTION ALL THING THAT AFFECT SOCIETY AFFECT MANUFACTURING

  3. WITHIN THE MANUFACTURING SYSTEM Plant and Equipment Operators and Assembly Staff QA and QC Maintenance Planning (MPC System) Manufacturing Engineering OUTSIDE THE MANUFACTURING SYSTEM The Market The Design Process Other Social Environmental Factors

  4. PURPOSE OF THE MANUFACTURING SYSTEM To support the demand made on the business unit by the market BY MEETING THE COMPETATIVE FACTORS THE MARKET DEMANDS Quality of Manufacture Delivery Reliability Delivery Speed Cost of Manufacture

  5. UNDERSTANDING THE PROCESS From a manufacturing perspective two factors that have an impact on the system efficiency are: MARKET DEMAND PRODUCT STRUCTURE

  6. THE MARKET’S INFLUENCE ON MANUFACTURING BEHAVIOUR Predictability Variability Volume of Demand UNCERTAINTY COMPETITION Delivery Speed Delivery Reliability Cost Quality TO STAY IN BUSINESS

  7. THE PRODUCT’S INFLUENCE ON MANUFACTURING STRUCTURE BOM Width BOM Depth BOM Shape Total Number of Parts STABILITY Number of Changes

  8. THE MARKET THE PRODUCT SETS THE DEMAND ON THE MANUFACTURING SYSTEM

  9. COMPETITION BASED ON COST OR SEVICE? Delivery Speed Vs Price (Porter 1980) Within a Market Segment Price is a Competitive Issue (Schoeder et al 1995) COST IS A MAJOR MANUFACTURING CONCERN

  10. BASIC CONFLICT REDUCING COSTS Increase labour utilisation Increase machine utilisation Increase batch size INCREASE SEVICE Decrease labour utilisation Decrease machine utilisation REDUCE THE NEED FOR LABOUR AND MACHINES

  11. A B D C WHAT IS WORK Ineffective Time Management Design Defect Wrong Methods Ineffective Time Worker Basic Work Content Total Work Content Total Operational Time

  12. UNCERTAINTY THE MARKET Variability Predictability Interact to create uncertainty in manufacturing MANUFACTURING Quality Machine Reliability Labour Loading Batch Sizes

  13. IMPORTANCE OF UNCERTAINTY Materials do not arrive on time: Market and Internal Lost machine and labour time Creation of a lumpy flow Resources mis-directed: Market Making product that may not be needed RESULT: Lower Service Level: Reliability and Speed of Delivery Higher Manufacturing Costs

  14. BUFFERING TO PROTECT SYSTEM BUFFERING WITH STOCK WIP Finished Goods BUFFERING WITH TIME Increasing Lead-time REDUCE PART COMPLEXITY As uncertainty increases then buffering can create increased uncertainty. Part Complexity needs managing if it is not to increase uncertainty

  15. RESPONSIVE MANUFACTURE MANUFACTURING TO RESPOND TO UNCERTAINTY Organisations that manufacture to order (MTO) or where the product mix is large with respect to volume buffering with stock is either impossible or uneconomically . Moving to a responsive manufacturing system also has economic benefits from lower finished and WIP stocks.

  16. RESPONSIVE MANUFACTURE • FACTORS THAT AFFECT RESPONSIVENESS • Batch Sizing • Machine & Process flexibility • Labour Flexibility: Ability to move people • Part commonality • Plant structure • Capacity Utilisation

  17. LEVEL OF UNCERTAINTY IN SYSTEM Predictability Low High High Certainty Exists Choice between a responsive system or buffering Uncertain environment System must be responsive to conditions Variability Stable Environment Stable Environment Low Developed from Newman & Sriharam (1995) Integrated Manufacturing Systems vol.6 no.4 pages36 - 42 RESPONSIVE OR BUFFER THE LEVEL OF UNCERTAINTY WILL INFLUENCE THE CHOICE THE

  18. Inter-Relationship Model • Market Definition • Behaviour • Competitive Factors • Product Definition • Complexity • Stability Determines Demand on the Manufacturing System • Plant Definition • Flow Type • Layout Type • MPC System Definition • Planning • Scheduling • Control Decision Variables: Batch Sizing; Labour Flexibility; Maintenance Policy, Quality and Rework Methods

  19. PLANT DEFINITION The plant can be defined by it’s structure and flow FLOW: Continuous: The flow is an unbroken line of discrete or non-discrete product Intermittent: Product is accumulated processed in defined batches or lots. STRUCTURE: Flow Lines: The machines or work stations are set out according to a pre-determined path. Functional: The machines or work centres are grouped according to the activity performed

  20. MPC SYSTEM DEFINITION Up to seven different levels of the MPC can be defined from the texts. However from a practical point three levels are required. PLANNING: This consists of the MPS (Master Production Schedule), which plans the capacity requirement, raw materials, stock levels and timing of supplies and sub-assemblies. SCHEDULING / SEQUENCING: This is a detailed plan of the time of the release of material to the plant or specific work centre CONTROL: Ensuring the stated schedule and stock targets are being met.

  21. EACH SOLUTION CREATES AN ADDITIONAL PROBLEM THE SOLUTION CAN ONLY BE FOUND BY: ANALYSIS OF: THE MARKET THE PRODUCT THIS DETERMINES THE MPC SYSTEM AND PLANT REQUIREMENTS DECEASE LABOUR AND MACHINE REQUIREMENTS TO DECREASE COST AND IMPROVE SERVICE LEVELS

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