Lecture 22
41. New Technology in Manufacturing
MAE364
Manufacturing Processes
Spring 2005
Instructor: T. Kesavadas (Prof. Kesh)
Associate Professor,
Mechanical and Aerospace Engineering,
1006 Furnas Hall.
http://wings.buffalo.edu/courses/sp04/mae/364/
Teaching Assistants (more details later):
Govindarajan Srimathveeravalli
Sridhar Seshadri
What is Manufacturing?
Manu Factus : Latin for ‘made by hand’
Definition:
A Well organized method of converting raw
material to end product
End Product: Value and utility added to
output.
Manufacturing Process
History of Manufacturing
• Manufacturing started during 5000 – 4000 BC
Wood work,ceramics,stone and metal work
• Steel Production 600-800 AD
• Industrial Revolution 1750 AD: Machine tools run by
invention of steam engine
• Mass Production and Interchangeable Parts
• Computer Controlled Machines 1965
• CNC,FMS systems
Historical development of materials
- The Early Days
Egypt ~3100 B.C. to ~
300 B.C
Greece ~1100 B.C. to
~146 B.C
Roman Empire ~500
B.C. to 476 A.D
Middle Ages 476 to
1492
Renaissance 14th to
16th centuries
Period
Metals and Casting
Forming Process
Before 4000
B.C
Gold,copper and meteoritic
iron
Hammering
4000-3000
B.C.
Copper casting,stone and
metal molds,lost wax
process,silver,lead,tin,bron
ze
Stamping Jewelry
3000-2000
B.C.
Bronze casting
Wire by cutting
and drawing, gold
leaf
2000-1000
B.C.
Wrought iron,brass
1000-1 B.C.
Cast iron, cast steel
Stamping of coins
1A.D – 1000
A.D
Zinc steel
Armor,coinage,for
ging steel swords
1000-1500
A.D.
Blast furnace, type
metals,casting of
bells,pewter
Wire drawing,gold
silver smith work
Historical development of materials
- The Industrial Revolution
Industrial Revolution
1750-1850
1500-1600 A.D.
Cast iron cannon, tinplate
Water power for metal
working,rolling mill for
coinage
1600-1700 A.D.
Permanent mold casting,brass
from copper and metallic zinc
Rolling(lead,gold,silver
)
Shape rolling(lead)
1700-1800 A.D.
Malleable cast iron,crucible steel
Extrusion (lead pipe),
deep drawing,
rolling(iron bars and
rods)
1800-1900 A.D.
Centrifugal casting,Bessemer
process,electrolytic
aluminum,nickel steels,Babbitt,
galvanized steel, powder
metallurgy, tungsten steel, open
hearth steel
Steam hammer, steel
rolling,seamless tube
piercing,steel rail
rolling, continuous
rolling , electroplating
Historical development of materials
- The Modern Age
WW I and WW II
Space Age
1900-1920
A.D.
Tube rolling, hot extrusion
1920-1940
A.D.
Die casting
Tungsten wire from
powder
1940-1950
A.D.
Lost wax for engineering
parts
Extrusion (steel),swaging,
powder metal for
engineering parts
1950-1960
A.D.
Ceramic mold, nodular
iron,
semiconductors,continuou
s casting
Cold extrusion
(steel),explosive
forming,thermo
mechanical treatment
1960-1970 A.D
Squeeze casting, single
crystal turbine blades
Hydrostatic
extrusion,electroforming
1970-1980 s
Compacted
graphite,vacuum
casting,organically bonded
sand,automation of
molding and pouring, large
aluminum castings for
aircraft structures rapid
solidification technology
Precision
forging,isothermal
forging, super plastic
forming,die design by
analytical methods, net
shape forming
Req. for a good manufacturing
system
Requirements of a good manufacturing system
•
•
•
•
•
Product should meet design requirement
Economical Process
Quality should be built into the system
Should be flexible and responsive to new technology
High productivity: Best utilization of man, material,
machine, capital and available resources.
Steps in Modern Manufacturing
Definition of product need,
marketing information
Design
analysis;codes/standards
review; physical and
analytical models
Conceptual design and
CAM and CAPP
Production
evaluation Feasibility study
Prototype production
testing and evaluation
Inspection and quality
assurance
CAD
Production drawings;
Instruction manuals
Material Specification;
process
and equipment selection;
safety review
Pilot Production
Packaging; marketing and
sales literature
Product
Manufacturing of a Paper Clip
•
•
•
•
What is the function
How long does it last
How critical is the part
Material
• Dimension
• Method of manufacturing
• Function based design
• Style
Metallic - what type
Non metallic – plastic
Diameter of clip
Shape of clip
Manual
Automated
Stress, Strain
Life of clip
Stiffness
Appearance,Color,Finish
Plating,painting
AISI 1010 welded tubing,
assembly resistance welded
and electrostatically
painted
Manufacturing
of a bicycle
Aluminum alloy forging,
polished and buffed
Forged aluminum
tubing(alloy similar to
6063), polished and buffed
AISI 1010,swaged
and cadmium plated
AISI 1008,press formed
resistance welded and
painted
AISI 1020,forging
and chromium plated
AISI 1010, luster finished AISI 1008, press
coil stock,profile
formed,welded and plated
milled,resistance welded
and chromium plated
formed,welded and plated
Cold drawn medium
carbon steel,( similar to
AISI 1035) bright zinc
plated
AISI 1020 tubing, machine
threaded and painted
AISI 1010,stamped and
coined and chromium
plated
AISI 1010, stamped and
chromium plated
Seamless AISI 1020 tubing
swaged tube sections
brazed into fork
crown,painted
Headed brass,nickel plated
Aluminum permanent mold
casting,machined , polished
Hardened high-carbon
and buffed
steel,thread rolled and
chromium plated
AISI 1010,stamped and
chromium plated
AISI 1040
forging,carburized and
chromium plated
Case hardened forging
quality steel parts, black
oxide coating
Assignment 1
• Select a simple product of your choice
– Try to analyze the different materials,
processes, etc
– Use library resources
– We will discuss this in the class on Friday
Selection of Process: Topic to be
covered
Casting
•
Sand/Expandable Mold,Permanent Mold
Forming and Shaping
•
Rolling,forging,extrusion,powder metallurgy
Machining
•
Turning,Boring,Drilling,Milling,Planing,Broaching,Grin
ding
Selection of Process
Unconventional Method
•
EDM,ECM,Ultrasound,High Energy Beam,machining
Joining
•
Welding,Brazing,Soldering
Finishing
•
Honing,Lapping,Polishing,Burnishing,Deburring
Objectives of this course and what is
expected of you
• Manufacturing processes and fundamentals
• Selection of appropriate process to meet design
requirements
• Effect of process parameters and variables on the
quality of parts produced
• Effect of material properties on a given process
• Decision and methods for different product size and
mix
• Effect of design on manufacturability
• Overview of computer aided methods in traditional
manufacturing processes
Two methods of forming a dish shaped part from sheet metal
Left: conventional hydraulic/mechanical press using male and female dies
Right: explosive forming using only one die.
pressure
Upper die
Explosive
water
work piece
Lower Die
Three methods of casting turbine blades
A: conventional casting with ceramic mold
B: directional solidification
C: Method to produce single crystal blade
Selection of Process depends on
•
•
•
•
Dimensional and surface finish requirements
Operational Cost
Design and strength requirements
Consequences of various methods
Design for Assembly
• Design of the product to permit assembly
• Possibility of multipurpose parts
• Capability of manufacturing process to consistently
produce parts which can be assembled without
problem
• Method or process of assembly
Automated Systems,Manual Systems etc
Design for Assembly
Automation and Impact of Computers
Machine Control Systems
Computer Numerical Control machines,
Robots,Machines,Processes
Computer Integrated Technology
• Responsive to market change
• Better use of process,man,machining management etc
• CAD/CAM: Computer Aided Design And Manufacturing
• FMS: Flexible Manufacturing System
• GT: Group Technology
• VR: Virtual Reality
Applied Manufacturing GCSE
Enterprise elements to enhance
understanding
UNIT 3
Applications of Technology
25
Applied Manufacturing GCSE
Unit 3
Aim of the Unit:-
To investigate the impact of modern
technology on the design and
manufacture of a range of products
26
Applied Manufacturing GCSE
Unit 3
•
•
•
•
•
•
Modern technology, includes…..
Production implications
Cost implications
Human resource implications
Socio-economic implications
Demographic implications
27
Applied Manufacturing GCSE
Unit 3
You will learn how:• New technology has helped to develop design
and manufacturing processes
• New technology has improved the quality of
products and services offered to customers
28
Applied Manufacturing GCSE
Unit 3
You will investigate:• Information and communications
technology
• New components and a range of modern
materials including smart materials
• Control technology
29
The use of I.C.T.includes
• Sourcing and handling information and
data, such as databases, spreadsheets and
internet sites
• CAD (computer-aided design) techniques
• CAM (computer-aided manufacture)
• Communications technology
• Control technology
30
Use of Modern and Smart Materials
and Components including:• Polymers, inc plastics, adhesives and coatings
• Metals and composites
• Biological, chemical and food products,
modified ingredients and methods of
preparation and production
• Computer technology, inc microprocessors
• Micro-electronic components
• Textile technology, inc liquid crystal, coated
fabrics and thermochromic dyes
31
The use of systems and control
technology:• To organise, monitor and control production
including:• Process/quality control and automation, inc
PLCs
• Robotics, including continuous operation,
increased speed, etc
• ICT as applied to integrated
manufacturing/engineering systems, etc
32
The impact of modern technology.
•
•
•
•
Range, types and availability of products
Design and development of products
Materials, components and ingredients
Safety and efficiency of modern methods of
production
• Improved characteristics of products, e.g. size,
weight/density, ease of use, disposability and
reclaimability
• Markets for the products
33
Advantages and Disadvantages of
Modern Technology
• Changes in the type and size of workforce
(social implications)
• Changes in the working environment
• Impact on the global environment and
sustainability
34
Investigating Products
• Your teacher has gathered together a number
of examples of the same product (*as
appropriate to the course)
• These products have either been produced at
different times, for different purposes, within a
price band, for use in different environments,
etc
• Examine each and record as much information
you can derive and then compare with the
accompanying checklist (* these should be
obtained/produced locally wherever possible) 35
Considerations
• The role modern technology plays in the design
and manufacture of the product
• The technology or process it replaced
• The benefits of using the technology
• The implications of using the technology, for
the product and the manufacturer
36
Visit to modern manufacturing
base
• You will be visiting Company “ABC”
• This company operates primarily using modern
technology
• You will need to refer to the worksheet. “Visit
to a modern manufacturing facility” to decide
what questions you need to ask on the visit
• Discuss with your teacher and other class
members
37
How does the product work?
In terms of its:•
•
•
•
Purpose
Structure and form
Materials and components
Technology used
38
Further considerations
• Should manufacturers continue to develop and
adopt new technologies?
• Should manufacturers continue to improve
their products?
• Should they consider the workforce and the
social implications of advancement brought
about by technological advancement?
• How much should they consider global
implications of this advancement?
39
NCP Info Day
13 May 2011, Brussels
Factories of the Future
& Next ICT Calls
Dr Erastos Filos
FoF ICT Coordinator
NCPs-InfoDay_13May11
Factories of the Future
(FoF):
Context
• What:
– Part of the Recovery Plan
– To help manufacturing, in particular SMEs, across a broad range
of sectors be competitive after the Crisis is over
• How:
– Industry-driven R&D projects
– 4 annual co-ordinated calls until 2013 between the two relevant
FP7 Themes, ICT and NMP
• Who:
– R&D stakeholders of European Technology Platforms ARTEMIS,
ENIAC, EPOSS, EUROP, NESSI, PHOTONICS21,
MANUFUTURE
– Technology providers & industrial users (large & SME), academic
researchers
• Total FP7 budget (2010-2013):
– 245 M€ (ICT) + 400 M€ (NMP)
NCPs-InfoDay_13May11
State of the Industry &
Expected Impact
• Europe’s manufacturing
–
–
–
–
–
–
More than 25 sectors, 21 % of GDP (= € 6.5 trillion), 30+ million jobs
Crisis has reduced Europe’s production capacity
Export champions (but at risk) in machinery, automobiles, wind turbines, …
Largest global market share in automation & factory equipment
Under threat from low wage economies (eg mass-produced goods)
Chance to compete through high added-value products (eg quality, services,
customisation, clean & energy efficient processes)
• FoF ICT: Technology leaders to gain market share
–
–
–
Automation/industrial robotics & laser technology solutions for factory environments
Product/production design tools (eg software for modelling, simulation, visualisation)
Software for enterprise/supply-chain management
• FoF ICT: European industrial end users to
–
–
–
Integrate latest technology into their production environments
Build on new competencies (knowledge, organisation, skills, business models)
Use technologies that enable energy-efficient and “waste-less” production
NCPs-InfoDay_13May11
Recovery Plan Objectives:
Industrial Competitiveness
Supply side
Technology/manufacturing equipment suppliers to gain market share:
•
Automation/industrial robotics & laser technology solutions for factory environments
•
Product/production design tools (eg software for modelling, simulation, visualisation)
•
Demand side
•
•
•
Enterprise/supply-chain management tools
ICT
European industrial end users:
To integrate latest technology into their production environments
To develop new competencies (knowledge, organisation, skills, business
models)
To use technologies that enable energy-efficient and “waste-less” production
NCPs-InfoDay_13May11
Factories of the Future
ICT Vision
Smart Factories:
–
–
Goal:
More automation, better control &
optimisation of factory processes
Means:
Software, lasers & intelligent devices
embedded in machines & factory infrastructure
Virtual Factories:
Sensors,
Tags
data
PLM server
Product
info
data
info
advice
PLM agent
(reader)
Info
request
– Goal:
To manage supply chains; to create
value by integrating products & services
– Means:
Software to holistically interconnect
& manage distributed factory assets;
new business models & value propositions
Digital Factories:
– Goal:
To “see” the product before it is produced
– Means:
Software for the digital representation &
test of products & processes prior
to their manufacture & use
NCPs-InfoDay_13May11
Factory productivity
• Less waste
• Less energy use
• Faster time-to-market
• Better quality
Supply-chain productivity
• High-value products
• Keep jobs in Europe
• Process transparency
• IPR security
• Lower CO2 footprint
Design productivity
• Reduce design errors
• Better & efficient products
• Less waste + rework
• Faster time-to-market
2009 FoF ICT Call on “Smart
Factories”:
Manufacture of
Successful Proposals
sustainable products
Economic efficiency/
productivity
(a): Process automation
& optimisation
(b): ICT & sensors for
energy efficiency
(c): Robotics-enabled
TAPAS
production
CustomPacker
(d): Laser applications
ActionPlant
RoboFoot
FoFdation
PlantCockpit
KAP
FoF-ICT-WP2011-12_ICT2010_29Sep10
Energy
efficiency
A.K 09
2010 FoF ICT Call - Virtual Factories
Work Programme coverage
Target outcomes
a b c d
Main theme
ADVENTURE
X
Factory process optimisation
BIVEE
X
Business innovation
COMVANTAGE (IP)
X
EPES
X
Extreme Factories
X
GloNet
X
IMAGINE (IP)
X
X
MSE (IP)
X
X
PREMANUS
VENIS
Dynamic composition of services
Industrial SME innovation
X
Cloud-based networks of SMEs
X
X
Integrated management of networked
manufacturing
X
X
Distributed, autonomous, interoperable innovation
ecosystems of manufacturing assets
X
X
Product-centric collaboration
Re-manufacturing
X
Large enterprise/SME interoperability
2010 FoF ICT Call - Digital
Factories
Work Programme coverage
Objective
FoF-ICT-2011.7.4
a)
b)
c)
Comprehensive engineering
platforms (IP, STREP)
Simulation & virtual prototyping
tools for product/process design
(IP, STREP)
Holistic modelling & simulation of
full complex Products / processes
(IP, STREP, CSA)
Retained
Proposals
RLW Navigator
I-Conik (IP)
amePLM
LinkkME (IP)
Vistra
Simposium (IP)
Terrific
FFD
Simposium (IP)
Issues
covered
Issues
not covered
All
All
Digital evaluation
& simulation of
material properties - from microto macro-scale
Digital modeling
and simulation of
product & process
behaviour
Results of first FoF
ICT+NMP Calls
July 2009
• Success rate:
26%
July 2010
19%
(25 funded
of 98)
(36 funded
of 193)
• Share by Org. Type:
- Higher Education:
- Private for Profit:
- Research Org.:
• Share of funding of SMEs:
partners:
23%
54%
50%
22%
31%
• Countries of funded
25
NCPs-InfoDay_13May11
24%
24%
29%
26
Factories of the Future 2011 Call
Expected impact & conclusions
“Digital Factories”
“Virtual Factories”
– Higher management efficiency of networked
& sustainable business operations.
– ICT tools enabling the participation of SMEs
in virtual factory environments.
– New business models & innovation scenarios
for a low-carbon economy.
–
–
- Attractive to industry
• 8 projects
Smart Factories
2011 Call
Accelerated product design &
manufacturing, with a considerably
shorter time-to-production & time-tomarket
FoF is:
• 35 M€
Virtual
Factories
Scaling and higher accuracy of digital
design tools & simulation techniques
–
2010 Call
ICT
Reinforced European leadership in
knowledge-driven platforms & tools for
product development & manufacturing
- SME-friendly
- Of shorter term scope
Digital
Factories
2011 Call
• 45 M€
• 35 M€
• 10 projects
• 8 projects
Factories of the Future
Multi-Annual Roadmap 20102013
Sub-Domains:
1. Sustainable Manufacturing
2. ICT-enabled intelligent manufacturing
3. High-performance manufacturing
4. Exploiting new materials through
manufacturing
http://ec.europa.eu/research/industrial_technologies/pdf/ppp-factories-of-the-futurestrategic-multiannual-roadmap-info-day_en.pdf
NCPs-InfoDay_13May11
Factories of the Future
Beyond 2013?
2009
2010
2011
2012
2013
FP8 proposal
end ’11
FP8 launch
early ’13
MAFF
Jun ’11
2009
2010
Virtual
Factories
2012
2011
Digital
Factories
(45 M€)
Smart
Factories
July ’09 –
Nov. ‘09
FP7 Calls
FoF Call
9 July – 2 Dec 2010
70 M€
(35 M€)
Smart
Factories
Manuf.
solutions
for new ICT
products
Obj. 7.1
(40 M€)
Obj. 7.2
(20 M€)
NCPs-InfoDay_13May11
Jul – Dec 2011
Policies
Total ICT
245 M€
The double role of ICT
Smart Factories
Obj. 7.1
Virtual Factories
Obj. 7.3
Towards Future
ICT Factories …
Digital Factories
Obj. 7.4
“Manufacturing
Solutions for
new ICT“
Factories of the
Future
Obj. 7.2
NCPs-InfoDay_13May11
Objective 7.1: Smart Factories
Energy-aware, agile manufacturing & customisation
Where do we stand?
•
•
•
•
EU:
Global leader in automation,
industrial robotics & laser
systems
Key industry players:
ABB, Siemens, Festo, Schneider
Electric, Acciona, Bosch,
KUKA, COMAU, Trumpf, …
EU position:
Increasingly threatened by Japan,
USA, Korea, China
Lack of standardisation
NCPs-InfoDay_13May11
What do we want to achieve & why?
•
•
•
Maintain & extend Europe’s 30%
market share: «Factories» as
products
Strong, export-oriented sector
needs to maintain competitiveness
Tackle resource use efficiency of
manufacturing
(especially reduce 25% share of energy
consumption)
•
Open new markets for innovative
ICT devices & automation systems
Objective 7.1: Smart Factories
Energy-aware, agile manufacturing & customisation
Target outcomes
a) Demonstration, benchmarking of process automation & control
–
– For discrete, continuous or batch industries
Key features: flexibility, autonomy, robustness, energy transparency
– Demonstration in real industrial environments
b) Large-scale validation of advanced industrial robotics systems
–
User-friendly interaction with & tasking of intelligent cooperative robotic
systems
– Large-scale applicability to flexible, small batch & craft manufacturing
c) Applications based on factory-wide networks of intelligent
sensors, new metrology tools & methods
–
Real-time management of manufacturing information (incl. planning,
scheduling, dispatching)
d) Lasers & laser systems for manufacturing & materials
processing
–
– High-brilliance diode lasers/laser arrays
New wavelengths & online adaptation of beam properties
Call FoF/2011
40 M€
NCPs-InfoDay_13May11
IPs/STREPs
Objective 7.2
Manufacturing solutions for new ICT products
Target outcomes
•
Primarily roll-to roll wet deposition, but also other processes, e.g.
–
•
Evaporation, hot-embossing, laser processing,
other low-temperature processes
Tackle main roadblocks, e.g.
–
Patterning processes, resolution,
registration accuracy, process stability,
multilayer lamination, encapsulation,
automation, in-line quality control,
architectures to cut production costs
Feasibility
demonstrators
•
Standardisation issues as appropriate
•
Industry-driven, strong quality control, testing &
validation elements
Call FoF/2011
NCPs-InfoDay_13May11
20 M€
IPs
Thank you
Thank you
FoF on the web:
http://ec.europa.eu/research/industrial_technologies/l
ists/factories-of-the-future_en.html
PPP Information Event in Brussels, 9 July 2010
FoF Contacts:
7.1 Objective: erastos.filos@ec.europa.eu
7.2 Objective:
christoph.helmrath@ec.europa.eu
CHASE
AQUILANO
JACOBS
Operations
For Competitive
Management
Advantage
Chapter
4
Process Analysis
ninth edition
Chapter 4
Process Analysis
• Process Analysis
• Process Flowcharting
• Types of Processes
• Process Performance Metrics
Process Analysis Terms
• Process: Is any part of an organization that takes
inputs and transforms them into outputs.
• Cycle Time: Is the average successive time
between completions of successive units.
• Utilization: Is the ratio of the time that a resource
is actually activated relative to the time that it is
available for use.
Process Flowcharting
Defined
• Process flowcharting is the use of a diagram to
present the major elements of a process. The
basic elements can include tasks or operations,
flows of materials or customers, decision points,
and storage areas or queues.
• It is an ideal methodology by which to begin
analyzing a process.
Flowchart Symbols
Tasks or operations
Decision Points
Examples: Giving an admission
ticket to a customer, installing a
engine in a car, etc.
Examples: How much change
should be given to a customer,
which wrench should be used,
etc.
Flowchart Symbols
(Continued)
Storage areas or
queues
Examples: Sheds, lines of
people waiting for a service,
etc.
Flows of materials or
customers
Examples: Customers moving
to the a seat, mechanic getting
a tool, etc.
Example: Flowchart of Student
Going to School
Go to school
today?
No
Goof off
Yes
Drive to
school
Walk to
class
Multistage Process
Stage 1
Stage 2
Stage 3
Multistage Process with Buffer
Buffer
Stage 1
Stage 2
Other Types of Processes
• Make-to-order
– Only activated in response to an actual order.
– Both work-in-process and finished goods inventory
kept to a minimum.
• Make-to-stock
– Process activated to meet expected or forecast
demand.
– Customer orders are served from target stocking
level.
Process Performance Metrics
• Operation time = Setup time
Run time
• Throughput time = Average time for a unit to
move through the system
• Velocity = Throughput time
Value-added time
Process Performance Metrics
(Continued)
• Cycle time = Average time between
completion of units
• Throughput rate =
1
.
Cycle time
• Efficiency = Actual output
Standard Output
Process Performance Metrics
(Continued)
• Productivity = Output
Input
• Utilization = Time Activated
Time Available
Cycle Time Example
• Suppose you had to produce 600 units in 80 hours
to meet the demand requirements of a product.
What is the cycle time to meet this demand
requirement?
• Answer: There are 4,800 minutes (60
minutes/hour x 80 hours) in 80 hours. So the
average time between completions would have to
be: Cycle time = 4,800/600 units = 8 minutes.
•
Process Throughput Time
Reduction
Perform activities in parallel.
• Change the sequence of activities.
• Reduce interruptions.
Materials
Properties of Materials
Mechanical Properties: strength, toughness,
ductility, hardness, elasticity, fatigue, creep.
Behavior Under Loading: tension, compression,
bending, torsion, shear.
Physical Properties: density, specific heat, thermal
expansion, thermal conductivity, melting point,
electrical and magnetic properties.
Chemical Properties: oxidation, corrosion,
degradation, toxicity, flammability.
Types of Materials
Ferrous Metals: iron and steel.
Nonferrous Metals and Alloys: aluminum,
magnesium, copper, nickel, titanium, superalloys,
beryllium, zirconium, low-melting alloys, precious metals.
Plastics: thermoplastics, thermosets, elastomers.
Ceramics: glass, graphite, diamond.
Composite materials: reinforced plastics, metalmatrix and ceramic-matrix composites, honeycomb
structures.
Ferrous Metals: Applications
• Structural: building structures, concrete
reinforcement
• Automotive: chassis, engine parts, drive train,
body parts
• Marine: ship hulls, structure, engines
• Defense: tanks, weapons
• Consumer Products: appliances, recreational
vehicles, toys, utensils and tools
Nonferrous Metals: Applications
• Architectural: aluminum windows and doors
• Automotive: aluminum engine blocks, copper
wiring, mag wheels
• Marine: brass/bronze fittings, bearings,
propellers
• Defense: brass shell casings
• Consumer Products: electrical wiring, utensils,
jewelry, electronics
Plastics (Polymers)
• Compared to metals, plastics have lower density,
strength, elastic modulus, and thermal and
electrical conductivity, and a higher coefficient
of thermal expansion
• The design of plastic parts should include
considerations of their low strength and stiffness,
and high thermal expansion and low resistance to
temperature.
Plastics: Applications
• Architectural: electrical and thermal insulation, weather
seals, carpets, wall coverings, paint
• Aerospace: electrical and thermal insulation, instrument
panels,upholstery, seals
• Automotive: body panels, instrument panels, upholstery,
electrical and thermal insulation, seals, hoses, tires
• Consumer Products: toys, sporting goods, appliances,
tools, utensils, clothing, shoes, packaging
Manufacturing
“The Process of Converting Raw
Materials Into Products”
Manufacturing a Product:
General Considerations
• Material Selection
• Processing Methods
• Final Shape and Appearance
• Dimensional and Surface Finish
• Economics of Tooling
• Design Requirements
• Safety and Environmental Concerns
Choosing Methods of Production
Use a Selection Chart
Manufacturing Processes for Metals
• Casting: expendable mold and permanent mold.
• Forming and Shaping: rolling, forging, extrusion, drawing,
sheet forming, powder metallurgy, molding
• Machining: turning, boring, drilling, milling, planing, shaping,
broaching, grinding, ultrasonic machining, chemical machining,
electrical discharge machining (EDM), electrochemical
machining, high-energy beam machining
• Joining: welding, brazing, soldering, diffusion bonding,
adhesive bonding, mechanical joining
• Finishing: honing, lapping, polishing, burnishing, deburring,
surface treating, coating, plating
Casting Processes
Introduction of molten metal into a mold cavity; upon
solidification, metal conforms to the shape of the cavity.
Die Casting
Sand Casting
Forming and Shaping Processes
Bulk deformation processes that induce shape changes
by plastic deformation under forces applied by tools
and dies.
Forging
Extrusion
Machining Processes
Material removal from a work piece: cutting, grinding,
nontraditional machining processes.
Milling
Lathe Machine
NC Machine Tool and
Controller
NC Punch Press
Machine
Manufacturing Processes
for Plastics
• Plastics are shipped to manufacturing plants as
pellets or powders and are melted just before the
shaping process. Polymers melt at relatively low
temperatures and are easy to handle.
• Plastics can be molded and formed, as well as
machined and joined, into many shapes with
relative ease.
Injection Molding of
Plastics
Selective Laser Sintering
System
Courtesy of the University of Texas
Chapter 7
Process Management
91
Wisdom from Texas Instruments
“Unless you change the process, why would
you expect the results to change”
92
Scope of Process Management
• Process Management: planning and
administering the activities – design,
control, and improvement – necessary to
achieve a high level of performance
• Four types of key processes
–
–
–
–
Design processes
Production/delivery processes
Support processes
Supplier processes
93
AT&T Process
Management Principles
Focus on end-to-end process
Mindset of prevention and continuous
improvement
Everyone manages a process at some
level and is a customer and a supplier
• Customer needs drive the process
• Corrective action focuses on root
cause
94
Process simplification reduces errors
•
•
•
•
Control vs. Improvement
Out-of-control
Controlled
Improvement
process
New zone
of control
Time
95
Leading Practices (1 of 2)
• Translate customer requirements and internal
capabilities into product and service design
requirements early in the process
• Ensure that quality is built into products and services
and use appropriate tools during development
• Manage product development process to enhance
communication, reduce time, and ensure quality
• Define, document, and manage important
production/delivery and support processes
96
Leading Practices (2 of 2)
• Define performance requirements for suppliers and
ensure that they are met
• Control the quality and operational performance of
key processes and use systematic methods to identify
variations, determine root causes, and make
corrections
• Continuously improve processes to achieve better
quality, cycle time, and overall operational
performance
• Innovate to achieve breakthrough performance using
benchmarking and reengineering
97
Product Development Paradigms
Traditional Approach
• Design the product
• Make the product
• Sell the product
•
•
•
•
•
Deming’s Approach
Design the product
Make it with
appropriate tests
Put it on the market
Conduct consumer
research
Redesign with
improvements
98
Product Development Process
Idea
generation
Concept
development
Product &
process design
Full-scale
production
Product
introduction
Market
evaluation
99
Quality Engineering
• System Design
– Functional performance
• Parameter Design
– Nominal dimensions
• Tolerance Design
– Tolerances
100
Loss Functions
Traditional
View
loss
no loss
loss
nominal
tolerance
Taguchi’s
View
loss
loss
101
Taguchi Loss Function
Calculations
L(x) = k(x - T)2
Example: Specification = .500  .020
Failure outside of the tolerance range costs $50
to repair. Thus, 50 = k(.020)2. Solving for k
yields k = 125,000. The loss function is:
L(x) = 125,000(x - .500)2
102
2
2
Design Objectives
• Cost, Manufacturability, Quality,
Public Concerns
• Tools and Approaches
– Design for Manufacturability
– Design for Environment
103
Streamlining Product Development
• Competitive need for rapid product
development
• Concurrent engineering - a process in
which all major functions involved with
bringing a product to market are
continuously involved with the product
development from conception through
sales
• Design reviews
104
House of Quality
Interrelationships
Customer
requirement
Technical requirements
Voice of
the
priorities
Relationship
matrix
customer
Technical requirement
priorities
Competitive
evaluation
105
Quality Function Deployment
technical
requirements
component
characteristics
process
operations
quality plan
106
Motorola’s Approach
to Process Design
1.
2.
3.
4.
5.
6.
Identify the product or service
Identify the customer
Identify the supplier
Identify the process
Mistake-proof the process
Develop measurements and control, and
improvement goals.
107
Evaluating a Process
• Are steps arranged in logical sequence?
• Do all steps add value? Can some be eliminated
or added? Can some be combined? Should some
be reordered?
• Are capacities in balance?
• What skills, equipment, and tools are required at
each step?
• At which points might errors occur and how can
they be corrected?
• At which points should quality be measured?
• What procedures should employees follow where
customer interaction occurs?
108
Projects
• Project initiation – direction, priorities,
limitations, and constraints
• Project plan – blueprint and resources
needed
• Execution – produce deliverables
• Close out – evaluate customer satisfaction
and provide learning for future projects
109
Basic Components of Services
• Physical facilities, processes, and
procedures
• Employee behavior
• Employee professional
judgment
110
Key Service Dimensions
Customer contact and interaction
Labor intensity
Customization
111
Control
• The continuing process of evaluating process
performance and taking corrective action when
necessary
• Components of control systems
– Standard or goal
– Means of measuring accomplishment
– Comparison of results with the standard as a basis
for corrective action
A well-controlled system is predictable
112
After Action Review
1.
2.
3.
4.
What was supposed to happen?
What actually happened?
Why was there a difference?
What can we learn?
113
Supplier and Partnering Processes
• Recognize the strategic importance of
suppliers
• Develop win-win relationships through
partnerships
• Establish trust through openness and
honesty
114
Supplier Certification Systems
• “Certified supplier” – one that, after
extensive investigation, is found to
supply material of such quality that
routine testing on each lot received is
unnecessary
115
Benefits of Effective Supplier
Process Management
•
•
•
•
•
Reduced costs
Faster time to market
Increased access to technology
Reduced supplier risk
Improved quality
116
Process Improvement
• Productivity improvement
• Work simplification
• Planned methods change
•
•
•
•
Kaizen
Stretch goals
Benchmarking
Reengineering
Traditional
Industrial
Engineering
New approaches
from the total
quality movement
117
Kaizen
• Gradual and orderly continuous
improvement
• Minimal financial investment
• Involvement of all employees
• Exploit the knowledge and experience
of workers
118
Agility
• Flexibility – the ability to adapt
quickly and effectively to changing
requirements
• Cycle time – the time it takes to
accomplish one cycle of a process
• Benefits
– Improve customer response
– Force process streamlining and
simplification
119
Breakthrough Improvement
• Discontinuous change resulting from innovative
and creative thinking
• Benchmarking – the search of industry best
practices that lead to superior performance
– Competitive benchmarking
– Process benchmarking
– Strategic benchmarking
• Reengineering – radical redesign of processes
120
Process Management
in the Baldrige Award Criteria
The Process Management Category examines the key
aspects of an organization’s process management,
including customer-focused design, product and service
delivery, key business, and support processes. This
Category encompasses all key processes and all work
units.
6.1 Product and Service Processes
a. Design Processes
b. Production/Delivery Processes
6.2 Business Processes
6.3 Support Processes
121