Design/Manufacturing
Interface/Production Planning
Control
MSE508/L Week 12
W, 04/09/08
Agenda
• Design Manufacturing Interface
– TQM (Total Quality Management)
or Total Quality
– Taguchi
• Production Planning Control
– MRP II
– JIT
Design/Manufacturing Interface
• TQM (Total Quality Management)
= The contribution of all parts in an
organization to quality
• A management philosophy
• A policy of continuous improvement
• Everybody in an organization should be
concerned with assuring the quality of their work,
and take continual steps to improve this quality
Design/Manufacturing Interface
(Ctnd.)
• Brown states success comes from the right
balance between culture, structure, and
organization.
• Culture: The combination of company values
and management style, and the employees
reaction to these values
• Structure: The formal reporting relationships
within the organization between departments
Design/Manufacturing Interface
(Ctnd.)
• TQM key principles identified by Lucas Engineering and
Systems:
• Adopt a policy for continuous improvement and
innovation in all areas, especially training
• Reduce the number of suppliers, and involve them in a
policy of continuous improvement
• Provide on-line techniques for problem identification and
solution; i.e., extensive use of statistical methods
• Make use of multi-disciplinary teams in an open,
innovative environment; i.e. avoid over-bureaucratic
work standards
Design/Manufacturing Interface
(Ctnd.)
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TQM techniques:
QDF – Quality Function Deployment
DFM – Design For Manufacture
Taguchi Method
SPC – Statistical Process Control
Poka Yoke
Process Capability Studies
Validation Testing
Problem-Solving Techniques
CAD/CAM Principles. Practice and Manufacturing, 2nd Edition by
Chris Mahon, and Jimmie Browne, Addison Wesley Limited, 1998,
pp. 332-335
Design/Manufacturing Interface
(Ctnd.)
How to Measure Quality
Traditionally, quality is viewed as a
step function as shown by the heavy
line graph in the figure 1. A product is
either good or bad. This view
assumes a product is uniformly good
between the specifications (LS the
lower specification and US the upper
specification). The vertical axis
represents the degree of displeasure
the customer has with the product's
performance. Curves A and B
represent the frequencies of
performance of two designs during a
certain time period. B has a higher
fraction of "bad" performance and
therefore is less desirable than A.
http://www.mv.com/ipusers/rm/loss.htm
Design/Manufacturing Interface
(Ctnd.)
• A different method of measuring quality is central
to Taguchi's approach to design. Loss function
measures quality. The loss function establishes
a financial measure of the user dissatisfaction
with a product's performance as it deviates from
a target value. Thus, both average performance
and variation are critical measures of
quality. Selecting a product design or a
manufacturing process that is insensitive to
uncontrolled sources of variation improves
quality.
Design/Manufacturing Interface
(Ctnd.)
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Taguchi believes that the
customer becomes increasingly
dissatisfied as performance
departs farther away from the
target.
He suggests a quadratic curve to
represent a customer's
dissatisfaction with a product's
performance. The quadratic curve
is the first term when the first
derivative of a Taylor Series
expansion about the target is set
equal to zero. The curve is
centered on the target value,
which provides the best
performance in the eyes of the
customer. Identifying the best
Taguchi's loss function
value is not an easy task. Targets
are sometimes the designer's best
guess.
http://www.mv.com/ipusers/rm/loss.htm
Design/Manufacturing Interface
(Ctnd.)
• Taguchi Method Parameters:
• Dr. Taguchi calls these uncontrolled sources of variation noise
factors. This term comes from early applications of his methods in
the communications industry. Noise: Variations in design
parameters and in the external environment
• Outer Noise: Variations in operating environment such as in temperature and
humidity, materials being processed, fuel qualities, and human factors
• Inner Noise: Comprises deterioration in parts and materials from wear,
corrosion, damage, etc.
• Between-Product Noise: Comprises material and manufacturing process
variations
• Goals is to design in such a way as to minimize noise in the final
product
CAD/CAM Principles. Practice and Manufacturing, 2nd Edition by Chris Mahon, and
Jimmie Browne, Addison Wesley Limited, 1998, pp. 345-346
Production Planning and Control
• Two styles of MRP (Materials requirement planning):
– Regenerative: Starts with the Master Production Schedule and
totally regenerates the whole plan
• Complete re-analysis of every item in Master
• All numbers are recalculated
• Performed weekly or monthly due to the time involved
– Net Change: Updates to the plan continually occur, while the
system updates as needed
• Changes in the plan are made and a partial explosion of the BOM’s
are made
• Updates occur immediately on-line or nightly
Production Planning and Control
• MRP Data Requirements:
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MPS (Master Production Schedule)
BOM (Bill of Materials) for each MPS
Inventory Status for each part in the BOM
Lead Time must be available for each part in the BOM
• MRP Database Information Requirements:
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Master Parts information
Full Inventory
BOM
Manufacturing Process for the associated item
Work Centre
Tooling Information
Production Planning and Control
• MRP II
(Manufacturing Resource Planning):
– An extension of the MRP System
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Transaction processing software
Decision support
RCCP (Rough-Cut Capacity Planning)
CRP (Capacity Requirements Planning)
Shop floor control
CAD/CAM Principles. Practice and Manufacturing, 2nd Edition by Chris
Mahon, and Jimmie Browne, Addison Wesley Limited, 1998, pp. 466-479
Production Planning and Control
• JIT (Just in Time)
– Involves a continuous commitment to the pursuit of
excellence in all phases of manufacturing systems
design and operation
– JIT seeks to achieve:
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ZERO Defects
ZERO Inventories
ZERO Handling
ZERO Breakdowns
ZERO LEAD Time
Lot size of ONE
Production Planning and Control
• JIT Key Elements:
– An intelligent match of the product design with market demand
– Definition of product families, and systems that flow
– Establish relationships with suppliers for JIT delivery
• This approach to manufacturing does not restrict
attention to the internals of the factory
– Looks to find vendors close to the manufacturing plant
– Smaller lot size with more frequent deliveries
– Sharing database information
CAD/CAM Principles. Practice and Manufacturing, 2nd Edition by Chris Mahon, and Jimmie
Browne, Addison Wesley Limited, 1998, pp. 545-551