Tech 147 Unit 2 Lecture Green Manufacturing Information

Tech 147 Unit 2 Lecture Green Manufacturing Information Flow and Planning Tools: Analysis

Typical Production Functions and Flow Areas Product Need and Identification Market Research Forecasting Scheduling Design Purchasing (Supply chain) Prototyping Production Packaging Distribution (Supply chain) Customer

Integrated Production Control Information System • Concept is based on the need to coordinate the plans and control all the way from forecasting demand to shipping products • Typical information relates to: materials, time & attendance recording, process test & measurement, order processing, supervisor terminal, inventories, conveyor control, work-in-progress reports etc.

Communications Within Manufacturing Entities INTERFACE TO ALL FUNCTIONS

Jacobs et al Chapter 1: Manufacturing Planning and Control MPC system provides information to efficiently manage the flow of materials, efficiently utilize people and equipment, coordinate internal activities with those of suppliers, and communicate with customers about market requirements

Typical MPC Support Tasks • • Plan capacity requirement for market needs Plan for materials to arrive on time Ensure proper utilization of equipment Schedule production activities Track materials, people, customers’ orders. . . Communicate with customers and suppliers Provide information to other functions etc.

The System and the Framework • Front end • Engine • Back end

Manufacturing Planning and Control System

SALES & OPERATIONS PLANNING MASTER PRODUCTION SCHEDULE DETAILED CAPACITY PLANNING SHOP FLOOR SCHEDULING AND CONTROL (sfc) FRONT END DETAILED MATERIAL PLANNING MATERIAL AND CAPACITY PLANS ORDER RELEASE DEMAND MANAGEMENT ENGINE PURCHASING VENDOR SCHEDULING AND FOLLOW-UP BACK END Enterprise Resource Planning (ERP) System RESOURCE PLANNING

Front End • Establishes company objectives for manufacturing planning and control • Demand management encompasses forecasting customer or product demand • Resource planning provides the capacity necessary to produce the required product • Results in master production schedule

Engine • Set of systems for accomplishing detailed material and capacity planning • MRP determines period-by-period plans for all component parts and raw materials required to produce all the products in MPS

Back end • • • Depicts the execution systems Single and multiple work centers Production cells of FMS Daily production schedule Just-in-time Group technology

The Shop Floor Information Input • Resource status (people, machines, tools, material handling, inspection equipment etc. ) • Job status • Material status • Schedule status • Material move status • Recent performance status

Production Control Information Outputs • • Requirement planning reports Inventory control reports Operations scheduling report Materials handling reports Quality control reports Assembly reports Shop floor control reports

Production Control Information Flow • The status of materials as they progress from one operation to the other needs to be monitored for efficient, smooth and bottleneck free movement in the factory • The controlling activity of management is accomplished through the information system that monitors the production activity

Jacobs et al Chapter 1 A: Enterprise Resource Planning (ERP) Enterprise resource planning is a term that describes a software system that integrates application programs in finance, manufacturing, logistics, sales and marketing, human resources, and the functions and data processing applications in a firm.

How ERP Connects the Functional Units

Some Analytical and Management Tools Employed in Green Manufacturing • • • MRP & MPC Systems Scheduling Tools Equipment, facility, personnel, process, material, energy and product analysis/auditing tools Process Charts Operation process Charts Flow Diagrams Product Costing Software Mathematical Models Forecasting Models Spreadsheet such as Excel Most Quality Control Tools Simulation Tools such as SIMPROCESS

Sample Analytical Model Areas • • • RPM = Feed rate = Volume = Areas of circles, rectangles, triangles etc = Perimeter = Circumference = Punch force = Shear force = Press force = Robot justification = • • • Takt time = Summary of route sheet = Machine requirement = EOP = Forecasting models = Scheduling models = Probability of events = Mean = Standard deviation = Forging force = Break-even analysis =

RPM = Speed x 4/D or (cutting speed * 12)/ (Pi* Diameter)

Feed Rate • Feed rate = RPM x T x CL Where: • FR = the calculated feed rate in inches per minute or mm per minute. • RPM = is the calculated speed for the cutter. • T = Number of teeth on the cutter. • CL = The chip load or feed per tooth. This is the size of chip that each tooth of the cutter takes.

Volume Calculations cube = a 3 cone = (1/3) bh = 1/3 pir 2 h rectangular prism = abc sphere = (4/3)pir 3 irregular prism = bh ellipsoid = (4/3)pi r 1 r 2 r 3 cylinder = bh = pir 2 h pyramid = (1/3)bh

Punch Force Punch force = F = 0. 7 TL(UTS)

Shear Force • Shear force = F = K * Q * t * lultimate • Where Q=perimeter; t=thickness; lultimate=ultimate shear strength; K=1. 3)

Forging Force • Forging force = Pressure X Width X Depth

Bending Force Bending force = P = (UTS)LT 2/W

Robot Justification • Justifying a robotic system is performed using this model: • [P = I/(S-E)] • P = # of years for pay back • I = Investment in robot • S = Savings in robot • E = Cost of servicing the robot

Takt Time • Takt time is determined by dividing the daily allotted time by the daily number of required units. • For example, if the daily allotted time for producing 1000 stools is 420 minutes, then takt time will be as follows: • Takt time = 420/1000 = 0. 42 minute/unit

Economic Order Quantity • An inventory-related equation that determines the optimum order quantity that a company should hold in its inventory given a set cost of production, demand rate and other variables. This is done to minimize variable inventory costs. • where : S = Setup costs D = Demand rate P = Production cost I = Interest rate

Workstation and Machine Requirements • • Summary of route sheets Machine requirements or total number of each type of machines needed Takt time (R value) of your product Conveyor speed

Summary of route sheets Part name Left roll Parts per unit 1 Operations Turning lathe _______ Drill lathe _______ Threading lathe_______ Knurling lathe _______ Right roll Axle____ Time Standards in Pieces Per Hour 1 1 _______ _______ Tip: Match your estimated time from route sheet with those of Time Standards in Pieces Per Hour

Time Standards in Decimal Minutes Per Unit Turning lathe Drill lathe Threading lathe Knurling lathe Left roll _______ Right roll Axle _______ _______ Tip: Divide your Adjusted Minutes by Time Standard’s Pieces Per Hour

Machine requirements spreadsheet Part name Left roll(1) Right roll(1) Axle(1) Total______ Machines Turning lathe Drill lathe Thread lathe Knurling lathe _______ _______ _______ _______ _________________________________ Tip: Divide your Time Standards in Decimal Minutes per Unit by Takt Time

Forecasting Model: Moving Average Example Sales for period 7 would be the average of the previous six periods: Or 10000+12000+9000+11000+9600+12100= $10617

Forecasting Model: Trend Enhancement of the basic Exponential Smoothing ESFt-1 + (actual demandt - ESFt-1)

Forecasting Model: Trend enhancement of the basic exponential smoothing • TEFt = Base valuet-1 + Trendt-1 • Base value = (actual demandt) +(1 – ) (Base valuet-1 + Trendt-1) • Trendt = (base valuet – base valuet-1) + (1 – )(Trendt-1) • = Base value smoothing constant • = trend smoothing constant • t = current time

Forecasting Model: Trend enhancement of the basic exponential smoothing

Bill of Materials (BOM) Part Number. Name 30431 34572 90321 36780 76645 65736 10839 98600 Total Part Number. Description Needed or Size Frame 1 6” X 9” Base 1 12” X 23 Handle 1 3/8 R X 7” Knobs 2 1/4 R X. 5” Gear 1 1. 125 R X 3. 5” Rack 1 ½” X ¾” X 7” Press head 1 ½”R X ½” Swivel tube 1 ¾”R X 2. 5” ____ Material Cost Each($) Aluminum 15 Aluminum 20 Steel 14 Steel 5 Steel 7 Steel 12 Steel 4 Steel 5 ____

Probability of Events • The probability of event A is the number of ways event A can occur divided by the total number of possible outcomes. It is expressed as: • P(A) = The Number of Ways Event A Can Occur The Total Number of Possible Outcomes

Mean, Median & Mode • • • Determine the mode Determine the median Determine the mean Determine which of the above measures best described the data’s central tendency Sketch a tally sheet Sketch the histogram of the distribution Weights of 20 Boxers In Pounds: 152, 150, 151, 158, 151, 152, 158, 156, 153, 151, 154, 153, 157 156, 159, 153, 161, 155,

Standard Deviation • Shows how much variation or "dispersion" exists from the average (mean, or expected value) Determine the SD of the following eight values:

Standard “Z” Value • The standard score of a raw score x is • where: – μ is the mean of the population; – σ is the standard deviation of the population.

The Normal Curve

Control Limits

Elements of the Control Chart . X 1 . . 2 . . 3 UCL = CL+ 3 s . . 4 5 Time/Order 6 7 CL = X LCL = CL - 3 s

Quality • Quality = Q = E/1 • Where E = Expectations

Productivity • Productivity is a ratio of production output to what is required to produce it (inputs) • Productivity = Output / Input

Space Requirement Spreadsheet Machine Length X width Sq Ft X No of Stations Total square Ft Milling Machine 10 X 5 50 X 4 200 Injection Molder 15 X 6 90 X 6 5400 Paint Systems 100 X 3000 X 1 3000 Punch Press 6 X 4 24 X 5 120 Assembly 40 X 20 800 X 1 800 Total Square Feet 9520

Thread Calculations

Break Even Analysis

Break Even Formula

Sine Bar Calculations

Scheduling Tools – – – Daily production schedules MRP record Gantt charts Pert Charts Generic schedules etc.

Equipment Analysis Sheet

Facility Analysis Sheet

Materials Green Audit Factors Steel Aluminum Zink Chromium Wood Degradable plastics Non-degradable plastics Water Glass Sand or silica Recyclables Lead Copper Brass Others 85% 90% 85% 40% 80% 100% 90% 40% 85% 80%

Equipment Efficiency Audit Factors Regular systems Old systems (polluters) Hybrid engines Biodiesel engines Biofuel systems Others 80% 60% 90% 90% 80%

Energy Green Audit Factors Gasoline Diesel Coal Wood Hydroelectricity Wind Solar Algae Ethanol Geothermal Biodiesel Other 80% 75% 70% 100% 100% 80%

Green and Sustainability Analysis Sheet

Personnel Analysis Sheet

Product Analysis Sheet

Process Analysis Tool (Process Chart)

Product Costing Software – – – – E 2 Shop System EPS Product Cost Management Virtual Production Environments Deccapro Job Cost Software Micro Estimating VISUAL Enterprise Simiax Manufacturing Cost Estimating 3. 1 Jaldi

Simple Process Analysis Tool Mix Weigh Grind Fail Discard Inspect Pass Fail Discard Yes Pour Mold Inspect Dry Package Dry Mold Ship Fail Inspect Pass Package Ship

Quality Control Tools – – – Check sheets Pareto charts Scatter diagrams Histograms Cause-and-effect (fishbone or Ishikawa) Diagrams

Process Simulation Tools 1. SIMPROCESS 2. Pro. Model 3. And others

SIMPROCESS provides predictive solutions for: • Reduced costs • Increased capacity • Accelerated cycle time • Improved business performance

SIMPROCESS makes it possible for you to: • Visualize your business, from order to cash. • Take into account ALL the relevant variability, interdependency, and conflict that exists in your business reality

SIMPROCESS makes it possible for you to: • Analyze your actions BEFORE you act. • Study key performance metrics and the impact of local changes on the global system in a NO-RISK environment, making sure you ALWAYS get it right the FIRST time.

SIMPROCESS makes it possible for you to: • Optimize business processes. – From the smallest manufacturing cell to the global supply chain, apply what you’ve learned from experimentation to move ahead, confident that you are making the best possible decisions

With SIMPROCESS Technology, you can: · Evaluate alternative manufacturing techniques, (lean, kanban, etc. ) · Test equipment investment decisions · Evaluate new equipment & processes · Evaluate capacity analysis & improvement · Find and eliminate bottlenecks and constraints · Optimize resource allocation · Reduce labor cost

With SIMPROCESS Technology, you can: · · · · Reduce WIP and inventory Optimize plant layout Optimize line balancing Reduce cycle-time Analyze material handling design Optimize supply chain and logistics Improve sales & operations

Building Basic Simulation With SIMPROCESS

Programming & Packaging

Obi, Chapter 2 Industrial Responsibility

What is Industrial Responsibility? • A person’s duty, charge or obligation as a worker. • Charge or obligation which a worker is entrusted with or expected to fulfill. • Responsibility is delineated in the terms of employment. • Responsibility can be measured when delineated

Measurement of Industrial Responsibility (a) Un-delineated (b) Delineated

Types of Responsibility • Personal Responsibility • Civic Responsibility • Governmental or Corporate Responsibility

Some Areas of Employer Responsibility • • Employees’ Health Needs Employees’ Safety Needs Employees’ Emotional Needs Employees’ Training Needs

Teaching and Learning Industrial Responsibility • Using Abstract Knowledge to Teach Industrial Responsibility • Using Experiential Process to Teach Industrial Responsibility – Recognition of the Problem – Training – Taking Initiative – Evaluate Results

What Happens When Responsibility is Present: • • Higher productivity Increases in company profits and stock prices Expansion of company’s business Happy employees Absent: • • Stagnation of business progress Failed or recalled products Foreclosures and company going out of business Unhappy and fearful employees

Some Areas of Industrial Responsibility and Their Implications • • • Industrial Theft Drug Abuse Industrial Tardiness and Absences Time Management on the Job Worker Personal Behavior and Attitude

What Industrial Organizations are Doing to Curb Irresponsibility • • Tougher procedures for hiring new employees Training and educational techniques Consultations (Ethics Resource Center) Counseling of employees Denial of promotions Early retirements Termination

Industrial Responsibility and Industrial Productivity • There is a positive relationship between productivity and ethics • High industrial responsibility = High industrial productivity • Low industrial responsibility = low industrial productivity • Industrial responsibility precedes industrial productivity • More productive companies are those that hire more responsible workers (and vice versa)