Production EngineeringENM 541presented by The Department of Engineering Management and Systems

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each student… 

1. Should have a working knowledge of the principle techniques and methods of production engineering.2. Understand how to formulate problems, construct and solve mathematical models, and apply operations research in the solution of production problems.3. Be able to successfully design optimum production systems.

What are the objectives of this

course?

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Text: Steven Nahmias, Production and Operations Analysis, 6st ed. McGraw-Hill (Irwin), 2009.

Instructor: Chuck EbelingOffice hrs: Mon. – Thurs. 9:00 – 11:00 am and 2:00- 4:00 pmOffice: 365D KL

 Prerequisites: Introductory OR course (e.g. MSC 521) or permission

Class Meeting:Mon/Wed 4:30 - 5:45 pm, Kettering Labs, Room 203

 Grading: Midterms (2 @ 25%) 50%

Turn-in Problems 25%Final Exam 25 %

The Production Engineer’s Bookshelf Elsayed and Boucher, Analysis and Control of

Production Systems, Prentice-Hall, 1993 Silver, et al., Inventory Management and Production

Scheduling, John Wiley & Sons, 1998 Sipper and Bulfin, Production: Planning, Control, and

Integration, McGraw-Hill, 1997 Hopp and Spearman, Factory Physics, Irwin McGraw-

Hill, 1996

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I am going to read all of these books on production engineering so I can do well in class.

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class schedule (fall 2009) Part I

Class Topic Text

Aug 26 Introduction to Production Engineering Chapter 1Aug 31 Economics of Production Chapter 1Sep 2 Forecasting Chapter 2Sep 7 No Class – Labor DaySep 9 Forecasting Chapter 2Sep 14 Production Planning Models-strategic Chapter 3Sep 16 Production Planning Models-tactical Chapter 3

Sep 21 Inventory Systems – Economic lot size Chapter 4Sep 23 Inventory Systems – Quantity Discounts Chapter 4Sep 28 Inventory Systems – Resource

ConstrainedChapter 4

Sep 30 Inventory Systems – Dynamic lot size Notes & Chapter 7.2, 7-AOct 5 Midterm Review Chapters 1- 4Oct 7 Midterm #1 Chapters 1-4

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class schedule (fall 2009) – Part IIOct 12 Supply Chain Management Chapter 6Oct 14 Supply Chain Management Chapter 6Oct 19 Production Control Systems – MRP Chapter 7Oct 21 Production Control Systems – JIT Chapter 7Oct 26 Operations Scheduling – I Chapter 8Oct 28 Operations Scheduling – II Chapter 8Nov 2 Midterm Review Chapters 6-8Nov 4 Midterm #2 Chapters 6-8Nov 9 Assembly Line Balancing Chapter 8Nov 11 Project Scheduling Chapter 9Nov 16 Facility Layout and Location Chapter 10Nov 18 Facility Layout and Location Chapter 10Nov 23 Facility Layout and Location Chapter 10Nov 25 No class – Thanksgiving RecessNov 30 Equipment Replacement Chapter 12.6, handoutDec 2 Bonus TopicDec 7 Final Exam Review Chapters 8-10, 12.6Dec 9 Study DayDec 14 Final Exam Chapters 8-10, 12.6

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Computer Requirements

Needed to work some of the turn-in problems and may be used on the exams:

MS Excel MS Excel with Solver Optional software

LINDO WinQSB, Version 2.0 ($71.95)

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Course WebsiteCan you take us to the

course Web site please?

Oh Boy! We are going to the course Web site.

http://academic.udayton.edu/CharlesEbeling/ProdEng/Syllabus.htm

Introducing Production Engineering

Let’s make

something…

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Major Functional Areas of a Business

Marketing

Production

FinanceGoods orservices

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What is this course about?

useful product

machines

raw material

labor

Production

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The Production System

Production – intentional act of producing something useful

Production System – the collection of personnel, machines, facilities, and processes from which raw and unfinished material is transformed into useful products or services.

Major components machine technology base organization of personnel resources techniques of production engineering & management

Production Engineering

A branch of engineering that involves the design, control, and continuous improvement of integrated systems in order to provide customers with high-quality goods and services in a timely, cost-effective manner. It is an interdisciplinary area requiring the collaboration of individuals trained in industrial engineering, manufacturing engineering, product design, marketing, finance, and corporate planning. In many organizations, production engineering activities are carried out by teams of individuals with different skills rather than by a formal production engineering department.

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Competitive Manufacturing Quality - equal to or better than competitors Cost - lower than the competition Time - delivered on time, every time

The customer

I want a quality product at the best price, right now!

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ServiceIndustry

DistributionIndustry

ProducingIndustry

Business and Industry – a taxonomy

Rawmaterials

ContinuousProcessing

DiscreteProducts

MiningDrillingFarming

Construction Manufacturing ChemicalsFoodRefinery

Batch MassProcessing Production

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Information Systems (IS)

DatabaseForecasting

Quality & Reliability

CustomerOrders

Purchasing& Receiving Inventory

Cost Accounting EngineeringShop FloorControl

Bill of Materials

ProductionSchedule

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Productionsystem

Sales

Productionplanning

Raw materials

InventoryAnalysis &Control

Forecasts

Materialplanning

OperationsScheduling

strategictactical

operational

Vendors

WIP

Qualitycontrol

A Systems View

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Analysis TechniquesStrategic Tactical Operational

Purpose Plan acquisition of resources

Plan utilization of resources

Execution of resources

Time horizon 2+ years 6 to 24 months 1-6 months

Time period Months Months Days/weeks

Level Top management Middle management Plant management

Questions addressed What products/LevelsPlant sizes/capacitiesPlant/warehouse

locationsWhat technologies?

Inventory levelsProduction ratesWork force sizingSubcontracting

Batch sizesJob schedulingMaterial controlMachine maintenance

Analysis techniques Production economicsBreak-even analysis LP product mixDistribution modelsLong range forecastingLocation analysis

ForecastingAggregate planningProduction smoothingInventory modelsFacility layoutMake or buy decisionsProject planning

Job schedulingTask sequencingAssembly line balancingShift schedulingWorker assignmentsMRP/JIT (Kanban)Group technologytransfer lines

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Production Systems

Job shops Flow shops Batch production Mass production Cellular manufacturing Project Shop Continuous Processing

Gosh. Can you tell us more about these?

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Job Shop

make to order policy Low volume (lot sizes) production runs high range of products little standardization – no commonality highly flexible production capability highly skilled work force examples – space equipment, machine

tools

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Job Shop

Lathe Department Milling Drilling

L

L

L

L

L

L A

M M

M M

A

D D

Grinding

G G

G

Assembly

Receiving and Shipping

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Job Shop Machine Capacity

theoretical100%

capacity

34% holidays, vacations and weekends

44% Incomplete use of 2nd and 3rd shifts

2% idle time

12% setup & loading times

8% Production time

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Time Product Spends in the Shop

5%machine

time95% Moving and Waiting

How the 5% is spent

14% setup times17% location/unloading the workpiece17% tool change for different operations16% inspection and deburring

36% actual cutting (value added)

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Flow Shop

small variety of products high production rates facilities arranged by product specialized equipment dedicated to

product lower worker skills high set-up time

Flow shops are my favorite!

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Flow Shop Product linesre

ceiv

ing

Sto

rage

lathe paint assembly

mill

lathe paint assemblysaw

saw grinder plating

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Batch Production

Medium volume production runs Medium range of products products produced in small batches or lots sequential operation performed on whole

batch general purpose equipment

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Mass Production

large volume few products products highly standardized stable demand few design changes highly specialized, dedicated machines long production runs

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Cellular Manufacturing

manufacturing cells linked by a pull system cells produce (group) technology related

parts/products short set-up times flexible workers inspection and quality controlled within the

cell

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Cellular Manufacturing

receiving & shipping

L

M

G D F

InspInsp B P

LDG

to assembly

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Project Shop single product in fixed location material and labor brought to the site usually job shop/flow shop associated functionalized production system examples include construction and

shipbuilding

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Continuous Process

product flows physically high volume most efficient but least flexible examples

oil refinerieschemical processing food processing

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Product-Process Matrix

productvolume low highrange high low

project shop x

job shop x

flow shop x

mass production(assembly line) x

continuous flow x

VOID

VOID

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Product Cost15

5

4020

25

engineering R&Dmanufacturing profitsales

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Manufacturing Cost12

5012

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plantparts & materialdirect laborindirect labor

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Manufacturing Environmentworld class production trends

increased product diversity reduced product life cycleschanging cost patterns focus on quality

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Evolution of Manufacturing 1st industrial revolution

powered machine tools creation of factories movement from farms to factories

2nd industrial revolution assembly lines mass production large, expensive manufacturing systems fixed automated material-handling

3rd industrial revolution computerized control process and information flow few production workers automation (robots and Flexible Manufacturing

Systems (FMS)

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Automation Historical trends mechanization

industrial revolution replacement of human labor by machines (e.g. lathes)

point automation replacement of human control by machine e.g. NC/CNC & MRP

islands of automation integration of point automation e.g. MRP II, FMS, CAD/CAM

computer integrated manufacturing (CIM) computer automation & DSS to manage total

production

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computerized production macro planning models

spreadsheets, system dynamics, simulation, LP automatic storage and retrieval system

(AS/RS) computer aided design (CAD)

store, manipulate, analyze, and reproduce designs – geometric models

robotics reprogram able multifunctional device designed to move material, parts, or tools while

performing a variety of tasks flexible manufacturing systems (FMS)

integrated computer controlled system of material handling and CNC machine tools

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The Factory of the Future

Round the clock operation high capital cost of equipment and plant

small lot sizes lot size approaches one – rapid design and customer

changes minimum human labor in production

direct labor cost < 1% of production costs computer integrated manufacturing

small number of extremely versatile machines

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Towards a science of manufacturing

science – cover the greatest number of empirical facts by logical deduction from the smallest number of hypotheses or axioms. observation – data collection classification – organize the data theoretical conjecture – hypothesize from the data

(model building) experimental refutation – test hypothesis implement results – construct scientific laws

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Some Initial “Law’s” of Manufacturing

Law #1 (Little’s Law): work-in-process = throughput x cycle time

Law #2 (Conservation of Material)

Law #3 (Variability): As variability increases so does cycle time

Law #4 (Utilization): As utilization rates increase, cycle time increases

workstationrate in rate out

loss

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Some more “Laws”

Law #5: The more complex the process, the less reliable

Law #6: Objects decay (machines, parts, tools, dies)

Law #7: Technology advances Law #8: Manufacturing is a random process

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Hierarchical Objectiveshigh profits

low costs high sales

low unit quality high customercosts product service

high high low fast manythroughput utilization inventory response products

less shortvariability cycle

times

high moreinventory variability

low utilization

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Gosh. Manufacturing is complex, large, stochastic,

multi-objective, rapidly changing, and highly

competitive. How am I ever going to become a successful production

engineer without taking Dr. Ebeling’s course???

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This sounds like a really great course. I can’t wait to get started.

I liked the part about the job shops best!

This will be the best course ever!