I.E|Advances in I.

E |1 Concurrent engineering : 10 Marks

Concurrent engineering is a methodology of doing things/tasks in parallel. It is normally used in product development where the activities of design engineering, manufacturing engineering and other functions are integrated to reduce the elapsed time required to bring a new product to the market It is defined as a systematic approach to the integrated and concurrent design of products and their related process including manufacturing and service .This approach helps the developers to have complete view of the product life cycle right from its conception to dispatch, including cost, schedule, quality and user requirements. The concurrent engineering method is still a relatively new design management system, but has had the opportunity to mature in recent years to become a well-defined systems approach towards optimi ing engineering design cycles. !"# $ecause of this, concurrent engineering has gathered much attention from industry and has been implemented in a multitude of companies, organi ations and universities, most notably in the aerospace industry. The basic premise for concurrent engineering revolves around two concepts ". %ll elements of a product&s life-cycle, from functionality, producibility, assembly, testability, maintenance issues, environmental impact and finally disposal and recycling, should be taken into careful consideration in the early design phases '. The preceding design activities should all be occurring at the same time, or concurrently. The overall goal being that the concurrent nature of these processes significantly increases productivity and product quality, aspects that are obviously important in today(s fast-paced market The concurrent engineering allows for errors and redesigns to be discovered early in the design process when the pro)ect is still in a more abstract $y locating and fi*ing these issues early, the design team can avoid what often become costly errors as the pro)ect moves to more complicated computational models and eventually into the physical realm Comparing the concurrent model with the old technique of sequential design, in the old sequential design since the problems will be known only in particular manufacturing stage and the entire model has to be scrapped if some thing goes wrong. %dvantages + ". ,se of forward planning allows for unforeseen design problems and this can be eliminate the issues before actual manufacturing. '. -ots of money and time can be saved in new product development .. It is a cyclic process /. Indivisual engineer have a say in each process 0. productivity and quality imrpves 1. Team work imprves 2. Communication between engineers imprvs

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Design for manufacturing and assembly ( DFMA) It consists of two concepts + 3esign for 4anufacturing 3esign for ease of manufacturing a part that will form a product 3esign for assembly + design of product for ease for assembly It is used as basis for concurrent engineering studies to provide guidance to the design team in simplifying the product structure,to reduce manufacturing and assembly costs,and to quantify the improvements. The practice of 354% is to identify, quantify and eliminate waste or inefficiency in a product design.354% is therefore a component of lean manufacturing.354% is alos used as bench marking tool to study competitors product.and as a cost tool in supplier negotianons. The purpose is to generate an environment where a cross functional team works together to optimi e the design of cost effective manufacturing system. DFMA Basic Princi les ". 4inimi e the number and types of parts used in the assembly '. 4inimi e the use of fasteners 6number 7 types8 .. 9tandardi e 6e.g. material, finishes, parts, processes, tooling, etc.8 /. %void difficult components 6e.g. open-ended springs, small/loose :;, etc.8 0. ,se modular subassemblies 1. ,se multifunctional parts 2. 4inimi e reorientation 7 assembler awkward movements 6e.g. stooping, bending, reaching, tugging, balancing, etc.8 <. ,se self-locating features 6e.g. molded shapes, keying, chamfers, dimples8 =. %void special tooling/test equipment ">. ?rovide accessibility for assembly, test/inspection and rework "". 4inimi e operations 7 process steps 6including e*cess handling, etc.8 @liminate...4inimi e...9tandardi e...A?roductioni eA !angible benefits : ". 9hortened development time '. Beduced development cost .. @nhance a smooth transition to production /. Beduced parts count 0. 9implofied assembly process 1. Improved quality6 5ewer oppurtunites for mistakes8 C

I.E|Advances in I.E |3 2. Beduced manufacturing costs6there by reducing the %verage ,nit production Cost8C and life cycle costs8 <. Improved communication withinnte entire design team =. ?romotes teamwork ">. Increases organi ational ownership ---------------------------------------------------------------------------------------------------"#$! %& !%M' tec(ni(ue of "ust %n !ime 10 marks

Dust In Time is an optimal material requirement planning system for a manufacturing process in which there is little or no manufacturing material inventory on hand at the manufacturing site and little or no incoming inspection. It is also known as stockless production because the aim is to receive supplies and manufacture components Dust in time for ne*t operation. In DIT, the ideal inventory is one. DIT is a pull system , where the employees responsible for final operation receive the production plan first. The organi ation is forced to get the production process right before commencing production. In short the DIT tecqnique is having Ethe right material, at the right time, at the right place, and in the e*act amountA The concept is also called as Toyota ?roduction system as it is first used by Toyota corporation. The DIT concept is ably complimented with Fanban system of Inventory management..Fan $an means signal cards in Dapanese. The movement of materials from production unit to the other without storage in a particular place is Fanban In a warehouse when a particular materials goes below a certain level signal is carried out to the supplier and the supplier replenishes the stock. In this case the stocks are )ust enough to carry out a particular process which protects the production plan from possible lack of materials. The advantages of DIT are + Reduced setup time Employees with multiple skills are used more efficiently Production scheduling and work hour consistency synchronized with demand Increased emphasis on supplier relationships Supplies come in at regular intervals throughout the production day Beduced reworks @fficient production system 4ore reliable supply chain The 3isadvantages of DIT are +

I.E|Advances in I.E |4 4ore pressure on e*isting suppliers 4ore no. of suppliers for a same component Got possible in all industries 6 @* raw materials where shelf life is less8 In case the truck carrying material to assembly line meets with an accident, breakdown, there will be a stoppage in line. Could be a problem in losing a business in case you are flodded with sudden orders from your customers and you are unable to manufacture the same due to the shortage of B4 Fle)ible Manufacturing $ystem *+at do you understand by Fle)ible Manufacturing $ystem 10 marks

% fle)ible manufacturing system 6FM$8 is a manufacturing system in which there is some amount of fle*ibility that allows the system to react in the case of changes, whether predicted or unpredicted. 5le*ible processes and fle*ible workers would create flexible plants as plants which can adapt to changes in real time, using movable equipment, knockdown walls and easily accessible and re-routable utilities. Today&s manufacturing strategy is to seek benefits from fle*ibility. This is only feasible when a production system is under complete control of 549 technology. :aving in mind the Process- Product atrix you may reali e that for an industry it is possible to reach for high fle*ibility by making innovative technical and organi ational efforts. 9o we may search for benefits from fle*ibility on moving to the )ob shop structures. There are three levels of manufacturing fle*ibility.

6a8 $asic fle*ibilities achine flexibility - the ease with which a machine can process various operations aterial handling flexibility - a measure of the ease with which different part types can be transported and properly positioned at the various machine tools in a system !peration flexibility - a measure of the ease with which alternative operation sequences can be used for processing a part type 6b8 9ystem fle*ibilities "olume flexibility - a measure of a system&s capability to be operated profitably at different volumes of the e*isting part types Expansion flexibility - the ability to build a system and e*pand it incrementally Routing flexibility - a measure of the alternative paths that a part can effectively follow through a system for a given process plan Process flexibility - a measure of the volume of the set of part types that a system can produce without incurring any setup Product flexibility - the volume of the set of part types that can be manufactured in a system with minor setup

I.E|Advances in I.E |5 6c8 %ggregate fle*ibilities Program flexibility - the ability of a system to run for reasonably long periods without e*ternal intervention Production flexibility - the volume of the set of part types that a system can produce without ma)or investment in capital equipment arket flexibility - the ability of a system to efficiently adapt to changing market Conditions Ad,antages

5aster, lower- cost changes from one part to another which will improve capital utili ation -ower direct labor cost, due to the reduction in number of workers Beduced inventory, due to the planning and programming precision Consistent and better quality, due to the automated control -ower cost/unit of output, due to the greater productivity using the same number of workers 9avings from the indirect labor, from reduced errors, rework, repairs and re)ects

Disad,antages

-imited ability to adapt to changes in product or product mi* 6e*. machines are of limited capacity and the tooling necessary for products, even of the same family, is not always feasible in a given 5498 9ubstantial pre-planning activity @*pensive, costing millions of dollars Technological problems of e*act component positioning and precise timing necessary to process a component 9ophisticated manufacturing systems is required .

Business Process -eengineering : 4r. 4icheal :ammer coined this word. :is attention was drawn towards managers who were doing non value added work that does not add any value to the customers.:e said the companies must use their managers more on thinking process regarding the change in manufacturing process with e*isting facilitities that add value to customers.This is a tool for most companies to re achieve the success in dynamic world by doing thinking/reviewing of their business process. Thus $?B can be defined as the fundamental rethinking and radical redesign of business process, to achieve dramatic improvements in critical modern measure of performance such as cost, quality, service and speed. -eading organi ations are becoming bolder in using this technology to support innovative business processes, rather than refining current ways of doing work. It is an approach for redesigning the way work is done to better support the organi ation(s mission and reduce costs. Beengineering starts with a high-level assessment of the organi ation(s mission, strategic goals, and customer needs

I.E|Advances in I.E |6 Be-engineering recogni es that an organi ation(s business processes are usually fragmented into sub processes and tasks that are carried out by several speciali ed functional areas within the organi ation. Hften, no one is responsible for the overall performance of the entire process. Be-engineering maintains that optimi ing the performance of sub processes can result in some benefits, but cannot yield dramatic improvements if the process itself is fundamentally inefficient and outmoded. 5or that reason, re-engineering focuses on re-designing the process as a whole in order to achieve the greatest possible benefits to the organi ation and their customers. This drive for reali ing dramatic improvements by fundamentally re-thinking how the organi ation(s work should be done distinguishes re-engineering from process improvement efforts that focus on functional or incremental improvement. ! 4any recent management information systems developments aim to integrate a wide number of business functions. @nterprise resource planning, supply chain management, knowledge management systems, groupware and collaborative systems, :uman Besource 4anagement 9ystems and customer relationship management. $u ly c+ain logistics 9upply chain management is the systematic, strategic coordination of the traditional business functions and the tactics across these business functions within a particular company and across businesses within the supply chain, for the purposes of improving the long-term performance of the individual companies and the supply chain as a whole 9upply chain management is a cross-function approach including managing the movement of raw materials into an organi ation, certain aspects of the internal processing of materials into finished goods, and the movement of finished goods out of the organi ation and toward the end-consumer. %s organi ations strive to focus on core competencies and becoming more fle*ible, they reduce their ownership of raw materials sources and distribution channels. These functions are increasingly being outsourced to other entities that can perform the activities better or more cost effectively. The effect is to increase the number of organi ations involved in satisfying customer demand, while reducing management control of daily logistics operations. -ess control and more supply chain partners led to the creation of supply chain management concepts. The purpose of supply chain management is to improve trust and collaboration among supply chain partners, thus improving inventory visibility and the velocity of inventory movement.