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MANUFACTURING PROCESS MANAGEMENT

ABSTRACT

ABHISHEK 13309 RAJAT SINGH THAKUR 13310

Manufacturing Process Management (MPM) represents a huge step to link product design with production electronically, in order to improve information quality and reduce time-to-market. Process of defining and managing the manufacturing processes used to fabricate parts, assemble final products, and perform inspection. The greatest benefit from MPM can be seen in improved production efficiencies derived from more tightly designed and managed production systems. New or modified product launch times have been reduced by 25 to 50% primarily due to the availability of instant information, and to the benefits of editing existing similar processes, rather than re-engineering from scratch as is often done. More importantly, MPM applications provide the analytical and data management abilities necessary for companies to move to mixed-model production systems in an effort to reduce work-in-progress (WIP) and finished goods inventory, and to improve overall product quality and production responsiveness.

INTRODUCTION

Importance of MPM are improved access, management, and accuracy of production engineering information for applications such as MES,

MRP, and ERP systems. By providing detailed manufacturing process information throughout the organization as well as to applications, the organization now has the ability to distribute best practices quickly and accurately throughout the global organization, and to react intelligently to concurrent changes in products and processes.

Three primary tasks govern the processes in a factory from product design through production. Manufacturers design what they will make, they design how they will make the product, and they plan when they will make it . Few companies design their products or plan their manufacturing schedules on paper anymore. However, the same cannot be said for the design of how products are made.

CONRIBUTION TO COMMUNITY

Companies rely on computers use Microsoft Excel spreadsheets stored on local computers, lacking integration to other systems. Most of these spreadsheets are sophisticated, involve hundreds of hours of development time by process engineers, and require considerable regular maintenance. The most common workflow for passing product design information to production planning relied on paper forms of independent spreadsheets with the information manually entered into the production-planning (MRP/ERP/MES). This manual process has led to process-time delays as well as to inconsistencies in the detailed information, especially as it relates to model-mix and optional-work content.Computerized MPM systems can solve these problems.

CHALLENGES IN AREA

One of the greatest difficulties faced by companies is the need to stay ahead of the competition. As with many other industries, the market is highly competitive, leaving businesses desperately looking for a point of

difference.This comes at a time when customer demands are growing - people are expecting more for their money, as well as top quality customer service to match.Process manufacturers need to delicately balance the need to provide a great service with cost controls. Spend too much and the bottom line will be affected, invest too little and quality could be jeopardised. Quality control must be at the centre of everything a process manufacturer does, but strict environmental and safety standards may mean this isn't easy.Every stage of the process is subject to heavy scrutiny, so companies need a means of gaining a complete overview of their operations that enables them to meet all the necessary regulations.

NEED TO OVERCOME CHALLENGES

With inefficient infrastructure to compete with and the need to constantly stay ahead of the game, it's hardly surprising companies are looking for ways to enhance their industry specific business processes. MPM gives ultimate visibility into projects, enabling process manufacturers to enhance the efficiency of their operations while reducing the risk of failure.In turn, customers can be more satisfied with the products and services they receive, giving manufacturers that head start they so desperately need. There are many challenges faced by the sector, so a good MPM should address all of them and generally make the company more streamlined and efficient.

RESEARCH PREVIEWS

Various topics and technologys are developed under Manufacturing Process Management 1.Production process planning 2.Factory layout planning and analysis

3.Computer-aided manufacturing (CAM) 4.Numerical control CNC

RESEARCH GAPS

There are four key areas where companies can typically improve their MPM process.

1. Define the Manufacturing Process During the Product Design Phase.

Generally, designers “throw the design over the wall” to manufacturing engineers. However, if manufacturing engineers have direct access to the ever-evolving design information, they can define the manufacturing process in parallel with product design. Furthermore, with this information, manufacturing becomes better equipped to handle concurrent product development and is able to adapt to in- process engineering changes.

2. Provide Manufacturing Engineers with Access to Engineering Data.

Accurate manufacturing process definition requires that manufacturing

engineers be able to directly reuse engineering data, including parts, classification, 3D mockups, and manufacturing requirements, such as GD&T information. Yet, typically, manufacturing engineers lack direct access to this information.

3. Eliminate Manual Processes. Today, most process plans are defined

using a spreadsheet program, and work instructions are created using a word processor. This use of manual tools leads to a variety of issues:

slow execution of the process, data duplication and inaccuracy, and

chaos whenever a change occurs to the engineering definition of the product. 4. Improve enterprise collaboration. Since manufacturing environ- ments typically span multiple plants and time zones, and with manu- facturers seeking to implement “design anywhere, build anywhere” strategies, it’s difficult for manufacturing engineers to capture and share their knowledge, and ensure consistency across the enterprise.

IMPORTANCE OF RESEARCH GAP

Improved Efficiency of Manufacturing Engineers • Enables direct reuse

and manipulation of engineering information in process plans, to avoid data duplication

• Enables reuse of standardized and normalized processes and resources

• Reduces time required to create and update work instructions though their dynamic generation Improved Production Ramp-up and Productivity

• Reduces training time and learning curve with accurate and meaningful 3D work instructions

• Reduces production trial and error method of optimizing of the manufacturing processes with digital validation Reduced Cost of Changes

• Identifies required design changes earlier in the design, with timely feedback from manufacturing.

• Streamlines change impact identification and propagation

• Increases engineering visibility to the potential manufacturing impact of a change, to facilitate cost effective design decisions

• Provides an integral change management system, which supports both engineering and manufacturing needs Reduce Scrap and Rework

• Reduces the risk of producing incorrect product configurations by

eliminating discrepancies between the latest process definition and the work instructions used on the shop floor

CONCLUSION

An automated and optimized MPM process not only requires superior technology, it also requires companies to streamline their day-to-day processes. Just as important, companies need to ensure that everyone across the organization understands and adopts the new processes and technology. Various capabilities of MPM Process plans which allow the definition of plant-specific processes with alternate and parallel sequences of operations. and sub-operations

Ability to completely define process plan operations with parts, resources, standard procedure, documents, and time breakdown

Ability to manage resource libraries (Plant, Work Center, Tooling, Process Materials, Skills)

Ability to manage manufacturing capability libraries composed of standard procedures and standard process plans