Planning Products for Production

Planning Products for Production

An Introduction to the Paperwork R. Lindeke, Ph.D.

IE 3265

Topics Introduction to the job The preliminary Form – the parts list The production design forms

Assembly Charts (-- from disassembly) Typically a place to test alternatives

The Indented BOM or Manufacturing Processing Tree Lists components, sub assemblies and the final assembly per a

given assembly scheme BOM = bill of materials which is an expanded and detailed parts

list Routes (flow charts) and Operations sheets

List general process flow and details of production steps

Starting Out As an Industrial Engineer/Manufacturing Engineer or

Manager: We determine best processing practices for any product We design production schemes to minimize time and cost We design alternative to meet manpower and equipment

availability We need these analyses to best operate our current or

changing production systems

So a Product Has arrived -- Create a drawing/sketch or Digital photo of the product in

Disassembly – should indicate part numbers of individual components

Next we generate a Parts List

Parts List: It allows us to perform our make – buy

analysis for all components It becomes a part of the product package we

are going to ship to our customer It provides a listing of components we may

need to maintain in our repair and service departments

Next we Develop an Assembly Chart

More than one can and should be developed Advantages and disadvantages (as related to

our physical resources and labor pool) should be considered

It is likely that several assembly methods will be developed into production techniques!

Typical Assembly Chart:

Shows:• Primary Components• Subassemblies and sub-assembly points• Assembly points• Inspection Points

Leads to Manufacturing Processes Tree (or indented BOM)

On MPT:

Lowest Level shows purchased components Then Machined stages (1 or more) Then low level Sub-assemblies To High-level Sub-assemblies At the top is the finished product

More on the MPT: It lists each stage of a components assembly

life Starts (at the lowest level) with purchased

components Lists all of the potentially inventoried intermediate

steps (raw, semi-finished to finished components, sub-assemblies, packing materials, etc.)

It is the principle document to control our M.R.P. and inventory system!

BOM – an example:

Much Different from Parts List!• Lists each stage of a products life from raw material to finished product• Indicates where each semi-finished components on thru to each subassembly are “leveled” in the final product• Contains many more entries than a parts list

Many Companies also Create Precedence Diagrams too!

The Precedence diagram – when times are attached to nodes or arcs – can be used to determine critical paths and study methods to ‘crash’ the production stream

Routings and Operations Sheets

Router for Cylinder Part: Alum. Cylinder Prepared by: R. Lindeke Part Number: ABC-123 Date: 5-24-00

Rev No: 2 Op Num. Description Machine Set Up Mach Time Tooling Notes 10 Bench

Inspection 1 min Micrometer,

Caliper Check for Square and length

20 Prepare End Lathe 1 min 5 min LH Carbide Cutter, RH Carbide Cutter

To Length, lighten end, roundover

30 Bore Cylinder Lathe - 7 min Center Drill, ½” P. Drill, 47/64 Drill, ¾” Reamer

Liberal Coolant, Hand Feed

40 Tap Cylinder Lathe, Bench - 1.5 min 13/16 x 20NS Tap

Start in Lathe on center

50 Mill/Drill Face Mill 2 min 5 min Bore Fixture, Face Mill, #7, ¼” drills, 5/16 End mill, ¼ x 20 NC Tap

Hand ream if needed

60 Bench Inspect Bench 1 min 6 min Micrometer, Hole Gage, Caliper

Check for Specification

Routers -- These are developed for products that move

through our processing areas (typically castings, forgings and machined components)

List tooling requirements, special needs and expected time (per part or batch) to setup and complete each operation

They can be though of as a “Road-map” for a production planner

Typical Operation Sheet:

Operation Number: 20 Part: Alum. Cylinder Prepared by: R. Lindeke Part Number: ABC-123 Date: 5-1-99

Rev No: Cutting Parameters Machining

Sequence Tooling Required

Speed (V) Speed (RPM) Feed DOC Notes

Rough to Length LH Carbide Cutter, 322 Triangle

400 sfpm 1100 0.012 ipr 0.050” (max) During Setup Beware of flats and edges; Zero & Measure for Length, Set Compound Zero

Finish To Length LH Carbide, 322 Triangle

475 sfpm 1250 0.003 ipr 0.010 use compound feed to target

Rough End “Notch”

RH Carbide Cutter, 322 Triangle

375 sfpm 500 (initial) .012 ipr 0.070 Interrupted Cuts – Mark length – care once below the edge

Finish Notch RH Carbide Cutter, 322 Triangle

425 sfpm 1000 0.003 ipr 0.010 Watch for length (Goal is 0.38”)!

SKETCH OF WORKPIECE LOCATION & TOOL SETUP:

Operation Sheets: These would add significant details for each

row in the router As such they would be resident as an

instruction sheet at each production location to be visited along a router.

In machining they would list recommended feeds and speeds as well as tool setup and fixturing requirements

Operation Processes Sheet

Op. Process Sheet This tool adds details to the assembly ideas

as represented by the assembly diagram It is needed to compute lead times and forms

a critical part of the development of the MRP and explosion calculus needed by a manufacturer

Value Engineering Value Stream Mapping or Value engineering are methods

for analysis of product designs to reduce overall costs while increasing customer performance

Value is often defined as the ratio of Function/cost where Function consists of product performance & customer delivery

To the Customer if Performance and Delivery are higher relative to cost, a product, process or service delivers more Value (is of Higher Quality)

( )performance+deliveryValuecost

Defining Value Engineering:

Value engineering (VE): A set of steps to deliver the required functions of a component or product at lowest cost while meeting quality, performance, and reliability specifications (as demanded by the customer)

VE is a systematic approach to eliminate any unnecessary cost of an item that does not add to its required function. It does not simply reduce cost by using cheaper substitutes or lesser quantities. Instead, its methodology centers on the following questions: What must it do? What alternative material or method can perform the same function equally well? This is function analysis: the principal component in VE.

Ideas on Value Engineering: Fundamentally it is a series of steps by which an

interdisciplinary team evaluates a design (for a service, product or process) to ensure that the essential functions of the design are provided at the least overall cost. Or simply it is a process to take deliberate actions to improve cost effectiveness

Minimizing Costs (achieving Cost Effectiveness) includes: Cost Reduction Cost Avoidance Increasing Sales (from existing customers!)

The VM/VE action team should include: Design specialists Marketing specialists Customers (if possible) Manufacturing (or delivery professionals) Purchasing Specialists Quality Specialists

Comparison Analysis Matrix:

Hummm … Let go with Idea B its got

the best Value ratio!

Criteria Analysis Matrix – To assess Value Index

C. Need /want

Import. Wt.

Comp A Comp B Comp C Comp D Comp. E

Need I .21 5 | 1.05* 5 | 1.05 3 | .63 0 | 0 0 | 0

Need II .26 4 | 1.04 4 | 1.04 2 | .52 5 | 1.3 3 | .78

Need III .11 1 | .11 0 | 0 0 | 0 0 | 0 5 | .55

Need IV .13 5 | .65 5 | .65 3 | .39 0 | 0 0 | 0

Want I .12 3 | .36 5 | .6 5 | .60 0 | 0 0 | 0

Want II .17 3 | .51 5 | .85 0 | 0 0 | 0 0 | 0

T. Import. 1.00 3.72 | 30%

4.19 | 33%

2.14 | 17%

1.3 | 10%

1.33 | 10%

T. Cost 66.6 28.6U | 43%

1.3 U | 2%

10 | 15%

6 | 9%

20.7 | 31%

V. Index .70 16.5 1.13 1.11 .32

* Importance measure in achieving value ((ability to deliver) * (Need wt.))

0

10

20

30

40

50

0 10 20 30 40 50Cost (%)

Impo

rtanc

e (w

t %)

Developing a Value Graph

Comp B

Comp A

Comp C

Comp D

Comp E

Importance Target

Cost Target

Value Target

Value Target Analysis% Import. % cost Value

IndexValue Target (%I & %C)

Target Cost

Cost New Import. Rating

Import. Rating

Comp A 30 43 0.7 36.5 23.7 -5.1 4.52 +.8

Comp B 33 2 16.5 17.5 11.4 +10.1 1.42 -2.68

Comp C 17 15 1.1 16.0 10.4 +0.4 2.01 -.13

Comp D 10 9 1.1 9.5 6.6 +0.2 1.24 -.06

Comp E 10 31 0.3 20.5 13.3 -7.4 2.73 +1.4

Where do we go?

Typically we can’t afford to study all components Select those that have greatest cost reduction

potential Here Components A and E

High Value Items (like Component B) can be studied for Function Improvement –

perhaps by increasing its cost impact Goal might be to keep overall system cost equal

to original

Literature References – focus on V.E.

David K. H. Chua, “Value Improvement Methods,” Civil Engineering Handbook, 2nd ed, Ch. 7, CRC Press, 2003.

R. Terry Hayes, “Value Management,” Maynard’s Industrial Engineering Handbook 5th ed., Ch 13.3, KB Zandin, ed., McGraw Hill, 2001.

J. M. Walker, “Product Design,” Maynard’s Industrial Engineering Handbook 5th ed., Ch 13.1, KB Zandin, ed., McGraw Hill, 2001.

“Quality Function Deployment . . .,”   http://www.qfdi.org/, Sep 20,2005. S. Thomas Foster, Managing Quality, An Integrated Approach, 2nd Edition,

Pearson Prentice Hall, 2003. Warren Brussee, Statistics for 6 Sigma Made Easy!, McGraw Hill, 2004. F. M. Gryna, “Product Development,” Juran’s Quality Control Handbook, 4th

ed., Ch 13, J.M. Juran & F. M. Gryna, eds., McGraw Hill, 1988.