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57 Cards in this Set
- Front
- Back
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Production Facilities |
Larger system including , manufacturing and support |
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Manufacturing support systems |
Solves problems; Desing, planning, ordering, controlling WIP, quality |
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Manufacturing systems |
logical grouping of equipment, sub set of production system |
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variety vs quantity relationship |
inverse |
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soft product variety |
small differences, cellular manufacturing, minimal changeover time |
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hard product variety |
substantial differences, batch productions |
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Job shop |
Low Q specialised and customised general purpose equipment |
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fixed position |
planes |
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process layout |
has departments |
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product layout |
production line, flow line, cars |
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reasons for automation |
increased; productivity, worker safety, product quality decreased; costs, effects of labour shortage, routine tasks |
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manual labour needed for |
short jobs difficult/customized parts coping with changes in demand |
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shaping processes |
solidification - casting particulate - sintering deformation - extrusion material removal - milling |
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surface processing |
cleaning treating coating |
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product complexity |
quantitative and qualitative |
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part complexity |
# of processing steps |
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Make or Buy |
can be more expensive including own overhead costs of idle machines in other workshops quotes |
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part families |
similar shapes and processes |
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Order releases (2 types) |
work and purchase |
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MRP |
materials requirement planning |
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MRP inputs |
Master production schedule - list of to be made BOM and other manufacturing data - raw, subassemblies, components, quantities Inventory record file - type/amount of stock including on hand, on order and WIP |
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How does MRP work? |
Back scheduling |
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MRP adjustments to inventory |
Common use items, lead times |
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MRP benefits |
inventory reduction faster reduced costs improved response |
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50% fail MRP |
application not appropriate inaccurate data master production schedule not couples with capacity |
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Retrieval CAPP |
aka variant parts classification standard plan edited for new parts |
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Generative CAPP |
new plan each time based on human rules (if...then) needs knowledge base |
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Rp |
Production rate |
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availability |
reliability that indicates proportion of time that a piece of equipment us working |
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PC |
production capacity |
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Utilisation |
% of output to capacity |
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MLT |
manufacturing lead time |
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PC=nHpcRp |
n=production machines in plant producing same part Hpc= hrs period being used to meansure plant capacity, hr/period |
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Short term adjusting PC |
change; # of workers, S/week, H/S |
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Long term adjusting PC |
change # of machines Change Rp by changing methods or tech |
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Process planning |
determining most appropriate process in correct sequence to produce a given part or product specified by design Actual making of part |
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Production Planning |
logistics, ordering materials and obtaining resources Weeks planning |
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Process and sequence |
basic-secondary-property enhancing-finishing |
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net shape process |
No secondary processes |
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Production planning and control (4) |
Aggregate planning master production schedule inventory MRP |
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Productin planning levels |
Aggregate detailed purchasing |
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Aggregate Production Plan |
medium range output levels for major production lines coordinated w sales and marketing considers inventory (now and then) reconcile marketing plans for current products and new product development against capacity resources |
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Short range production plans |
Material and capacity requirements planning detailed schedule |
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MPS |
Master Production Schedule; Lists products and Q converts aggregate into specific for each part divides into; extra orders, firm orders, forcasted demand |
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inventory make up |
raw purchases WIP finished products |
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Inventory control systems |
order point - independent material requirements - depended |
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EOQ=sqrt((2*Da*Csu)/Ch) |
Da=annual demand Csu=set up cost Ch= holding cost |
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Quality control |
statistical analysis |
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High quality comes from |
customer satisfaction continuous improvement encouraging involvement good tech |
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TQM |
Total Quality Management driven by top dogs whole company built into product - not just checked at end continuous improvement |
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process variability (2) |
Random (bell) assignable (broken tools) |
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PC |
Process capability (mean +- 3std devs) |
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PC assumptions |
standard distribution steady state statistical control |
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PCI |
Process capability index upper and lower tolerance limits |
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Control Charts |
Variable (quality) and attributes (defects) |
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types of control charts |
histogram pareto check sheet defect concentration diagram (fridge) scatter plot cause and effect (fishbone) |
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SPC |
statistical process control management team approach training emphasis on improvement |
