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Manufacturing Systems Research

Manufacturing Systems Research. Chris Hicks. ACME grant in collaboration with NEI Objectives Identify the characteristics of companies in ETO/MTO sector Evaluate the status of CAPM Identify common CAPM problems Develop methods for modelling CAPM systems in ETO/MTO environments

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Manufacturing Systems Research

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  1. Manufacturing Systems Research Chris Hicks

  2. ACME grant in collaboration with NEI Objectives Identify the characteristics of companies in ETO/MTO sector Evaluate the status of CAPM Identify common CAPM problems Develop methods for modelling CAPM systems in ETO/MTO environments Apply modelling methods to identify solutions to CAPM problems Computer Aided Production Management Systems in Engineer to Order Companies

  3. Nine one day visits Three long visits (3 days - 1 month) Developed semi-structured “audit” methodology Developed methods for company classification Identification of Company Characteristics and CAPM problems

  4. Markets Products Processes Manufacturing Systems CAPM Systems Audit

  5. Company Classification Jobbing Company Type “A” Manufacturing Process Batch Main product Spares Subcontract Flow Shallow Deep Product Structure

  6. Company Type “B” Jobbing Manufacturing Process Batch Valves & Pumps Motors Cabs Flow Shallow Deep Product Structure

  7. Control Approaches Project Management Jobbing MRP MRP + JIT Manufacturing Process Batch JIT Flow Shallow Deep Product Structure

  8. Markets - demand highly variable and lumpy Products - complex, highly customised, mix of products Processes - wide range yet all areas tend to be controlled in same way Manufacturing systems - mainly functional layouts, high capital employed CAPM systems - poor integration, wide variety of subsystems, incorrect data structures, poor operational procedures, generally unsuccessful Audit Conclusions

  9. Functional models decompose complex systems using a hierarchical top-down approach. They provide a means of understanding activities and interrelationships Information models enable structure of information to be described Dynamic models show changing behaviour over time. Systems Modelling

  10. Company X - Context Diagram a a Customer Customer Contract ITT Awarded Progress Tender Report Company X ITT Quote Order b b Supplier Supplier

  11. Audit, systems analysis and data modelling provide static “snapshot” views. Longitudinal studies are a series of snapshots. No model of system dynamics. At best enable “best practice” or potential solutions to be described and documented. Not possible to perform experiments to examine alternative configurations and evaluate them in terms of specified performance criteria Method Limitations

  12. Allows modelling of system dynamics Very expensive in terms of model building and computational resources Validation often a problem Predominantly used for either small scale models or rough-cut high level models Simulation

  13. Simulation Model CAPM Modules

  14. Large scale model allows whole manufacturing facilities to be represented Models facilities, products, processes and planning and control systems Many product families can be represented with shallow, medium or deep product structure Data structures match ETO/MTO requirements Allows variety of planning and control methods to meet local requirements May be used as a research tool or for planning and simulation. Key Features

  15. Heavy Machine Shop used for case study Static configuration used layout and other resource constraint information BOM information obtained for products Process data and planning data obtained for 18 month period. Simulation Case Study

  16. Series of full factorial experiments Factors Process - assembly lead time, minimum set-up, machining and transfer CAPM, scheduling methods, BOMs, dispatching rules, capacity planning Product mix / load Operational - data update period Experimental Design

  17. Assembly planning and capacity planning important CAPM subsystems “Dispatching” rules not very significant Manufacturing performance sensitive to transfer times. Significant advantages gained through having close control of key resources Real time data recording led to improved manufacturing performance Conclusions

  18. Manufacturing Layout (Hinrichs, Wall) Capacity planning (Tay, Holmes, Hines, Pongcharoen) Assembly planning (Sullivan ..) Planning of product development activities Planning under uncertainty (Wall, Brand, Song) Integration of project planning methods with MRP type approaches (EPSRC proposal) Plan Optimisation through Genetic Algorithms Consequent research topics

  19. All data required for layout analysis, clustering and generation in simulation data structures Work started with Chris Lee who was interested in improving the layout of Vickers’ Scotswood Road factory Much work in layout has focused on moving from functional layout to cellular layouts Manufacturing Layout

  20. Clustering Matrix based methods Similarity coefficient methods Layout generation Starting with some candidate solution generate new layout that minimises (maximises) some objective function Simulated annealing Genetic algorithms Methods

  21. Finite / infinite loading Re-planning rules (Tay) Finite loading rules (Holmes) Interactive tools (Hines, Poncharoen) Schedule “optimisation” (Poncharoen) Capacity Planning

  22. ETO companies moving towards buy rather than make Business process analysis approach (McGovern, Earl, Harrison, Hamilton) Agent based modelling of supply chains (Harvey, McLeay, Hines) Supply Chain Management

  23. Embodies audit, business process analysis and requirements definition Transfer of computing expertise 3 Teaching Company Schemes IT Implementation

  24. Tony Wells Siemens Semiconductors Data from North Tyneside, US, Germany, Taiwan. Pareto analysis of costs Identification of cost drivers Relating cost drivers to plant design configurations Results so far: potential cost reduction of 50% on £30m/annum -pity the plant has closed! Layout design & effect on benchmarks

  25. Data modelling / systems analysis based upon thematic knowledge that is formal, explicit and easily shared Knowledge management requires knowledge of product and process structure “Tacit” or embedded knowledge that is disorganised, informal, context dependent and relatively inaccessible often important. Interested in developing methodologies for systems integration that include both thematic and tacit knowledge LABS Proposal with Paul Braiden Management of Knowledge

  26. £180k EDF grant with ISRU to develop distance learning material (Dave Stewardson & Mark Gary) TCS with House of Hardy aimed at improving manufacturing efficiency (Rob Davidson & Paul Braiden) Other Activities

  27. Wide portfolio of manufacturing systems research Various types of research undertaken from the theoretical through to applied. “Market led” rather than “product led” Summary

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