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GT (Group Technology) MRP (Materials Requirement Planning) Cellular Manufacturing

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 Group technology was introduced by Frederick Taylor in 1919 as a way to improve productivity. Group technology (GT) is a manufacturing philosophy that seeks to improve productivity by grouping parts and products with similar characteristics into families and forming production cells with a group of dissimilar machines and processes.

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GROUP TECHNOLGY LAYOUT

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 Group technology implementation can be broken down into 3 different phases:

Actions on the manufacturing process Changes to the production process Results for the organization

Examples of the impacts group technology has had on the production process.

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The changes group technologies can have on the production process. Tighter Parts Control Close physical layout of machine groups Orderings tied to production
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1. Reduced Purchasing Cost Through Volume Purchasing Can purchase fewer different items at higher volumes 2. Faster Lead Time Can quickly identify the materials or materials needed 3. Better Negotiation Leverage Value Analysis 4. Accurate Cost Estimation Estimate the future price range with a standard cost database 5. Quicker Reaction to Design Changes Quickly identify newer material or parts that conform to newer designs and specifications 6. Better Communication Between the Buyer and the Supplier 7/2/2011 Eliminate the human errors with GT classification 7/27

 Cellular manufacturing is an application of group technology in manufacturing in which all or a portion of a firms manufacturing system has been converted into cells. A manufacturing cell is a cluster of machines or processes located in close proximity and dedicated to the manufacture of a family of parts.

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To reduce setup times Flow times To reduce inventories and market response times.

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Material requirements planning (MRP) is a production planning and inventory control system used to manage manufacturing processes. Most MRP systems are software-based, while it is possible to conduct MRP by hand as well. OR MRP is a simple system of calculating arithmetically the requirements of the input materials at different points of time based on actual production plan. MRP can also be defined as a planning and scheduling system to meet time-phased materials requirements for production operations. MRP always tries to meet the delivery schedule of end products as specified in the master production schedule.
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MRP has several objectives, such as: Reduction in Inventory Cost: By providing the right quantity of material at right time to meet master production schedule, MRP tries to avoid the cost of excessive inventory. Meeting Delivery Schedule: By minimizing the delays in materials procurement, production decision making, MRP helps avoid delays in production thereby meeting delivery schedules more consistently. Improved Performance: By stream lining the production operations and minimizing the unplanned interruptions, MRP focuses on having all components available at right place in right quantity at right time.

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A simple sketch of an MRP system

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We know that GT is one of the useful approaches to small-lot, multiproduct production system, and MRP is an effective scheduling and control system for a batch type of production system. Optimal lot sizes are determined for various parts required for products in an MRP system. However, similarities among the parts requiring similar setups and operations will reduce setup time. On the other hand, the TIME-PHASED REQUIREMENT scheduling aspect is not considered in GT. It means, all the parts in a group are assumed to be available at the beginning of the period. Evidently, a better scheduling and control system will be achieved by integration of GT and MRP.

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The goal of an integrated GT and MRP framework is to take advantage of the similarities of setups and operations from GT and time-phased requirements from MRP. This can be achieved through a series of simple steps as follows:
Step I. Collects the data that are normally required for both the GT and MRP concepts (that is, machine capabilities, parts and their description, a break down of each final product into its individual components, a forecast of final product demand, and so forth). Step II. Use GT procedures for determining the part families. Designate each families as GI (I=1, 2, 3,, N) Step III. Use MRP for assigning each part to a specific time period. Step IV. Arrange the component part-time period assignments of step III according to part family groups of step II. Step V. Use a suitable group scheduling algorithm to determine the optimal schedule for all the parts within a given group for each time period.
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We now illustrate the integrated framework with a simple example

Example 1.1 Johnson and Johnson(JJ) produces all the parts in a flexible manufacturing cell required to assemble five products designated as P1,., P5. These products are assembled using parts A1, A2., A9. Product structure is given in table (1.10). Using GT, we are able to divide these nine parts into three part families, designated as G1, G2, and G3. The number of units required for each product for the month of March has been determined to be P1 = 50, P2 = 100, P3 =150, P4 = 100, and P5 = 100. Using GT and MRP concepts, determine weekly requirements for all these groups.
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Table 1.10 Product structure

PRODUCT PART NAME NUMBER OF NAME UNITS REQ. P1 P2 P3 P4 P5
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A1 A2 A3 A2 A4 A6 A1 A2 A5 A6 A7 A8 A7 A8 A9

1 1 2 1 1 1 1 1 1 1 1 1 1 1 1
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Solution:
Product demand is exploded to parts level and the information is summarized in Table 1.11 MRP, the precise number of each part on a weekly basis can be determined. Suppose the weekly requirement for products P1,., P5 are obtained as shown in table (1.12). The table gives the number of units of each products needed in each week of the month under consideration. However, we do not know the schedule within each week. t
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GROUP

PART NAME

MONTHLY REQ. 200 100 150 300 100 200 200 200 100

A1 G1 A3 A5 A2 A4 A6 A7 A8 A9

G2

G3

Table 1.11 GT data Monthly requirements of parts in each group

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PART NAME WEEK 1 WEEK 2 WEEK 3 WEEK 4 P1 P2 P3 P4 P5 25 25 25 50 0 0 25 50 0 50 25 25 25 0 50 0 25 50 50 0

Table 1.12 MRP data weekly requirements for the products

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Thus, to take full advantage of the integrated GT-MRP system, Table 1.10, 1.11, and 1.12 are combined into the integrated form as given in table 1.13. This table provides weekly requirements for all the parts for all the groups.
Part Group Week 1 Week 2 Week 3 Week 4 Name A1 50 50 50 50 G1 A3 50 0 50 0 A5 25 50 25 50 A2 75 75 75 75 G2 A4 25 25 25 25 A6 75 25 25 75 A7 50 50 50 50 G3 A8 50 50 50 50 A9 0 50 50 0
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Table 1.13 Combined GT/MRP Data

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Next, we may obtain an optimal schedule for each week of the entire month, by applying an appropriate scheduling algorithm to these sets of parts within a common group and week. Thus, it takes advantage of group technology-included cellular manufacturing as well as the MRP-derived due-date consideration. Problem 2.1 Three groups of parts discussed in problem 1.10 are to be manufactured on a machining center in a flexible manufacturing system that has multiple spindles and a tool magazine with 150 slots for tools. Group set up time and unit processing time for all parts are given in Table 2.11. The machining center is available for 1000 units of time per week. Using the data given in this and Problem 1.10 : a) Determine whether available capacity is sufficient for all weeks. b) Determine the scheduling sequence for groups and parts within each group. 20/27 7/2/2011

Table 2.11 Group set up time and unit processing time for all parts

Group Group Setup Parts Time Name Name

Unit Processing Time

G1 G2 G3
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15 10 20

A1 A3 A5 A2 A4 A6 A7 A8 A9

2 3 4 3 4 2 3 2 1

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a) Using the data of Table 1.13 and Table 2.11 , we can calculate the capacity required for processing parts in group1 in the first week as follows: Group setup time of G1+1st week demand X unit processing time of A1+1st week demand X unit processing time of A3+1st week demand X unit processing time of A5 = 15+50x2+50x3+25x4=365 Similarly , we can calculate capacity requirements for all other groups in all weeks. The results are summarised in Table 2.12

SOLUTION

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Table 2.12
Group Name G1 G2 G3 Total Capacity Week 1 Capacity 365 335 345 1045 Week 2 Week 3 Capacity Capacity 315 335 345 995 365 335 445 1145 Week 4 Capacity 315 335 445 1095

We observed that the given capacity of 1000 units per week is sufficient only for the week 2 . For the remaining weeks we have to decide about overtime or subcontracting or some other policy for meeting capacity requirements . 7/2/2011 23/27

(b) Suppose objective is to minimise the mean completion time of all parts in the cell. One simple and efficient way is to use the Shortest Processing Time (SPT) rule. For sequencing groups we consider the total processing time required by all the jobs in a group plus the group setup time . These times are given in Table 2.12

Using SPT rule

Week Week 1 Week 2 Week 3 Week 4 Sequence G2,G3 and G1 G1, G2 and G3 G2, G1 and G3 G1, G2 and G3

Parts within the group can be sequenced using SPT rule. For week 1 the parts in group G1 will be sequenced as A1, A5 and A3; The parts in group G2 in the order A4 and A2; In Group G3 in the order A9, A8 and A6. Sequences for the second , third and fourth weeks can be similarly decided
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REFERENCES
www.wikipedia.org Singh Nanua (1996). ,Systems approach to Computer Aided Design and Manufacturing by, John Wiley publication, pp. 507-511
http://nptel.iitm.ac.in/courses/Webcoursecontents/.../mrp/lecture1.htm

www.ignou.ac.in/upload/UNIT7-55.pdf

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