AMITY INSTITUTE OF ENGINEERING AND TECHNOLOGY NOIDA

MANUFACTURING
PRODUCTION

SUBMITTED TO:
MRS. ABHA THAKRAL DEPT. OF CS&E

SUBMITTED BY: 6CS-7X

PREETI GROVER SRIDATRI DUTTA A2305208 A2305208061

INTR

TION

The term production or operation is often used interchangeably with manufacturing. If you view production as process , even services such as dry cleaning begin with resources-cleaning fluid, machines, presses and people-and end up with a product clean clothes. So all business firms are involved in some type of production. The key concept in operations management is transformation or conversion of input (resources) into output (goods or services).Competition in next millennium places increased emphasis upon time as expressed by speed, quality, service and global focus. Agility is the watchword. The manufacturing modules of most ER vendors do not limit business to a single manufacturing method such as make to stock or make to order. Instead, many manufacturing and planning methods can be combined within the same operation with unlimited flexibility to choose the best method-or combination of methods-for each product at each stage throughout its life cycle. The manufacturing system should provide the foundation for creating concurrent business processes across the supply chain and achieving return on assets (R A) improvement. The materials procurement sub system provides tools for implementing TQM programs within an organization. Original manufacturers may be defined independently from vendors so that the businesses can strictly adhere to quality assurance and control functions without preventing their buyers from seeking best possible price and delivery terms. ER packages provide extensive cost information at several levels that helps businesses to identifying cost drivers and reduce product cost. They support multiple inventory valuation methods so you can choose the costing method that best reflects your companys business.

THE ENTERPRISE SUPPLIER

Make-to-stock/ Make-to-order

CUSTOMER

THE MANUFACTURING PROCESS

HOW DOES MANUFACTU ING ESPOND TO THE CUSTOME ?

SHOP FLOO CONT OL:
Wit i

product time to market manufactures have turned their greater attention to evaluating their shop floor activities.

Shop Floor Control provides access to all of the activities that generall take place in the Shop. The control of work in progress is one of the most complex day-to-day tasks facing the operations manager. Planning capacity, ensuring that bottlenecks are avoided and generating high levels of shop floor productivity are all part of the challenge. As factories are realigned to reduce material travel time through a facility, this realignment places an added burden upon the supporting systems. Shop flor controls must be flexible and adapt to changing needs.

JUST IN TIME (JIT) / EPETITIVE MANUFACTU ING: Just-In-time manufacturing, or JIT, is aimed at eliminating manufacturing wastes by producing
only the right amount and combination of parts at the right place at the right time. This is based on the fact that wastes result from any activity that adds cost without adding value to the product, such as transferring of inventories from one place to another or even the mere act of storing them. JIT is most applicable to operations or production flows that do not change, i.e., those that are simply repeated over and over again. Hence it is also called as Repetitive manufacturing. The goal of JIT, therefore, is to minimi e the presence of non-value-adding operations and nonmoving inventories in the production line. This will result in shorter throughput times, better on-time delivery performance, higher equipment utili ation, lesser space requirement, lower dpms, lower costs, and greater profits. JIT/repetitive focus includes strong analytic capabilities. A production inquiry presents both current production status and past history. The history provides current day, month-to-date, year-todate results as well as calculations of maximum and average productions results per hour. A JIT worklist compares the production plan to the capacity plans for the rate based items. This tool quickly identifies the discrepancies based upon actual performance, so that production rates and/or daily output goals can be pro-actively and monitored on timely basis.

emphasis placed upon reducing manufacturing time in support of the need to reduce

ENGINEE ING DATA MANAGEMENT:

The first step to shorter product development cycles is increased efficiency in design and development activities. Engineering data management is designed to help your company trim data transfer time, reduce errors and increase design productivity by providing an automated link between engineering and production information. Most packages allow smooth integration with popular CAD packages to simplify the exchange of information about drawings, items, BOMS and routing.