Beruflich Dokumente
Kultur Dokumente
by John Loucks
Operations Technologies
2
Overview
● Introduction
● Types of Manufacturing Automation
● Automated Production Systems
● Software Systems for Automation
● Automation in Services
● Automation Issues
● Deciding Among Automation Alternatives
● Wrap-Up: What World-Class Companies Do
3
Introduction
Medium run size, medium Poor strategy. Variable Disconnected Poor strategy. Fixed
costs and changeover
variety costs are high
Repetitive costs are high
Long run size, medium Poor strategy. Variable Connected Poor strategy. Fixed
costs and changeover
variety costs are high
Repetitive costs are high
Very long runs, changes in Poor strategy. Variable Poor strategy. Variable costs
attributes costs are high are high Continuous
Equipment utilization 5-25% 20-75% 70-80%
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Types of Manufacturing Automation
● Machine Attachments
●
Inexpensive add-ons to machines
●
Represent oldest technology in automation
●
Typically perform one or a few simple operations
●
Examples:
●
Strip feeders
●
Quick centering and grasping devices
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Types of Manufacturing Automation
● Robots
●
Human-like machines performing production tasks
●
Brain of these machines is a microcomputer
●
Have grippers (vacuum, magnetized, adhesive)
●
Have sensors (tactile, proximity, vision/optical)
●
Can operate in environments hostile to humans
(heat, noise, dust, darkness, skin irritants, …)
●
Perform precisely and repeatedly without fatigue
●
Weld, assemble,paint, inspect, transport, …..
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Types of Manufacturing Automation
9
Types of Manufacturing Automation
10
Types of Manufacturing Automation
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Automated Production Systems
12
Automated Production Systems
13
Automated Production Systems
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Redesigning Products for Automated Assembly
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Automated Production Systems
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Process Design Depends on
Product Diversity and Batch Size
Product
Focused,
Batch
System
Cellular
Manufacturing
Process-Focused,
Job Shop
General
purpose
1000
Work cells
CIM
100 Flexible
Manufacturing Focused
System automation
10
Dedicated
automation
1
1 10 100 1000 10000 100000 1000000
Volume
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Flexible Manufacturing System (FMS)
X
Pallet
Transfer Tools
X
System
X X Machine 1
Workpiece X
in queue X Tools
X
X Machine 2
Pallet with
X Computer
workpiece X Tools
attached X
X Machine 3
X
Load Unload
Parts Worker
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Automated Production Systems
20
Automated Production Systems
21
Software Systems for Automation
22
Software Systems for Automation
23
Software Systems for Automation
25
Software Systems for Automation
26
Computer Integrated Manufacturing (CIM)
ASRS Process
Controls
Automated GT
Assembly Systems
CAD/CAM MRP II
27
Software Systems for Automation
29
Automation in Services
Example
● Airlines – air traffic control, passenger reservation
30
Automation in Services
31
Degree of Customer Contact in Services
and the Use of Automated Equipment
Degree of
Customer Contact
High Manual Operations
Mechanized Operations
Automated
Operations
Low
Capital
Low High Intensity
32
Automation Issues
33
Automation Questions
34
Building Manufacturing Flexibility
35
Justifying Automation Projects
37
Worker Displacement and Training/ Retraining
38
Deciding Among Automation Alternatives
● Economic factors
● Effect on market share
● Effect on product/service quality
● Effect on manufacturing flexibility
● Effect on labor relations
● Amount of time required for implementation
● Effect of implementation on ongoing production
● Amount of capital required
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Deciding Among Automation Alternatives
● Economic Analysis
●
Economic analysis will always be an important, if
not a predominant, factor in deciding among
alternatives
●
Frequently used approaches are:
●
Break-even analysis
●
Financial analysis
●
By using only economic analysis, other important
factors are ignored
40
Example: Valley Hospital
● Economic Analysis
Valley Hospital is planning to install a new linen
retrieval system. Two alternatives being considered
are: a continuous vacuum (CV) system and a batch
robotic/chute (BR/C) system. The following
estimates were prepared:
CV BR/C
Annual Fixed Costs ($000) $2,690 $975
Average Variable Cost per Ton $1,660 $2,590
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Example: Valley Hospital
● Economic Analysis
At a forecast annual operating level of 2,000 tons
of linen, which alternative should be chosen based
only on total annual cost?
TCCV = 2,690,000 + 1,660(2,000) = $6,010,000
TCBR/C = 975,000 + 2,590(2,000) = $6,155,000
42
Example: Valley Hospital
● Economic Analysis
The annual volume of linen has to increase or
decrease to what level in order for the BR/C
alternative to be favored?
TCCV = TCBR/C
2,690,000 + 1,660(Q) = 975,000 + 2,590(Q)
930Q = 1,715,000
Q = 1,844.1 tons
Annual volume must decrease to 1,844 tons or less.
43
Example: Security Bank
● Economic Analysis
Security is considering the installation of an
ATM and has estimated the cost of the machine,
effects on revenue, savings in taxes from
depreciation, and labor savings.
The machine is estimated to have an initial cost of
$250,000 and an expected life of five years. The
after-tax cash inflows for years 1-5 are estimated to
be: $87,500; $79,600; $75,300; $71,600; and
$69,400. Compute the after-tax payback period.
44
Example: Security Bank
● Economic Analysis
Cumulative
After-Tax After-Tax
Year Cash Inflow Cash Inflow
1 $87,500 $ 87,500
2 79,600 167,100
3 75,300 242,400
4 71,600 314,000
5 69,400 383,400
Payback period = 3 + (250,000 – 242,400)/71,600
= 3.106 years
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Deciding Among Automation Alternatives
46
Deciding Among Automation Alternatives
● Relative-Aggregate-Scores Approach
Similar to Rating Scale Approach, but weights
are formally assigned to each factor which permits
the direct calculation of an overall rating for each
alternative.
47
Example: Brownell Cleaners
● Relative-Aggregate-Scores Approach
An analyst at Brownell Cleaners is considering
two alternatives for a new garment conveyor system,
GCS1 and GCS2.
He has interviewed several managers in the firm
and conducted extensive analysis of the problem. He
has collected the information shown on the next slide.
Which alternative do you recommend, based on
the relative-aggregate-scores approach?
48
Example: Brownell Cleaners
● Relative-Aggregate-Scores Approach
Factor
Automation Factors Weight GCS1 GCS2
Economic factors
Annual savings .30 $26,700 $21,600
Other factors Score Score
Market share .30 .700 .800
Service quality .15 .600 .700
Labor relations .15 .500 .800
Implementation time .10 .700 .600
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Example: Brownell Cleaners
● Relative-Aggregate-Scores Approach
21,600/26,700 GCS1 GCS2
Factor Wgt. Wgt.
Automation Factors Weight Score Score Score Score
Economic factors
Annual savings .30 1.000 .300 .809 .243
Other factors
Market share .30 .700 .210 .800 .240
Service quality .15 .600 .090 .700 .105
Labor relations .15 .500 .075 .800 .120
Implementation time .10 .700 .070 .600 .060
Total Aggregate Score .745 .768
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Wrap-Up: World-Class Practice
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End of Chapter 6
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