Concurrent and

Production Engineering
Functional Automation
Automation to a single function or department area appears to provide
significant productivity gains, however, the benefits for the total
enterprise are negative.

Case Study - I: A manufacturer producing riding lawn mowers used

three locations where functional automation was used:

1. Product design (part and product design drawings)

2. Marketing (service manual drawings and customer information)
3. Production (drawings to aid in the programming of metal-cutting
machines)

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Functional Automation
The three areas which worked in isolation chose different computer
hardware and software with no compatibility among the computer
files created in each department.

The benefit for the enterprise of using functional automation was

negative because of several reasons:

1. Time was wasted by entering redundant data

2. Three separate computer images of the same product
3. The number of drawing errors for the product increased by a
factor of three
4. Product quality/reputation suffered due to drawing errors

3
Shared Enterprise Database
Generation of the design drawings for a new product is one of the first
activities in the design area.
CIM concept demands the establishment of a shared enterprise
database with a single image of all product information.

The implementation of a shared database for all product parts and

specifications requires an enterprise CIM network where employees
access and share product data electronically.

One example for CIM local area network (LAN) to support product
design is illustrated in Figure A.

Local area networks are the electronic links that allow computers to
exchange information. Number of standards are available but the
most common one is Ethernet.
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Shared Enterprise Database

Figure A. 5
Shared Enterprise Database

Figure AA. Figure AB.

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Shared Enterprise Database
Shared enterprise database is not restricted to the enterprise
mainframe computer, however, product design drawings are saved on
a server on the LAN where most of the design activity occurs.

This permits all users on the network to access data distributed

around the enterprise systems through the bridges that link the
network.

If the same principle of common enterprise is applied to the lawn

mower case study then each system which used to develop new
mowers design must be able to share a single drawing file in the
enterprise data. The product drawing originating from design area
would be used or modified by other departments.

Building CIM systems around a shared data changes functional

automation into enterprise data integration.
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Global market demands
products that are:
 Well ………. Features of global market
demands
 Of high ………..

 At low ………..

 Decreasing ……..

CE addresses these demands

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Challenges facing engineering
companies are:
 More demanding …......
 Rapid ………... change.
 ……….. issues.
 ………….. pressures on ………., …….,

Challenges
9
Over the Wall Approach ….

10
The Sequential Engineering
Process (over-the-wall approach)

Marketing Engineering Test

Manufacture
Design

Full
Production

11
Weaknesses (disadvantages) of the
sequential (over the wall) approach:
 Insufficient product specifications.
 Reduced attention to manufacturability
issues.
 Late changes cost more.

Weaknesses
12
Breaking Down the Barriers to
Effective Design

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CE

Concurrent Engineering (CE) goes by a

wide variety of names: process driven
design, design for excellence, integrated
product development, simultaneous
engineering, as well as others.

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CE

 As a concept, Concurrent Engineering

(CE) is not new.
 But it has not been applied in a
systematic way.
 CE was termed by the IDA report in
1982.

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CE (Carter & Brooks 1994)
Concurrent Engineering (CE) is a systematic approach
that brings products and processes together from the
entire company. It involves multidisciplinary teamwork
involving suppliers and customers with emphasis on
process rather than function. It also emphasizes
understanding and meeting customers needs, use of
appropriate process modelling development tools, use of
relevant measurements to encourage continual process
improvement, parallel processing of activities, and
decision analysis information system.

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CE – Traditional
Approach

Figure F1
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CE – Modern
Approach Figure F2
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Objectives of CE
 Decreased product development lead-time.
 Improved profitability.
 Greater competitiveness.
 Greater control of design and manufacturing costs.
 Close integration between departments.
 Enhanced reputation of the company and its products.
 Improved product quality.
 Promotion of team spirit.

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CE as a Company Competitive
Strategy
 To compete successfully, companies have to continuously keep
reducing development times and sustain improvements in their
products and their quality.

 A company's competitive advantage in the global market

depends on its ability to produce high quality products at a low
price in the quickest time.

 A company should be able to continuously innovate both the

product and the processes in order to respond quickly to the
market changes and reduce the risk of failure. The concurrent
engineering (CE), is a superior tool in achieving these objectives.

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General Principles for Successful
Implementation of CE
 Multidisciplinary teams.
 Sustained communication and co-ordination.
 Use of quality management methods and principles.
 Computer simulations of products and processes.
 Integration of databases, applications tools and user
interfaces.
 A programme of education for employees at all levels.
 A commitment to continual improvement.

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Production Engineering
Production engineering (PE) has the responsibility for developing a
plan to manufacture new or modified product that was generated
through the CE process.

The PE has seven elements:

1. Process planning
2. Production machine programming (course: CAD/CAM)
3. Tool and fixture engineering (course: Tool Design)
4. Work and production standards (course: Work and Method Study)
5. Plant engineering
6. Analysis for manufacturability and assemblability
7. Manufacturing cost estimating

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Manufacturing Enterprise Model

Figure Z

Production Engineering area is different from Plant / Shop floor area. 23

1 – Process Planning
Process planning is often called
manufacturing planning, material
processing and machine routing by
different industry groups.

Process planning is the procedure

used to develop a detailed list of
manufacturing operations required
for the production of a part or
product.

Top left box gives typical product

documentation generated to support
a design.

Figure G 24
1 – Process Planning
The first activity performed on each
part is a make-versus-buy decision
made by PE.

Secondly, a routing sheet is

prepared for every part to be made
and assembled in-house.

Routing sheets describe the

sequence of operations or
manufacturing processes required to
produce the finished product.

Figure G 25
1 – Process Planning
An example routing sheet for 100
of the stainless steel spindles
illustrated in Figure F.

The resources used to complete

the routing and operations sheets
are listed in the box adjacent to
the routing sheet box shown in
Figure G.

Figure F: Routing sheet for spindle

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1 – Process Planning
Third stage in process planning is
generating operations sheet which
includes detail of each of the
operations on the routing sheet.

These operation include:

1. tooling
2. jigs and fixtures needed to hold
the part
3. sketches of setups
4. semi finish dimensions
5. machine settings
6. assembly instructions
7. handling requirements
8. inspection and testing
requirements
9. operator skill level Figure G 27
1 – Process Planning
Shop packet is a package of
documents used to plan and control
the movement of an order on the
shop floor

Normally includes a manufacturing

order, operation and routing sheets,
engineering documentation, move
tickets, inspection tickets, and time
tickets etc.

Figure G 28
1 – Process Planning
In CIM enterprises, computer
software can be used to generate
most of data in the packet.

In addition, the packet need not to

move physically from work center to
work center in paper form.

Operators can view the data files

containing packet of information on
computer terminals in the work
center.

Figure G 29
2 – Production Machine
Programming
The need for machine / part programming developed as
automation on the plant floor evolved to computer-driven
machines and processes.

In many organization, the responsibility for the

programming of the production machines falls in the PE
area in the enterprise, commonly known as computer aided
manufacturing (CAM).

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3 – Tools and Fixture Engineering
The third responsibility of PE is the specification and design of the
tooling required in the production of the part.

In metal and nonmetal processing, the tooling (jigs and fixtures) holds
and position the raw material and parts in machines while tools shape
and finish the parts.

In CE the tooling is specified as a

part of the product design process;
as a result, the parts and production
tooling are developed in parallel.

The result is tooling and parts that fit

like "a hand in a glove."

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4 – Work and Production
Standards
The fourth part of the PE plan is the establishment and application of
work and production standards. To determine the manufacturing cost
and establish standards, this group measures the time required for the
production of every part to know the average production rate.

Motion Study is designed to determine the best way to complete a

repetitive job while time study is the systematic recording and critical
examination of existing and proposed ways of doing work to develop
and apply easier and more effective methods.

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4 – Work and Production
Standards
Motion and time study is a business efficiency technique to increase
productivity and reduce unit cost.

Time study is developed to establish standard times while motion study

evolved into a technique for improving work methods. These two
techniques are applied to industrial as well as service organizations to
improve and upgrade the work systems.

Workflow measurement:

 Operator
 Equipment/Tools
 Material
 Information

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4 – Work and Production
Standards
The objective of applying motion and time study is to obtain the optimum
use of the human and material resources to increase the productivity.

Following are some benefits of applying work study technique.

1. Increases production by optimizing the processing time

2. Reduces the cost of labour, material and overheads
3. Improves quality
4. Improves the conditions which involve excessive human resource,
fatigue or danger
5. Better control of expenditures

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4 – Work and Production
Standards
Both motion and time study can be carried out by different techniques

Flow Diagram Multi-activity Chart

Operations Chart Gantt Chart
Process Chart Multi-machine Chart
Flow Process Charts Left Hand / Right Hand Chart

Work Cell Load Chart Stop Watch Time Study

Work Balancing (Work Cell / Plant /

Routing Sheet
Assembly Line)

Operation Analysis Chart Activity / Work Sampling

Operator/Machine Chart Predetermined Time Standards Systems 35

5 – Plant Engineering
The fifth element in the PE plan is plant engineering. In
some cases, the production requirements for a new
product require a new manufacturing facility.

Plant engineering addresses the design of a production

facility.

Some manufacturers that have frequent model changes,

such as those in the automotive industry, would have a
large plant engineering group as part of PE to make major
facility changes annually.

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6 – Analysis for Manufacturability
and Assemblability
The concept of design for manufacturing and assembly
(DFMA) is also embedded in PE domain.

DFMA ensures that the finished design is optimal for both

the manufacturing processes required and the assembly
techniques needed.

DFMA is effective only if it is performed by PE as part of the

design process via CE concept.

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 Component Elimination
Example: Rollbar Redesign
‘..If more than 1/3 (33%) of the components in a product are
fasteners, the assembly logic should be questioned.’

 24 Parts
 8 different parts (not similar)  2 Parts
 multiple mfg. & assembly  2 Manufacturing processes
processes necessary  one assembly step 38
7 – Manufacturing Cost
Estimating
A crucial role for PE is the estimation of the product cost based
on design-drawing data and work and production standards
information.

Before the manufacturing cost could be determined, the

production process had to be established (routing and
operations sheet for every part, material, labor and overhead
cost for each planned operation).

Integrating this process into the design activity to satisfy

marketing area of the enterprise through CE concept is essential
to obtain an order qualifying / winning criterion.

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