Analysis and Management

of Production System
Lesson 01: Formalisms for manufacturing process
modeling

Prof. Giulia Bruno

Department of Management and

Production Engineering

[email protected]
Importance of formalism

● Problem of making
customers/colleagues
with different
backgrounds to
understand the process
to reach the solution of a
problem

● Everyone reasons and

expresses concepts
according to their own
cultural background
 distance of languages
Communication problem

Metaphor of the
swing

Problem of using
words to describe
processes

Importance of being
able to formalize a
process to have an
effective
communication
Importance of processes in production systems

Processes are used to manage a product during its

whole Product Lifecycle
 Plan
 Design
 Implement
 Support
 Disposal
Process definition

A process is characterized by a series of activities linked together to provide

a certain output given a certain input

Input Output
Process

 Representation at various levels of detail

 To represent a process, it is necessary to identify the activities of which it
is composed and their sequence
 Activities may be difficult to be identified or separated from the other
related activities
Types of processes

Information processes: functions that create, manage, process and

provide information (e.g. management of a purchase order)

Physical processes: processing activities of physical objects (e.g.

material flows within a production system)

Functional processes: functions related to the overall activity of the

organization or company (e.g. production of a car, publication of a book,
management of an airline)
Types of formalism

Depending on the process type, different representation

formalism can be used

 Information flows Flow chart, UML Activity diagram, BPMN

 Material flows Flow process chart, Value Stream Mapping

 Functional flows IDEF0 diagrams

Many variants
The same formalism may be used to represent different process
types
Flow chart

Start and End

Activity

Decision

Input/output data

Flow control
Example: Customer support service
UML Activity Diagram

Initial state

End state

Activity

Decision

Fork and Join

Flow control
Example: order management
Business process model and notation

Based on popular graphical flowcharts:

- Core set of notation elements
- Each core element has various subtypes

A BPMN process model is a graph consisting of four types of core

elements:

start end

event sequence flow

activity gateway

Events represent the Gateways capture Sequence flows

Activities
process’ triggers (start forking and joining represent the order
capture work
event) and outcomes paths in the control in which activities
performed in a
(end event) flow and events will be
process
performed
Example Order-to-cash
Flow process chart

Many physical and manual processes consist of a sequence of

simple actions, such as transport, waiting or inspection

Identifying these simple activities makes it easier to find ways

to improve the process

When to use it:

 To provide a detailed description of a physical process by
representing the individual activities in sequence
 To analyze processes to identify and eliminate waste
 To represent process with few decision blocks

Uses the American Society of Mechanical Engineers (ASME)

symbols
ASME symbols

Activity, changes physical or chemical material

characteristics

Transport, movement of people or material

(distance measures could be included)

Waiting, for material arrivals or machines

availability

Warehouse, for material storage

Inspection, material quality and quantity control

Example: Baking Cookies Factory

A cookie factory decides to analyze how to improve its process

In the current process the cookies are formed after introducing
the dough into the mould, then they are baked in the oven, cooled
on a cooling belt and inspected on an inspection line
8.2% of the cookies do not pass the shape control and are
discarded, the rest of them are packed for shipping
Flow process chart

 The main flow follows a

vertical line from the top to
the bottom
 Alternative flows represented
on parallel lines
 Numbers for counting the
symbols of the same type
 Description at the right side of
the activity
Observations

Analyzing the material flow, you can see that the shape quality
rejection rate is very high
A simple improvement could be to introduce an inspection
immediately after the manufacture of the cookies, before baking,
since the raw dough is easier to re-mix
With a successive intervention, the mixing and molding processes
can be improved to further reduce the rejection rate
Example: reengineering comparison
Example: packaging process
Example: chair assembly
Template
Exercise: paper factory

The wood is partly purchased from a supplier and partly produced in the
company's own forests. The wood is conveyed through an artificial channel to
the covered storage area. From there, it is taken to be cut in the chipper, where
the dimensions are made uniform to the standard size of 1x1/4 inch. Wood
chips that are too large are returned to the previous station, and those that are
too small are removed. The chips are then stored in silos.
Lignin is removed from wood chips by boiling them in caustic soda and sodium
sulphide solution. Then the chips pass into a low-pressure discharge vat which
physically separates the fibres. The wood fibres are then centrifuged and
pressed. The pulp produced in this process is finally subjected to bleaching and
then put to rest in the warehouse.
The paper is produced starting from the pulp in a dedicated machine, in which
the pulp is deprived of part of its content in water and compressed in steam-
heated cylinders. Then it is wrapped in large reels and stored. When delivered
to the customer it is cut and rewound into smaller reels.
Solution
Value Stream Mapping (VSM)

Value Stream Mapping was introduced in 1980 by Taiichi Ohno and

Shigeo Shingo, as part of the Toyota Production System, through
which the Japanese company has implemented a policy of reducing
waste in production processes

It is composed by a set of activities and processes necessary for the

realization of a product, starting from the supplier to the delivery of
the finished product

Activities are divided in two groups: value-added activity and non

value-added activity

The VSM Objective is to identify and reduce any non-value-added

activity (waste), highlighting the points of improvement of the
process
Introduction

Value Stream Mapping is a tool that analyses the current state of a

production process

It allows to visualize in a clear and concise way the current production

situation by drawing the material and information flows in order to
decrease the inventory and the production time and to eliminate the
overproduction

It allows to identify each parts of the production flow to reengineer it

It describes the flow of materials/components of a given product inside

the manufacturing (or logistic) system, providing a descriptive visual
representation of each phase

It highlights the points of material accumulation (i.e. raw material stocks,

finished products and WIP) along the production process, as well as the
causes of this accumulation
Introduction

Advantages of using Value Stream Mapping:

 shows the process flow as a whole, without detailing
individual processes
 allows to identify waste and the causes that determine it
 is a common international language to talk about the
production process
 helps to define how the production flow should look like
and lays the foundation for a Lean implementation plan
 shows the link between material flows and information
flows
 is a qualitative tool that describes how the plant should
operate to produce value
VSM Diagram
Formalism

The manufacturing
process mapping is
performed using a
series of simple unified
icons

These icons can

represent both physical
flows and information
flows of the production
planning system (e.g.,
an MRP system)
Factory

It is the symbol used to represent external sources

• Clients ABC
COMPANY
• Suppliers
• Outsourced Process

Factory + Data Box

• Shipping frequency per shift
• Information about the material handled
• Purchase lot size
• Average demand per time bucket
• In the case of suppliers you can enter data such as number of parts/day, tray
(pallet capacity, product bins), On Time Delivery.
• In case of customers: number of products ordered/day, turnover, OTD.
• In the case of services, the concepts are similar, it remains only to identify the
appropriate measurements
Production process

It is the symbol used to represent the production process

• A machine
• A process
• A factory

Process + Data box

• Cycle Time (C/T)
• Setup Time
• Production Rate per hour/shift
• Machine downtime, uptime and waiting time
• Waste and Rework
• % of Value added activities
• etc.
Inventory

It shows the accumulation of products between processes

It can be expressed in terms of WIP or time, while in the

services and offices it can be understood as pending files, I
emails to be processed, etc
300 pezzi
2 Giorni
Traditionally the icon is a triangle, as it represents a significant
danger in terms of waste.
Safety Stock and Truck Shipment

Safety Stock
• It represents the presence of voluntary stocks
• It must always be distinguished from the
(involuntary) accumulation of WIP generated by the
production system.

Truck Shipment
• It represents the transportation adopted 1 x day
• Internally the frequency of supplying and/or delivery
is brought
Material Flow

Striped arrow
• Represents the material flow between two stations
• Indicates a "Push" type flow

White arrow
• Represents the movement of raw materials from
suppliers
• Represents the movement of finished products
towards customers
Information Flow

Straight arrow
• Manual information flows (fax, e-mail, telephone,
etc.)

Lightning arrow
• Electronic information flows

Information Label
• Specify the type of information Schedulazione
• It is shown above the arrows of the information flow settimanale
Operator

Indicates whether a process is automated or

needs operators

Report the number of operators required

Timeline

The Timeline shows the overall Lead Time given by the sum
of the processing, handling and waiting times.

 The low line means that the product is within the process, and it
will be worked for different time (it is the time in which the product
is processed on the machine)

 In the high part of the line are indicated the waiting times
VSM design

• 1. Process flow identification (Data box)

Identification and mapping of the main
phases
120m 80m 30m 180m 20m 60m
storage
Lager stamping
Stanzen welding
Schweißen Schweißen
welding assembly1
Montage1 assembly2
Montage2 shipping
Versand

I 1 1 1 1 1 I

coils 2700L
4 days 1440R
Z/T: 1S
C/T: C/T: 39 Ss
Z/T: Z/T:
C/T: 46
46 Ss Z/T: 62 Ss
C/T: Z/T:
C/T: 40
40 Ss

R/T: 60
C/O: 60 Min.
Min. R/T:
C/O: 10
10 Min.
min. C/O: 10
R/T: 10 Min.
min. R/T: 00 Min.
C/O: min. R/T:
C/O:00Min.
min.

V: 85 % 80%
Uptime: Uptime:
V: 10090%
% Uptime:
V: 80 %
80% Uptime:95%
V: 100 % V: 100 %
Uptime:95%

Q:
FTY:
0,01
0.9% A FTY:
Q: 0,80.9
%A Q: 0,20.85
FTY: %A FTY:
Q: 1,20.95
%A Q: 0,30.95
FTY: %A
Information 2 shift 2 shift 2 shift 2 shift 2 shift
Collection for
Data Box
 VSM design

• 2. Material flow identification

• Material flow from supplier to customer
customer
supplier
18400 pcs / month
150 ft coils
12000 L
6400 R
1Tray = 20 pieces
AZ/S: 480 min
Mo + We

daily

120m 80m 30m 180m 20m 60m

storage
Lager stamping
Stanzen welding
Schweißen welding
Schweißen assembly1
Montage1 assembly2
Montage2 Versand
shipping
I I I II I
I 1 1 1 1 1 I
coils 4600L 1100L 1600L 1200L
1day
1 2400R 600R 850R 640R
coils 2700L
4 days Z/T: 1S
C/T: Z/T: 39 Ss
C/T: Z/T:
Z/T: 46
C/T: 46 SSs Z/T:
C/T: 62 Ss Z/T: 40 Ss
C/T: 1440R

R/T: 60
C/O: 60 Min.
Min. R/T: 10
C/O: 10 Min.
min. R/T: 10
C/O: 10 Min.
min. R/T:
C/O:00Min.
min. R/T:
C/O: 00 Min.
min.
FTY.:
V: 85 80
%% FTY.:
V: 10090%% V: 8080
s. r.: %% V:r.:
s. 100100
%% V: 100
s. r.: %%
100
Rejt:
Q: 0,01
0,01
%A%A Q: 0,8 % A Q: 0,2 % A Q: 1,2 % A Q: 0,3 % A
AZ/S:480Min
WT/S:480Min AZ/S:480Min
WT/S:480min AZ/S:480Min
WT/S:480min AZ/S:480Min
AZ/S:480Min
WT/S:480min AZ/S:480Min
WT/S:480min
S: 2 S: 2 S: 2 S: 2 S: 2
 VSM design

• 3. Time information
• Timeline Design XYZ AG
customer
Krupp -Stahl
supplier
• Cycle Time, Waiting Time e Lead time 18400 pcs / month
150 ft coils 12000 L
6400 R
1Tray = 20 pieces
AZ/S: 480 min
S: 2
Mo +&Mi
We

daily
täglich

120m 80m 30m 180m 20m 60m

storage
Lager I Stanzen
stamping I Schweißen
welding
Schweißen I Schweißen
welding I Montage1
assembly1
Montage1 II assembly2
Montage2
Montage2 Versand
shipping
I 1 1 1 1 1 I
Coils
Coils 4600L 1100L 1600L 1200L
1200L
1Tag
1Tag 2400R 600R 850R
850R 640R
640R
Coils 2700L
4Tage C/T: 1S
Z/T: 1s C/T: 39
Z/T: 39 SSs C/T: 46 Ss
Z/T: C/T: 62 Ss
Z/T: C/T: 40
Z/T: 40 SSs 1440R
Z/T: Z/T:
R/T: 60
C/O: 60 Min.
min. R/T: 10
C/O:
R/T: 10
10Min.
Min.
min. R/T: 10
C/O: 10 Min.
min. R/T: 00 Min.
C/O: min. R/T: 00 Min.
C/O: min.
s. r.:
V: 8580
%% V: r.:
s.
V: 100
100 90%
%% s. r.:
V: 8080
%% V: r.:
s. 100100
%% V: r.:
s.
V: 100
100 100
%%%
Q: 0,01 % A Q: 0,8 % A Q: 0,2 % A Q: 1,2 % A Q: 0,3 % A
WT/S:480min
AZ/S:480Min WT/S:480min
AZ/S:480Min WT/S:480min
AZ/S:480Min WT/S:480min
AZ/S:480Min
AZ/S:480Min WT/S:480min
AZ/S:480Min
S: 2 S: 2 S: 2 S: 2 S: 2

W/T: 23,6 d
5 days 7,6 days 1,8 days 2,7 days 2,0 days 4,5 days
1s 39 s 46 s 62 s 40 s
P/T: 188 s
VSM design

• 4. Add Information Flows

Example

FIRM
● Acme Spa pressed steel steering arms
● The firm produces 2 types of products → L (left side)
and R (right side)
● Each month has 20 working days, in 2 shifts of 8
hours each and two breaks of 10 minutes for each
shift
CLIENT
● Client demand18.400 p/month:
 L → 12.000 [p/ month]
 R → 6.400 [p/month ]
● Shipments to customers are made 1 time per day
Example

PRODUCTION CONTROL
● The production control is carried out by MRP which
provides forecasts at 90, 60 and 30 days
● Every day the customer provides orders with the
desired quantities
● The production is managed through a weekly
schedule
● The MRP forecasts with 6-month horizon sent to the
supplier
● Acme sends orders to the supplier weekly
SUPPLIER
● The supplier supplies 500 feet long steel coils twice
a week, transporting them by truck
● The coils supplied allow you to have material in the
initial warehouse for 5 day
Example

PROCESSES
● The flow between the various phases of production are of push type
● 6 processes:
Stamping
 Process time= 1 s
 Setup time = 1 h
 Uptime = 85%
 Observed warehouse= 4600 L e 2400 R

Welding 1
 Process time= 38 s
 Setup time = 10 m
 Uptime = 100%
 Observerd warehouse= 1100 L e 600 R
Example

Welding 2
 Process time = 45 s
 Setup time = 10 m
 Uptime = 80%
 Observed warehouse = 1600 L e 850 R

Assembly 1
 Process time = 61 s
 Setup time = 10 m
 Uptime = 100%
 Observed warehouse = 1200 L e 640 R
Example

Assembly 2
 Process Time = 39 s
 Setup time = 0
 Uptime = 100%
 Observed Warehouse = 2700 L e 1440 R

Shipment
 after assembly the product is shipped to the customer
Example - solution

Operator Availability

Each month has 20 working days, consisting of 2 shifts of 8 hours

each, with two breaks of 10 minutes for each shift.

Time available for each process (available working time):

1 shift 8*60*60 = 28,800 [s/shift]
two breaks per shift 2*10*60 = 1,200[s/shift]

Therefore, the available time is 28,800 - 1,200 = 27,600 s/shift

Example - solution

Insert the Supplier and Customer icons, with the

relative Data Boxes containing the total quantities to
be supplied for a given period and calculate the
necessary daily production and the load unit
type/characteristics

48
Example - solution

Draw, from left to right, the Process boxes and the

corresponding Data Boxes related to the internal
operations/stations of the component under analysis (e.g.,
the production flow of the component)

49
 Example - solution

Draw the icons for the external handling connections (raw material and finished products) from the
warehouse to the Customer and from the Supplier. Represent the mode of transport used (e.g., Truck 50
shipment) and indicate the frequency of shipments (daily, etc.). Draw the icons representing manual and/or
electronic information and communication flow, describing the function/content with the Information icon.
Example - solution

Warehouse related time

Stock time = Quantity of stock pieces / daily customer demand

Customer question = 18,400 [pcs/month] /20 [working days] = 920 pcs/day

Warehouse after stamping : (4600+2400)/920 = 7.6 days

Warehouse after welding 1: (1100+600)/ 920 = 1.8 days
Warehouse after welding 2: (1600+850)/ 920 = 2.7 days
Warehouse after assembly 1: (1200+640)/920 = 2 days
Warehouse after assembly 2: (2700+1400)/920 = 4.5 days
Example - solution

Compute the total Value Added Time and Production Lead Time
Exercise

FIRM
● TWI produces components for tractors, in
particular steering arms
● Each month has 20 working days, consisting
of 2 shifts of 8 hours each, with two breaks
of 15 minutes for each shift.
CUSTOMER
● Demand of 24,000 pcs/month
● Shipments to customers are made 1 time a
day by trucks
Exercise

PRODUCTION CONTROL
● The customer provides a 60 day purchase forecast, and
a precise order schedule two weeks before delivery
● The production is managed through a weekly schedule
● Orders received are insert into the MRP system
● Every day a delivery plan is generated for the shipping
department
SUPPLIER
● The company purchases steel bars and raw joints from
two suppliers, Michigan Steel and Indiana Castings.
● Both suppliers make deliveries 2 times a month, and
guarantee an initial stock for 20 days.
● bar cutting and the joint trim are done in parallel, then
the two components are welded and continue the
processing.
 Exercise
PROCESS DATA ● 2° Welding
 1 operator
 CT = 30s, C/O = 1h
● Bar cutting
 Reliability = 80%
 1 operator
 Warehouse: 3 days of welded arms
 CT = 15s, C/O = 1h
 Reliability = 100% ● Deburring
 Warehouse: 5 days of cutted bars  1 operator
 CT = 30s, C/O = 1h
● Finishing
 Reliability = 100%
 1 operator
 Warehouse: 5 days of welded arms
 CT = 30s, C/O = 2h
 Reliability = 100% ● Painting (outsourcing)
 Warehouse: 5 days of finished bars  Lead-Time = 2 days
 Warehouse: 6 days of painted arms (TWI)
● 1° Welding
 1 operator ● Assembly
 CT = 30s, C/O = 1h  6 operators
 Reliability = 90%  CT = 195s, C/O = 10 min
 Warehouse: 3 days of welded arms  Reliability = 100%
 Warehouse: 4 days of finished arms
● Shipping
Solution

Operator availability

Each month has 20 working days, consisting of 2 shifts of 8 hours

each, with two breaks of 15 minutes for each shift

Time available for each process (available working time):

1 shift 8*60*60 = 28,800 [s/shift].
two breaks per shift 2*15*60 = 1,800[s/shift]

Therefore, the available time is 28,800 - 1,800 = 27,000 s/shift

Solution
IDEF diagram

ICAM project (Integrated Computer Aided

Manufacturing)
 IDEF0 for the generation of functional models

 IDEF1 for the generation of information models

 IDEF1X for the semantic modelling of data

 IDEF2 for the generation of dynamic models

IDEF0 diagrams

Method designed to represent the activities of an

organization or system
 Constraints and controls between activities

Based on the organic and systematic combination of

graphic and textual components

The components are related through a multilevel

hierarchical structure
 Diagram layout

 “Box and arrow” graphics

 Function represented by a box whose sides enter or exit arrows
with different meanings
● Node: identification of the
represented node
 A-0 overview
 A0 general activity
 A1, A2, A3, .. First level of details
 A11, A12,.. A21, A22,.. Second
level of detais

● Title of the diagram

● Number of the diagram
● Short description of the diagram
Hierarchy of diagrams
Activity

The main component of the diagram is the

activity
 Represented by a rectangle
 Labeled with a noun or verb that describes it
 Identified by a number in the lower right corner
For reasons of readability, a maximum of 6
activities can be entered in a diagram
 If more activities are needed, an additional level
of detail must be introduced
 Arrows

 The meaning of the arrows depends on their position with respect

to the activity

 the arrows entering from the left side

represent the inputs entered (the one
that is processed during the activity)
 the arrows coming out from the right
side represent the outputs produced (the
results of the activity)
 the arrows entering from the top
represent the constraints (controls) that
regulate or affect the execution of the
activity
 the arrows entering from below indicate
the resources (physical tools or people)
that make it possible to carry out the
activity
Parallel operations

Once the output of 1 is available,

both the activities 2 and 3 can start
Difference between input and control
Example: production management
 Observation

 In IDEF0 there are no decisions, only flows

 Characteristics

 Provides a reference architecture for business

analysis, information engineering and resource
management
 Allows the management of large and complex
projects
 The cost of a function can be computed based on the
costs attributed to its component activities
 Diagrams are easy to read even by non-technical
people
 Top-down decomposition, elimination of choices
Example: breakfast distribution

A breakfast is served every morning in a hospital department.

Breakfast consists of liquid food (milk, tea, coffee), dry food
(cookies, croissants, etc.), jams and sugar packets.
Breakfast is brought to the patients using special wheeled
cabinets. The preparation of the cabinets takes place in two
phases: in the evening, the workers fill the cabinets with dry food,
sugar and jams; in the morning, they heat the hot food using the
tools in the kitchen and place them into the thermos on the
cabinets.
Breakfast is distributed by the distribution staff. The cabinets are
transported from the kitchen to the departments using an
elevator. The staff deliver the breakfasts to the patients and then
bring the cabinets back to the kitchen. In the kitchen the cabinets
are washed to be ready for a new use.

Represent the process using the IDEF0 diagram using no more

than two levels of detail.
Solution (A-0)

Wheeled cabinets,
Solution (A0)

Wheeled
cabinets
Solution (A1)

Wheeled
cabinets
Exercise: Car repair shop

The customer requests an offer for the production of a specific mechanical

component. The formulation of the offer involves two company functions: the
technical sector and the administrative sector. The technical sector provides a
general description of the manufacturing process, from which the
administrative sector defines the costs and define the amount of the offer. The
customer evaluates the offer received and if he considers it valid, sends an
explicit order to activates the production.
From this moment the company is formally engaged in the fulfillment of the
order and starts the appropriate administrative and technical procedures. In
particular, the technical sector define the process plan with the list of
operations that must be performed to transform the raw material into a
finished product. On the basis of the process plan, the administration
arranges to order the raw materials. Production planning is also carried out
from the information contained in the process plan, giving rise to the
production plan.
Once the raw materials have been received and the production plan is ready,
processing is carried out. At the end of the processing, a quality control of the
product is carried out with which the compliance with the project specifications
is established. The process ends with the invoice emission and the payment
of the customer.
Solution (A-0)
Solution (A0)
Solution (A1)
Solution (A2)

Process plan
Process
definition

Production
planning

Production plan