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MTM CT

The document outlines a course on Manufacturing Technology and Management, detailing learning outcomes related to machining processes, jigs and fixtures, and production management concepts. It covers various units including cutting tools, theory of metal cutting, production planning, and inventory management, emphasizing the importance of effective resource utilization in production. Additionally, it discusses different production systems, layouts, and the significance of scheduling in production planning and control.

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0% found this document useful (0 votes)

4 views61 pages

MTM CT

Uploaded by

Chintu Chaniyara

We take content rights seriously. If you suspect this is your content, claim it here.

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Download as PDF, TXT or read online on Scribd

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2ME701

Manufacturing Technology and

Management
Course Learning Outcomes
explain types of tools, their geometries and cutting fluids used
for various machining processes,

elaborate mechanics of machining,

design jigs and fixtures for a give application,

appraise the concepts of production management.

Course Topics
Machining of metals and non-metals, Classification, tool signature of single
UNIT 1
point cutting tools, solid and inserted bit tools, tool materials, tool coatings,
Cutting Tools and
multi point cutting tools: types and their geometry, chip breaker, form tools,
Cutting Fluids function, selection and application of cutting fluid.

Orthogonal and oblique cutting, theory of chip formation, types of chips, chip
UNIT 2 thickness ratio and shear plane angle, forces and power in machining, concept
Theory of metal of machinability, tool wear and tool life, Effect of tool wear and machining
cutting variables on the surface quality of different materials, economics of
machining.

Definition, their usefulness in mass production; principles, methods and types

UNIT 3 of locators; diamond pin locator, principles and types of clamps, jig bushes:
Jigs and Fixtures purpose and types, jigs and fixtures for turning, milling, welding, and grinding
applications.
Course Topics
UNIT 4 Introduction and importance of production and operation management,
concept of production systems, types of production systems, Routing and
Production Planning
estimation, loading and scheduling. Plant location and layout, purchase and
and Control store management.

UNIT 5 Sales Forecasting: Importance of consumer opinions, distribution surveys,

executive opinions and marketing trends in sales forecasting, Different
Forecasting and
forecasting techniques and Time series analysis, Inventory Control and
Inventory
Management: Cost elements, inventory carrying cost, ordering cost, shortage
Management cost, basic inventory models, introduction to supply chain management.
Course Reading Material
1. Pandey P. C. and Singh C. K., Production Engineering Sciences, Standard Publishers
Distributors

2. HMT, Production Technology, Tata McGraw-Hill Publishing Company Ltd

3. Joshi P. H., Jigs & Fixtures, Tata McGraw Hill

4. Elwood S. Buffa, Rakesh K. Sarin, Modern Production / Operations Management,

John Wiley & Sons, Inc.

5. R. Paneerselvam, Production and Operations Management, Prentice-Hall of India Pvt.

Ltd.
Production and Operation
Management: Basics
Production Management (PM)

• What is production management?

– The part of a business organization that is responsible for
producing goods or services.
– A function or system that transforms inputs into outputs
of greater value.
Production Management
Deals with :
The design and management of;
– Products
– Processes
– Services
– Supply chains
• Strategic growth and competitiveness of any organization depends upon
the effective utilization of the critical productive resources.

• PM is concerned with the productive use of the raw materials, human

resources, equipment and facilities.

• Production is creation of utility.

• Form, time and place utility

• The role of production management to create value. Any activity that do not
add value should be eliminated.

• In PM, it is ensured that the output is of greater value than the input.
• The transformation process can be:

• Physical- as in manufacturing

• Locational- as in transportation or warehouse operations

• Exchange- as in retail operations

• Physiological- as in health care

• Informational- as in communication
What is Production Management?
The business function responsible for planning, coordinating,
and controlling the resources needed to produce products and
services for a company.

“The Science and the Art of ensuring, goods and services are
created and delivered successfully to customers”
• Modern manufacturing enterprises that manage these production
systems must cope with the economic realities of the modern world.
These realities include the following:

✓Globalization
✓International outsourcing
✓Local outsourcing
✓Contract manufacturing
✓Trend toward the service sector
✓Quality expectations
✓Operational efficiency
Production Management Operation Management

1. It’s concerned with 1. It is concerned with services

manufacturing
2. Out put is tangible 2. Output is intangible

3. Job use less labour and more 3. Job use more labour and
equipment less equipment

4. There is no customer 4. Frequent customer participation

participation
Characteristics of Production System
1. Production is an organized activity, so every production
system has an objective.
2. The system transforms the various Inputs to useful Outputs.
3. It doesn’t operate in Isolation from the other organization
system.
4. There exists a feedback about the activities, which is essential to
control and improve system performance.
The Transformation Process
Value-Added
Inputs
• Land Transformation/ Outputs
• People • Goods
• Capital
Conversion
• Services
• Information Process
• Materials

Measurement
and Feedback
Measurement Measurement
and Feedback and Feedback
Control
Control = The comparison of feedback Feedback = Measurements
against previously established standards to taken at various points in the
determine if corrective action is needed. transformation process
Production Management Frame Work
▪ Production Management framework is divided into
5 p’s
- Product
- Plant
- Programme
- Processes
- People
Product
- It is link between production and marketing.

A product should have:

- Performance
- Quality and reliability
- Aesthetics and ergonomics
- Quantity and selling price
- Delivery schedule
Plant
• The plant accounts for major investment (fixed assets)
• The plant is concerned with;
- Design and layout of building and offices
- Reliability and maintenance of equipment
- Safety of operations
• Plant layout must allow smooth movement of men and
material.
• Type of layout dependent on production type, volume of
demand etc.
Process
• Methods used to create a product
Selection of a particular process depends on following factors;

- Available capacity
- Manpower skills available
- Type of production
- Layout of plant
- Safety
- Maintenance required
- Manufacturing cost
Programme
• Programme refers to the timetable of production.

• Programme prepares schedule for;

- Purchasing
- Transforming
- Maintenance
- Cash
- Storage and transport
People
• People are part of organization. Progress of organization
depends on attitude and skills of working people
• Job satisfaction of people depends on good match between
people and jobs

• It is possible by:-

- Motivation
- Training of employees
- Condition of work/safety
- Proper wages/salary
Classification of production system
The production system can be classified on the basis of the following:

▪ Type of production – Job shop production, Batch production, Mass

production
▪ Size of the plant – Large size plant (eg. Oil refinery), Medium size plant,
Small size plant (eg. Printing press)
▪ Type of product- Complex to manufacture (Aircraft) and simple to
manufacture
▪ Physical flow of material – Automated flow, Semi-automated flow and
Manual flow
▪ Nature of order/demand pattern – Stable demand, Unstable demand
▪ Variety of jobs – More variety (eg. Automobiles/electronic goods), One
variety (eg. Oil refinery)
Types of Production system based on strategy:
Make to stock

Industry stocks the finished goods in inventory for immediate shipment. The system
ensures immediate delivery of products. For example, bearings, ready to wear
garments, motors, TVs, medicines, etc.

Situations for make to stoke production system:

▪ Fairly constant and predictable demand

▪ Products are very few and they are standardised

▪ Shorter delivery time expected by the customer

▪ Products having higher self life

Information needed to make a production plan:

▪ Forecasted demand for the planning period

▪ Starting inventory level

▪ Desired ending inventory level

▪ Any previous orders to be fulfilled

Most of the data about the customer is not known and hence, feed back from
distribution channel will act as an important source of information.
Make to order

Products are manufactured after the receipt of firm order from the customer and
hence, the lead time is long. For example, special purpose machinery, heat
exchangers, pressure vessels, aircraft, submarine, nuclear reactor, etc.

Situations for make to stoke production system:

▪ Products are manufactured to customer specification

▪ Customer can wait till the order is being processed

▪ Product is non standard and expensive to store

Assemble to order

▪ When number of alternatives available to customers as in automobiles,

consumer electronics and customer is not ready to wait until product is made,
manufacturers produce and stock standard components and parts.

▪ Since the components are manufactured, the only time to assemble is needed
before delivering product to the customer.

▪ It is the system with low cost and shorter lead time.

Types of Production system based on quantity :
▪ Production quantity refers to the number of units of a given part or
product produced on an annual basis.

▪ Three ranges can be calculated based upon production quantity, Q.

▪ Low production (Q = 1 to 100 units) e.g. aircraft or ships; Medium

production (Q = 100 to 10,000 units) e.g. buses or stents; High
production (Q = 10,000 to millions of units produced) e.g. cars or
paper clips.

▪ Depending on product-type these arbitrary boundaries between

production quantities may shift.
▪ At this stage product variety, P, becomes important. Some factories may
produce more than one product, so they may be forced—owing to the fact that
resources are being shared across products—to produce in low, or medium
volumes.

▪ Product variety (P) refers to the number of different product designs or types
that are produced in a plant. Product type refers to differences in geometries,
shapes and sizes between products.

▪ Thus, when the number of product types made in a factory is high, there is a
corresponding likelihood that product variety is high also; and there is also the
likelihood that production quantity (Q) is low, as there is an inverse correlation
between product variety and production quantity.
Fixed position layout

COMPONENTS

MATERIAL LABOUR

PRODUCT

LABOUR MATERIAL

COMPONENTS
Process Layout:
Product Layout:
Combination Layout

L M ASSEMBLY

D G CELL 1

M M ASSEMBLY

D G CELL 2

L L ASSEMBLY
CELL 3
L G
Cellular Layout
Process (Functional) Layout Group (Cellular) Layout
A cluster
or cell
T T T CG CG T T T
M
T T T SG SG M M T

D D M D
M M D D D
SG CG CG D

M M D D D SG

Similar resources placed Resources to produce similar

together products placed together
Low quantity production
▪ Range: between 1-100 units per year. Job-shop production specialising in the
creation of customised, specialised and complex products.

▪ Equipment is general-purpose, and labour force is highly skilled. Production

system lay-out is flexible to deal with high and hard product variety.

▪ Product can remain stationary if it is heavy, with work being performed upon it in
the one location. This is called the fixed-position layout.

▪ In other cases, production facilities may be arranged according to function or type

in a process layout; this layout is especially favoured for large products created in
modules that are subsequently assembled together. Equipment is generally
arranged into different departments based upon their functionality in the process
layout, which is noted for its flexibility, but has limitations in the fact that there is
generally high material handling between the general-purpose equipment.
Medium quantity production

▪ Range: between 100-10,000 units per year. Batch production or cellular

manufacturing specialising in the creation of either hard or soft product varieties,
respectively.

▪ Batch production used for hard product varieties, in make-to-stock situations.

Typically a batch of product is made before production facilities undergo a change-
over for the next batch, and so on, with repeat orders being frequent.

▪ Equipment is shared among multiple products. Change-over time (set-up time)

may be significant, and is deemed as lost production time: this is considered the
greatest disadvantage of batch production.
▪ Cellular manufacturing favoured for soft product varieties, where
extensive change-overs between similar part styles is not required.

▪ Equipment configured so that groups of similar parts or products can be

made without significant lost time for change-overs.

▪ General layout is in cells consisting of several workstations or machines,

with each cell producing a limited number of similar parts or products,
using the principles of group technology.
High quantity production
▪ Range: between 10,000-millions units per year. Mass production specialising in
the creation of high demand products under two production types: quantity
production, and flow-line production.

▪ Quantity production is the mass production of single parts or single pieces of

equipment, using dedicated and specialised equipment, in a process layout
production facility.

▪ Flow-line production uses multiple workstations, arranged in sequence, while

parts or assemblies ‘flow’ through the production system from the start of the
sequence to the end.

▪ Workstations consist of workers, specialised equipment and specialised tools,

with workstation design and layout planned for maximum efficiency.
PRODUCTION, PLANNING &
CONTROL
Compiled by:
Prof. A. M. Gohil
Institute of technology
Nirma university

8/16/2024 10:37:34 AM
Contents
• Traditional production, planning & control
• Computer-Integrated production, planning & control

8/16/2024 10:37:34 AM
Traditional production planning & control

Long-range 3 to 5 yrs.
Intermediate-range 1 to 2 yrs.
Short-range 3 to 6 months