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Lecture 4 Manufacturing and Material Handling Simulations

The document discusses the importance of scope and level of detail in manufacturing and material handling simulations, emphasizing that these should align with the study's objectives. It outlines various characteristics and models of manufacturing systems, including labor, equipment, maintenance, and production schedules, while also addressing the significance of accurate modeling of downtimes and failures. The ultimate goal of simulations is to provide insights into system performance and identify problem areas to enhance efficiency and reduce costs.

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21 views22 pages

Lecture 4 Manufacturing and Material Handling Simulations

The document discusses the importance of scope and level of detail in manufacturing and material handling simulations, emphasizing that these should align with the study's objectives. It outlines various characteristics and models of manufacturing systems, including labor, equipment, maintenance, and production schedules, while also addressing the significance of accurate modeling of downtimes and failures. The ultimate goal of simulations is to provide insights into system performance and identify problem areas to enhance efficiency and reduce costs.

Uploaded by

chaeberryyy12
Copyright
© © All Rights Reserved
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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Manufacturing and

Material Handling
Simulations
IE 411 ELECTIVE 2
Manufacturing and Material Handling Simulations
As do all modeling projects, manufacturing
and material handling simulation projects
need to address the issue of scope and
level of detail. Consider scope as
analogous to breadth and level of detail as
analogous to depth.
Manufacturing and Material handling simulations
The proper scope and level of details should be determined by the
objective of the study and the questions being asked.

On the other hand, level of detail could be restrained by the availability


of input data and the knowledge of how system components work.
Models of manufacturing system
Models of manufacturing systems might have to take into account a
number of characteristics of such systems, including some of the
following:
1. Physical layout
2. Labor
a. Shift schedule
b. Job duties and certification
3. Equipment
a. Rates and capacities
b. Breakdowns
Time to failure
Time to repair
Resources needed for repair
Models of manufacturing system
4. Maintenance
a. Preventive maintenance (PM) schedule
b. Time and resources required
c. Tooling and fixtures
5. Work centers
a. Processing
b. Assembly
c. Disassembly
6. Product
a. Product flow, routing and resources needed
b. Bill of materials
Models of manufacturing system
7. Production schedules
a. Made-to-stock
b. Made-to-order
Customer order
Line items and quantities
8. Production control
a. Assignment of jobs to work areas
b. Task selection at workcenters
c. Routing decisions
9. Supplies
a. Ordering
b. Receipt and storage
c. Delivery to workcenters
Models of manufacturing system
10. Storage
a. Supplies
b. Spare parts
c. Work-in-process (WIP)
d. Finished goods
11. Packing and shipping
a. Order consolidation
b. Paperwork
c. Loading of trailers
Models of material handling systems
In manufacturing systems, it is not unusual for 80 to 50% of an item’s
total time in system to be expended on material handling or on waiting
for material handling to occur.

This Work-in-progress represents a vast investment, and reductions in


WIP and associated delays can result in large cost savings. Therefore, for
some studies, detailed material-handling simulations are cost effective.
Models of material handling systems
Storage systems
a. Pallet storage
b. Case storage
c. Small-part storage (totes)
d. Oversize items
e. Rack storage or block stacked
f. Automated storage and retrieval systems (AS/RS) with storage-
retrieval machines (SRM)
Goals and performance measures
The purpose of simulation is insight, not numbers.
Those who purchase and use simulation software and services want to
gain insight and understanding into how a new or modified system will
work.

Will it meet throughput expectations? What happens to response time at


peak periods?
Is the system resilient to short-term surges? What is the recovery time
when short-term surges causes congestion and queueing?
Goals and performance measures
Simulation are expected to provide numeric measures of performance,
such as throughput under a given set of conditions, but the major benefit
of simulation comes from the insight and understanding gained regarding
system operations.
Goals and performance measures
The major goals of manufacturing-simulation model are to identify problem areas
and quantify system performance. Common measures of system performance
include the following:
● Throughput under average and peak loads;
● System Cycle time (how long it takes to produce one part);
● Utilization of resources, labor and machines;
● Bottlenecks choke points;
● Queueing at work locations;
● Queueing and delays caused by material-handling devices and systems;
● WIP storage needs;
● Staffing requirement;
● Effectiveness of scheduling systems;
● Effectiveness of control systems;
Issues in manufacturing and material-handling simulations

There are a number of modeling issues especially important for the achievement of
accurate and valid simulation models of manufacturing and material-handling
systems. Two of these issues are the proper modeling of downtimes and whether,
for some inputs, to use actual system data or a statistical model of those inputs.
Modeling downtime and failures

Unscheduled random downtimes can have a major effect on the performance of


manufacturing systems. Many authors have discussed the proper modeling of
downtime data.

There are a number of alternatives for modeling random unscheduled downtime,


some better than the others:
1. Ignore it
2. Do not model it explicitly , but increase processing times in appropriate
proportion
3. Use constant values for the time to failure and time to repair
4. Use statistical distribution for time to failure and time to repair
Modeling downtime and failures

Alternative one (1) is not the suggested general approach. This is certainly an
irresponsible modeling technique if downtimes have an impact on the results, as
they do in almost all situations. One situation in which ignoring downtimes could be
appropriate, with full knowledge of the customer, is to leave out the catastrophic
downtimes that occur rarely and leave a production plant or line for a long period of
time.
In other words, the model would incorporate normal downtimes but ignore those
catastrophic downtimes, such as general power failures, snow storms, cyclones and
hurricanes, that occur rarely, but stop all production when they occur.
Modeling downtime and failures

The second possibility, to factor into the model the effect of downtimes by adjusting
processing times applied to each job or part ,might be an acceptable approximation
under limited circumstances. If each job or part is subjected to a large number of
small delays associated with downtime of equipment or tools, then the total of such
delays may be added to the pure processing time to arrive at an adjusted processing
time.

If total delay time and pure processing time are random in nature, then an
appropriate statistical distribution should be used for the total adjusted processing
time. If the pure processing time is constant while the total delay time in one cycle is
random and variable, it is almost never accurate to adjust the processing time by a
constant factor.
Modeling downtime and failures

The third possibility, using constant durations for time to failure and time to repair,
might be appropriate when, for example the downtime is actually due to preventive
maintenance that is on a fixed schedule.
Modeling downtime and failures

In almost all other circumstances, the fourth possibility, modeling time to failure and
time to repair by appropriate statistical distribution when data is lacking, a
reasonable assumption based on the physical nature of the causes of downtimes.
Time to failure

Time to failure can be measured in a number of different ways


1. By wall-clock time;
2. By machine or equipment busy time;
3. By number of cycle times;
4. By number of items produced.
Breakdown/Failure

Breakdowns or failures can be based on clock time, actual usage or cycles. Note that
the word breakdown or failure is used, even though preventive maintenance could
be the reason for a downtime. As mentioned, breakdowns or failures can be
probabilistic or deterministic in duration.

Actual usage breakdown are based on time during which the resources is used.

Clock-time breakdowns might be associated with scheduled maintenance

Cycle breakdown or failures are based on the number of times the resources is used
Breakdown/Failure

Another issue is what happens to a part at a machine when the breakdown or failure
occurs. Possibilities include scrapping the part, rework, or simply continuing
processing after repair. In some cases-for example, when the preventive
maintenance is due- the part in the machine may complete processing before the
repair (or maintenance activity) begins.
1. As a pure time delay (no resources required);
2. As a wait time for a resource (e.g., maintenance person) plus a time delay for
actual repair.
END

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