SCHEDULING PRODUCTION LAYOUT USING SIMULATION
HENDISON ANAK JERALSON LINANG
:1
Universiti Malaysia Sarawak
SEPTEMBER, 1999
SCHEDULING PRODUCTION LAYOUT USING SIMULATION
Pusat Khidmat Maklumat Akademik UNIVERSITI MALAYSIA SARAWAK
BY
HENDISON ANAK JERALSON LINANG
A REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF BACHELOR OF
ENGINEERING
FAC'U'LTY OF ENGINEERING
UNIVERSITY MALAYSIA SARAWAK SEPTEMBER, 1999
BORANG PENYERAHAN TESIS
Judul: SCHEDULING PRODUCTION LAYOUT USING SIMULATION
SESI PENGAJIAN: 1999
Saya HENDISON ANAK JERALSON LINANG
mengaku membenarkan tesis ini disimpan di Pusat Khidmat Maklumat Akademik, Universiti Malaysia Sarawak dengan syarat-syarat kegunaan seperti berikut:
I. Hakmilik kertas projek adalah di bawah nama penulis melainkan penulisan sebagai projek bersama dan dibiayai oleh UNIMAS, hakmiliknya adalah kepunyaan UMMAS.
2 Naskhah salinan di dalam bentuk kertas atau mikro hanya boleh dibuat dengan kebenaran bertulis daripada penulis.
3 Pusat Khidmat Maklumat Akademik, UNIMAS dibenarkan membuat salinan untuk pengajian mereka
4 Kertas projek hanya boleh diterbitkan dengan kebenaran penulis. Bayaran royalti adalah mengikut kadar yang dipersetujui kelak.
5* Saya membenarkan/tidak membenarkan Perpustakaan membuat salinan kertas projek ini sebagai bahan pertukaran di antara institusi pengajian tinggi.
6 ** Sila tandakan (J)
r7l
F-I II
SULIT (Mengandungi maklumat yang berdarjah keselamatan atau kepentingan Malaysia seperti yang termaktub di dalam AKTA
RAHSIA RASMI 1972).
TERHAD (Mengandungi maklumat TERHAD yang telah ditentukan oleh organisasi/ badan di mana penyelidikan dijalankan).
'TIDAK TERHAD
Disahkan oleh
(TANDATANGANPENYELIA)
Alamat tetap Lot_978
_R_P R FASA I, JALAN
ßATU KAWA, 93250KUCHING SARAWAK DR. HA HOW UNG Nama Penyelia
Tarikh: 29 September 1999 Tarikh: 29 September 1999
CATATAN 'ý Potong yang tidak berkenaan.
** Jika Kertas Projek ini SULIT atau TERHAD, sib lampirkan surat daripada pihak berkuasa/ organisasi berkenaan dengan menyertakan sekali tempoh kertas projek. Ini penn dikelaskan sebagai SUIT atau TERHAD.
ACKNOWLEDGEMENT
The author would like to appreciate the following persons whom directly or indirectly help the author to accomplish his final project.
1. The project supervisor, Mechanical Engineering Head, Deputy Dean II, Dr. Ha How Ung for his generous guidance to this project.
2. Dean of Faculty of Engineering, Dr. Mohamad Kadim bin Suaidi for his leadership in the final year project.
Mechanical Engineering lecturer, Mr. Nazri bin Abdul Rahman, for his support to the success of this project.
4. Mechanical Engineering staffs and tutors, Mr. Masri bin Zaini, Mr. Ryier ak Juen, Mr. Ghazali bin Tarnbi and Mr. Abdullah bin Yasin, for their assistant and support.
Centre of Academic and Information System (CATS) of University Malaysia Sarawak (UNIMAS), for their satisfactory services and adequate academic resources.
6. My family and not forgetting my friends Gaban, Affendi, Bagong, Acai, Pian, Pozi, Mail, Dondo, Man, Leen, Bintang and those whom give their morale supports and valuable advises to the completion of this project.
I
DEDICATION
I dedicated this project to my family especially, Abak, Mak, Joshua, Samuel, Laura and Ayesha.
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ABSTRAK
Secara keseluruhan, projek im adalah berkaitan dengan perancangan proses dan perancangan pengeluaran bagi sebuah produk yang mudah.
Proses perancangan hendaklah dilakukan dengan teliti dan berkesan supaya hasilnya dapat digunakan di dalam merancang aktiviti pengeluaran produk tersebut. Projek im mendedahkan pelajar kepada dunia sebenar perancangan proses dan perancangan pengeluaran di dalam aktiviti-aktiviti pengeluaran bagi sesebuah organisasi. Hasil daripada keputusan yang diperolehi daripada kaedah simulasi khususnya di bahagian pengeluaran, akan diselesaikan melalui perbincangan. Projek ini sedikit sebanyak dapat menyumbangkan pengetahuan dan bimbingan teknikal kepada industri-industri pengeluaran yang berdasarkan pemesinan. Selain daripada itu, projek im juga cuba untuk membuktikan beberapa teori-teori dan prinsip- prinsip yang berkaitan dengan industri pengeluaran berdasarkan pemesinan.
III
ABSTRACT
Overall, this project is about the process planning and production planning for a simple product. Process planning should be done specifically and effectively so that the data could be converted to plan the activities of production. This project will also expose students to the real world of process planning and production planning within the activities of production of an organization. The result of production
layout which was obtained from the simulation, will be solved through discussion. The project somewhat contribute technical knowledge and guidance to the industries of production based shop floor. Moreover, this project tries to prove several importance theories and principles which were related with industry of production based work shop floor.
IV
CONTENT
APPROVAL
ACKNOWLEDGEMENT
DEDICATION
ABSTRAK
ABSTRACT
I
11
111
iv
CHAPTER 1: INTRODUCTION 1
1.1 Introduction of Manufacturing 1.2 Manufacturing Systems
1.3 Project Overview 1.4 Project Objectives
1 1 3
3
CHAPTER 2: LITERATURE REVIEW 4
2.1 Introduction 4
2.2 Process Planning 4
2.3 Production Planning 9
2.4 Principles of Manufacturing Systems 11
2.5 Shop Scheduling 13
2.6 Empirical Simulation Model 15
2.7 Group Technology 18
CHAPTER 3: METHODOLOGY
3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9
25
Methodology of Project 25
Preliminary Analysis of Mechanical Part 26 Machining Processes, Tools and Cutting Parameters 29
Grouping of Processes into Task 29
Machine Tools 29
Sequencing the Operation
Workpiece Holders and Dimension Data References Final Preparation of the Process Planning
The Dimensions and Tolerances in Manufacturing
33 33 34
of Base 34
3.10 Machining Conditions, Times and Costs 47 3.11 Inspection Instruments to Check the Final Base 49
3.12 Simulating the Process Planning 49
CHAPTER 4: SIMULATION AND RESULTS 53
4.1 Simulation 4.2 Result
4.3 Solution
CHAPTER 5: DISCUSSION
5.1 The observation of the first of the base
53
54
56
64
production layout 64
5.2 The observation upon the results of solution 65
CHAPTER 6: CONCLUSION
CHAPTER 7: RECOMMENDATIONS
REFERENCES
66
68
69
APPENDIX A
APPENDIX B
APPENDIX C
72
78
86
LIST OF FIGURES
Figure 1.1
Figure 2.1
Figure 2.2 Figure 2.3 Figure 2.4 Figure 2.5 Figure 3.19 Figure 3.1b Figure 3.2
Figure 3.3a Figure 3.3b Figure 3.3c Figure 3.3d Figure 3.4 Figure 3.5 Figure 3.6 Figure 3.7 Figure 3.8 Figure 3.9
Figure 3.10a
Figure 3.10b Figure 3.11 a
Chart showing relationships among many
activities in manufacturing, involving materials, processes, machinery, and people
Functionality of the global structure of an industrial enterprise
Process planning activities Illustration of Little's Law
Facility layout for Group Technology Types of Group Technology layout
The drawing of base The drawing of base
The sequence of machining process for the manufacturing process of base
The drill twist cutter The types of reamer The spiral fluted taps
The shell end mill cutter
The plain horizontal machine
A vertical milling with a fixed head Up or conventional milling
The feature of Drill Press
The CNC turret drill machine The sequence of operation for
the manufacturing process of base The type of work-holding for
squaring, chamfering and drilling
The type of work-holding for slotting and drilling T-slot, bolt and washer
2
7
8
14
20 22 27 27
28 35 35
36 36
37 38 41 40
41
42
43 43 44
Figure 3.11b T-nut and stud nut
Figure 3.1 lc Machine strap clamps
Figure 3.1 ld Step blocks and clamp set Figure 3. l le Shell end mill adapters
Figure 3.11f Machine Vises
Figure 3.12 Length of cutting path for drilling, reaming and tapping
44 44 45 45 46 48 Figure 3.13 Length of the cutting path for milling 48
Figure 4.1 The first model of base layout 55
Figure 4.2 The second model for layout of the base 57 Figure 6.1 The machine is links with another
production lines and the application of buffer storage 67
Figure A-1 Parts of a drill 72
Figure A-2 Six common operating that can be performed on a drill press 72
Figure A-3 Term applying to reamers 73
Figure A-4 Basic types of milling cutters and operations 74 Figure A-5 Schematic outline of various flat-and-shape-rolling processes 74 Figure A-6 Schematic illustration of the flat-rolling process.
(b) Friction forces acting on strip surfaces.
(c) Roll force I, 'and torque acting on the rolls.
The width w of the strip usually increases during rolling. 75 Figure A-7 A first model of base production layout in
Arena window 76
Figure A-8 A second model of base production layout in
Arena window 77
LIST OF TABLES
Table 2.1 Table 2.2 Table 3.1 Table 3.2
Table 3.3 Table 3.4 Table 4.1 Table 4.2 Table 4.3 Table 4.4
Table B-1a Table B-1 b Table B-2 Table B-3 Table B-4 Table B-5 Table B-6 Table B-7
Percentage savings through Group Technology Characteristics of successful groups
The base process sheet
The type of machine tool use in different operations The machining data of base
The total time of the base manufacturing process The summary results from simulation
The state for each resource of first model The summary results from simulation
The state for each resource of second model Feed per tooth
Cutting speeds recommended for milling Aluminum and Aluminum Alloys
ISO metric threads
Cutting speeds for various diameters Selection chart for cutting fluids
Conversion unit
Common conversion
21 23 30
31 51 52 58
59 61 62 78 79 80 81 82 83 84
85
LIST OF CHARTS
Chart 4.1 The average percentage of busy times
for each machine of first model 59
Chart 4.2 The time in system for each machine of first model 60 Chart 4.3 The average percentage of busy times
for each machine of second model 62
Chart 4.4 The time in system for each machine of second model 63
CHAPTER 1
INTRODUCTION
1.1 Introduction of Manufacturing
The word "manufacturing" is derived from the Latin manu factuc, meaning made by hand. The word manufacture first appeared in 1567, and the word manufacturing appeared in 1683. In the modern sense, manufacturing is the process of converting raw materials into valuable products, which involves various processes, machinery, and operations. The word product means something that is produced, and first appeared during the fifteenth century.
Manufacturing can be classified as discrete process or continuous processing.
Discrete-parts manufacturing are characterized by individual parts that are clearly distinguishable. Discrete manufacturing mainly concerned with scheduling, materials control, and labor assignment.
1.2 Manufacturing Systems
Although the word . system is derived from the Greek systema, meaning to combine, it has come to mean an arrangement of physical entities characterized by identifiable and quantifiable interacting parameters. Furthermore, manufacturing entails a large
number of interdependent activities, which includes entities such as materials, tools, machines, power, and personnel. Therefore, it should properly be regarded as system. In fact, it is a complex system because it comprised of many diverse physical and human elements (see Figure 1.1), some of which are difficult to predict and control, such as raw material prices, market changes, and human behavior and
performance.
A system can be represented by mathematical and physical model which shows the nature and extent of interdependence. In a manufacturing system, a change or disturbance anywhere in the system requires that it adjusts itself in order to continue
functioning efficiently. Similarly, if demand for a product is such that its shape, size, or capacity fluctuates, randomly and rapidly, the system must be able to produce the
I
modified product on short lead-time and without the need for major capital investment in machinery and tooling.
Computer - Integrated Manufacturing System
Figure 1.1: Chart showing relationships among many activities in manufacturing, involving materials, processes, machinery, and people
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1.3 Project Overview
This project involved a planning process and production of product. The designing of the plant or line layout is also involved. One simple product with several manufacturing processes is selected. The manufacturing processes of this product were planned using a series of logical decision in relation to the certain amount of quantity as required. The data from the planning process is then converted into the
production. In production planning, a model was used to representing the production layout. A simulation software called Arena was used to identify the event that occurred along the production. The result from the simulation was used to analyze and discuss the parameters and problems encountered during the production.
Conclusion were made to solve the problem in the production which related with time--effective and amount of quantity been produced.
1.4 Project Objectives
This project was limited to the planning of the production activities within the manufacturing system. The project also focused on a work shop production. In this project, process planning was estimated based on theory and logical decision rather than practical or real life experience. The main objective is to see the effectiveness of the process planning which will affected the time and scheduling the real world of the production.
The objectives of this project include:
" To match the process planning with the final plan of production.
" Defining a problem (finding and solve problems encounter).
" Analyzing the experimental results, and
" Concluding and providing better solution from the experimental results (provide the statistical analysis and display of simulation results).
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CHAPTER 2
LITERATURE REVIEW
2.1 Introduction
The early of process planning and production will be included and described in this chapter. The type of layout that was available in the manufacturing world will be explained. The study of simulation and modeling in manufacturing system were also be included and discussed. Some of this literature review will become guidance to the project. The methods of process planning will be explained first, followed by production planning, principles of manufacturing system, work shop scheduling, modeling and simulation in manufacturing system and type of layout.
2.2 Process Planning
According to G. Halevi and R. D. Weill, 1995, process planning determines how a product is to be manufactured and is therefore the key element in the manufacturing.
It plays a major role in determining the cost of components and affect all the factory activities, company competitiveness, production planning, production efficiency and product quality. It is a crucial link between design and manufacturing. It was also pointed out that the process planning is a series of decision, decisions that must uniquely and specifically define the process, even it they are not mandatory. Once the process planer makes a decision, it become a constraint on all the decisions that follow it. A single machining operation can be adjusted to comply these constraints, but machining cost and time will be applied to the selected machine. Similarly, a selected tool imposes constraints in the maximum cutting speed, depth of cut, feed rate and tool life. It is accepted that these constraints are artificial ones; they exist only because of the sequence of decisions made. Another sequence may result in a different set of constraints.
Joseph Harrington, 1984 defines the process planning in another way that is planning for manufacturing. According to him, its function is to create the overall strategy for producing the product, a task is done but only one for each product, even though the
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product may thereafter be produced many times. However, the strategy for manufacture may be revised from time to time.
The common methodology used to transform an idea into a saleable product is to divide the manufacturing process into several activities, arranged serially and parallel.
Figure 2.1 describes the global structure of an industrial enterprise and points out the role of process planning as a part of production planning.
Process planning is an important link in the manufacturing process. It defines in details the process that transforms raw material into the desired form. The form is defined by the product designer, and is expressed in engineering drawings with geometric dimensioning and tolerances.
Process planning can be defined by a sequence of activities illustrated in Figure 2.2, although not necessarily in the order shown. They comprise mainly:
" Interpretation of the specifications contained in the definitive drawing of a part, including dimensions and tolerances, geometric tolerances, surface roughness, material type, blank size, number of parts in a batch, etc.
" Selection of processes and tools which are candidates for processing a part and its features by respecting the constraints imposed in the drawing.
" Determination of production tolerances and setting dimensions which ensure execution of the design tolerances, while choosing production dimensions for reason of commodity and capability of manufacturing machinery.
" Selection of starting surfaces and datum surfaces to ensure precise execution of processing operations simultaneously with a selection of holding fixtures and checking of stability of a part by appropriate clamping.
" Sequencing of operations as a function of priorities imposed by accuracy and technological constraints.
" Grouping of elementary operations on the same machine so that operation time will be reduced, while respecting accuracy requirements.
" Selection of machines to execute the technological operations, taking into account the number of workpieces to be produced.
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" Selection of inspection methods and inspection instruments to guarantee final conformity of component with functional requirements.
" Determination of processing conditions for every elementary operation which enables the computation of working times and costs in order to carry out economic evaluation.
" Editing of process sheets to be assembled in a comprehensive process planning file which is transferred to the manufacturing department for execution.
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Personnel
General
management
Design
Product
Development
Production and Process Planning
Material handling
Fabrication
Assembly
Drafting
Inventory
Data
Processing
Accounting
Long range planning
Sales and marketing
Manufacturing
Maintenance
Production
Quality
assurance
Finishing
Figure 2.1: Functionality of the global structure of an industrial enterprise
7
Input specification and interpretation
Selection of primary process
I
Determination of
production tolerances
Selection of holding devices and datums
Selection and grouping of operations
Selection of machine and sequence of operations
Selection of tools
Selection of quality assurance method
L
ý---ý
Decision tables
ý
14
Data files
Jigs and fixture file inspection devices
0
Machine file
Tools life
r-
Time and cost module Time
standards
Editing of process sheet
Figure 2.2: Process planning activities
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2.3 Production Planning
There are two important factors (John A. Shey, [1987]) affecting the choice of processes and production, they are the total number of parts to be produced and the rate of production (number of unit produced in a time period). Total production quantity and production rate together define the justifiable expenditure and tooling.
A lot size is not determined by purely technical considerations. The cost of setting up (change over) must also be weighed against the cost of stocking (warehouse) parts between productions; the move to just-in-time (JIT) has had the effects of reducing lot sizes. In evaluating the number of parts produced and rates of production, it is best to consider all parts that show any similarities in features and operating. Close similarities may allow grouping of parts for processing by more productive techniques; absence of similarities will require that great flexibility of operation be
retained. Approximately 95 percent of the production time are spent either during the parts are being transported from one place to another or are just waiting for something to happen. While 5 percent of the total production spend on the machine tool, they are actually worked upon only some 30 percent of the time; the rest of time is absorbed in loading and unloading, positioning, gauging or idling for extraneous causes.
In production planning, it is most important function to juggle the schedule so that all the many components of the final product are produces and delivered when they are
needed with a minimum of overall delay and the highest possible production efficiency (Joseph Harrington Jr. [1984]). Joseph Harrington Jr. added that in order to reduce the lead time, a series of recalculations and compromises must then take place:
" Work may be farmed out to subcontractors.
" Overtime production may be scheduled to increase the shop productivity or a second shift may be added.
" Parts may be purchased from outside than produced in the shop, thus releasing shop facilities for other parts that cannot be purchased from outside.
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" Delivery of purchased materials may be accelerated by competitive bidding among sources of supply or by placing a premium on early delivery from some reliable source.
Joseph Harrington Jr., 1984, defines the production control as to shorten the needed flow time for some essential parts. For example, batches of parts may be split so that when a portion of the batch is finished on one machine it may proceed directly to the next machine without waiting for the rest of the batch. According to G. Halevi and R. D. Weill, 1995, the purpose of production control is to supervise the flow of parts on the shop floor in order to minimize such loses of time and, at the same time, to meet the delivery dates of product. Scheduling in production management is therefore a very basic function in manufacturing and it has to be well matched with
process planning. The trend in process planning developments is more and more to integrate the two function of process planning and production to achieve better productivity.
On another hand, it would be ideal if the materials and the tooling arrived just as the machine tool and operator became available to work on them. If this cannot be arranged, it is usually desirable to have the materials and tools on site ahead of the time when the machine will be available to work on the task. This follows from the relative cost of having the machine tool idle, waiting for the material to arrive versus the cost of having the work-in process (WIP) sitting idle, waiting for the tool to become available. The WIP would have to be very valuable indeed to outweigh the capital cost of large modem machinery.
In production control, the set up time will loom very large in the total cost picture if only one part is to be made. However, it will dwindle into insignificance if the tool is to run for days, months and years, to produce many parts.
The routing is fixed. Routing prescribes the flow of work in the plant and lists the sequence of workstations required to produce an item. It derives its information from process planning and presents it to production planning. However, process planning and production planning has one main drawback. Production planning uses technical
