U.S. Leadership in Manufacturing A Symposium at the Eighteenth Annual Meeting, November 4, 1982, Washington, D.C., National Academy of Engineering. (1983) / Chapter Skim
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Session 2: Integration of the Manufacturing System
Session 2: Integration of the Manufacturing System
Pages 91-126
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From page 91... ...
For years and years we looked at manufacturing as a means by which human effort was used to convert material and other resources into a finished product. The concept of manufacturing is broadening today, so that manufacturing includes the concept of the product, its design, its manufacture, and its delivery to customers -- a total reiterative, closedloop process that ends up with substantially improved utilization of resources in order to refabricate in North America the competitiveness of manufacturing that built this nation.
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From page 92... ...
Our paper will examine the way that this new generation of mechanical technology, computer-based information systems, and electronic process controls creates the factory of the future. Further, we describe how these advances will fundamentally change the economics and operating characteristics of the traditional piece-parts and assembly factory and, indeed, the organization and competitive strategy of the entire company.
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From page 93... ...
All of these trends affect to some extent all businesses and their manufacturing systems -- from chemical process plants and oil refineries, to assembly lines for automobiles or appliances, to batch systems for clothing and machine tools, to one-at-a-time specialty fabrication shops. Of particular interest to us are the ways the application of computer and information technology to manufacturing has changed all types of production, but the greatest observable impact is on the
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From page 94... ...
INTEGRATION: KEY TO THE FACTORY OF THE FUTURE The new-concept manufacturing system is at its most powerful when our increased knowledge of material and process behavior and improved measurement techniques are used with the computer to control and integrate all of the production process operations with systems for managerial control of the factory and a wide range of corporate business functions. This is commonly called computer-integrated manufacturing (CIM)
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From page 95... ...
the hardware of machines and material movement systems, and the use of computers to automate the "knowledge work" of manufacturing and to integrate production planning and control and shop floor control with similar automated systems for accounting, purchasing, logistics, personnel, and other business functions.5 The result can be a factory of the future that is computerintegrated, close coupled, continuous flow, paperless, and highly flexible. It can economically and efficiently produce a wider variety of products in smaller batches than is now feasible.
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From page 96... ...
Ezzat, "CIM: Total Manufacturing Integration," CAD/CAM Technology, Spring, l982.
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From page 97... ...
It will exhibit: • A relatively flat learning curve for a specific product configuration after the software is debugged. Emphasis shifts to an "experience curve" for a family of similar products over time • Short-run average costs that approach the long-run average The CIM factory will have computerized production planning and control systems (the "paperless factory")
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From page 98... ...
We also need to rethink all of our traditional concepts of factory organization, plant layout, facilities location, choice of process technology and equipment, production planning and control techniques, standardization of product designs, size of batch or length of run, line vs. staff responsibilities, the means for
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From page 99... ...
• Joint cost economics will be the rule -- the value of the system will be a function of the "bundle" of products it produces, and the marginal cost of a particular product will be difficult, if not impossible, to calculate. • Rapid response to changes in product design, market demand, and production mix will not only be possible, they will be required.
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From page 100... ...
(Reported in American Machinist, March, l98l and Innovative Manufacturing Technology, a position paper of the American Association of Engineering Societies, January l982.) • A Swedish household appliances company invested in a robot line for parts manufacturing with the following results: Conventional Line Robot Line Number of operators 28 6 Floor space l700 m2 300 m2 Lead time 3-4 weeks 4 minutes Investment costs $60l,200 $l,l35,600 Savings through shorter $ l20,250 lead-time Pay-off time l.5 years (Reported in the Promotion of Robotics and CAD/CAM in Sweden, Ministry of Industry, October, l98l.)
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From page 101... ...
These strategies will include deliberate efforts to: • Proliferate the product designs • Truncate the life cycle • Use distributed processing locations closer to customers • Emphasize quality and reliability as a measure of value • Customize products to users' specifications • Fragment the market into segments that are too small to support traditional facilities or allow "cherry-picking" marketing tactics by competitors • Provide a variety of product lines to a broad range of market segments • Increase the rate of change in product design and product complexity • Develop the strong engineering and distribution capabilities required to implement computer-integrated manufacturing as the distinctive competence of the firm • Develop a rapid response capability to take advantage of changing market demands and/or competitor lapses All the above are to some extent counter-intuitive because they are contrary to the strategies that worked well when factories used traditional hard-tooled automation. Some markets and products will still support traditional dedicated automation and traditional strategies using "long runs of standard products to get down on the learning curve and be the cost leader." The trend, however, will be toward broader, more fragmented markets and rapidly shifting demands that require both the new-concept factories and the strategies that justify their investment.
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From page 102... ...
" • New concepts in industrial engineering for decisions on factory organization and layout, capacity and location, optimization techniques, and production planning and control will appear. All of our traditional industrial engineering techniques will need to be rethought in the light of economy of scope, joint cost economics, and the technology of computer-integrated manufacturing.
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From page 103... ...
• The impacts of this new manufacturing technology and capability will be pervasive throughout a given company. It will open up new styles of competition in the marketplace and will require major adaptation by research and engineering, distribution, and marketing as well as new organizational structures, different economic analysis and investment justification techniques, better trained people, continuous flow systems, new styles of manufacturing management and, most of all, a corporate-wide, top-down, strategic commitment to its introduction and utilization.
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From page 105... ...
I believe their observations are appropriate. My comments, however, concern what I believe is the biggest challenge facing American manufacturing management -- the adoption of a managerial style and approach not only to understand and adapt to those changes but to adapt to the whole evolutionary process that is going to go on from now to some time in the distant future.
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From page 106... ...
data is converted to what one would expect for the F-l6, one gets something like the top curve in Figure l. As indicated, at the l00th airplane (where, hopefully, the chatter in start-up and various design changes and test problems start to go away)
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From page 107... ...
We changed the management style and the belief in what we were doing away from what has become kind of a classic manufacturing management style. In this country, we have come to believe that change is bad in manufacturing, that change is disruptive.
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From page 108... ...
Similarly, if instead of the emphasis on "keep it working" you emphasize improving it, then there is a good change you will keep changing things, and if you can change and change and change, eventually you will be a lot better than you were before, in spite of the continuous disruption you will have with each of the new changes introduced. To introduce the kind of manufacturing technologies we have been discussing at this session, and to move toward that factory of the future, a management style that adapts to this whole evolutionary process is critical.
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From page 109... ...
The result is that a large amount of information can now flow from the individual process, from test stations, from the transport system, all controlled by a larger processor interconnected and exchanging information with the microprocessor at each automatic station. I will now describe some of the ways automation, robotics, and information flow are applied to the semiconductor industry.
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From page 110... ...
ll0 MOS-VLSI FIGURE l Stages in the process of manufacturing a functioning semiconductor. SILICON WAFER DIFFUSED METALLIZED WAFER WAFER CMI» U'CROPHOTO CHIP BONDED COMPLETED CHIP TO CERAMIC DEVICE FIGURE 2 Magnified photograph of an MOS-VLSI chip.
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From page 111... ...
And finally, there are metallized layers applied that will allow electrical contact with the outside world. The wafer is then cut into individual integrated circuits, shown greatly magnified on the left, and finally that very small chip is mounted and put into a complete package for use in an electronic circuit.
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From page 112... ...
Figure 7 shows what might be considered a typical integrated circuit manufacturing facility. All work is done in an ultraclean environment, and many of the processes are automatic -- but not interconnected.
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From page 113... ...
ll3 FIGURE 6 Silicon wafer automated testing operation. FIGURE 7 Typical integrated circuit manufacturing facility.
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From page 114... ...
FIGURE 8 Transport system connecting photolithographic operations on silicon wafers. know at any time where any wafer is in the process and what is going on in thai process and can much more accurately control the total process.
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From page 115... ...
This is important because operating managers all over the United States are facing very difficult decisions about building bridges to the future. Reaching for the integrated manufacturing system Goldhar and Burnham have described will take a long, strong arm.
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From page 116... ...
Maybe the prototype mission needs to be recognized at appropriate places and levels in the engineering and management disciplines in manufacturing. The objective would be to generate a plan by which a large-scale integrated manufacturing system can be underwritten so risk can be spread acceptably in the event of trouble.
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From page 117... ...
We needed to reduce the lead time in order to accommodate this "marketing ideal." Our company emphasizes return on assets rather than return on sales, so inventory reduction was an objective. We set a goal for ourselves to have this project pay back in less than three years.
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From page 118... ...
• Reduced lead time 70 percent (vs. 50 percent)
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From page 119... ...
ll9 FIGURE 2 Traditionally organized shop with random-arrival batch-flow intermixed with other production. • Payback in l year (vs.
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From page 120... ...
MILLS DRILLS SPECIAL MACHINES DEBURR/DEGREASE MECHANICAL ASSEMBLY FINISHING (EXTERNAL TO SILVER SOLDER STAGING. STOCK FIGURE 4 Group-technology cell with process-like flow of family of parts.
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From page 121... ...
In the next two or three months we will complete our sheet metal cell, and we have a machining cell in design. These next two projects are coming along much more easily than this prototype cell did.
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From page 122... ...
In so doing, I find it quite evident, as reflected in the paper by Goldhar and Burnham, that by far the most powerful and revolutionary manufacturing technology being researched, developed, and implemented today is computer-integrated manufacturing (CIM)
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From page 123... ...
The lead time for the Tornado is l8 months compared to 30 months for an equivalent plane produced conventionally. The system, when compared with identical NC machine tools producing the same parts that are not part of such a system, has reduced the required number of skilled machinists by W percent, the required floor space by 39 percent, the part-flow time in the factory by 25 percent, and the required capital investment by 9 percent.
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From page 124... ...
'•T cabinets CNC-control/DNC operation Automatic pallet changer Automatic tool changer Continuous elevator tool storage Automatic Z-length control (adjustment) Automated material transport system FIGURE 2 Five-axis multiple-spindle CNC milling machine in bridge design with automated peripheral equipment installed at Messerschmidt-Bolkow-Blohm in Augsburg, West Germany.
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From page 126... ...
Session 3 participants. Left to right (standing)
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