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ASSIGNMENT

ON

Computer Aided Manufacturing and Simultaneous Engineering

Name :

Registeration No ..

BRADFORD COLLEGE Engineering School

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TABLE OF CONTENTS

PART1 .......................................................................................................................................................3

PART2 ......................................................................................................................................... ........ ....5..........................................................................................................................................................8

TOTAL QUALITY MANAGEMENT.(TQM) .....................................................................................................8A simultaneous engineering strategy includes JIT, TQM and Lean manufacturing which arereally important for reducing cost , get competitive advantage . .................................................10

Reference ....................................................................................................................................... 10

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Part1

Explain the reasons why the use of a CAM system can benefit the operation of amanufacturing business.

Kalpakijian Serope (2003) Computer-aided manufacturing (CAM) involves the use of

computers and computer technology to assist in all phases of manufacturing a product

, including process and production planning , scheduling , manufacturing , quality

control , and management . Because of the increased benefits, computer aided

design and computer aided manufacturing are often combined into CAD/CAM

systems. This combination allows the transfer of information from the design stage to

the planning stage for the manufacture of a product, without the need to manually

reenter the data on part geometry. The database developed during CAD is stored; then

it is processed further by CAM into the necessary data and instructions for operating

and controlling production machinery and material-handling equipment and for

performing automated testing and inspection for product quality.

The emergence of CAD / CAM has had a major impact on manufacturing by stand

zing product development and by reducing design effort , evaluation , and prototype

work; it has made possible significant cost reductions and improved productivity .

The two engine Boeing 777 passenger airplane, for example , was designed

completely by computer ( paperless design) , with 2000 workstations linked to eight

computers . The plane is constructed directly from the CAD / CAM software

developed (an enhanced CATIA system) , and no prototypes or mock-ups were built ,

such as were required for previous models . The cost of this development was on the

order of $6billion.

Important feature of CAD / CAM in machining is its capability to describe the

cutting-tool path for various operations such as NC turning, milling, and drilling. The

instructions (programs) are computer generated, and they can be modified by the

programmer to optimize the tool path. The engineer or technician can then display and

visually check the tool path for possible tool collisions with clamps or fixtures or for

other interferences. The tool path can be modified at any time to accommodate other

part shapes to be machined . CAD/CAM systems are also capable of coding /

classifying parts into groups that have similar shapes, using alphanumeric coding .

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Manufacturing operations to be efficient, all its diverse activities must be planned and

coordinated, this task has traditionally been done by process planners. Process

planning involved selecting methods of production , tooling , fixtures , machinery, the

sequence of operations , the standard processing time for each operation , and

methods of assembly ; these choices are all documented on a routine sheet .

Computer-aided process planning (CAPP). CAM provide really help in planning

activities.

Source :Davis, G.B. (1979),

The nesting of components to make the maximum use of material can be

automatically generated using CAM applications. For example, cloth in the clothing

industry is cut using a profiling machine. The patterns are nested to get the maximum

number of garments out of the minimum amount of material. Other applications using

technique include leather, steel plate, and nylon sheets. The computer-controlled

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profiling machine would use a knife in the case of cloth and a CO2 laser in the case of

wood and plasma or oxyacetylene flame cutting equipment in the case of steel.

Business functions

Hayes, R., (1988) The functions of a business are the key specialisms that it is divided

up into such as marketing, accounts, production, etc. In the past many businesses were

divided up on functional lines and this is still the case today in many organisations

where it makes sense to create distinct departments in this way.

Many manufacturing organisations are divided up on functional lines. Clearly the

most important department in a manufacturing company is often the production

department. In individual factories there may be a works or factory manager with

overall responsibility for organising and managing the production function.

Then there may be production managers for each of the product lines e.g. biscuits,

chocolates etc. However, in addition to the production function there will be other

functional specialisms such as the advertising and sales department, the finance and

accounts departments, the administration department, the personnel (or human

resources) department etc.

Organisations are organised on functional lines when it is felt that this is the best way

of communicating and organising the organisation. Specialists are able to focus on

their specialise under the supervision of specialist managers.

However, this may not be the only way of organising the organisation. For a number

of projects cross-functional teams may be set up. For example, in developing a new

product line it may make sense to set up a team containing specialists from marketing,

advertising and sales, production, finance and accounts etc.

By using the computer there are number of benefits , its helpful to build customer

relationship management , reducing cost, increased the production , reduced the

transaction cost by quickly taking order and delivering .

Part2

Describe the strategies used in simultaneous engineering.

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Timings Roger (2006) Simultaneous engineering attempts to optimise the design of

the product and manufacturing process to achieve reduced lead times and improved

quality and cost by the integration of design and manufacturing activities and by

maximising parallelism in working practices.

Simulation of tool paths is useful before machining a component on a very expensive

CNC machine tool, for example .

To operator can be certain that the tool is not going to make any unpredicted moves .

The programs can be prepared off line to avoid wasting valuable machine time.

Safe clamping position can be determined.

Programmers only need to learn one language irrespective of the number of different

machine controllers that may be on site.

Programming using simulation is simpler and quicker for complex components and

does not require calculations that might lead to human error.

Simulation of the machining process on the CAM package will help to analyze

clamping positions; cutters used and suited speeds and feeds. Also the automatic

generation of cutter paths. For example, the use of automatic area clearance cycles

reduces the time spent in programming CNC machines; hence concept models or trial

runs can be produced very quickly.

There number of strategies can be use for simulation.

Graphical simulation.

This is where the physical design and interaction between elements within FMS can

be visualized, and has advantage of giving the system designer information to identify

excesses and deficiencies with the system and to some extent , predict how the system

will perform .

Discrete event simulation

In a discrete model the states of each entity within an FMS is modeled individually,

for example, a machine working or waiting , or a work piece waiting or being worked

on . There are combined activities such as machine process-work piece activity. In

other states entities can be in a queue waiting for conditions to change for example a

work piece waiting for a machine to become available. The selection of an entity from

a queue depends on its characteristics, such as the type of machine required. Once the

entity has been selected its state is changed, e.g. the machine is working. The

activities each entity undergoes are considered to begin and end instantaneously and

are known as events. Generally are considered to begin and end instantaneously and

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are known as events .Generally these types of simulation are controlled by a timing

mechanism known as the three phase method, for

example.

Advance the clock to the soonest event.

Terminate any activities that are due to finish at the moment.

Initiate any activities permitted by the conditions built into the model.

Repeat the process

Simultaneous engineering strategy

Hayes, R., (1988) A firm needs to maintain its competitive edge by being first to

market then the Implication is to value the time benefit over the cost risk and choose

simultaneous engineering. This recommendation correctly links simultaneous

engineering as the means of reducing the design to- manufacture lead time, which is

ideal for a first to market competitive strategy. However, it is just as appropriate to a

company adopting the fast follower product strategy. It would seem that simultaneous

engineering is an innovation management technique that could be applied by all firms

that engineer a product or a process.

Simultaneous process engineering to gain a competitive advantage through

manufacturing system design. Such a competitive advantage is one that is not easy to

copy. It therefore offers an opportunity to achieve a competitive advantage that is

more difficult to neutralize. Simultaneous engineering attempts to optimize the

design of the product and manufacturing process to achieve reduced lead times and

improved quality and cost by the integration of design and manufacturing activities

and by maximizing parallelism in working practices.

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Source https://dspace.lib.cranfield.ac.uk/bitstream/1826/477/2/SWP0192.pdf

Above diagram shows how strategy work, and simultaneous engineering role.

Total Quality Management.(TQM)is a proven , systematic approach to the planning and management of activities . It can

be successfully applied to any type of organisation.

Pike John (1996) Total Quality Management is a corporate business management

philosophy which recognises that customer needs and business goals are inseparable.

It is applicable within both industry and commerce.

It ensure maximum effectiveness and efficiency within a business and secures

commercial leadership by putting in place processes and systems which will promoteexcellence, prevent errors and ensure that every aspect of the business aligned to

customer needs and advancement of business goals without duplication or waste of

effort.

The commitment to TQM originates at the chief executive level in a business and is

promoted in all human activities. The accomplishment of quality is thus achieved by

personal involvement and accountability, devoted to a continuous improvement

process, with measurable levels of performance by all concerned.

https://dspace.lib.cranfield.ac.uk/bitstream/1826/477/2/SWP0192.pdfhttps://dspace.lib.cranfield.ac.uk/bitstream/1826/477/2/SWP0192.pdf

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It involves every department, function and process in a business and the active

commitment of all employees to meeting customer needs. In this regards the

customers of each employee are separately and individually identified.

The first comes from the Royal mail in which Total Quality is a comprehensive way

of working throughout the organisation which allows all employees as individuals and

as team to add value satisfy the needs of the customer.

A business-wide customer driven strategy of change which moves us progressively to

an environment where a steady and continuous improvement of everything we do in a

way of like.

Identifying and satisfying the needs of the customer starting with the external

customer and working backwards so that quality at each stage is defined in terms of

the next customer in the process.

The key elements of TQM are customer focus , strategic planning and leadership ,

continuous improvement , and empowerment and team work. Total quality represents

a radical change from traditional management practices . In this sense, an organization

that pursues total quality must address issues of organisational and behavioural

change.

JIT(just in time )

Basic concept of just-in-time (JIT) was introduced by Taiichi Ohno, executive vice

president of Toyota Motor Company. His ideas were formalized into a management

system when Toyota made the deliberate decision to meet the precise demands of

customers for various models and colours with minimum delay. Company started to

implement JIT in the early 1970s; this then spread rapidly to other Japanese

companies in the late 1970s. By the early 1980s JIT became a very popular

manufacturing innovation in many Western and other Asian countries.

Under JIT company need to make news strategies which make easier to adopt the

JIT .

Just in time cannot be introduced in a piecemeal manner with regard to either specific

function or activities in the company. Like Toyota did but Chrysler dont .

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HALPERN, MARC (1999). Japanese automotive suppliers--especially Toyota--built

their worldwide leadership based on their competitive advantage across their supply

chain. To date, however, how much and how well native Japanese practices might

transfer to other cultures has remained unclear.

Lean manufacturing orlean production, which is often known simply as "Lean", is

a production practice that considers the expenditure of resources for any goal other

than the creation of value for the end customer to be wasteful, and thus a target for

elimination. Working from the perspective of the customer who consumes a product

or service, "value" is defined as any action or process that a customer would be

willing to pay for. Basically, lean is centered around creating more value with less

work. Lean manufacturing is a generic process management philosophy derived

mostly from the Toyota Production System (TPS) (hence the term Toyotism is also

prevalent) and identified as "Lean" only in the 1990s.[1] It is renowned for its focus on

reduction of the original Toyota seven wastes in order to improve overall customer

value, but there are varying perspectives on how this is best achieved. The steady

growth of Toyota, from a small company to the world's largest automaker,[2] has

focused attention on how it has achieved this.

A simultaneous engineering strategy includes JIT, TQM and Leanmanufacturing which are really important for reducing cost , getcompetitive advantage .

Reference

Kalpakijian Serope (2003) Manufacturing processes for engineering

materials 4th

edition pp865 published by Prentice Hall London.

Davis, G.B. (1979), "Comments on the critical success factors method

for obtaining management requirements in article by John F. Rockart,

Chief executives define their own data needs", Harvard Business

Review, Vol. 57 No.2, pp.81-93.

Timings Roger (2006) Mechanical Engineers 3rd edition pp 685

published by Elesevier Oxford UK.

Hayes, R., (1988) Dynamic Manufacturing, The Free Press,New York, 1 https://dspace.lib.cranfield.ac.uk/bitstream/1826/477/2/SWP0192.pdf

http://en.wikipedia.org/wiki/Toyota_Production_Systemhttp://en.wikipedia.org/wiki/Lean_manufacturing#cite_note-womack-0http://en.wikipedia.org/wiki/Muda_(Japanese_term)http://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Lean_manufacturing#cite_note-Reuters-1https://dspace.lib.cranfield.ac.uk/bitstream/1826/477/2/SWP0192.pdfhttps://dspace.lib.cranfield.ac.uk/bitstream/1826/477/2/SWP0192.pdfhttp://en.wikipedia.org/wiki/Toyota_Production_Systemhttp://en.wikipedia.org/wiki/Lean_manufacturing#cite_note-womack-0http://en.wikipedia.org/wiki/Muda_(Japanese_term)http://en.wikipedia.org/wiki/Toyotahttp://en.wikipedia.org/wiki/Lean_manufacturing#cite_note-Reuters-1https://dspace.lib.cranfield.ac.uk/bitstream/1826/477/2/SWP0192.pdf

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HALPERN, MARC (1999). "Integrating the Supply Chain, Toyota's U.S.

Advantage." Computer-Aided Engineering : 52. Published by Penton Media,

Inc. US.