Scheduling the Production Obtained by Means of Production Processes Organised in Variable Flow

2012 ◽  
pp. 313-324
Author(s):  
I. C. Dima
Keyword(s):  
Production Line ◽  
Flow Line ◽  
Production Capacity ◽  
Production Cycle ◽  
Production Schedule ◽  
Variable Flow ◽  
Discontinuous Flow ◽  
Processing Times ◽  
Manufacturing Line ◽  
Production Processes

The production processes are analysed, where multiple products are made in continuous or discontinuous flow, and their movement between two successive workplaces are performed in batches. It is a matter of homogenous groups of products and analogous groups of products that have the same order in terms of passing by the various workplaces, but it is not mandatory for these products to go by all workplaces. The processing times by operations of various products are not the same. Taking into account the synchronisation level, the flow production lines of the benchmarks can be in continuous flow or discontinuous flow, which requires or does not require an adjustment of the flow production line. It is necessary to know the order of assembling and delivering the finished products and the labour volume related to adjusting the machines to achieve a high level of loading the machines and equipment on the flow manufacturing line. The sizes, gauge, and volume of the parts that are processed on the flow production line must be known. It is necessary to elaborate the production schedule of the variable flow line that will take into account the nature of the products that are to be manufactured, the time needed to process each product at a workplace, the total product processing time achieved on that flow manufacturing line. For this, the level of loading every workplace and flow manufacturing line, the demand of performers stated in man/hour, time to occupy a job, and the manufacturing line, etc. will all be calculated. Should the production be achieved by production processes where a single operation is performed for similar products, but of different sizes or quality, the production schedule for this type of production shall correlate the production thusly achieved with the production capacity for a complete production cycle. Determining the frequency of releases of products into manufacturing is based on the criterion of production expenses totaled for all products that are made by processing in that operation.

Scheduling the Production Obtained by Production Processes where Several Operations Are Performed and Repeated at Time Intervals Previously Set Forth for Various Products

2012 ◽  
pp. 325-344
Author(s):  
I. C. Dima
Keyword(s):  
Completion Time ◽  
Raw Materials ◽  
Production Capacity ◽  
Optimal Level ◽  
Optimal Size ◽  
Cycle Duration ◽  
Time Intervals ◽  
Serial Production ◽  
Manufacturing Line ◽  
Production Processes

Programming the production obtained by processing the raw materials in several operations that are repeated at certain time intervals previously set forth for various products aims the serial production organised by manufacturing batches. The size of the manufacturing series implies determining the optimal level of the manufacturing series that takes into account the correlation of the number of products that will be manufactured with the unitary expenses, which are in turn based on total expenses established according to the expenses incurred by the immobilisations of means and those related to the time to prepare-complete the manufacturing batch. The optimal size of the series influences the level of the manufacturing batch next to the size of the preparation-completion time, operative time, and manufacturing conditions. Based on the two previously established sizes, the duration of the manufacturing cycle is calculated, separately emphasising the duration of processing and of interruptions. Once the manufacturing cycle duration is established, the possible calendar moves forward and the size of the half-finished stocks necessary for the smooth operation of the flow manufacturing line is established. Balancing the scheduled production is to be done on that manufacturing line and takes into account its correlation with the production capacity for every workplace and each machine-operation during the period of repeatability of manufacturing batches and of the transport batches.

scholarly journals An Improved Approach to Line Balancing for Garment Manufacturing

2016 ◽  
Vol 2 (1) ◽  
Author(s):  
A. N. Wickramasekara ◽  
H. S. C. Perera
Keyword(s):  
Production Line ◽  
Probability Distributions ◽  
Value Added ◽  
Line Balancing ◽  
Production Cycle ◽  
Daily Production ◽  
Study Approach ◽  
Stochastic Nature ◽  
Processing Times ◽  
Random Events

Production managers in the apparel industry frequently face the issue of being unable to complete the orders at the scheduled time. One of the reasons for this issue is the unavailability of a Line Balancing procedure that could encompass the stochastic nature of the sewing process, which is manifested through the likes of variability of sewing times, machine breakdowns, correcting defective products, and operator breakings such as for changing bobbins and drinking water. The objective of this research is to introduce a diverse approach to Line Balancing through giving due consideration to the stochastic nature of the process. The improved approach was developed through case study approach. Having selected a sewing line in an apparel factory, the process times of operations, major random events and the times elapsed between random events were recorded. Then the whole production cycle was simulated using ARENA software. By attempting and analysing different scenarios, a different approach for line balancing was introduced. The initial steps of the algorithm developed includes: collecting processing times and necessary information on manufacturing process, fitting standard probability distributions to both value added and non-value added activities, developing the precedence diagram, developing an initial algorithm for balancing a production line and finally, making necessary adjustments to the algorithm analyzing different scenarios. In order to check the validity of the algorithm, a production line was balanced for two different daily production targets. Thus, the application of proposed algorithm to balance the production line reduces the gap between the expected production target and the real achievement.

scholarly journals Analysis and Optimization of Two Film-Coated Tablet Production Processes by Computer Simulation: A Case Study

Processes ◽  
2020 ◽  
Vol 9 (1) ◽  
pp. 67
Author(s):  
Stefanie Hering ◽  
Nico Schäuble ◽  
Thomas M. Buck ◽  
Brigitta Loretz ◽  
Thomas Rillmann ◽  
...  
Keyword(s):  
Computer Simulation ◽  
Model Building ◽  
Discrete Event ◽  
Simulation Software ◽  
Labor Costs ◽  
Event Simulation ◽  
Processing Times ◽  
Production Processes ◽  
Coated Tablet ◽  
Pharmaceutical Production

Increasing regulatory demands are forcing the pharmaceutical industry to invest its available resources carefully. This is especially challenging for small- and middle-sized companies. Computer simulation software like FlexSim allows one to explore variations in production processes without the need to interrupt the running process. Here, we applied a discrete-event simulation to two approved film-coated tablet production processes. The simulations were performed with FlexSim (FlexSim Deutschland—Ingenieurbüro für Simulationsdienstleistung Ralf Gruber, Kirchlengern, Germany). Process visualization was done using Cmap Tools (Florida Institute for Human and Machine Cognition, Pensacola, FL, USA), and statistical analysis used MiniTab® (Minitab GmbH, Munich, Germany). The most critical elements identified during model building were the model logic, operating schedule, and processing times. These factors were graphically and statistically verified. To optimize the utilization of employees, three different shift systems were simulated, thereby revealing the advantages of two-shift and one-and-a-half-shift systems compared to a one-shift system. Without the need to interrupt any currently running production processes, we found that changing the shift system could save 50–53% of the campaign duration and 9–14% of the labor costs. In summary, we demonstrated that FlexSim, which is mainly used in logistics, can also be advantageously implemented for modeling and optimizing pharmaceutical production processes.

scholarly journals Backstepping Methodology to Troubleshoot Plant-Wide Batch Processes in Data-Rich Industrial Environments

Processes ◽  
2021 ◽  
Vol 9 (6) ◽  
pp. 1074
Author(s):  
Federico Zuecco ◽  
Matteo Cicciotti ◽  
Pierantonio Facco ◽  
Fabrizio Bezzo ◽  
Massimiliano Barolo
Keyword(s):  
Production Capacity ◽  
Batch Process ◽  
Batch Processes ◽  
Flow Diagram ◽  
Production Cycle ◽  
Multivariate Statistical ◽  
Process Flow Diagram ◽  
Root Cause ◽  
Industrial Batch ◽  
Specialty Chemical

Troubleshooting batch processes at a plant-wide level requires first finding the unit causing the fault, and then understanding why the fault occurs in that unit. Whereas in the literature case studies discussing the latter issue abound, little attention has been given so far to the former, which is complex for several reasons: the processing units are often operated in a non-sequential way, with unusual series-parallel arrangements; holding vessels may be required to compensate for lack of production capacity, and reacting phenomena can occur in these vessels; and the evidence of batch abnormality may be available only from the end unit and at the end of the production cycle. We propose a structured methodology to assist the troubleshooting of plant-wide batch processes in data-rich environments where multivariate statistical techniques can be exploited. Namely, we first analyze the last unit wherein the fault manifests itself, and we then step back across the units through the process flow diagram (according to the manufacturing recipe) until the fault cannot be detected by the available field sensors any more. That enables us to isolate the unit wherefrom the fault originates. Interrogation of multivariate statistical models for that unit coupled to engineering judgement allow identifying the most likely root cause of the fault. We apply the proposed methodology to troubleshoot a complex industrial batch process that manufactures a specialty chemical, where productivity was originally limited by unexplained variability of the final product quality. Correction of the fault allowed for a significant increase in productivity.

Evaluating Design Alternatives of an Extruded Food Production Line Using Simulation

SIMULATION ◽  
2002 ◽  
Vol 78 (10) ◽  
pp. 626-632 ◽  
Author(s):  
Stephen F. Owens ◽  
Reuven R. Levary
Keyword(s):  
Production Line ◽  
Food Production ◽  
System Throughput ◽  
Unit Operations ◽  
Manufacturing Line ◽  
Design Alternatives ◽  
Current Design ◽  
Current Production ◽  
The Cost ◽  
Line Design

Several designs of a manufacturing line for the production of extruded foods were developed and compared with the current production line design. The manufacturing line consisted of six unit operations: batching, grinding, extruding, drying, further processing, and packing. The authors performed the comparisons by simulating the current design and the proposed alternatives. The alternatives consisted of modifications to the extruder-dryer and/or packing line designs. The simulation results indicated that all the alternate designs roughly doubled system throughput compared to current designs but did not differ significantly in performance among themselves. The doubled output is worth about $2.5 million per year. This is easily enough to justify the cost of new equipment. One design would cost less to implement than the others and thus was the preferred option.

scholarly journals Implementation of Lean Manufacturing in a Cement Industry

2021 ◽  
Vol 11 (3) ◽  
pp. 7069-7074
Author(s):  
M. Masmali
Keyword(s):  
Production Line ◽  
Lean Manufacturing ◽  
Production Control ◽  
Value Added ◽  
Cement Industry ◽  
Shop Floor ◽  
Value Stream Mapping ◽  
Cement Production ◽  
Work In Process ◽  
Production Processes

The lean manufacturing concept is a systematic minimization of waste and non-value activities in production processes introduced by the Toyota production system. In this research, lean manufacturing is implemented in a cement production line. Value Stream Mapping (VSM) is applied to give a clear picture of the value chain in cement production processes and to highlight the non-value-added in the shop floor. To begin, the existing VSM is constructed based on the information and data gathered during visiting and observing the manufacturing process in the firm. As a result, the excess inventory between workstations was identified as a major waste generation, hence, the proposed VSM conducts further improvement and makes action plans to alleviate the unwanted activities. Then, the takt time to ensure smooth material flow and to avoid any occurring delay or bottleneck in the production line was figured out. The supermarket pull-based production control is suggested to be adopted in the future map. Two pull production strategies are selected in this case. The first is applying the Kanban system to control the level of inventory between workstations. The other is the CONWIP approach to control the amount of work in process to the entire production line. The outcome of the proposed models indicates a decrease of the none-value time from 23 days in the current state to about 4 and 2 days in Kanban and CONWIP systems respectively, so the CONWIP was suggested as most efficient. Some suggestions for further research are also mentioned.

scholarly journals Star fruit juice business development strategy planning using the SWOT method and Fuzzy Analytical Hierarchy Process (FAHP) (Case Study of CV Angkasa Jaya, Blitar City)

2021 ◽  
Vol 3 (1) ◽  
pp. 26-32
Author(s):  
Miftakhurrizal Kurniawan ◽  
Imam Santoso ◽  
Harry Mangatur Silaban
Keyword(s):  
Analytical Hierarchy Process ◽  
Continuous Production ◽  
Production Capacity ◽  
External Factors ◽  
Market Potential ◽  
Government Support ◽  
Fuzzy Analytical Hierarchy Process ◽  
Production Processes ◽  
Internal And External Factors ◽  
Hierarchy Process

The purpose of this study is to analyze the internal and external factors that influence development and provide proposals for competitive strategies which are the priority of developing CV Angkasa Jaya. This study uses Strength, Waekness, Opportunity and Threat (SWOT) methods to identify internal and external factors of the company as well as alternative strategic planning and Fuzzy Analytical Hierarchy Process (FAHP) for determining strategic priorities. The results showed that internal and external factors that affected were products, marketing, production processes, the existence of government support, fruit beverage trends, market potential, technology, competition, shifting market tastes, economy and substitute products. Alternative strategies that become priority development strategies that can be applied by CV Angkasa Jaya are to increase the use of production technology and the internet, improve and maintain product quality in order to be able to compete with other products, develop business potential by making product innovations, carry out continuous production processes, improve and maintain market share, increase production capacity and the last priority is to increase promotion.

scholarly journals Perancangan Kapasitas Produksi Produk Electronic Control Unit (Ecu)

2019 ◽  
Vol 4 (1) ◽  
pp. 53
Author(s):  
Oktavia Sunny ◽  
Anastasia Lidya Maukar ◽  
Ineu Widaningsih Sosodoro
Keyword(s):  
Production Line ◽  
Electronic Control Unit ◽  
Production Capacity ◽  
Control Unit ◽  
Working Hours ◽  
Working Time ◽  
Export Demand ◽  
Time Data ◽  
Work Time ◽  
Capacity Data

The export demand for Electoric Control Unit (ECU) products, which continued to increase by approximately 25% in December 2014, made the company have to review its production capacity. Based on current production capacity data, it is known that the process cycle time is 64.9 seconds while the takt time needed to meet consumer demand is 39.4 seconds for the first production line. With working time included in working hours overtime, this first-line capacity cannot meet production demands. Work measurement is done to get actual time data for capacity calculation. Man machine chart is one of the tools used to determine the production line capacity with the current number of machines and workers. To be able to fulfill the production demand, a capacity design with 2 proposed improvements is carried out, namely: adding a working time of one shift for the first production line or balancing work time between lines. By calculating the results obtained and the costs incurred, the proposal for balancing work time between lines becomes more effective to do.

The Management of Basic Production Functions

2012 ◽  
pp. 110-175
Author(s):  
I. C. Dima ◽  
Vladimir Modrák
Keyword(s):  
Total Duration ◽  
Production Functions ◽  
Production Cycle ◽  
Calculation Technique ◽  
Manufacturing Line ◽  
Control Production ◽  
Basic Production ◽  
Electronic Calculation ◽  
Special Case ◽  
Industrial Company

The production achieved in any industrial company is generically called basic production that needs an appropriate management that is different for every type of mass, serial, or individual production. Every type of production is based on a set of mathematical restrictions that quantitatively and qualitatively quantify that type of production. The fundamentals of the management of any basic production refers to: the production cycle that has a certain structure, and the total duration, the size of which considers both the way that product is made and the graph of moving the benchmarks from one operation to another; the manufacturing batch and, respectively, the optimal manufacturing batch, meaning the time elapsed between the release into production of two consecutive batches. A special case is the production achieved on a single object and multiple object flow manufacturing lines variably and constantly, continuously and discontinuously, etc. Every flow manufacturing line has a certain cadence, a certain tact, generates certain costs, and has certain characteristics. In the case of control production, it can be organised by taking into account the product position or the nature of the manufacturing process. Every type of production generates costs that are different in terms of the structure and calculation, and the use of the electronic calculation technique is imperatively necessary.

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