Chapter 2.
Process enginerring
2.1 Production : Concept , Factors of production , Supply chain management .
2.2 Process engineering : Functions , Preliminary part print analysis , selecting and planning
manufacturing process , Determining manufacturing sequence .
2.3 Line balancing : Heuristic approach of line balancing .
2.4 Critical path method ( CPM ) and its application related to project complication .
Explain production system with block diagram and give exampale .
Production is defined as “the step-by-step conversion of one form of material into another form
through chemical or mechanical process to create or enhance the utility of the product to the user.”
Thus production is a value addition process.
Some examples of production are: manufacturing custom-made products like, boilers with a specific
capacity, constructing flats, some structural fabrication works for selected customers, etc., and
manufacturing standardized products like, car, bus, motor cycle, radio, television, etc.
PRODUCTION SYSTEM
The production system of an organization is that part, which produces products of an organization. It
is that activity whereby resources, flowing within a defined system, are combined and transformed in
a controlled manner to add value in accordance with the policies communicated by management. A
simplified production system is shown above.
Characteristics of production system :
Production is an organized activity, so every production system has an objective. The system
transforms the various inputs to useful [Link] does not operate in isolation from the other
organization [Link] exists a feedback about the activities, which is essential to control and
improvesystem performance.
Factors affecting site selection
1. Availability of raw material As far as possible the site selected should be near the source of
raw materials so that cost of transportation can be minimized and storing cost can be reduced
especially when the raw material is heavy and bulky or cheap but looses a good amount of
weight during processing. For example most of the iron and steel industries are situated in
Orissa and Bihar, Paper industries in Ballarpur due to availability of raw material in these
areas.
2. Availability of labour: Available of right kind of labour in required numbers of reasonable
rates is also deciding factor in site selection. Unskilled labours are amply available at major
industrial areas and rural areas but however firms requiring skilled labour be situated near the
urban industrial area.
3. Climatic condition: Climatic conditions largely affect certain production processes and also the
efficiency of employees. For example textile industries required moist climate due to which
these types of industries are situated near Ahmadabad and Mumbai; similarly Tea and Coffee
near Assam.
4. Proximity of market: Market is another important factor affecting site selection. Industrial
units using raw material should be located near the markets to serve the customer with
minimum service cost.
5. Transport and communication facilities: While selecting the site, adequate transportation
facilities should be considered. The optimum site is the site which is well connected by various
modes of transportation.
6. Availability of water: Water is required for drinking and sanitary purpose of all industries.
Therefore, clean and adequate water should be available near the site.
7. Availability of power and fuel: All industries require power and fuel to run the prime movers.
Therefore, the site selected should have these facilities available at cheaper rate.
8. Legal Aspects: Local bye laws, taxes etc. are also important because they directly reflect in
total cost. So while selection, it should also consider legal aspects.
9. Amenities and recreational facilities: Facilities like schools, hospitals, garden,play grounds
should also be needed for employee and their family.
10. Scope of Future expansion: Site selected should be in such a way that a plenty of land other
facilities must be available for future expansion.
Supply chain management .
Supply chain management is the broad range of activities required to plan , control and execute a
products flow from materials to production to distribution in the most economical way possible .
It consist of all movement and storage of raw material work in process inventory and finished goods
from origin to customer .
Its advantages is maximize customer value and achieve sustainable competitive advantages .
Supply chain management insure customer satisfaction by making products available at right cost and
at right location .
Definition of Process Planning ( Engineering )
Process planning is the systematic determination of methods by which a product is to be
manufactured economically and competitively.
Information required for process engineering
1) To determine the basic manufacturing process .
2) To determine the sequence of operation .
3) To determine the equipments and tooling required .
Information required for process planning ( Engineering )
1. Assembly and Part drawings and Bill of Materials.
2. Technical Details of Machine/Equipment to be used.
3. Standard Times for operation.
4. Availability of equipments, tools and machinery.
5. Quantity of work to be done along with product specification.
6. Quality of work to be complete.
7. Sequence in which operations will be performed on the raw material.
8. Knowledge of manufacturing processes.
9. Knowledge of various tooling and fixtures.
10. Names of equipments on which the operation will be performed.
Significance of Working Drawing
1. The term working drawings (also referred to as Production Drawing) describes a set of
assembly drawings and detail drawings.
2. Working drawing for machines includes assembly drawings showing how to manufacture the
parts.
3. For example, weldments are types of assembly drawing showing the welds that must be used
to form an assembly from separate pieces of metal.
4. An assembly drawing shows the assembly of machine or structure with all detail parts in their
functional positions or as an exploded view where we relate the parts to their functional
positions.
Steps for planning a process for product from raw material to finished product in an industry.
1. Analysis of product and its specification: during analysis , following parameters should be
considered . a) Drawing and specification of product . b) Quality of product .
c) Number of parts / component.
2. Make or buy decision: Process planning determines what parts are to be manufactured
in the firm itself and what parts are to be purchased from outside.
3. Selection of basic manufacturing process: once the decision is taken what parts to be
manufactured next step is to decide the manufacturing process .The alternative methods are
compared and most practical and economical method is decided by calculating and comparing
total cost for two or more feasible methods.
4. Determining sequence of operation : once the best manufacturing process is selected
sequence of operation to be performed on each component is determined .
5. Combine the operations if possible practically combine as many operation as possible . As it is
economical to combine the operation .
6. Selection of machine tools / equipments: selection of correct machine is closely related to
the process of manufacturing while selecting the machine following factors should be
considered .
a) Size and from of work piece.
b) Accuracy and surface finish required .
c) Quantity required .
7. Inspection: At this stage inspection devices and stages are decided .
8. Requirement of tools gauges: To determine and order the tools and gauges required to
manufacture the part .
9. Labour requirement: Kind / skill of labour required to do the job .
10. Time standards: To determine the time standards for performance of the job and fixing the
rates of payment .
11. Prepare the route sheet and operation sheet.
Factors affecting process planning.
1. Size and shape of part: The size and shape of many components decides the basic operations
for the manufacturing of pert. For example : For manufacturing a shaft, the necessity
information is shape of raw material, size of shaft, according to that we select the sequence of
operations, machines to be used and material handling activities.
2. . Strength characteristics of the part: The part strength also decides that which type of
process is employed for producing it. Because the different types of load acted on the part
during its working such as impact load, tensile load or shock load etc. according to that
process planning is done.
3. Quantity required: According to the no. of output produced, the process planning is decided.
For example: Part which is manufacture in large no. for that general purpose machine is used
and for large size and less no. of part special purpose machines are used.
4. The accuracy and surface quality required: For achieving accuracy, product should be
manufactured such a way that it should give higher dimensional accuracy and high degree of
surface finish according to that machines and process is to be selected.
5. Utilization of existing equipments: While selecting the process, full capacity of existing
machines & its tooling must be utilized, otherwise the existing machinery will remain idle and
more capital will be invested on new machines.
6. Skill of manpower: Skill of available manpower must be known to determine the need for
added operations to avoid defectives due to poor workmanship.
7. Delivery date of components or product: Short time period of delivery generally do not allow
process engineer to select most economical process and tool for economic production. Due to
insufficient time, he may use less efficient machine and tool on hand. On other hand, longer
delivery schedule give process engineer sufficient time to go details of each aspect to select
most economical process.
Deciding the sequence of operation
During process planning manufacturing sequence is established Variety of manufacturing operations
should be understood by the process engineer . For some operation are performed ahead of other i.e
casting before machining , machining before finishing or heat treatment
Operation are classified as fallows
1. Basic operation before planning the process there are certain operation which give initial
shape to raw material which are called basic operation e.g forging , casting , bar stock , sheet
stock .
2. Principal operations there are the group of operation which is carried to convert the shape of
material into finished product they are a) machining b) hot and cold forming c) casting and
molding d) assembly.
3. Major operation these are the operation performed within principal operation . For example
when machining is principal operation then cutting facing turning threading etc..are the major
operations.
4. Auxiliary operation these are the operation which are performed to ensure continuity and
completion of principal operation .Some important auxiliary operations are welding
heattreatment cleaning finishing .
5. Supporting operation these are the operation which are necessary to the successful
completion of the product . The supporting operation are shipping and receiving , inspection
and quality control handling and packing
Significance of operation sheet.
1. The operation sheet gives the information that is very vital to process engineer.
2. It helps the supervisor to know which operation is being performed on the job.
3. It helps the worker to clearly understand the drawing.
4. It also instructs the worker about the speed, feed and depth of cut to be used for particular
operation.
5. It also gives the information about the time required for the operation. This can help the
process engineer to schedule the similar jobs.
6. The information like the availability of machines can also be obtained from the operation
sheet.
7. As the operation sheet is one of the activity in the process plan, it helps to get a systematic
process plan.
Prepare operation process sheet and sequence of operation for the Ring nut shown in figure.
Assume suitable cutting parameter and raw material ɸ50 × 10 mm blank of carbon steel.
Prepare operation process sheet and decide sequence of operation for the component shown in
Figure No. 1. Assume suitable material and cutting conditions.
Prepare operation process sheet and decide sequence of operation for the component shown in
Figure No. 1. Assume suitable material and cutting conditions.
Prepare an operation sheet to manufacture a spure gear shown in fig from a blank size 27X65 .
Operation Description Machine Tool/fixture Cutting Feed speed Depth of
no of operation used used speed ( mm/rev) cut ( mm )
(m/min )
1 Cut the blank Cutting Hack saw 20 0.025 -
for a length machine
of 27 mm
2 Clamp on Center 3 jaw chuck - - -
lathe lathe
3 Facing Center HSS single 35 - -
operation to lathe point cutting
remove 1 tool
mm stock
4 Turn dia to Center HSS single 40 - -
60 mm lathe point cutting
tool
5 Chamfering Center Chamfering 35 - -
FOR 0.5 X 45 lathe tool
6 Reverse the Center HSS single - - -
job and lathe point cutting
facing for 1 tool
mm length
7 Chamfering Center Chamfering 35 - -
FOR 0.5 X 45 lathe tool
8 Drilling hole Center Drill 30 - -
of 20 mm at lathe
center
9 Clamp on Shaper Keyway tool 25 - -
shaper
machine and
cut a key
way
10 Clamp on Universal Mandrill - - -
milling milling
machine on machine
universal
dividing head
11 Cut the Universal Form milling 40 - -
required milling cutter
number of machine
teeth
Prepare operation sheet and sequence of operation for the component shown in fig assume
suitable cutting parameter .
Operation Description Machined Tool/fixture Cutting Feed Depth of
number of operation used speed cut
1 Clamp the Center 3 jaw chuck - - -
blank in lathe
chuck with a
projecting
length of 110
mm
2 Facing Center HSS single - - -
operation lathe point cutting
tool
3 Turn dia to Center HSS single - -- -
50 mm for a lathe point cutting
length of 100 tool
mm
4 Turn dia to Center HSS single - - -
30 mm for a lathe point cutting
length of 70 tool
mm
5 Adjust the Center HSS single - - -
tail stock for lathe point cutting
taper turning tool
operation
6 Taper Center HSS single - - -
turning to 3 lathe point cutting
degree for tool
20 mm
length
7 Cutting of Center Parting tool - - -
the job at lathe
100 mm
length
Prepare a operation to produce a hexagonal nut.
Operation Description of Machine used Tool / fixture Operation in min
number operation
1 Clamp the blank Center lathe HSS single point 2 min
in chuck tool
2 Reverse the blank Center lathe HSS single point 2 min
in the chuck and cutting tool
face other side
made up to 12
mm
3 Drill hole 10 mm Center lathe Drill 9.5 mm / 3 4 min
by drill in tail jaw chuck
stock
4 Internal threading Center lathe Boring bar / 3 min
thread gauge
5 Chamfer0.5 X 45 Center lathe HSS single point 1 min
Degree cutting tool
6 Reverse the job Center lathe HSS single point 1 min
and chamfer for cutting tool
0.5 X45 Degree
2.3 Concept of line balancing
- Line balancing means assigning the equal work content to each work station in the
assembly line.
- For example: If a product is completed by using three different machines – A, B & C in
sequence. If ‘A’ can process 10 pieces / unit time, if ‘b’ can process 15 pieces / unit
time & if ‘C’ can process 30 pieces / unit time. Then for line balancing, 3 machines of
type A, 2 machines of type B with every machine of type C. So that constant output of
30 pieces / unit time at each work station can be achieved.
Importance of line balancing
1. By this the proper utilization of machine is taken place.
2. By this there is proper utilization of worker is taken place.
3. The idle time for man and machine is minimum in line balancing.
4. The production rate is more in line balancing.
5. The cost of production is cheaper than other method.
Objectives of line balancing
1. To distribute the tasks evenly at every workstation.
2. To minimize the ideal time at each workstation.
3. To utilize all the resources in proper manner.
4. To minimize cost of production.
Heuristic method of line balancing.
The heuristic method involves two stages for line balancing .
1) Determination of the priority order of the element . It involves drawing a
precedence diagram in a particular way which indicates the flexibility available
for transferring task s laterally from one column to another.
2) Assignments of elements to the stations subject to the constraints mentioned
above.
Heuristic approach involves following steps
1) Identify the work.
2) Break down the work into elemental tasks .
3) List the various steps as under .
Tasks Immediate predecessor Duration of task in minutes
A - 5
B - 4
C B 3
D A 3
E C,D 4
F D 6
G E 3
H G 5
I F,H 4
4) Sketch the precedence diagram and mark stages to distribute tasks and write
their task duration.
5) Assume for this problem that the maximum time available at any work station is
10 min . In other words cycle time is given as 10 min . The total duration of all
the tasks is 37 minutes which means the minimum number of stations required
are 37/10 say 4 . The maximum number of stations may be equal to as many as
number of tasks or steps [Link] .It will be tried to achive the balance with 4
stations.
6) There are two basic concepts of assigning tasks to stations .
a) Permutability of task: It means that any number of tasks or steps or steps of
column can be combined to make up their time closer to cycle time provided
their total time does not exceed the cycle time.
b) Lateral transferability of the task : For making total time of tasks equal to cycle
time tasks or steps may be shifted laterally provided the precedence relationship
are maintained .
Critical path method
The critical path method is a step by step project management technique to identify
activities on the critical path . The critical path is the path with longest project
duration.
The critical path method is the sequence of scheduling activities that determines the
duration of the project . These scheduled activities must be performed in a specific
order .
Each activity takes a different amount of time and resources . The total time taken to
complete the sequences along this critical path would give an idea of the project
minimum duration .
Application of CPM :
1) CPM lays emphasis on the trade-off between project cost and overall completion time.
2) It argues for putting additional human as well as capital inputs, which may increase the cost
burden, to reduce the duration of designated jobs in a project.
3) It provides the best way of planning and scheduling large projects.
4) It identifies critical and non-critical path to enable top management to concentrate on critical
activities for assuring the project completion by [Link] can be applied in every project
with deterministic time estimates of interdependent activities.
