UNIT-III PRODUCT PLANNING AND PROCESS PLANNING.ppt

KONGUNADU COLLEGE OF ENGINEERING AND
TECHNOLOGY
(AUTONOMOUS)
NAMAKKAL- TRICHY MAIN ROAD, THOTTIAM, TRICHY
DEPARTMENT OF MECHANICAL ENGINEERING
20ME808PE - PRODUCTION PLANNING AND CONTROL
UNIT - III
PRODUCT PLANNING AND PROCESS PLANNING

PRODUCT PLANNING
PRODUCT PLANNING
 Evaluation of range
Evaluation of range
 Pricing of existing and new products
Pricing of existing and new products

Pricing based on future market requirements
Pricing based on future market requirements
 Pricing to satisfy company objectives
Pricing to satisfy company objectives
 Specify the design and development support
Specify the design and development support

PRODUCT PLANNING
PRODUCT PLANNING
 Product development not only for new
Product development not only for new
products
products
 It is also for existing products
It is also for existing products

NEED FOR PRODUCT
NEED FOR PRODUCT
PLANNING
PLANNING
1.
1. Need determined from current deficiencies
Need determined from current deficiencies
1.
1. Wanted occurring in present condition
Wanted occurring in present condition
2.
2. Need determined from anticipated
Need determined from anticipated
deficiencies
deficiencies
1.
1. Need through prediction of social, technology etc.
Need through prediction of social, technology etc.

PRODUCT PLANNING
PRODUCT PLANNING
PROCESS (8mark)
PROCESS (8mark)
 Everyone wants a new product
Everyone wants a new product
 And every one make the product successful
And every one make the product successful
STEPS:
STEPS:
1.
1. Marketing and marketing analysis
Marketing and marketing analysis
2.
2. Performance and feasibility studies
Performance and feasibility studies
3.
3. Advanced product planning
Advanced product planning

1.
1. Marketing and marketing analysis
Marketing and marketing analysis
 Marketing does not require the engineering
Marketing does not require the engineering
involvement
involvement
 Technical details for promotion
Technical details for promotion

Technical support for answering the customer
Technical support for answering the customer
queries
queries

Product planned – to satisfy customer needs or not?
Product planned – to satisfy customer needs or not?

Availability of proper technology to satisfy needs
Availability of proper technology to satisfy needs

2.
2. Performance and feasibility studies
Performance and feasibility studies

It
It is to extend the market analysis
is to extend the market analysis

Arriving at the preferred system configuration
Arriving at the preferred system configuration

Firm will offer the product
Firm will offer the product.
.

ELEMENTS OF FESIBILITY:
ELEMENTS OF FESIBILITY:
 A detailed need analysis
 System operation requirments
 Maintenance support requirments
 Identification of alternate configuration
 Screening and evaluating of available resources’
 Selection of preferred approach

3.
3. Advanced product planning
Advanced product planning

It is the combined results of Preliminary market
It is the combined results of Preliminary market
analysis and feasibility study.
analysis and feasibility study.
IT INCLUDES:
IT INCLUDES:
1.
1. Product selection and justification
Product selection and justification
2.
2. Product specification and plans
Product specification and plans
3.
3. Product acquisition plan
Product acquisition plan
4.
4. Product evaluation plan
Product evaluation plan
5.
5. Product use and logistic support plan
Product use and logistic support plan
6.
6. System proposal
System proposal

VALUE ANALYSIS (10 mark)
VALUE ANALYSIS (10 mark)
 Systematic identification Elimination of
Systematic identification Elimination of
unnecessary cost
unnecessary cost
 Less expensive material
Less expensive material
 Less costly methods
Less costly methods

VALUE ANALYSIS is always known as
VALUE ANALYSIS is always known as
VALUE ENGINEERING, VALUE
VALUE ENGINEERING, VALUE
ASSURANCE, VALUE MANAGEMENT
ASSURANCE, VALUE MANAGEMENT


VALUE ANALYSIS approach ensure that
VALUE ANALYSIS approach ensure that
FUNCTIONS OF MINIMUM COST WITHOUT
FUNCTIONS OF MINIMUM COST WITHOUT
COMPARISION OF QUALITY
COMPARISION OF QUALITY

PURPOSE:
PURPOSE:
 Achieving all functions at lower cost
Achieving all functions at lower cost

CONCEPT OF VALUE AND FUNCTION

DEFINITION OF VALUE:
DEFINITION OF VALUE:
value =-----------
value =-----------
 Difficult to define because, it changes person to person.
Difficult to define because, it changes person to person.

TYPES OF ECONOMIC VALUE:
TYPES OF ECONOMIC VALUE:
1.
1. USE VALUE (Properties, qualities, features)
USE VALUE (Properties, qualities, features)
2.
2. ESTEEM VALUE (appearance)
ESTEEM VALUE (appearance)
3.
3. COST VALUE (sum of all cost)
COST VALUE (sum of all cost)
4.
4. EXCHANGE VALUE (Properties for exchange)
EXCHANGE VALUE (Properties for exchange)
COST
FUNCTION

FUNCTION
FUNCTION
 Working function of a product
Working function of a product
TYPES OF FUNCTION:
TYPES OF FUNCTION:

PRIMARY FUNCTION (Designed product function,
PRIMARY FUNCTION (Designed product function,
call function in phone)
call function in phone)

SECONDARY FUNCTION ( other than primary
SECONDARY FUNCTION ( other than primary
function , mp3 player)
function , mp3 player)
 TERITARY FUNCTION ( Esteem nature, torch in
TERITARY FUNCTION ( Esteem nature, torch in
mobile)
mobile)

VALUE ANALYSIS vs VALUE
VALUE ANALYSIS vs VALUE
ENGINEERING
ENGINEERING
 Value analysis is a remedial process
Value analysis is a remedial process
 Value engineering is a preventive process
Value engineering is a preventive process
USES OF VALUE ANALYSIS:
USES OF VALUE ANALYSIS:

Reduce cost
Reduce cost

Better fashion
Better fashion

New ideas and concepts
New ideas and concepts
 employees with new innovative ideas
employees with new innovative ideas

Fulfill customer needs
Fulfill customer needs

REASON FOR UNNECESSARY
REASON FOR UNNECESSARY
COST
COST
1.
1. Poor Design
Poor Design
2.
2. Lack of ideas
Lack of ideas
3.
3. Lack of standardisation
Lack of standardisation
4.
4. Un avoidable delivery constrains
Un avoidable delivery constrains
5.
5. Poor production planning
Poor production planning

STEPS IN VALUE ANALYSIS (16 mark)
STEPS IN VALUE ANALYSIS (16 mark)
1.
1. BLAST
BLAST
1.
1. Identify the product
Identify the product (product for study)
(product for study)
2.
2. Collect relevant information
Collect relevant information(information in
(information in
manufacturing, engineering, economics)
manufacturing, engineering, economics)
3.
3. Define different functions
Define different functions ( Functions setting)
( Functions setting)
2.
2. CREATE
CREATE
1.
1. Create different alternatives
Create different alternatives
2.
2. Critically evaluate alternatives
Critically evaluate alternatives
3.
3. REFINE
REFINE
1.
1. Develop the best alternative
Develop the best alternative
2.
2. Implement the alternative
Implement the alternative

PHASES OF VALUE ANALYSIS (16 mark)
1.
1. ORIENTATION PHASE (data collection)
ORIENTATION PHASE (data collection)
2.
2. INFORMATION PHASE(Identify facts)
INFORMATION PHASE(Identify facts)
3.
3. FUNCTIONAL ANALYSIS(basic function)
FUNCTIONAL ANALYSIS(basic function)
4.
4. CREATIVE PHASE( rearrange the information)
CREATIVE PHASE( rearrange the information)
5.
5. EVALUATION PHASE(create various alternatives)
EVALUATION PHASE(create various alternatives)
6.
6. DEVELOPMENT PHASE (alternatives for
DEVELOPMENT PHASE (alternatives for
technical requirement)
technical requirement)
1.
1. RECOMMENDATION PHASE(decision making)
RECOMMENDATION PHASE(decision making)
2.
2. IMPLEMENTATION PHASE(approval)
IMPLEMENTATION PHASE(approval)
3.
3. FOLLOW UP PHASE(compare with expectation)
FOLLOW UP PHASE(compare with expectation)

PROCESS PLANNING (16 mark)

Convert the product design in to manufacturing plan
Convert the product design in to manufacturing plan

Manufacture the products and parts
Manufacture the products and parts

Raw material in to finished state
Raw material in to finished state

It is otherwise called as operations planning
It is otherwise called as operations planning
PROCESS PLANNING vs PRODUCTION
PROCESS PLANNING vs PRODUCTION
PLANNING:
PLANNING:
How to make the product (Process Planning)
How to make the product (Process Planning)
To order raw materials obtaining resources to require to
To order raw materials obtaining resources to require to
make insufficient and demand to it (production planning)
make insufficient and demand to it (production planning)

DETAILS OF PROCESS PLAN (8MARK)

It contains:
It contains:

Route sheet
Route sheet

Process
Process

Process parameters
Process parameters

Machine and tools
Machine and tools
1.
1. Assembly and component drawings and bill of
Assembly and component drawings and bill of
materials
materials
2.
2. Machine and equipment details
Machine and equipment details
3.
3. Set up time for job
Set up time for job
4.
4. Availability of machine and equipment
Availability of machine and equipment

Factors affecting process
Factors affecting process
planning
planning
1.
1. Volume of production
Volume of production
2.
2. Skill and man power
Skill and man power
3.
3. Delivery dates for parts
Delivery dates for parts
4.
4. Material specification
Material specification
5.
5. Accuracy requirements for parts
Accuracy requirements for parts

PROCESS PLANNING
PROCESS PLANNING
ACTIVITIES
ACTIVITIES
1.
1. ANALYSE (part requirments)
ANALYSE (part requirments)
2.
2. DETERMINE (Operation sequence)
DETERMINE (Operation sequence)
3.
3. SELECT (equipment)
SELECT (equipment)
4.
4. CALCULATE (processing time)
CALCULATE (processing time)
5.
5. DOCUMENT (process plan)
DOCUMENT (process plan)
6.
6. COMMUNICATE ( mfg. engg. to shop)
COMMUNICATE ( mfg. engg. to shop)

ANALYISE FINISHED PART REQUIRMENTS:
ANALYISE FINISHED PART REQUIRMENTS:

Analyise the finished part in design softwares.
Analyise the finished part in design softwares.

Either in engineering drawing or cad model format
Either in engineering drawing or cad model format
SELECT MACHINES:
SELECT MACHINES:

Economic consideration
Economic consideration

Durability and dependability
Durability and dependability

Longer life
Longer life
MATERIAL SELECTION PARAMETERS:
MATERIAL SELECTION PARAMETERS:
1.
1. Function
Function
2.
2. Appearance
Appearance
3.
3. Reliability
Reliability
4.
4. Service life
Service life
5. Environment
6. Compatibility
7. Producibility
8. cost

APPROACHES TO PROCESS
APPROACHES TO PROCESS
PLANNING
PLANNING
 Two general approaches:
Two general approaches:
1.
1. Manual process plan
Manual process plan
2.
2. Computer Aided Process plan
Computer Aided Process plan
1.
1. Retrieval CAPP
Retrieval CAPP
2.
2. Generative CAPP
Generative CAPP

MANUAL PROCESS PLANNING

Task involves engineering drawings, making decisions
Task involves engineering drawings, making decisions
on machine process selection,
on machine process selection,

Equipments selection, operations seqence.
Equipments selection, operations seqence.
ADVANTAGES:
ADVANTAGES:
 Small scale companies
Small scale companies

Highly flexible method
Highly flexible method

Low investment
Low investment
DISADVANTAGES:
DISADVANTAGES:

Very complex and time consuming
Very complex and time consuming

Human error takes place, because of planner
Human error takes place, because of planner
 Increases paper work
Increases paper work

COMPUTER AIDED PROCESS PLANNING

To overcome the manual process planning.
To overcome the manual process planning.

CADD provides interface between CAD & CAM
CADD provides interface between CAD & CAM
BENEFITS OF CAPP:
BENEFITS OF CAPP:
1.
1. Process standardisation
Process standardisation
2.
2. Productivity improvement
Productivity improvement
3.
3. Product cost reduction
Product cost reduction
4.
4. Elimination of human error
Elimination of human error
5.
5. Reduce in time
Reduce in time
6.
6. Reduce paper work
Reduce paper work
7.
7. Improved legibility ( computer based route sheets prepared)
Improved legibility ( computer based route sheets prepared)
8.
8. Faster response to engineering changes
Faster response to engineering changes
9.
9. Incorporate of other application programs
Incorporate of other application programs

QUANTITY DETERMINATION IN BATCH
PRODUCTION
 Batch production required when variety of
Batch production required when variety of
products needed.
products needed.
 Products made by volume of products needed.
Products made by volume of products needed.
PLANNING FOR BATCH PRODUCTION:
PLANNING FOR BATCH PRODUCTION:
 Determination of batch size ( production lot)
 Determination of batch scheduling.

MERITS AND DEMERITS OF BATCH PRODUCTION

MERITS
MERITS
1.
1. Easy aviability of process layout
Easy aviability of process layout
2.
2. Similar machines are grouped in a department
Similar machines are grouped in a department
3.
3. Better utilization of machines
Better utilization of machines
4.
4. Comparatively low investment
Comparatively low investment
5.
5. Job satisfication
Job satisfication

DE-MERITS
DE-MERITS
1.
1. Irregular flow of lines, material handling is expensive
Irregular flow of lines, material handling is expensive
2.
2. Production planning and control is elobrate
Production planning and control is elobrate
3.
3. Large amount of work process
Large amount of work process
4.
4. Higher skills are required
Higher skills are required

STOCK CONTOL
STOCK CONTOL
STOCK CONTROL WITHOUT BUFFER STOCK:
STOCK CONTROL WITHOUT BUFFER STOCK:
 Stock control model of batch production
Stock control model of batch production
which varies the level of stock
which varies the level of stock

STOCK CONTROL WITH BUFFER STOCK:
STOCK CONTROL WITH BUFFER STOCK:

There is no consumption of stock during
There is no consumption of stock during
production .
production .
 Buffer stock is also known as safety stock.
Buffer stock is also known as safety stock.

DETERMINATION OF BATCH SIZE
1.
1. SETUP COST:
SETUP COST:
1.
1. Batch production involves set up cost
Batch production involves set up cost
2.
2. Rough cost at the time of order
Rough cost at the time of order
3.
3. SETUP COST INCLUDES:
SETUP COST INCLUDES:
1.
1. Store requirements
Store requirements
2.
2. Tool requirements.
Tool requirements.
3.
3. Machine set up
Machine set up
2.
2. INVENTORY COST:
INVENTORY COST:
1.
1. Finished product to finally sold condition cost
Finished product to finally sold condition cost

DETERMINATION OF MINIMUM
COST BATCH SIZE
1.
1. CONSTANT COST PER PIECE
CONSTANT COST PER PIECE
2.
2. SETUP COST PER BATCH
SETUP COST PER BATCH
3.
3. CARRYING COST
CARRYING COST
4.
4. STORAGE CARRYING COST
STORAGE CARRYING COST

MACHINE CAPACITY
MACHINE CAPACITY
 Batch size calculations, for batch production.
Batch size calculations, for batch production.
 Focus on machine loading and unloading.
Focus on machine loading and unloading.
MACHINE LOADING:
MACHINE LOADING:
1.
1. It is process of assigning a specific job for
It is process of assigning a specific job for
machines
machines
2.
2. Smooth workflow can be ensured
Smooth workflow can be ensured
3.
3. Machine loading should ensure maximum
Machine loading should ensure maximum
utilization
utilization

INFORMATION REQUIRED FOR
MACHINE LOADING
1.
1. Number and identification of work order
Number and identification of work order
2.
2. Symbol or identification of part
Symbol or identification of part
3.
3. Number of parts
Number of parts
4.
4. List of operations to be performed
List of operations to be performed
5.
5. Necessary tooling's
Necessary tooling's

METHODS TO REDUCE
METHODS TO REDUCE
CYCLE TIME
CYCLE TIME
1.
1. Methods-i- To reduce cycle time
Methods-i- To reduce cycle time
2.
2. Methods-ii- Reduce the independent activity
Methods-ii- Reduce the independent activity
time (workmen don’t wait for
time (workmen don’t wait for another
another
workmen for interval)
workmen for interval)
3.
3. Methods-iii- Reduce the concurrent activity
Methods-iii- Reduce the concurrent activity
time (Working by several
time (Working by several parteners)
parteners)

BALANCING(Machine
BALANCING(Machine
balancing)
balancing)
 Procedure for adjusting the times in working
Procedure for adjusting the times in working
PROBLEMS OF MACHINE BALANCING:
PROBLEMS OF MACHINE BALANCING:
1.
1. Balanced process
Balanced process
2. Unbalanced process
2. Unbalanced process
1min 1min 1min 1min 1min final product
1min 2min 1min 0.5min final product

ANALYSIS OF PROCESS
ANALYSIS OF PROCESS
CAPACITIES IN A MULTI
CAPACITIES IN A MULTI
PRODUCT SYSTEM
PRODUCT SYSTEM
(16MARK,10 MARK, 8 MARK)
(16MARK,10 MARK, 8 MARK)

REFER NOTES
REFER NOTES

UNIT-III PRODUCT PLANNING AND PROCESS PLANNING.ppt

More Related Content

Similar to UNIT-III PRODUCT PLANNING AND PROCESS PLANNING.ppt (20)

More from arivazhaganrajangam (20)

Recently uploaded (20)

UNIT-III PRODUCT PLANNING AND PROCESS PLANNING.ppt