Notes CNC

COMPUTER
INTEGRATED
MANUFACTURING
ATME COLLEGE OF ENGINEERING
DEPARTMENT OF MECHANICAL ENGINEERING
COLLEGE VISION & MISION STATEMENT
VISION
Development of academically excellent, culturally vibrant, socially responsible and globally
competent human resources.
MISSION
 To keep pace with advancements in knowledge and make the students competitive
and capable at the global level.
 To create an environment for the students to acquire the right physical, intellectual,
emotional and moral foundations and shine as torch bearers of tomorrow's society.
 To strive to attain ever-higher benchmarks of educational excellence.
DEPARTMENTAL VISION & MISIION STATEMENTS
VISION
To impart excellent technical education in mechanical engineering to develop technically

competent, morally upright and socially responsible mechanical engineering professionals.
MISSION:
 To provide an ambience to impart excellent technical education in mechanical

engineering.
 To ensurestate of-the- art facility for learning, skill development and research in
mechanical engineering.
 Toengage students in co-curricular and extra-curricular activities to impart social & ethical
values and imbibeleadership quality.
PROGRAM EDUCATIONAL OBJECTIVES (PEO’S)
After successful completion of program, the graduates will be
PEO 1: Graduates will be able to have successful professional career in the allied areas
and be proficient to perceive higher education.
PEO 2: Graduates will attain the technical ability to understand the need analysis, design,
manufacturing, quality changing and analysis of the product.
PEO 3: Work effectively, ethically and socially responsible in allied fields of mechanical
engineering.
PEO 4: Work in a team tomeet personal and organizational objectives and to contribute to
the development of the society in large.
PROGRAM OUTCOMES (PO’S)
The Mechanical engineering program students will attain:
PO1.Engineering knowledge: Apply the knowledge of mathematics, science, engineering

fundamentals, and an engineering specialization to the solution of complex engineering
problems
PO2.Problem analysis: Identify, formulate, research literature, and analyze complex

engineering problems reaching substantiated conclusions using first principles of
mathematics, natural sciences, and engineering sciences
PO3.Design/development of solutions: Design solutions for complex engineering problems

and design system components or processes that meet the specified needs with appropriate
consideration for the public health and safety, and the cultural, societal, and environmental
considerations
PO4.Conduct investigations of complex problems: Use research-based knowledge and

research methods including design of experiments, analysis and interpretation of data, and
synthesis of the information to provide valid conclusions
PO5. Modern tool usage: Create, select, and apply appropriate techniques, resources, and
modern engineering and IT tools including prediction and modeling to complex
engineering activities with an understanding of the limitations
PO6.The engineer and society: Apply reasoning informed by the contextual knowledge to
assess societal, health, safety, legal and cultural issues and the consequent responsibilities
relevant to the professional engineering practice
PO7.Environment and sustainability: Understand the impact of the professional engineering

solutions in societal and environmental contexts, and demonstrate the knowledge of, and
need for sustainable development
PO8. Ethics: Apply ethical principles and commit to professional ethics and responsibilities
and norms of the engineering practice
PO9. Individual and team work: Function effectively as an individual, and as a member or
leader in diverse teams, and in multidisciplinary settings
PO10.Communication: Communicate effectively on complex engineering activities with the

engineering community and with society at large, such as, being able to comprehend and
write effective reports and design documentation, make effective presentations, and give
and receive clear instructions
PO11.Project management and finance: Demonstrate knowledge and understanding of the

engineering and management principles and apply these to one’s own work, as a member
and leader in a team, to manage projects and in multidisciplinary environments
PO12.Life-long learning: Recognize the need for, and have the preparation and ability to
engage in independent and life-long learning in the broadest context of technological
change
PROGRAM SPECIFIC OUTCOMES (PSO’S)
After successful completion of program, the graduates will be
PSO 1:To comprehend the knowledge of mechanical engineering and apply them to
identify,formulate and address the mechanical engineering problems using latest
technology in a effective manner.
PSO 2: To work successfully as a mechanical engineer in team, exhibit leadership quality

and provide viable solution to industrial and societal problems.
PSO 3: To apply modern management techniques and manufacturing techniques to

produce products of high quality at optimal cost.
PSO 4: To exhibit honesty, integrity, and conduct oneself responsibly, ethically and
legally, holding the safety and welfare of the society paramount.
COMPUTER INTEGRATED MANUFACTURING
Subject Code : 10ME61 IA Marks : 25

Hours/Week : 04 Exam Hours : 03
Total Hours : 52 Exam Marks : 100
PART-A
UNIT - 1
Computer Integrated Manufacturing Systems: Introduction, Automation definition, Types of automation, CIM,
processing in manufacturing, Production concepts, Mathematical Models-Manufacturing lead time, production
rate, components of operation time, capacity, Utilization and availability, Work-in-process, WIP ratio, TIP ratio,
Problems using mathematical model equations.
8 Hours
UNIT - 2
High Volume Production System: Introduction Automated flow line-symbols, objectives, Work part transport-
continuous, Intermittent, synchronous, Pallet fixtures, Transfer Mechanism-Linear-Walking beam,. roller chain
drive, Rotary-rack and pinion, Rachet & Pawl, Geneva wheel, Buffer storage, control functions-sequence, safety,
Quality, Automation for machining operation.
6 Hours
UNIT - 3
Analysis Of Automated Flow Line & Line Balancing: General terminology and analysis, Analysis of Tranfer
Line without storage upper bound approach, lower bound approach and problems, Analysis of Transfer lines with
storage buffer, Effect of storage, buffer capacity with simple problem, Partial automation-with numerical
problems, flow lines with more than two stages, Manual Assembly lines, line balancing problem.
6 Hours
UNIT - 4
Minimum Rational Work Element: Work station process time, Cycle time, precedence constraints. Precedence
diagram, Balance delay methods of line balancing-largest Candidate rule, Kilbridge and Westers method, Ranked
positional weight method, Numerical problems covering all above methods and computerized line balancing.
6 Hours
PART-B
UNIT - 5
Automated Assembly Systems: Design for automated assembly systems, types of automated assembly system, Parts
feeding devices-elements of parts delivery system-hopper, part feeder, Selectors, feedback, escapement and
placement analysis of Multistation Assembly Machine analysis of single station assembly. Automated Guided
Vehicle System: Introduction, Vehicle guidance and routing, System management, Quantitative analysis of AGV's
with numerical problems and application.
8 Hours
Computer Integrated Manufacturing
UNIT - 6
Computerized Manufacturing Planning System: Introduction, Computer Aided Process Planning, Retrieval
types of process planning, Generative type of process planning, Material requirement planning, Fundamental
concepts of MRP inputs to MRP, Capacity planning.
6 Hours
UNIT - 7
Cnc Machining Centers: Introduction to CNC, elements of CNC, CNC machining centers, part programming,
fundamental steps involved in development of part programming for milling and turning.
6 Hours
UNIT - 8
Robotics: Introduction to Robot configuration, Robot motion, programming of Robots end effectors, Robot
sensors and Robot applications.
6 Hours
TEXT BOOKS:
1. Automation, Production system & Computer Integrated manufacturing, M. P. Groover Person
nd
India, 2007 2 edition.
2. Principles of Computer Integrated Manufacturing, S. Kant Vajpayee, Prentice Hall India.
REFERENCE BOOKS:
1. Computer Integrated Manufacturing, J. A. Rehg & Henry. W. Kraebber.
2. CADlCAM by Zeid, Tata McGraw Hill.
Dept of Mechanical Engineering, ATMECE, Mysuru Page 6

UNIT -1
COMPUTER INTEGRATED MANUFACTURING SYSTEMS
CONTENTS
1.1. Introduction
1.2. Evolution of computer integrated manufacturing
1.3. Cim hardware and cim software
1.4. Nature and role of the elements of cim system
1.5. Conceptual model of manufacturing
1.6. Automation
1.7. Types of automation
1.8. Reasons for automating
1.9. Types of production
1.10. functions in manufacturing
1.11. Organization-amd information processing in
Manufacturing
1.12. Production concepts and mathematical models
1.13. Numerical problems
OBJECTIVES:
1. To understand different types of production systems and their features.
2. To use different mathematical models in production system to analyze production
parameters.
1.1. INTRODUCTION
Computer Integrated Manufacturing (CIM) encompasses the entire range of product
development and manufacturing activities with all the functions being carried out with the
help of dedicated software packages. The data required for various functions are passed from
one application software to another in a seamless manner. For example, the product data is
created during design. This data has to be transferred from the modeling software to

manufacturing software without any loss of data. CIM uses a common database wherever
feasible and communication technologies to integrate design, manufacturing and associated
business functions that combine the automated segments of a factory or a manufacturing
facility. CIM reduces the human component of manufacturing and thereby relieves the
process of its slow, expensive and error-prone component. CIM stands for a holistic and
methodological approach to the activities of the manufacturing enterprise in order to achieve
vast improvement in its performance.
This methodological approach is applied to all activities from the design of the product
to customer support in an integrated way, using various methods, means and techniques in
order to achieve production improvement, cost reduction, fulfillment of scheduled delivery
dates, quality improvement and total flexibility in the manufacturing system. CIM requires all
those associated with a company to involve totally in the process of product development and
manufacture. In such a holistic approach, economic, social and human aspects have the same
importance as technical aspects. CIM also encompasses the whole lot of enabling
technologies including total quality management, business process reengineering, concurrent
engineering, workflow automation, enterprise resource planning and flexible manufacturing.
The challenge before the manufacturing engineers is illustrated in Fig. 1

Figure 1 Challenges in manufacturing
Manufacturing industries strive to reduce the cost of the product continuously to remain
competitive in the face of global competition. In addition, there is the need to improve the
quality and performance levels on a continuing basis. Another important requirement is on
time delivery. In the context of global outsourcing and long supply chains cutting across
several international borders, the task of continuously reducing delivery times is really an
arduous task. CIM has several software tools to address the above needs.
Manufacturing engineers are required to achieve the following objectives to be competitive in

a global context.
• Reduction in inventory
• Lower the cost of the product
• Reduce waste
• Improve quality
• Increase flexibility in manufacturing to achieve immediate and rapid
response to:
• Product changes
• Production changes
• Process change
• Equipment change
• Change of personnel
CIM technology is an enabling technology to meet the above challenges to the manufacturing.
1.2. EVOLUTION OF COMPUTER INTEGRATED MANUFACTURING

Computer Integrated Manufacturing (CIM) is considered a natural evolution of the

technology of CAD/CAM which by itself evolved by the integration of CAD and CAM.
Massachusetts Institute of Technology (MIT, USA) is credited with pioneering the
development in both CAD and CAM. The need to meet the design and manufacturing
requirements of aerospace industries after the Second World War necessitated the
development these technologies. The manufacturing technology available during late 40's and
early 50's could not meet the design and manufacturing challenges arising out of the need to
develop sophisticated aircraft and satellite launch vehicles. This prompted the US Air Force
to approach MIT to develop suitable control systems, drives and programming techniques for
machine tools using electronic control.
The first major innovation in machine control is the Numerical Control (NC),
demonstrated at MIT in 1952. Early Numerical Control Systems were all basically hardwired
systems, since these were built with discrete systems or with later first generation integrated
chips. Early NC machines used paper tape as an input medium. Every NC machine was fitted
with a tape reader to read paper tape and transfer the program to the memory of the machine
tool block by block. Mainframe computers were used to control a group of NC machines by
mid 60's. This arrangement was then called Direct Numerical Control (DNC) as the computer
bypassed the tape reader to transfer the program data to the machine controller. By late 60's
mini computers were being commonly used to control NC machines. At this stage NC
became truly soft wired with the facilities of mass program storage, offline editing and
software logic control and processing. This development is called Computer Numerical
Control (CNC). Since 70's, numerical controllers are being designed around microprocessors,
resulting in compact CNC systems. A further development to this technology is the
distributed numerical control (also called DNC) in which processing of NC program is
carried out in different computers operating at different hierarchical levels - typically from
mainframe host computers to plant computers to the machine controller. Today the CNC
systems are built around powerful 32 bit and 64 bit microprocessors. PC based systems are
also becoming increasingly popular.

Manufacturing engineers also started using computers for such tasks like inventory control,
demand forecasting, production planning and control etc. CNC technology was adapted in the
development of co-ordinate measuring machine's (CMMs) which automated inspection.
Robots were introduced to automate several tasks like machine loading, materials handling,
welding, painting and assembly. All these developments led to the evolution of flexible
manufacturing cells and flexible manufacturing systems in late 70's.
Evolution of Computer Aided Design (CAD), on the other hand was to cater to the geometric
modeling needs of automobile and aeronautical industries. The developments in computers,
design workstations, graphic cards, display devices and graphic input and output devices
during the last ten years have been phenomenal. This coupled with the development of
operating system with graphic user interfaces and powerful interactive (user friendly)
software packages for modeling, drafting, analysis and optimization provides the necessary
tools to automate the design process.
CAD in fact owes its development to the APT language project at MIT in early 50's. Several
clones of APT were introduced in 80's to automatically develop NC codes from the
geometric model of the component. Now, one can model, draft, analyze, simulate, modify,
optimize and create the NC code to manufacture a component and simulate the machining
operation sitting at a computer workstation.
If we review the manufacturing scenario during 80's we will find that the manufacturing is
characterized by a few islands of automation. In the case of design, the task is well
automated. In the case of manufacture, CNC machines, DNC systems, FMC, FMS etc
provide tightly controlled automation systems. Similarly computer control has been
implemented in several areas like manufacturing resource planning, accounting, sales,
marketing and purchase. Yet the full potential of computerization could not be obtained
unless all the segments of manufacturing are integrated, permitting the transfer of data across
various functional modules. This realization led to the concept of computer integrated

manufacturing. Thus the implementation of CIM required the development of whole lot of
computer technologies related to hardware and software.
1.3. CIM HARDWARE AND CIM SOFTWARE
CIM Hardware comprises the following:
i. Manufacturing equipment such as CNC machines or computerized work centers,

robotic work cells, DNC/FMS systems, work handling and tool handling devices,
storage devices, sensors, shop floor data collection devices, inspection machines etc.
ii. Computers, controllers, CAD/CAM systems, workstations / terminals, data entry

terminals, bar code readers, RFID tags, printers, plotters and other peripheral devices,
modems, cables, connectors etc.,
CIM software comprises computer programmes to carry out the following functions:
• Management Information System

• Sales
• Marketing
• Finance
• Database Management
• Modeling and Design
• Analysis
• Simulation
• Communications
• Monitoring
• Production Control
• Manufacturing Area Control
• Job Tracking
• Inventory Control

• Shop Floor Data Collection

• Order Entry
• Materials Handling
• Device Drivers
• Process Planning
• Manufacturing Facilities Planning
• Work Flow Automation
• Business Process Engineering
• Network Management
• Quality Management
1.4. NATURE AND ROLE OF THE ELEMENTS OF CIM SYSTEM
Nine major elements of a CIM system are in Figure 2 they are,
• Marketing
• Product Design
• Planning
• Purchase
• Manufacturing Engineering
• Factory Automation Hardware
• Warehousing
• Logistics and Supply Chain Management
• Finance
• Information Management

Figure 2 Major elements of CIM systems
i. Marketing: The need for a product is identified by the marketing division. The
specifications of the product, the projection of manufacturing quantities and the strategy
for marketing the product are also decided by the marketing department. Marketing also
works out the manufacturing costs to assess the economic viability of the product.
ii. Product Design: The design department of the company establishes the initial database
for production of a proposed product. In a CIM system this is accomplished through
activities such as geometric modeling and computer aided design while considering the
product requirements and concepts generated by the creativity of the design engineer.
Configuration management is an important activity in many designs. Complex designs

are usually carried out by several teams working simultaneously, located often in
different parts of the world. The design process is constrained by the costs that will be
incurred in actual production and by the capabilities of the available production
equipment and processes. The design process creates the database required to
manufacture the part.
iii. Planning: The planning department takes the database established by the design
department and enriches it with production data and information to produce a plan for the
production of the product. Planning involves several subsystems dealing with materials,
facility, process, tools, manpower, capacity, scheduling, outsourcing, assembly,
inspection, logistics etc. In a CIM system, this planning process should be constrained by
the production costs and by the production equipment and process capability, in order to
generate an optimized plan.
iv. Purchase: The purchase departments is responsible for placing the purchase orders and
follow up, ensure quality in the production process of the vendor, receive the items,
arrange for inspection and supply the items to the stores or arrange timely delivery
depending on the production schedule for eventual supply to manufacture and assembly.
v. Manufacturing Engineering: Manufacturing Engineering is the activity of carrying out

the production of the product, involving further enrichment of the database with
performance data and information about the production equipment and processes. In
CIM, this requires activities like CNC programming, simulation and computer aided
scheduling of the production activity. This should include online dynamic scheduling and
control based on the real time performance of the equipment and processes to assure
continuous production activity. Often, the need to meet fluctuating market demand
requires the manufacturing system flexible and agile.
vi. Factory Automation Hardware: Factory automation equipment further enriches the
database with equipment and process data, resident either in the operator or the
equipment to carry out the production process. In CIM system this consists of computer
controlled process machinery such as CNC machine tools, flexible manufacturing

systems (FMS), Computer controlled robots, material handling systems, computer

controlled assembly systems, flexibly automated inspection systems and so on.
vii. Warehousing: Warehousing is the function involving storage and retrieval of raw
materials, components, finished goods as well as shipment of items. In today's complex
outsourcing scenario and the need for just-in-time supply of components and subsystems,
logistics and supply chain management assume great importance.
viii. Finance: Finance deals with the resources pertaining to money. Planning of investment,
working capital, and cash flow control, realization of receipts, accounting and allocation
of funds are the major tasks of the finance departments.
ix. Information Management: Information Management is perhaps one of the crucial tasks in
CIM. This involves master production scheduling, database management, communication,
manufacturing systems integration and management information systems.
Definition of CIM
Joel Goldhar, Dean, Illinois Institute of Technology gives CIM as a computer system in
which the peripherals are robots, machine tools and other processing equipment.
Dan Appleton, President, DACOM, Inc. defines CIM is a management philosophy, not a
turnkey product.
Jack Conaway, CIM Marketing manager, DEC, defines CIM is nothing but a data
management and networking problem.
The computer and automated systems association of the society of Manufacturing

Engineers (CASA/SEM) defines CIM is the integration of total manufacturing enterprise
by using integrated systems and data communication coupled with new managerial
philosophies that improve organizational and personnel efficiency.

CIM is recognized as Islands of Automation. They are
1. CAD/CAM/CAE/GT
2. Manufacturing Planning and Control.
3. Factory Automation
4. General Business Management
CASA/SME’s CIM Wheel is as shown in figure 4
Figure 4 CASA/SME’s CIM Wheel

1.5. Conceptual model of manufacturing
The computer has had and continues to have a dramatic impact on the development of
production automation technologies. Nearly all modern production systems are imple-
mented today using computer systems. The term computer integrated manufacturing
(CIM) has been coined to denote the pervasive use of computers to design the products,
plan the production, control the operations, and perform the various business related
functions needed in a manufacturing firm. CAD/CAM (computer-aided design and com-
puter-aided manufacturing) is another term that is used almost synonymously with CIM.
Let us attempt to define the relationship between automation and CIM by developing a
conceptual model of manufacturing. In a manufacturing firm, the physical activities related to
production that take place in the factory can be distinguished from the infor-mation-processing
activities, such as product design and production planning, that usually occur in an office
environment. The physical activities include all of the manufacturing processing, assembly,
material handling, and inspections that are performed on the prod-uct. These operations come
in direct contact with the product during manufacture. They touch the product. The
relationship between the physical activities and the information-processing activities in our
model is depicted in Figure 5. Raw materials flow in one end of the factory and finished
products flow out the other end. The physical activities (processing, handling, etc.) take place
inside the factory. The information-processing functions form a ring that surrounds the
factory, providing the data and knowledge required to produce the product successfully. These
information-processing functions include (1) certain business activities (e.g., marketing and
sales, order entry, customer billing, etc.),
(2) product design, (3) manufacturing planning, and (4) manufacturing control. These
four functions form a cycle of events that must accompany the physical production
activities but which do not directly touch the product.
Now consider the difference between automation and CIM. Automation is concerned with
the physical activities in manufacturing. Automated production systems are designed to

accomplish the processing, assembly, material handling, and inspecting activities with
little or no human participation.
In the figure 5 Model of manufacturing, showing (a] the factory as a processing
pipeline where the physical manufacturing activities are performed, and (b) the
information-processing activities that support manufacturing as a ring that surrounds
the factory concerned more with the information-processing functions that are required
to support the production operations. CIM involves the use of computer systems to
perform the four types of information-processing functions. Just as automation deals
with the physical activities, CIM deals with automating the information-processing
activities in manufacturing.
1.6. AUTOMATION
Automation is a technology concerned with the application of mechanical,

electronic, and computer-based systems to operate and control production.

This technology includes:
Automatic machine tools to process parts

Automatic assembly machines
Industrial robots
Automatic material handling and storage systems
Automatic inspection systems for quality control
Feedback control and computer process control
Computer systems for planning, data collection, and decision making
to support manufacturing activities
1.7. TYPES OF AUTOMATION
Automated production systems are classified into three basic types:
1. Fixed automation
2. Programmable automation
3. Flexible automation
Fixed automation
Fixed automation is a system in which the sequence of processing (or assembly)

operations is fixed by the equipment configuration. The operations in the sequence are
usually simple. It is the integration and coordination of many such operations into one
piece of equipment that makes the system complex. The typical features of fixed
automation are:
High initial investment for custom-engineered equipment

High production rates
Relatively inflexible in accommodating product changes

The economic justification for fixed automation is found in products with very high
demand rates and volumes. The high initial cost of the equipment can be spread over a
very large number of units, thus making the unit cost attractive compared to alternative
methods of production.
Programmable automation
In programmable automation, the production equipment is designed with the ca-

pability to change the sequence of operations to accommodate different product
configurations. The operation sequence is controlled by a program, which is a set of
instructions coded so that the system can read and interpret them. New programs can
be prepared and entered into the equipment lo produce new products. Some of the
features that characterize programmable automation include:
High investment in general-purpose equipment

Low production rates relative to fixed automation
Flexibility to deal with changes in product
configuration Most suitable for batch production
Automated production systems that are programmable are used in low and medium-
volume production. The parts or products are typically made in batches. To produce
each new batch of a different product, the system must be reprogrammed with the set
of machine instructions that correspond to the new product. The physical setup of the
machine must also be changed over: Tools must be loaded, fixtures must be attached
to the machine table, and the required machine settings must be entered. This
changeover procedure takes time. Consequently, the typical cycle for a given product
includes a period during which the setup and reprogramming takes place, followed by
a period in which the batch is produced.

Flexible automation
Flexible automation is an extension of programmable automation. The concept of

flexible automation has developed only over the last 15 to 20 years, and the principles
are still evolving. A flexible automated system is one that is capable of producing a
variety of products (or parts) with virtually no time lost for changeovers from one
product to the next. There is no production time lost while reprogramming the system
and altering the physical setup (tooling, fixtures and machine settings). Consequently,
the system can produce various combinations and schedules of products, instead of
requiring that they be made in separate batches.
The features of flexible automation can be summarized as follows:
High investment for a custom-engineered system

Continuous production of variable mixtures of products Medium
production rates
Flexibility to deal with product design variations

The essential features that distinguish flexible automation from programmable au-tomation are
(1) The capacity to change part programs with no lost production time
(2) The capability to change over the physical setup, again with no lost production time.
These features allow the automated production system to continue production without the
downtime between batches that is characteristic of programmable automation. Changing the part
programs is generally accomplished by preparing the programs off-line on a computer system and
electronically transmitting the programs to the automated production system. Therefore, the time
required to do the programming for the next job does not interrupt production on the current job.
Advances in computer systems technology are largely responsible for this programming capability
in flexible automation. Changing the physical setup between parts is accomplished by making the
changeover off-line and then moving it into place simultaneously as the next part comes into
position for processing. The use of pallet fixtures that hold the parts and transfer into position at
the workplace is one way of implementing this approach. For these approaches to be successful,
the variety of parts that can be made on a flexible automated production system is usually more
limited than a system controlled by programmable automation.
The relative positions of the three types of automation for different production volumes and
product varieties are depicted in Figure 5

Figure 5 Three types of production automation as a function of

volume of production verses product variety
1.8. REASONS FOR AUTOMATING
The important reasons for automating include the following:
1. Increased productivity: Automation of manufacturing operations holds the

promise of increasing the productivity of labor. This means greater output per hour
of labor input. Higher production rates (output per hour) are achieved with
automation than with the corresponding manual operations.
2. High cost of labor: The trend in the industrialized societies of the world has been
toward ever-increasing labor costs. As a result, higher investment in automated
equipment has become economically justifiable to replace manual operations. The
high cost of labor is forcing business leaders to substitute machines for human
labor. Because machines can produce at higher rates of output, the use of
automation results in a lower cost per unit of product.
3. Labor shortages: In many advanced nations there has been a general shortage of
labor. Labor shortages also stimulate the development of automation as a substitute
for labor.
4. Trend of labor toward the service sector: This trend has been especially prevalent
in the advanced countries. First around 1986, the proportion of the work force
employed in manufacturing stands at about 20%. In 1947, this percentage was
30%. By the year 2000, some estimates put the figure as low as 2%, certainly,
automation of production jobs has caused some of this shift. The growth of

government employment at the federal, state, and local levels has consumed a
certain share of the labor market which might otherwise have gone into
manufacturing. Also, there has been a tendency for people to view factory work as
tedious, demeaning, and dirty. This view has caused them to seek employment in
the service sector of the economy.
5. Safe: By automating the operation and transferring the operator from an active
participation to a supervisory role, work is made safer. The safety and physical
well-being of the worker has become a national objective with the enactment of
the Occupational. Safety and Health Act of 1970 (OSHA). It has also provided an
impetus for automation.
6. High cost of raw materials: The high cost of raw materials in manufacturing
results in the need for greater efficiency in using these materials. The reduction of
scrap is one of the benefits of automation.
7. Improved product quality: Automated operations not only produce parts at faster
rates than do their manual counterparts, but they produce parts with greater
consistency and conformity to quality specifications.
8. Reduced manufacturing lead time: For reasons that we shall examine in sub
sequent chapters, automation allows the manufacturer to reduce the time between
customer order and product delivery. This gives the manufacturer a competitive
advantage in promoting good customer service.

9. Reduction of in-process inventory: Holding large inventories of work-in-process

represents a significant cost to the manufacturer because it ties up capital. In-
process inventory is of no value. It serves none of the purposes of raw materials
stock or finished product inventory. Accordingly, it is to the manufacturer's
advantage to reduce work-in- progress to a minimum. Automation tends to
accomplish this goal by reducing the time a workpart spends in the factory.
10. High cost of not automating: A significant competitive advantage is gained by

automating a manufacturing plant. The advantage cannot easily be demonstrated
on a company's project authorization form. The benefits of automation often show
up in intangible and unexpected ways, such as improved quality, higher sales,
better labor relations, and better company image. Companies that do not automate
are likely to find themselves at a competitive disadvantage with their customers,
their employees, and the general public.
All of these factors act together to make production automation a feasible and
attractive alternative to manual methods of manufacture.
1.9. TYPES OF PRODUCTION
Another way of classifying production activity is according to the quantity of product

made. In this classification, there are three types of production:
1. Job shop production
2. Batch production

3. Mass production
1. Job shop production. The distinguishing feature of job shop production is low
volume. The manufacturing lot sizes are small, often one of a kind. Job shop
production is commonly used to meet specific customer orders, and there is a great
variety in the type of work the plant must do. Therefore, the production equipment
must be flexible and general-purpose to allow for this variety of work. Also, the skill
level of job shop workers must be relatively high so that they can perform a range of
different work assignments. Examples of products manufactured in a job shop
include space vehicles, aircraft, machine tools, special tools and equipment, and
prototypes of future products. Construction work and shipbuilding are not normally
identified with the job shop category, even though the quantities are in the
appropriate range. Although these two activities involve the transformation of raw
materials into finished products, the work is not performed in a factory.

2. Batch production: This category involves the manufacture of medium-sized

lots of the same item or product. The lots may be produced only once, or they may
be produced at regular intervals. The purpose of batch production is often to
satisfy continuous customer demand for an item. However, the plant is capable of
a production rate that exceeds the demand rate. Therefore, the shop produces to
build up an inventory of the item. Then it changes over to other orders. When the
stock of the first item becomes depleted, production is repeated to build up the
inventory again. The manufacturing equipment used in batch production is
general-purpose but designed for higher rates of production. Examples of items
made in batch-type shops include industrial equipment, furniture, textbooks, and
component parts for many assembled consumer products (household appliances,
lawn mowers, etc.). Batch production plants include machine shops, casting
foundries, plastic molding factories, and press working shops. Some types of
chemical plants are also in this general category.
3. Mass production: This is the continuous specialized manufacture of identical

products. Mass production is characterized by very high production rates,
equipment that is completely dedicated to the manufacture of a particular product,
and very high demand rates for the product. Not only is the equipment dedicated
to one product, but the entire plant is often designed for the exclusive purpose of
producing the particular product. The equipment is special-purpose rather than
general-purpose. The investment in machines and specialized tooling is high. In a
sense, the production skill has been transferred from the operator to the machine.
Consequently, the skill level of labor in a mass production plant tends to be lower
than in a batch plant or job shop.

1.10. FUNCTIONS IN MANUFACTURING
For any of the three types of production, there are certain basic functions that must
be carried out to convert raw materials into finished product. For a firm engaged in
making discrete products, the functions are:
1. Processing
2. Assembly
3. Material handling and storage
4. Inspection and test
5. Control
The first four of these functions are the physical activities that "touch" the product as
it is being made. Processing and assembly are operations that add value to the
product. The third and fourth functions must be performed in a manufacturing plant,
but they do not add value to the product. The Figure 6, shows the model of the
functions of manufacturing in factory

Figure 6 Model of the factory showing five functions of manufacturing
Processing operations
Processing operations transform the product from one state of completion into a more
advanced state of completion. Processing operations can be classified into one of the
following four categories:
1. Basic processes
2. Secondary processes
3. Operations to enhance physical properties
4. Finishing operations
Basic processes are those which give the work material its initial form. Metal casting
and plastic molding are examples. In both cases, the raw materials are converted into the
basic geometry of the desired product.
Secondary processes follow the basic process and are performed to give the work part
its final desired geometry. Examples in this category include machining (turning,
drilling, milling, etc.) and press working operations (blanking, forming, drawing, etc.).
Operations to enhance physical properties do not perceptibly change the physical

geometry of the work part. Instead, the physical properties of the material are improved
in some way. Heat-treating operations to strengthen metal pans and preshrinking used in
the garment industry are examples in this category.

Finishing operations are the final processes performed on the work part. Their purpose
is, for example, to improve the appearance, or to provide a protective coating on the
part. Examples in this fourth category include polishing, painting, and chrome plating.

Figure 6 presents an input/output model of a typical processing operation in

manufacturing. Most manufacturing processes require five inputs:
1. Raw materials
2. Equipment
3. Tooling, fixtures
4. Energy (electrical energy)
5. Labor
Assembly operations
Assembly and joining processes constitute the second major type of manufacturing op-
eration. In assembly, the distinguishing feature is that two or more separate components
are joined together. Included in this category are mechanical fastening operations, which
make use of screws, nuts, rivets, and so on, and joining processes, such as welding,
brazing, and soldering. In the fabrication of a product, the assembly operations follow
the processing operations.
Material handling and storage
A means of moving and storing materials between the processing and assembly
operations must be provided. In most manufacturing plants, materials spend more time
being moved and stored than being processed. In some cases, the majority of the labor
cost in the factory is consumed in handling, moving, and storing materials. It is
important that this function be carried out as efficiently as possible.
Inspection and testing
Inspection and testing are generally considered part of quality control. The purpose of
inspection is to determine whether the manufactured product meets the established design

standards and specifications. For example, inspection examines whether the actual di-
mensions of a mechanical part are within the tolerances indicated on the engineering
drawing for the part and testing is generally concerned with the functional specifications of
the final product rather than the individual parts that go into the product.
Control
The control function in manufacturing includes both the regulation of individual

processing and assembly operations, and the management of plant-level activities.
Control at the process level involves the achievement of certain performance objectives
by proper ma-nipulation of the inputs to the process. Control at the plant level includes
effective use of labor, maintenance of the equipment, moving materials in the factory,
shipping products of good quality on schedule, and keeping plant operating costs at the
minimum level possible. The manufacturing control function at the plant level
represents the major point of intersection between the physical operations in the factory
and the information-processing activities that occur in production.

1.11. ORGANIZATION-AMD INFORMATION PROCESSING IN

MANUFACTURING
Manufacturing firms must organize themselves to accomplish the five functions

described above. Figure 7 illustrates the cycle of information-processing activities
that typically occur in a manufacturing firm which produces discrete parts and
assembles them into final products for sale to its customers. The factory
operations described in the preceding section are pictured in the center of the
figure. The information-processing cycle, rep-resented by the outer ring, can be
described as consisting of four functions:
1. Business functions
2. Product design
3. Manufacturing planning
4. Manufacturing control

Figure 7 Information-processing cycle in a typical manufacturing firm
Business functions
The business functions are the principal means of communicating with the
customer. They are the beginning and the end of the information-processing cycle.
Included within this category are sales and marketing, sales forecasting, order
entry, cost accounting, customer billing, and others.
An order to produce a product will typically originate from the sales and marketing
department of the firm. The production order will be one of the following forms: (1) an
order to manufacture an item to the customer's specifications, (2) a customer order to
buy one or more of the manufacturer's, proprietary products, or (3) an order based on a
forecast of future demand for a proprietary product.
Product design
If the product is to be manufactured to customer specifications, the design will have

been provided by the customer. The manufacturer's product design department will not
be involved.
If the product is proprietary, the manufacturing firm is responsible for its development
and design. The product design is documented by means of component drawings,
specifications, and a bill of materials that defines how many of each component goes
into the product.
Manufacturing planning

The information and documentation that constitute the design of the product flow into
the manufacturing planning function. The departments in the organization that perform
manufacturing planning include manufacturing engineering, industrial engineering, and
production planning and control.
As shown in Figure 7, the in formation-processing activities in manufacturing planning

include process planning, master scheduling, requirements planning, and capacity
planning. Process planning consists of determining the sequence of the individual
processing and assembly operations needed to produce the part. The document used to
specify the process sequence is called a route sheet. The route sheet lists the production
operations and associated machine tools for each component (and subassembly) of the
product. The manufacturing engineering and industrial engineering departments are
responsible for planning the processes and related manufacturing details. The
authorization to produce the product must be translated into the master schedule or
master production schedule. The master schedule is a listing of the products to be made,
when they are to be delivered, and in what quantities. Units of months are generally
used to specify the deliveries on the master schedule. Based on this schedule, the
individual components and subassemblies that make up each product must be planned.
Raw materials must be requisitioned, purchased parts must be ordered from suppliers,
and all of these items must be planned so that they are available when needed. This
whole task is called requirements planning or material requirements planning. In
addition, the master schedule must not list more quantities of products than the factory
is capable of producing with its given number of machines and workers each month.
The production quantity that the factory is capable of producing is referred to as the
plant capacity. We will define and discuss this term later in the chapter. Capacity
planning is concerned with planning the manpower and machine resources of the firm.

Manufacturing control
Manufacturing control is concerned with managing and controlling the physical

operations in the factory to implement the manufacturing plans.
Shop floor control is concerned with the problem of monitoring the progress of the
product as it is being processed, assembled, moved, and inspected in the factory. The
sections of a traditional production planning and control department that are involved in
shop floor control include scheduling, dispatching, and expediting. Production
scheduling is concerned with assigning start dates and due dates to the various parts
(and products) that are to be made in the factory. This requires that the parts be
scheduled one by one through the various production machines listed on the route sheet
for each part. Based on the production schedule, dispatching involves issuing the
individual work orders to the machine operators to accomplish the processing of the
parts. The dispatching function is performed in some plants by the shop foremen, in
other plants by a person called the dispatcher. Even with the best plans and schedules,
things sometimes go wrong (e.g., machine breakdowns, improper tooling, parts delayed
at the vendor). The expediter compares the actual progress of a production order against
the schedule. For orders that fall behind, the expediter attempts to take the necessary
corrective action to complete the order on time.
Inventory control overlaps with shop floor control to some extent. Inventory control
attempts to strike a proper balance between the danger of too little inventory (with
possible stock-outs of materials) and the expense of having too much inventory. Shop
floor control is also concerned with inventory in the sense that the materials being
processed in the factory represent inventory (called work-in-process). The mission of
quality control is to assure that the quality of the product and its components meet the
standards specified by the product designer. To accomplish its mission, quality control
depends on the inspection activities performed in the factory at various times throughout
the manufacture of the product. Also, raw materials and components from outside

sources must be inspected when they are received. Final inspection and testing of the
finished product is performed to ensure functional quality and appearance.
1.12. PRODUCTION CONCEPTS AND MATHEMATICAL MODELS
A number of production concepts are quantitative, or require a quantitative approach to

measure them.
Manufacturing lead time
Our description of production is that it consists of a series of individual steps: processing

and assembly operations. Between the operations are material handling, storage, inspec-
tions, and other nonproductive activities. Let us therefore divide the activities in production
into two main categories, operations and non operation elements. An operation on a product
(or work part) takes place when it is at the production machine. The non operation elements
are the handling, storage, inspections, and other sources of delay. Let us use To to denote the
lime per operation at a given machine or workstation, and Tno to represent the non operation
time associated with the same machine. Further, let us suppose that there are nm separate
machines or operations through which the product must be routed in order to be completely
processed. If we assume a batch production situation, there are Q units of the product in the
batch, A setup procedure is generally required to prepare each production machine for the
particular product. The setup typically includes arranging the workplace and installing the
tooling and fixturing required for the product. Let this setup time be denoted as Tm.
Given these terms, we can define an important production concept, manufacturing lead
time. The manufacturing lead lime (MLT) is the total time required to process a given
product (or work part) through the plant. We can express it as follows:
n
m

MLT = ∑( Tsui + QToi + Tnoi ) i

=1
Where i indicates the operation sequence in the processing, i = 1,2, . .n The MLT
equation does not include the time the raw work part spends in storage before its turn in
the production schedule begins.
Let us assume that all operation times, setup times, and non operation times are equal,
respectively then MLT is given by
MLT = nm (Tsu + QTo + Tno )
For mass production, where a large number of units are made on a single machine, the
MLT simply becomes the operation time for the machine after the setup has been
completed and production begins.
For flow-type mass production, the entire production line is set up in advance. Also, the
non operation time between processing steps consists simply of the time to transfer the
product (or pan) from one machine or workstation to the next. If the workstations are
integrated so that parts are being processed simultaneously at each station, the station
with the longest operation time will determine the MLT value. Hence,
MLT = nm (Transfer time + Longst To )
In this case, nm represents the number of separate workstations on the production line.
The values of setup time, operation time, and non operation time are different for the
different production situations. Setting up a flow line for high production requires much
more time than setting up a general-purpose machine in a job shop. However, the
concept of how time is spent in the factory for the various situations is valid.

1.13. Numerical Problems

Problem .1
A certain part is produced in a batch size of 50 units and requires a sequence of eight
operations in the plant. The average setup time is 3 h, and the average operation time per
machine is 6 min. The average non operation time due to handling, delays, inspections,
and so on, is 7 h. compute how many days it will take to produce a batch, assuming that
the plant operates on a 7-h shift per day.
Solution:
The manufacturing lead time is computed from
MLT = nm (Tsu + QTo + Tno )
MLT = m 8 ( 3 + 50 × 0.1 + 7 ) = 120 Hr

Production Rate
The production rate for an individual manufacturing process or assembly operation is

usually expressed as an hourly rate (e.g., units of product per hour). The rate will be
symbolized as Rp
R =1
P
TP
Where TP is given by
T = Batch time per Machine

P
Q
(Tsu + QTo )
TP =
Q
If the value of Q represents the desired quantity to be produced, and there is a
significant scrap rate, denoted by q, then TP is given by
QT
o
T 1−q
su +

T =
P
Q
Components of the operation time
The components of the operation time To, The operation time is the time an individual
workpart spends on a machine, but not all of this time is productive. Let us try to relate
the operation time to a specific process. To illustrate, we use a machining operation, as
machining is common in discrete-parts manufacturing. Operation lime for a machining
operation is composed of three elements: the actual machining time Tm, the workpiece
handling time Th, and any tool handling time per workpiece Th. Hence,
T o = T m + T h+ T th
The tool handling time represents all the time spent in changing tools when they wear
out, changing from one tool to the next for successive operations performed on a turret
lathe, changing between the drill bit and tap in a drill-and-tap sequence performed at
one drill press, and so on. T,h is the average time per workpiece for any and all of these
tool handling activities.
Each of the terms Tm,Th, and T,h has its counterpart in many other types of discrete-item
production operations. There is a portion of the operation cycle, when the material is
actually being worked (Tm), and there is a portion of the cycle when either the work part
is being handled (Tk) or the tooling is being adjusted or changed (T,h). We can therefore
generalize on Eq. (2.8) to cover many other manufacturing processes in addition to

machining.
Capacity
The term capacity, or plant capacity, is used to define the maximum rate of output that a
plant is able to produce under a given set of assumed operating conditions. The assumed
operating conditions refer to the number of shifts per day (one, two, or three), number of
days in the week (or month) that the plant operates, employment levels, whether or not
overtime is included, and so on. For continuous chemical production, the plant may be
operated 24 h per day, 7 days per week.

Let PC be the production capacity (plant capacity) of a given work center or group of
work centers under consideration. Capacity will be measured as the number of good
units produced per week. Let W represent the number of work centers under
consideration. A work center is a production system in the plant typically consisting of
one worker and one machine. It might also be one automated machine with no worker,
or several workers acting together on a production line. It is capable of producing at a
rate Rp units per hour. Each work center operates for H hours per shift. H is an average
that excludes time for machine breakdowns and repairs, maintenance, operator delays,
and so on. Provision for setup time is also included.
Problem 2
The turret lathe section has six machines, all devoted to production of the same pad. The
section operates 10 shifts per week. The number of hours per shift averages 6.4 because
of operator delays and machine breakdowns. The average production rate is 17 units/h.
Determine the production capacity of the turret lathe section.
Solution:
PC = 6(10)(6.4)(17) = 6528 units/week
If we include the possibility that in a batch production plant, each product is routed
through nm machines, the plant capacity equation must be amended as follows:
(WS HR )
PC = W P
n
m
Another way of using the production capacity equation is for determining how resources
might be allocated to meet a certain weekly demand rate requirement. Let Dw be the
demand rate for the week in terms of number of units required. Replacing PC and
rearranging, we get
(D n )
WSW H = W m
R
P

Given a certain hourly production rate for the manufacturing process, indicates three
possible ways of adjusting the capacity up or down to meet changing weekly demand
requirements:
1. Change the number of work centers, W, in the shop. This might be done by using
equipment that was formerly not in use and by hiring new workers. Over the
long term, new machines might be acquired.
2. Change the number of shifts per week, 5W. For example, Saturday shifts might
be authorized.
3. Change the number of hours worked per shift, W. For example, overtime might
be authorized.
In cases where production rates differ, the capacity equations can be revised, summing
the requirements for the different products.
∑( DW nm )
WSW H =
Problem 3
Three products are to be processed through a certain type of work center. Pertinent data
are given in the following table.
Product Weekly demand Production rale (units/hi
1 600 10
2 1000 20
3 2200 40
Determine the number of work centers required to satisfy this demand, given that the
plant works 10 shifts per week and there are 6.5 h available for production on each work
center for each shift. The value of nm = 1.
Solution:
Product Weekly demand ProductionHrs
1 600 600/10
2 1000 1000/20

3 2200 2200/40
Total production hours required 165
Since each work center can operate (10 shifts/week)(6.5 h) or 65 h/week, the total
number of work centers is
W = 165/65 = 2.54 work centers ≈3
Utilization
Utilization refers to the amount of output of a production facility relative to its capacity.
Letting U represent utilization, we have
U = Output
Capacity
Problem 4
A production machine is operated 65 h/week at full capacity. Its production rate is 20

units/hr. During a certain week, the machine produced 1000 good parts and was idle the
remaining time.
(a) Determine the production capacity of the machine.
(b) What was the utilization of the machine during the week under consideration?
Solution:
(a) The capacity of the machine can be determined using the assumed 65-h week as
follows:
PC = 65(20) = 1300 units/week
(b) The utilization can be determined as the ratio of the number of parts made during
productive use of the machine relative to its capacity.
Output 1000
U= = = 76.92%
Capacity 1300

Availability
The availability is sometimes used as a measure of-reliability for equipment. It is

especially germane for automated production equipment. Availability is defined using
two other reliability terms, the mean lime between failures (MTBF) and the mean time
to repair (MTTR). The MTBF indicates the average length of time between breakdowns
of the piece of equipment. The MTTR indicates the average time required to service the
equipment and place it back into operation when a breakdown does occur:
MTBF − MTTR
Availability =
MTBF
Work-in-process

Work-in-process (WIP) is the amount of product currently located in the factory that is
either being processed or is between processing operations. WIP is inventory that is in
the state of being transformed from raw material to finished product. A rough measure
of work-in-process can be obtained from the equation
PC U
WIP = ( MLT )
SW H
Where WIP represents the number of units in-process.
Eugene Merchant, an advocate and spokesman for the manufacturing industry for many
years, has observed that materials in a typical metal machining batch factory spend more
time waiting or being moved than in processing. His observation is illustrated in Figure
8 About 95% of the time of a workpart is spent either moving or waiting; only 5% of its
time is spent on the machine tool. Of this 5%, less than 30% of the time at the machine
(1.5% of the total time of the pan) is time during which actual cutting is taking place.
The remaining 70% (3.5% of the total) is required for loading and unloading,
positioning, gaging, and other causes of nonprocessing time. These time proportions are
evidence of the inefficiencies with which work-in-process is managed in the factory.
Figure 8 Time spent a part in batch production shop
Two measures that can be used to assess the magnitude of the work-in-process problem
in a given factory are the WIP ratio and the TIP ratio. The WIP ratio provides an
indication of the amount of inventory-in-process relative to the work actually being
processed. It is the total quantity of a given part (or assembly) in the plant or section of
the plant divided by the quantity of the same part that is being processed (or assembled).

The WIP ratio is therefore determined as
WIP
WI P ratio =
Number of machine proces sin g
QT0
Number of proces sin g machine = WU
Tsu + QT0
The ideal WIP ratio is 1: 1, which implies that all parts in the plant are being processed.
In a high-volume flow line operation, we would expect the WIP ratio to be relatively
close to I: I if we ignore the raw product that is waiting to be launched onto the line and
the finished product that has been completed. In a batch production shop, the WIP ratio
is significantly higher, perhaps 50: 1 or higher, depending on the average batch size,
nonproductive time, and other factors in the plant.
The TIP ratio measures the time that the product spends in the plant relative to its actual
processing time. It is computed as the total manufacturing lead time for a pan divided by
the sum of the individual operation times for the part.
MLT
TI P ratio =
nmT0
Again, the ideal TIP ratio is 1: 1, and again it is very difficult to achieve such a low ratio
in practice. In the Merchant observation of Figure 2.6, the TIP ratio = 20: 1.
It should be noted that the WIP and TIP ratios reduce to the same value in our simplified
model of manufacturing presented in this section. This can be demonstrated
mathematically. In an actual factory situation, the WIP and TIP ratios would not nec-
essarily be equal, owing to the complexities and realities encountered in the real world.
For example, assembled products create complications in evaluating the ratio values
because of the combination of parts into one assembly.
AUTOMATION STRATEGIES

There are certain fundamental strategies that tan be employed to improve productivity in
manufacturing operations. Since these strategies are often implemented by means of
automation technology,
1. Specialization of operations: The first strategy involves the use special-purpose

equipment designed to perform one operation with the greatest possible
efficiency. This is analogous to the concept of labor specialization, which has been
employed to improve labor productivity. Re duce To

2. Combined operations: Production occurs as a sequence of operations. Com-plex
pans may require dozens, or even hundreds, of processing steps. The strategy of
combined operations involves reducing the number of distinct production
machines on workstations through which the part must be routed.
Re duce nm ,Th ,Tno ,Tsu
3. Simultaneous operations: A logical extension of the combined operations

strategy is to perform at the same time the operations that are combined at one
workstation. In effect, two or more processing (or assembly) operations are
being performed simultaneously on the same workpart, thus reducing total
processing time.
Re duce nm ,Th ,Tno ,Tsu ,To
4. Integration of operations. Another strategy is to link several workstations into a

single integrated mechanism using automated work handling devices to transfer
parts between stations. In effect, this reduces the number of separate machines
through which the product must be scheduled. With more than one workstation,
several parts can be processed simultaneously, thereby increasing the overall
output of the system.
Re duce nm ,Th ,Tno ,Tsu

5. Increased flexibility. This strategy attempts to achieve maximum utilization of

equipment for job shop and medium-volume situations by using the same equipment
for a variety of products. This normally translates into lower manufacturing lead
time and lower work-in-process.
Re duce Tsu , MLT , WIP , increase U
6. Improved material handling and storage. A great opportunity for reducing

nonproductive time exists in the use of automated material handling and storage
systems. Typical benefits included reduced work-in-process and shorter
manufacturing lead times.

Re duce Tno , MLT , WIP
7. On-line inspection. Inspection for quality of work is traditionally performed after the
process. This means that any poor-quality product has already been produced by the
time it is inspected. Incorporating inspection into the manufacturing process permits
corrections to the process as product is being made. This reduces scrap and brings the
overall quality of product closer to the nominal specifications
intended by the designer.
Re duce Tno ,MLT , q
8. Process control and optimization. This includes a wide range of control schemes
intended to operate the individual processes and associated equipment more
efficiently. By this strategy, the individual process times can be reduced and product
quality improved.
Re duce To , q , improved quality control

9. Plant operations control. Whereas the previous strategy was concerned with the
control of the individual manufacturing process, this strategy is concerned with
control at the plant level. It attempts to manage and coordinate the aggregate
operations in the plant more efficiently. Its implementation usually involves a high
level of computer networking within the factory,
Re duce Tno ,MLT , increase U

10. Computer integrated manufacturing (CIM). Taking the previous strategy one step
further, we have the integration of factory operations with engineering design and
many of the other business functions of the firm. CIM involves extensive use of
computer applications, computer data bases, and computer networking in the
company.
Re duce MLT , increase U , design time production planning time

OUTCOMES:
Students will be able to
1. Use mathematical models to analyze production parameters.
2. Distinguish different automations with its features.
3. Understand different types of production systems.
QUESTIONAIRE
1. Define automation. Explain its types.

2. List and explain types of production systems.
3. List and mathematical models. Represent them mathematically.
4. Write a note on WIP , Availability, TIP.
FURTHER READING
1. http://productlifecyclestages.com/
2. http://papers.sae.org/2002-01-2120/
3. http://www.yourarticlelibrary.com/products/product-life-cycle-definition-
assumption-and-stages/48626/

UNIT 2
AUTOMATED FLOW LINES
CONTENTS:
2.1. Introduction
2.2. Configurations of automated flow line.
2.3. Methods of workpart transport
2.4. Transfer mechanisms
2.5. Control functions
2.6. Buffer storage
2.7. Automation for machining operations
OBJECTIVES:
1. To understand different configurations involved in automated flow lines.
2. To understand different transfer mechanisms used for workpart transportation.
3. To understand concepts like buffer storage and control functions.
2.1. Introduction
An automated flow line consists of several machines or workstations which are

linked together by work handling devices that transfer parts between the stations. The
transfer of workparts occurs automatically and the workstations carry out their
specialized functions automatically. The flow line can be symbolized as shown in
Figure1 using the symbols presented in Table1. A raw workpart enters one end of the
line and the processing steps are performed sequentially as the part moves from one
station to the next. It is possible to incorporate buffer storage zones into the flow line,
either al a single location or between every workstation. It is also possible to include
inspection stations in the line to automatically perform intermediate checks on the
quality of the workparts. Manual stations might also be located along the flow line to
perform certain operations which are difficult or uneconomical to automate.
Figure 1 In-line configuration

Figure 2 symbols used in production systems diagrams

The objectives of the use of flow line automation are, therefore:

฀ To reduce labor costs

฀ To increase production rates

฀ To reduce work-in-process

฀ To minimize distances moved between operations

฀ To achieve specialization of operations

฀ To achieve integration of operations
2.2. Configurations of automated flow line.

1) In-line type
The in-line configuration consists of a sequence of workstations in a more-or-
straight-line arrangement as shown in figure 1. An example of an less in-line
machine used for metal-cutting operations is illustrated in Figure 4 and transfer 5.
Figure 4 Example of 20 stations In-line
Figure 5 Example of 20 stations In-line configuration

2) Segmented In-Line Type

The segmented in-line configuration consists of two or more straight-line
arrangement which are usually perpendicular to each other with L-Shaped or U-
shaped or Rectangular shaped as shown in figure 5-7. The flow of work can take a
few 90° turns, either for workpieces reorientation, factory layout limitations, or
other reasons, and still qualify as a straight-line configuration.
Figure 5 L-shaped configuration
Figure 6 U-shaped configuration
Figure 7 Rectangular-shaped configuration

3) Rotary type
In the rotary configuration, the workparts are indexed around a circular table or
dial. The workstations are stationary and usually located around the outside periphery
of the dial. The parts ride on the rotating table and arc registered or positioned, in turn,
at each station for its processing or assembly operation. This type of equipment is often
referred to as an indexing machine or dial index machine and the configuration is
shown in Figure 8 and example of six station rotary shown in figure 9.
Figure 8 Rotary configuration
Figure 9 Example of 6 station rotary configuration

2.3. METHODS OF WORKPART TRANSPORT

The transfer mechanism of the automated flow line must not only move the
partially completed workparts or assemblies between adjacent stations, it must also
orient and locate the parts in the correct position for processing at each station. The
general methods of transporting workpieces on flow lines can be classified into the
following three categories:
1. Continuous transfer
2. Intermittent or synchronous transfer
3. Asynchronous or power-and-free transfer
The most appropriate type of transport system for a given application depends on
such factors as:
The types of operation to be performed
The number of stations on the line
The weight and size of the work parts
Whether manual stations are included on the line
Production rate requirements
Balancing the various process times on the line
1) Continuous transfer
With the continuous method of transfer, the workparts are moved continuously
at Constant speed. This requires the workheads to move during processing in order
to maintain continuous registration with the workpart. For some types of operations,
this movement of the workheads during processing is not feasible. It would be
difficult, for example, to use this type of system on a machining transfer line
because of inertia problems due to the size and weight of the workheads. In other
cases, continuous transfer would be very practical. Examples of its use are in
beverage bottling operations, packaging, manual assembly operations where the
human operator can move with the moving flow line, and relatively simple
automatic assembly tasks. In some bottling operations, for instance, the bottles are
transported around a continuously rotating drum. Beverage is discharged into the
moving bottles by spouts located at the drum's periphery. The advantage of this
application is that the liquid beverage is kept moving at a steady speed and hence
there are no inertia problems.
Continuous transfer systems are relatively easy to design and fabricate and can
achieve a high rate of production.

2) Intermittent transfer
As the name suggests, in this method the workpieces are transported with an
intermittent or discontinuous motion. The workstations are fixed in position and the
parts are moved between stations and then registered at the proper locations for
processing. All workparts are transported at the same time and, for this reason, the
term "synchronous transfer system" is also used to describe this method of workpart
transport.
3) Asynchronous transfer
This system of transfer, also referred to as a "power-and-free system,"
allows each workpart to move to the next station when processing at the current
station has been completed. Each part moves independently of other parts. Hence,
some parts are being processed on the line at the same time that others are being
transported between sta-tions.
Asynchronous transfer systems offer the opportunity for greater flexibility than
do the other two systems, and this flexibility can be a great advantage in certain
circumstances. In-process storage of workparts can be incorporated into the
asynchronous systems with relative ease. Power-and-free systems can also compensate
for line balancing problems where there are significant differences in process times
between stations. Parallel stations or several series stations can be used for the longer
operations, and single stations can be used for the shorter operations. Therefore, the
average production rates can be approximately equalized. Asynchronous lines are often
used where there are one or more manually operated stations and cycle-time variations
would be a problem on either the continuous or synchronous transport systems. Larger
workparts can be handled on the asynchronous systems. A disadvantage of the power-
and-free systems is that the cycle rates are generally slower than for the other types.

2.4. TRANSFER MECHANISMS

There are various types of transfer mechanisms used to move parts between
stations. These mechanisms can be grouped into two types: those used to provide
linear travel for in-line machines, and those used to provide rotary motion for dial
indexing machines.
Linear transfer mechanisms

We will explain the operation of three of the typical mechanisms; the
walking beam transfer bar system, the powered roller conveyor system, and the
chain-drive conveyor system. This is not a complete listing of all types, but it is a
representative sample.
Walking beam systems

With the walking beam transfer mechanism, the work-parts are lifted up
from their workstation locations by a transfer bar and moved one position ahead, to
the next station. The transfer bar then lowers the pans into nests which position
them more accurately for processing. This type of transfer device is illustrated in
Figure10 and 11. For speed and accuracy, the motion of the beam is most often
generated by a rotating camshaft powered by an electric motor or a roller movement
in a profile powered by hydraulic cylinder. Figure 12 shows the working of the
beam mechanish.
Figure 10 Almac Industrial Systems, the Ontario-based manufacturer of

material handling equipment- Walking Beam’.

Figure 11 SIKAMA INTERNATIONAL has developed a Walking beam mechanism

for FALCON 1200 and 8500
Figure 12 walking beam transfer system, showing various stage during transfer stage

Powered roller conveyor system

This type of system is used in general stock handling systems as well as in
automated flow lines. The conveyor can be used to move pans or pallets possessing
flat riding surfaces. The rollers can be powered by either of two mechanisms. The
first is a belt drive, in which a flat moving belt beneath the rollers provides the
rotation of the rollers by friction. A chain drive is the second common mechanism
used to power the rollers. Powered roller conveyors are versatile transfer systems
because they can be used to divert work pallets into workstations or alternate tracks.
(13 a)
(13 b)
Figure 13 a, b and c Power Conveyor

Chain-drive conveyor system

In chain-drive conveyor system either a chain or a flexible steel belt is used
to transport the work carriers. The chain is driven by pulleys in either an "over-and-
under" configuration, in which the pulleys turn about a horizontal axis, or an
"around-the-corner" configuration, in which the pulleys rotate about a vertical axis.
Figure 14 shows the chain conveyor transfer system.
Figure 14 Chain drive conveyor
This general type of transfer system can be used for continuous, intermittent,
or nonsynchronous movement of workparts. In the nonsynchronous motion, the
workparts are pulled by friction or ride on an oil film along a track with the chain or
belt providing the movement. It is necessary to provide some sort of final location
for the workparts when they arrive at their respective stations.
Rotary transfer mechanisms
There are several methods used to index a circular table or dial at various equal
angular positions corresponding to workstation locations.
Rack and pinion
This mechanism is simple but is not considered especially suited to the high-
speed operation often associated with indexing machines. The device is pictured in
Figure 4.6 and uses a piston to drive the rack, which causes the pinion gear and
attached indexing table to rotate, A clutch or other device is used to provide rotation
in the desired direction.
Figure 15 rack and pinion mechanisms

Ratchet and pawl:

A ratchet is a device that allows linear or rotary motion in only one
direction, while preventing motion in the opposite direction.
Ratchets consist of a gearwheel and a pivoting spring loaded finger called a pawl
that engages the teeth. Either the teeth, or the pawl, are slanted at an angle, so that
when the teeth are moving in one direction, the pawl slides up and over each tooth
in turn, with the spring forcing it back with a 'click' into the depression before the
next tooth. When the teeth are moving in the other direction, the angle of the pawl
causes it to catch against a tooth and stop further motion in that direction. This drive
mechanism is shown in Figure 16.
Figure 16 Rachet and pawl mechanism
Geneva mechanism:
The two previous mechanisms convert a linear motion into a rotational
motion. The Geneva mechanism uses a continuously rotating driver to index the
table, as pictured in Figure 17. If the driven member has six slots for a six-station
dial indexing machine, each turn of the driver will cause the table to advance one-
sixth of a turn. The driver only causes movement of the table through a portion of
its rotation. For a six-slotted driven member, 120° of a complete rotation of the
driver is used to index the table. The other 240° is dwell. For a four-slotted driven
member, the ratio would be 90° for index and 270° for dwell. The usual number of
indexings per revolution of the table is four, five, six, and eight.

Computer
Integrated
Manufacturing
Figure 17 Geneva mechanism
CAM Mechanisms:
Various forms of cam mechanism, an example of which is illustrated in
Figure 18, provide probably the most accurate and reliable method of indexing the
dial. They are in widespread use in industry despite the fact that the cost is
relatively high compared to alternative mechanisms. The cam can be designed to
give a variety of velocity and dwell characteristics.
Figure 18 CAM mechanisms
Dept of Mechanical
Engineering, ATMECE,
Mysuru
2.5. CONTROL FUNCTIONS

Controlling an automated flow line is a complex problem, owing to the
sheer number of sequential steps that must be carried out. There are three main
functions that are utilized to control the operation of an automatic transfer system.
The first of these is an operational requirement, the second is a safety requirement,
and the third is dedicated to improving quality.
1. Sequence control.
The purpose of this function is to coordinate the sequence of actions of the transfer
system and its workstations. The various activities of the automated flow line must
be carried out with split-second timing and accuracy.
Sequence control is basic to the operation of the flow line.
2. Safety monitoring:
This function ensures that the transfer system does not operate in an unsafe or
hazardous condition. Sensing devices may be added to make certain that the cutting
tool status is satisfactory to continue to process the workpart in the case of a
machining-type transfer line. Other checks might include monitoring certain critical
steps in the sequence control function to make sure that these steps have all been
performed and in the correct order. Hydraulic or air pressures might also be
checked if these are crucial to the operation of automated flow lines.
3. Quality monitoring:
The third control function is to monitor certain quality attributes of the workpart. Its
purpose is to identify and possibly reject defective workparts and assemblies. The
inspection devices required to perform quality monitoring are sometimes incorporated
into existing processing stations. In other cases, separate stations are included in the
line for the sole purpose of inspecting the workpart as shown in figure 19.
Figure 19 Inspection station with feedback

Conventional thinking on the control of the line has been to stop operation when a
malfunction occurred. While there are certain malfunctions representing unsafe
con-ditions that demand shutdown of the line, there are other situations where
stoppage of the line is not required and perhaps not even desirable. There are
alternative control strategies 1.Instantaneous control and 2. Memory control.
Instantaneous control:
This mode of control stops the operation of the flow line immediately when a
malfunction is detected. It is relatively simple, inexpensive, and trouble-free.
Diagnostic features are often added to the system to aid in identifying the location
and cause of the trouble to the operator so that repairs can be quickly made.
However, stopping the machine results in loss of production from the entire line,
and this is the system's biggest drawback.
Memory control:
In contrast to instantaneous control, the memory system is designed to keep the
machine operating. It works to control quality and/or protect the machine by
preventing subsequent stations from processing the particular workpart and by
segregating the part as defective at the end of the line. The premise upon which
memory-type control is based is that the failures which occur at the stations will be
random and infrequent. If, however, the station failures result from cause and tend
to repeat, the memory system will not improve production but, rather, degrade it.
The flow line will continue to operate, with the consequence that bad parts will
continue to be produced. For this reason, a counter is sometimes used so that if a
failure occurs at the same station for two or three consecutive cycles, the memory
logic will cause the machine to stop for repairs.
2.6. BUFFER STORAGE

Automated flow lines are often equipped with additional features beyond the
basic transfer mechanisms and workstations. It is not uncommon for production flow
lines to include storage zones for collecting banks of workparts along the line. One
example of the use of storage zones would be two intermittent transfer systems, each
without any storage capacity, linked together with a workpart inventory area. It is
possible to connect three, four, or even more lines in this manner. Another example of
workpart storage on flow lines is the asynchronous transfer line. With this system, it is
possible to provide a bank of workparts for every station on the line.
There are two principal reasons for the use of buffer storage zones. The first is to
reduce the effect of individual station breakdowns on the line operation. The
continuous or intermittent transfer system acts as a single integrated machine. When
breakdowns occur at the individual stations or when preventive maintenance is
applied to the machine, production must be halted. In many cases, the proportion of

time the line spends out of operation can be significant, perhaps reaching 50% or
more. Some of the common reasons for line stoppages are:
Tool failures or tool adjustments at individual processing stations Scheduled
tool changes
Defective workparts or components at assembly stations, which require
that the
Feed mechanism be cleared
Feed hopper needs to be replenished at an assembly station
Limit switch or other electrical malfunction
Mechanical failure of transfer system or workstation
Figure 20 Storage buffer between two stages of a production
When a breakdown occurs on an automated flow line, the purpose of the

buffer storage zone is to allow a portion of the line to continue operating while the
remaining portion is stopped and under repair. For example, assume that a 20-
station line is divided into two sections and connected by a parts storage zone which
automatically collects parts from the first section and feeds them to the second
section. If a station jam were to cause the first section of the line to stop, the second
section could continue to operate as long as the supply of parts in the buffer zone
lasts. Similarly, if the second section were to shut down, the first section could
continue to operate as long as there is room in the buffer zone to store parts.
Hopefully, the average production rate on the first section would be about equal to
that of the second section. By dividing the line and using the storage area, the
average production rate would be improved over the original 20-station Mow line.
Figure 20 shows the Storage buffer between two stages of a production line

Reasons for using storage buffers:
– To reduce effect of station breakdowns

– To provide a bank of parts to supply the line
– To provide a place to put the output of the line
– To allow curing time or other required delay
– To smooth cycle time variations
– To store parts between stages with different production rates
The disadvantages of buffer storage on flow lines are increased factory floor space,
higher in-process inventory, more material handling equipment, and greater
complexity of the overall flow line system. The benefits of buffer storage are often
great enough to more than compensate for these disadvantages.
2.7. AUTOMATION FOR MACHINING OPERATIONS

Transfer systems have been designed to perform a great variety of different
metal-cutting processes. In fact, it is difficult to think of machining operations that
must be excluded from the list. Typical applications include operations such as
milling, boring, drilling, reaming, and tapping. However, it is also feasible to carry
out operations such as turning and grinding on transfer-type systems.
There are various types of mechanized and automated machines that perform a
sequence of operations simultaneously on different work parts. These include dial
indexing machines, trunnion machines, and transfer lines. To consider these
machines in approximately the order of increasing complexity, we begin with one
that really does not belong in the list at all, the single-station machine.
Single-station machine
These mechanized production machines perform several operations on a
single workpart which is fixtured in one position throughout the cycle. The
operations are performed on several different surfaces by work heads located
around the piece. The available space surrounding a stationary workpiece limits the
number of machining heads that can be used. This limit on the number of operations
is the principal disadvantage of the single-station machine. Production rates are
usually low to medium. The single station machine is as shown in figure 21.

Computer Integrated
Manufacturing
Figure 21 single-station machines
Dept of Mechanical
Engineering, ATMECE, Mysuru
Rotary indexing machine

To achieve higher rates of production, the rotary indexing machine performs
a sequence of machining operations on several work parts simultaneously. Parts are
fixtured on a horizontal circular table or dial, and indexed between successive
stations. An example of a dial indexing machine is shown in Figure 22 and 23.
Figure 22 Example of 6 station rotary configuration
Figure 23 Five station dial index machine showing vertical and

horizontal machining centers

Trunnion machine
Trunnion machine is a vertical drum mounted on a horizontal axis, so it is a
variation of the dial indexing machine as shown in figure 24. The vertical drum is called
a trunnion. Mounted on it are several fixtures which hold the work parts during
processing. Trunnion machines are most suitable for small workpieces. The configuration
of the machine, with a vertical rather than a horizontal indexing dial, provides the
opportunity to perform operations on opposite sides of the workpart. Additional stations
can be located on the outside periphery of the trunnion if it is required. The trunnion-type
machine is appropriate for work parts in the medium production range.
Center column machine

Another version of the dial indexing arrangement is the center column
type, pictured in Figure 25. In addition to the radial machining heads located
around the periphery of the horizontal table, vertical units are mounted on the
center column of the machine. This increases the number of machining operations
that can be performed as compared to the regular dial indexing type. The center

column machine is considered to be a high-production machine which makes

efficient use of floor space.
Figure 25 Ten-station center column machine
Transfer machine
The most highly automated and versatile of the machines is the transfer
line, as explained earlier the workstations are arranged in a straight-line flow
pattern and parts are transferred automatically from station to station. The transfer
system can be synchronous or asynchronous, work parts can be transported with
or without pallel fixtures, buffer storage can be incorporated into the line
operation if desired, and a variety of different monitoring and control features can
be used to manage the line. Hence, the transfer machine offers the greatest
flexibility of any of the

machines discussed. The transfer line can accommodate larger workpieces than the
rotary-type indexing systems. Also, the number of stations, and therefore the
number of operations, which can be included on the line is greater than for the
circular arrangement. The transfer line has traditionally been used for machining a
single product in high quantities over long production runs. More recently, transfer
machines have been designed for ease of changeover to allow several different but
similar workparts to be produced on the same line. These attempts to introduce
flexibility into transfer line design add to the appeal of these high-production
systems.
Figure 26 Example of 20 stations Transfer line
Figure 27 Example of Transfer line

OUTCOMES:
1. Use the knowledge of buffer storage to have optimized manufacturing
system.
2. Construct prototypes of workpart transfer mechanisms.
3. Classify different configurations of automated flow lines.
QUESTIONAIRE:
1. Give the detailed classification of automated flow line systems.
2. Write a note on workpart transfer mechanisms.
3. With neat sketch , explain Geneva mechanism.
4. Write a note on Buffer storage.
5. Explain control functions.
FURTHER READING:
1. https://www.wisdomjobs.com/e-university/production-and-operations-
management-tutorial-295/automated-flow-lines-9685.html
2. https://rekadayaupaya.wordpress.com/2013/05/03/5-4-automated-flow-
lines-with-storage-buffers/

UNIT 3:
ANALYSIS OF AUTOMATED FLOW LINE & LINE BALANCING
CONTENTS:
3.1. General Terminology & Analysis

3.2. Common reasons for downtime on an Automated Production line:
3.3. Analysis of Transfer Lines with Storage Buffers
3.4. Analysis of a Two stage transfer line
3.5. Transfer Lines with More than Two Stages
3.6. Partial Automation
3.7. Storage Buffers
3.8. Transfer of Work between Work Stations:
3.9. Mode Variations:
OBJECTIVES:
1. To understand general terminology involved in an automated flow line system.
2. To analyze transfer lines with storage buffers.
3. To distinguish partial automation with complete automation.
3.1. General Terminology & Analysis:
There are two problem areas in analysis of automated flow lines which must be addressed:
1. Process Technology
2. Systems Technology
Process Technology refers to the body of knowledge about the theory & principles of the
particular manufacturing process used on the production line. E.g. in the manufacturing
process, process technology includes the metallurgy & machinability of the work material,
the correct applications of the cutting tools, chip control, economics of machining, machine
tools alterations & a host of other problems. Many problems encountered in machining can
be overcome by application of good machining principles. In each process, a technology is
developed by many years of research & practice.

Terminology & Analysis of transfer lines with no Internal storage:
There are a few assumptions that we will have to make about the operation of the Transfer
line & rotary indexing machines:
1. The workstations perform operations such as machining & not assembly.

2. Processing times at each station are constant though they may not be equal.
3. There is synchronous transfer of parts.
4. No internal storage of buffers.
In the operation of an automated production line, parts are introduced into the first
workstation & are processed and transported at regular intervals to the succeeding stations.
This interval defines the ideal cycle time, Tc of the production line. Tc is the processing
time for the slowest station of the line plus the transfer time; i.e. :
Tc = max (Tsi) + Tr ---------------- (1)
Tc = ideal cycle on the line (min)

Tsi = processing time at station (min)
Tr = repositioning time, called the transfer time (min)
In equation 1, we use the max (Tsi) because the longest service time establishes the pace of
the production line. The remaining stations with smaller service times will have to wait for
the slowest station. The other stations will be idle.
In the operation of a transfer line, random breakdowns & planned stoppages cause
downtime on the line.
3.2. Common reasons for downtime on an Automated Production line:

1. Tool failures at workstations.
2. Tool adjustments at workstations
3. Scheduled tool charges

4. Limit switch or other electrical malfunctions.

5. Mechanical failure of a workstation.
6. Mechanical failure of a transfer line.
7. Stock outs of starting work parts.
8. Insufficient space for completed parts.
9. Preventive maintenance on the line worker breaks.
The frequency of the breakdowns & line stoppages can be measured even though they occur
randomly when the line stops, it is down for a certain average time for each downtime
occurrence. These downtime occurrences cause the actual average production cycle time of
the line to be longer than the ideal cycle time.
The actual average production time Tp:

Tp = Tc + FTd ------------------------ 2
F = downtime frequency, line stops / cycle
Td = downtime per line stop in minutes
The downtime Td includes the time for the repair crew to swing back into action, diagnose
the cause of failure, fix it & restart the drive.
FTd = downtime averaged on a per cycle basis
Production can be computed as a reciprocal of Tp
Rp = 1 ----------------------------- 3
Tp
Where, Rp = actual average production rate (pc / min)
Tp = the actual average production time
The ideal production rate is given by
Rc = 1 ------------------------------ 4
Tc

Where Rc = ideal production rate (pc / min)
Production rates must be expressed on an hourly basis on automated production lines.
The machine tool builder uses the ideal production rate, Rc, in the proposal for the
automated transfer line & calls it as the production rate at 100% efficiency because of
downtime. The machine tool builder may ignore the effect of downtime on production rate
but it should be stated that the amount of downtime experienced on the line is the
responsibility of the company using the production line.
Line efficiency refers to the proportion of uptime on the line & is a measure of reliability
more than efficiency.
Line efficiency can be calculated as follows:
E = Tc = Tc + FTd ----------------- 5
Tp Tc
Where E = the proportion of uptime on the production line.
An alternative measure of the performance is the proportion of downtime on the line

which is given by:
D = FTd = FTd + FTd ----------------- 6

Tp Tc
Where D = proportion of downtime on the line
E + D = 1.0
An important economic measure of the performance of an automated production line is the

cost of the unit produced. The cost of 1 piece includes the cost of the starting blank that is to
processed, the cost of time on the production line & the cost of the tool consumed. The cost
per unit can be expressed as the sum of three factors:

Cpc = Cm + CoTp + Ct ------------------------ 7

Where Cpc = cost per piece (Rs / pc)
Cm = cost per minute to operate the time (Rs / min)
Tp = average production time per piece (min / pc)
Ct = cost of tooling per piece (Rs / pc)
Co = the allocation of capital cost of the equipment over the service life, labour to
operate the line, applicable overheads, maintenance, & other relevant costs all reduced to
cost per min.
Problem on Transfer line performance:
A 30 station Transfer line is being proposed to machine a certain component currently

produced by conventional methods. The proposal received from the machine tool builder
states that the line will operate at a production rate of 100 pc / hr at 100% efficiency. From
a similar transfer line it is estimated that breakdowns of all types will occur at a frequency
of F = 0.20 breakdowns per cycle & that the average downtime per line stop will be 8.0
minutes. The starting blank that is machined on the line costs Rs. 5.00 per part. The line
operates at a cost for 100 parts each & the average cost per tool = Rs. 20 per cutting edge.
Compute the following:
1. Production rate
2. Line efficiency
3. Cost per unit piece produced on the line
Solution:
1. At 100% efficiency, the line produces 100 pc/hr. The reciprocal gives the unit time
or ideal cycle time per piece.
Tc = 1 = 0.010hr / pc = 0.6 mins

100

The average production time per piece is given by:

Tp = Tc + FTd
= 0.60 + 0.20 (8.0)
= 0.60 + 1.60
= 2.2 mins / piece
Rp = 1 / 2.2m = 0.45 pc / min = 27 pc / hr
Efficiency is the ratio of the ideal cycle time to actual production time
E = 0.6 / 2.2
= 27 %
Tooling cost per piece
Ct = (30 tools) (Rs 20 / tool)

100 parts
= Rs. 6 / piece
The hourly ratio of Rs 100 / hr to operate the line is equivalent to Rs. 1.66 / min.
Cpc = 5 + 1.66 (2.2) + 6

= 5 + 3.65 + 6
= Rs 14.65 / piece
Upper Bound Approach:
The upper bound approach provides an upper limit on the frequency on the line
stops per cycle. In this approach we assume that the part remains on the line for further
processing. It is possible that there will be more than one line stop associated with a given
part during its sequence of processing operations. Let
Pr = probability or frequency of a failure at station i where i = 1, 2,………. η
Station i where i = 1, 2, ……………. η
Since a part is not removed from the line when a station jam occurs it is possible that the
part will be associated with a station breakdown at every station. The expected number of
lines stops per part passing through the line is obtained by summing the frequencies Pi over
the n stations. Since each of the n stations is processing a part of each cycle, then the
expected frequency of line stops per cycle is equal to the expected frequency of line stops
per part i.e. η
-----------------------------
F = ∑ Pi 8
i=1
where F = expected frequency of line stops per cycle
Pi = frequency of station break down per cycle, causing a line stop
η = number of workstations on the line
If all the Pi are assumed equal, which is unlikely but useful for computation purposes, then
F = η.p where all the Pi are equal ---------------- 9

p = p = ………….. p =p

12 η
Lower Bound Approach:
The lower bound approach gives an estimate of the lower limit on the expected frequency of
line stops per cycle. Here we assume that a station breakdown results in destruction of the
part, resulting in removal of the part from the line & preventing its subsequent processing at
the remaining workstations.
Let Pi = the probability that the workpiece will jam at a particular station i.
Then considering a given part as it proceeds through the line, Pi = probability that the part
will jam at station 1
(1 - Pi) = probability that the part will not jam station 1 & thus will available
for processing at subsequent stations. A jam at station 2 is contingent on successfully
making it through station 1 & therefore the probability that the same part will jam at station
2 is given by
P (1 – P )
1 2
Generalising the quantity

P (1 – Pi - 1) (1 – Pi - 2) = (1 – P2) (1 – P1)
Where i = 1,,2, ………. η
is the probability that a given part will jam at any station i. Summing all these probabilities
from i = 1 through i = η gives the probability or frequency of line stops per cycle.
Probability that the given part will pass through all η stations without a line stop is
η
π (1 - Pi)
i=1
Therefore the frequency of line stops per cycle is:

η
F = 1 – π (1 - Pi) --------------------------------- 10
i=1
If all the probabilities, Pi, are equal, Pi = P, then
η
F = 1 - (1 - P)
Because of parts removal in the lower bound approach, the number of parts coming of the
line is less than the number launched onto the front of the line.
If F= frequency of line stops & a part is removed for every line stop, then the proportion of
parts produced is (1 - F). This is the yield of the production line. The production rate
equation then becomes:
Rap = 1 – F --------------------------------------- 11
Tp
where Rap = average actual production rate of acceptable parts from the line
Tp = average cycle rate of the transfer machine

Rp = 1 = average cycle rate of the system

Example 2 Upper Bound v/s Lower Bound Approach
A 2 station transfer line has an ideal cycle time of Tc = 1.2 mins. The probability of station
breakdown per cycle is equal for all stations & P = 0.005 breakdowns / cycle. For each of
the upper bound & lower bound determine:
a) frequency of line stops per cycle
b) average actual production rate
c) line efficiency
a) For the Upper bound approach

F = 20 (0.005) = 0.10 lines per cycle
20 20
F = 1 - (1 – 0.005) = 1 – (0.995)
= 1 – 0.0946
= 0.0954 line stops per cycle
For the Upper bound approach the production rate,
Rp = 1
20
= 0.500 pc / min
= 30 pc /hr
For the lower bound approach the production time we calculate by using the formula for F
Tp = Tc + F (Td)
= 1.2 + 0.0954 (0.8)
= 1.9631 mins
Production rate = 0.9046

1.9631
= 0.4608 pc / min
= 27.65 pc / hr
The production rate is about 8% lower than that we computed by the upper bound approach.
We should note that:
Rp = 1
0.9631
= 0.5094 cycles / min
= 30.56 cycles / hr
which is slightly higher than in the upper bound case.
c) For the upper bound the line efficiency will be
E = 1.2
2.0
= 0.6
= 60 %
For the lower bound approach we have
E = 1.2
1.9631

= 0.6113
= 61.13 %
Line efficiency is greater with lower bound approach even though production rate is
lower. This is because lower bound approach leaves fewer parts remaining on the line to
jam.
3.3. Analysis of Transfer Lines with Storage Buffers:
In an automated production line with no internal storage of parts, the workstations

are interdependent. When one station breaks down all other stations on the line are
affected either immediately or by the end of a few cycles of operation. The other stations
will be forced to stop for one or two reasons 1) starving of stations 2) Blocking of stations
Starving on an automated production line means that a workstation is prevented from
performing its cycle because it has no part to work on. When a breakdown occurs at any
workstation on the line, the stations downstream from the affected station will either
immediately or eventually become starved for parts.
Blocking means that a station is prevented from performing its work cycle because it
cannot pass the part it just completed to the neighbouring downstream station. When a
break down occurs at a station on the line, the stations upstreams from the affected station
become blocked because the broken down station cannot accept the next part for processing
from the neighbouring upstream station. Therefore none of the upstream stations can pass
their just completed parts for work.
By Adding one or more parts storage buffers between workstations production lines
can be designed to operate more efficiently. The storage buffer divides the line into stages
that can operate independently for a number of cycles.
The number depending on the storage capacity of the buffer

If one storage buffer is used, the line is divided into two stages.
If two storage buffers are used at two different locations along the line, then a
three stage line is formed.

The upper limit on the number of storage buffers is to have a storage between every pair
of adjacent stations.
The number of stages will then be equal to the number of workstations.
For an η stage line, there will be η – 1 storage buffers. This obviously will not include the
raw parts inventory at the front of the line or the finished parts inventory that accumulates
at the end of the line.
Consider a two – stage transfer line, with a storage buffer separating the stages. If we
assume that the storage buffer is half full. If the first stage breaks down, the second stage
can continue to operate using parts that are in the buffer. And if the second stage breaks
down, the first stage can continue to operate because it has the buffer to receive its output.
The reasoning for a two stage line can be extended to production lines with more than
two stages.
Limit of Storage Buffer Effectiveness:
Two extreme cases of storage buffer effectiveness can be identified:

1. No buffer storage capacity at all.
2. Infinite capacity storage buffers
If we assume in our Analysis that the ideal cycle time Tc is the same for all
stages considered.
In the case of no storage capacity, the production line acts as one stage when a station
breaks down the entire line stops. This is the case of a production line with no
internal storage.
The line efficiency of a zero capacity storage buffer:
Eo = Tc --------------------------------- 12
Tc + FTd

The opposite extreme is the case where buffer zones of infinite capacity are installed
between every pair of stages. If we assume that each storage buffer is half full, then each
stage is independent of the next. The presence of the internal storage buffer means that
then no stage will ever be blocked or starved because of a breakdown at some other stage.
An infinite capacity storage buffer cannot be realized in practice. If it could then

the overall line efficiency will be limited by the bottleneck stage.
i.e. production in all other stages would ultimately be restricted by the slowest stage.
The downstream stages could only process parts at the output rate of the bottleneck
stage.
Given that the cycle time Tc is the same for all the stages the efficiency for any
stage k is given by:
Ek = Tc
Tc +
F Td
kk
where k is used to identify the stage.

The overall line efficiency would be given by:
E = Minimum (E )
∞ k
where the subscript ∞ identifies E as the efficiency of a line whose storage buffers have
infinite capacity.
By including one or more storage buffers in an automated production line, we expect to

improve the line efficiency above E , .
The actual value of line efficiency will fall somewhere between these extremes for a
given buffer capacity

E <E <E
0 b ∞
3.4. Analysis of a Two stage transfer line:
The two stage line is divided by a storage buffer of capacity is expressed in terms of
the number of work parts that it can store. The buffer receives the output of stage 1 &
forwards it to stage 2, temporarily storing any parts not immediately needed by stage 2 upto
its capacity b. The ideal cycle time Tc is the same for both stages. We assume the
downtime distributions of each stage to be the same with mean downtime = Td, let F 1 & F2

Over the long run both stages must have equal efficiencies. If the efficiency of stage 1 is
greater than the efficiency of stage 2 then inventory would build up on the storage
buffer until its capacity is reached.
Thereafter stage 1 would eventually be blocked when it outproduced stage 2.
Similarly if the efficiency of stage 2 is greater than the efficiency of stage 1 the
inventory would get depleted thus stage 2 would be starved.
Accordingly the efficiencies would tend to equalize overtime in the two

stages. The overall efficiency for the two stage line can be expressed as:
1
E = E + { D η (b) } E ------------------------- 13
b 0 1 2
where Eb = overall efficiency for a two stage line with a buffer capacity
E = line efficiency for the same line with no internal storage buffer
0
1
{ D η (b) } E represents the improvement in efficiency that results from having a
1
storage buffer with b > 0
when b = 0
E = Tc ----------------------------------14
0 Tc + (F + F ) Td
1 2
1
The term D can be thought of as the proportion of total time that stage 1 is down
1
1
D = F Td
1 1 15-----------------------------------------
Tc + (F + F ) Td
1 2
The term h (b) is the proportion of the downtime D'1 (when the stage 1 is down) that stage
2 could be up & operating within the limits of storage buffer capacity b. The equations

cover several different downtime distributions based on the assumption that both stages are
never down at the same time. Four of these equations are presented below:
Assumptions & definitions: Assume that the two stages have equal downtime
distributions
(Td1 = Td2 = Td) &
equal cycle times (Tc1 = Tc2 = Tc).
Let F1 = downtime frequency for stage 1, & F2 = downtime frequency for stage 2. Define
r to be the ration of breakdown frequencies as follows:
r = F1 ------------------- 16 F2
Equations for h(b) :
With these definitions & assumptions, we can express the relationships for h(b)for
two theoretical downtime distributions :
Constant downtime:
Each downtime occurrence is assumed to be of constant duration Td. this is a case of
no downtime variation. Given buffer capacity b, define B & L as follows:
b = B Td + L --------------- 17
Tc
Where B is the largest integer satisfying the relation : b Tc ≥ B,
Td
& L represents the leftover units, the amount by which b exceeds B Td .
Tc
There are two cases:
Case 1: r=1.0.h(b)
= B + LTc 1 --------18
B+1 Td (B+1)(B+2)
Case 2: r≠1.0.h(b)
=r1 - rB+L Tc rB(1 - r)2 -----19
Td (1 – r ) (1 – rB+2)
B+1

Geometric downtime distribution:
In this downtime distribution, the probability that repairs are completed during
cycle duration Tc, is independent of the time since repairs began. This a case of maximum
downtime variation. There are two cases:
Case 1: r = 1.0.h(b)
B Tc
= Td ------------------- 20
2 + (b – 1) Tc
Td
Case 2: r ≠ 1.0.
1 + r - Tc
Define K = T d --------------- 21
1 + r – r Tc
Td
Then h(b) = r (1 - Kb) -------------- 22 1-

b
rK
Finally, E2 corrects for the assumption in the calculation of h (b) that both stages
are never down at the same time. This assumption is unrealistic. What is more realistic is
that when stage 1 is down but stage 2 could be producing because of parts stored in the
buffer, there will be times when stage 2 itself breaks down. Therefore E2 provides an
estimate of the proportion of stage 2 uptime when it could be otherwise be operating even
with stage 1 being down. E2 is calculated as:
E2 = Tc --------------- 23 Tc + F2Td
Two-Stage Automated Production Line:
A 20-station transfer line is divided into two stages of 10 stations each. The ideal cycle
time of each stage is Tc = 1.2 min. All of the stations in the line have the same probability
of stopping, p = 0.005. We assume that the downtime is constant when a breakdown
occurs, Td = 8.0 min. Using the upper-bound approach, compute the line efficiency for the
following buffer capacities: (a) b = 0, (b) b = ∞, (c) b = 10, (d) b = 100
Solution:

F = np = 20(0.005) = 0.10
E0 = 1.2 = 0.60
1.2 + 0.1(8)
(a) For a two stage line with 20 stations (each stage = 10 stations) & b = ∞, we
first compute F:
F1 = F2 = 10(0.005) = 0.05
E∞ = E 1 = E 2 = 1.2 = 0.75
1.2 + 0.05(8)
(b) For a two stage line with b = 10, we must determine each of the items in equation
13. We have E0 from part (a). E0 = 0.60. And we have E2 from part (b). E2 = 0.75
D'1 = 0.05 (8) = 0.40 = 0.20

1.2 + (0.05 + 0.05) (8) 2.0
Evaluation of h(b) is from equation 18 for a constant repair distribution. In equation 17,
the ratio
Td = 8.0 = 6.667.
Tc 1.2
For b = 10, B = 1 & L = 3.333.
Thus,
h(b) = h(10)
= 1 + 3.333 (1.2) 1 1 + 1 (8.0) (1
+ 1)(1 + 2)
= 0.50 + 0.8333 = 0.5833
We can now use equation
13:
E10 = 0.600 + 0.20 (0.5833) (0.75) = 0.600 + 0.0875 = 0. For b = 100, the only parameter
in equation 13 that is different from part (c) is h(b). for b = 100, B = 15 & L = 0 in
equation 18. Thus, we have:
h(b ) = h(100) = 15 15
+1
= 0.9375
Using this value,
E100 = 0.600 + 0.20 (0.9375) (0.75)

= 0.600 + 0.1406 = 0.7406

The value of h(b) not only serves its role in equation 13 but also provides information on
how much improvement in efficiency we get from any given value of b. note in example 15
that the difference between E∞ & E0 = 0.75 – 0.60 = 0.15.
For b = 10, h(b) = h(10) = 0.58333, which means we get 58.33% of the maximum possible
improvement in line efficiency using a buffer capacity of
10 {E10 = 0.6875 = 0.60 + 0.5833)(0.75 – 0.60)}.
For b = 100, h(b) = h(100) = 0.9375, which means we get 93.75% of the maximum
improvement with b = 100 {E100 = 0.7406 = 0.60 + 0.9375 (0.75 – 0.60)}
We are not only interested in the line efficiencies of a two stage production line. We
also want to know the corresponding production rates. These can be evaluated based on
knowledge of the ideal cycle time Tc & the definition of line efficiency. According to
equation 5, E = Tc / Tp. Since Rp = the reciprocal of Tp, then E = TcRp. Rearranging this we
have:
Rp = E ------------------- 24
Tc
Production Rates on the Two-Stage Line of the example above:
Compute the production rates for the 4 cases in the above example. The value of
Tc = 1.2 min is as before.
Solution:
(a) For b = 0, E0 = 0.60. Applying equation 23, we have
Rp = 0.60/ 1.2 = 0.5 pc/min = 30 pc /hr.
(b) For b = ∞, E∞ = 0.75.
Rp = 0.75 / 1.2 = 0.625 pc / min = 37.5 pc /hr
(c) For b = 10, E10 = 0.6875.
Rp = 0.6875 / 1.2 = 0.5729 pc / min = 34.375 pc /hr.
(d) For b = 100, E100 = 0.7406
Rp = 0.7406 / 1.2 = 0.6172 pc / min = 37.03 pc / hr

Effect of High Variability in Downtimes:
Evaluate the line efficiencies for the two-stage line in above example, except that
the geometric repair distribution is used instead of the constant downtime distribution.
Solution:
For parts (a) & (b), the values of E0 & E∞ will be the same as in the
previous example. E0 = 0.600 & E∞ = 0.750.
(c) For b = 10, all of the parameters in equation 13 remain the same except h(b).
Using equation 20, we have:
h(b) = h(10) = 10(1.2/8.0) = = 0.4478

2 + (10 - 1)(1.2/8.0)
Now using equation 13, we have

E10 = 0.600 + 0.20 (0.4478)(0.75)
= 0.6672
(d)For b = 100, it will be:
h(b) = h(100) = 100(1.2/8.0) = 0.8902

2 + (100 - 1)(1.2/8.0)
E100 = 0.600 + 0.20 (0.8902)(0.75)
= 0.7333
3.5. Transfer Lines with More than Two Stages:
If the line efficiency of an automated production line can be increased by dividing it into
two stages with a storage buffer between, then one might infer that further improvements
in performance can be achieved by adding additional storage buffers. Although we do not
exact formulas for computing line efficiencies for the general case of any capacity b for
multiple storage buffers, efficiency improvements can readily be determined for the case
of infinite buffer capacity.

Transfer Lines with more than One Storage Buffer:
For the same 20-station transfer line we have been considering in the previous examples,
compare the line efficiencies & production rates for the following cases, where in each
case the buffer capacity is infinite: (a) no storage buffers, (b) one buffer, (c) three buffers,
&
19 buffers. Assume in cases (b) & (c) that the buffers are located in the line to equalise
the downtime frequencies; i.e. all Fi are equal. As before, the computations are based on
the upper-bound approach.
Solution:
(a) For the case of no storage buffer, E∞ = 0.60
Rp = 0.60/1.2 = 0.50 pc/min = 30 pc/hr
(b) For the case of one storage

buffer (a two stage line), E∞ =
0.75
Rp = 0.75/1.2 = 0.625 pc/min = 37.5 pc/hr
(c) For the case of three storage buffers (a four stage line), we have
F1 = F2 = F3 = F4 = 5(0.005) = 0.025
Tp = 1.2 + 0.025(8) = 1.4 min / pc.
E∞ = 1.2 / 1.4 = 0.8571
Rp = 0.8571/1.2 = 0.7143 pc/min

= 42.86 pc/hr.

(d) For the case of 19 storage buffers (a 20 stage line, where each stage is one station),
we have
F1 = F2 = ….. = F20 = 1(0.005) = 0.005
Tp = 1.2 + 0.005(8) = 1.24 min / pc.
E∞ = 1.2 / 1.24 = 0.9677
Rp = 0.9677/1.2 = 0.8065
pc/min = 48.39 pc/hr.
This last value is very close to the ideal production rate of Rc = 50 pc/hr
Problem:
Suppose that a 10 station transfer machine is under consideration to produce a component

used in a pump. The item is currently produced by mass conventional means but demand
for the item cannot be met. The manufacturing engineering department has estimated that
the ideal cycle time will be
Tc = 1.0 min. From similar transfer lines & that the average downtime for line stop
occur with a frequency;
F = 0.10 breakdown/cycle & the average downtime per line stop will be 6.0 min. The
scrap rate for the current conventional processing method is 5% & this is considered a
good estimate for a transfer line. The starting costing for the component costs Rs. 1.50
each & it will cost Rs 60.00 / hr or Rs 1 / min to operate the transfer line. Cutting tools are
estimated to cost Rs 0.15/ work part. Compute the following measures of line
performance given the foregoing data.

(a) Production rate

(b) Number of hours required to meet a demand of 1500 units/week.
(c) Line efficiency
(d) Cost per unit produced.
Problem:
If a line has 20 work stations each with a probability of breakdown of 0.02, the cycle time
of the line is 1 min & each time a breakdown occurs, it takes exactly 5 minutes to repair.
The line is to be divided into two stages by a storage buffer so that each stage will consist
of 10 stations. Compute the efficiency of the two stage line for various buffer capacities.
Solution:
Let us compute the efficiency of the line with no buffer
F = np = 20(0.02) =0.4
Eo = 1.0 = 0.20
1.0+0.4(10)
Next dividing the line into equal stages by a buffer zone of infinite capacity each stage
would have an efficiency given by
F1 = F2 = 10 (0.02) = 0.2
E1 = E2 = Tc = 1.0 = 0.333
Tc + (F1+F2)Td 1.0+ 0.2(10)
d) The cost per product can be computed except that we must account for the scrap rate.
Cpc = 1 (1.50+1.00 x 1.60 + 0.15) = Rs.3.42/good unit
0.95

The Rs.3.42 represents the average cost per acceptable product under the assumption that
we are discarding the 5% bad units with no salvage value and no disposal cost. Suppose
that we could repair these parts at a cost of Rs.5.00/unit. To compute the cost per piece the
repair cost would be added to other components.
Cpc = 1.50 + 1.00 x 1.60 + 0.15 + 0.05 (5.00) = Rs. 3.50/unit.
The policy of scrapping the 5% defects ,yields a lower cost per unit rather than
repairing them.
Problem:
An eight station rotary indexing machine operates with an ideal cycle time of 20 secs. The
frequency of line stop occurrences is 0.06 stop / cycle on the average. When a stop occurs
it takes an average of 3 min to make repairs. Determine the following:
1. Average production time 3. Line efficiency

2. Proportion of downtime 4. Average production rate
Solution
Tp = Tc + F ( Td)
= 0.33 + 0.06(3)
= 0.5133 minutes.
Rp = 1 = 1.94 pieces /minutes
0.5133
Line efficiency = Tc = 0.333 = 0.491
Tp 0.51
Proportion of downtime can be calculated by D = F Td = 0.06(3) = 0.35
Tp 0.5133
3.6. Partial Automation:

Many assembly lines in industry contain a combination of automated & manual work
stations. These cases of partially automated production lines occur for two main
reasons:
1. Automation is introduced gradually on an existing manual line. Suppose that

demand for the product made on a manually operated line increases, & it is
desired to increase production & reduce labour costs by automating some or all of
the stations. The simpler operations are automated first, & the transition toward a
fully automated line is accomplished over a long period of time. Meanwhile, the
line operates as a partially automated system.
2. Certain manual operations are too difficult or too costly to automate.

Therefore, when the sequence of workstations is planned for the line, certain
stations are designed to be automated, whereas the others are designed as manual
stations.
Examples of operations that might be too difficult to automate are assembly

procedures or processing steps involving alignment, adjustment, or fine-tuning of
the work unit. These operations often require special human skills and/or senses to
carry out. Many inspection procedures also fall into this category. Defects in a
product or a part that can be easily perceived by a human inspector are sometimes
extremely difficult to identify by an automated inspection device. Another problem
is that the automated inspection device can only check for the defects for which it
was designed, whereas a human inspector is capable of sensing a variety of
unanticipated imperfections & problems.
To analyze the performance of a partially automated production line,

we build on our previous analysis & make the following assumptions:
1. Workstations perform either processing or assembly operations;

2. Processing & assembly times at automated stations are constant, though not
necessarily equal at all stations;
3. Synchronous transfer of parts;
4. No internal buffer storage ;
5. The upper bound approach is applicable &
6. Station breakdowns occur only at automated stations.
Breakdowns do not occur at manual workstations because the human workers are flexible
enough, we assume, to adapt to the kinds of disruptions & malfunctions that would
interrupt the operation of an automated workstation. For example, if a human operator
were to retrieve a defective part from the parts bin at the station, the part would
immediately be discarded & replaced by another without much lost time. Of course, this
assumption of human adaptability is not always correct, but our analysis is based on it.
The ideal cycle time Tc is determined by the slowest stations on the line, which is
generally one of the manual stations. If the cycle time is in fact determined by a manual
station, then Tc will exhibit a certain degree of variability simply because there is a random
variation in any repetitive human activity. However, we assume that the average Tc remains
constant over time. Given our assumption that breakdowns occur only at automated
stations, let na = the number of automated stations & Td = average downtime per
occurrence. For the automated stations that perform processing operations, let pi = the
probability (frequency) of breakdowns per cycle; & for automated stations that perform
assembly operations, let qi & mi equal, respectively, the defect rate & probability that the
defect will cause station i to stop. We are now in a position to define the average actual
production time:
Tp = Tc + ∑ piTd --------- 25
iєna
where the summation applies to the na automated stations only. For those automated
stations that perform assembly operations in which a part is added,

pi = miqi
If all pi, mi, & qi are equal, respectively to p, m, & q, then the preceding equations
reduce to the following:
Tp = Tc +napTd ---------- 26
and p = mq for those stations that perform assembly consisting of the addition of a part.
Given that na is the number of automated stations, then nw = the number of
stations operated by manual workers, & na + nw = n, where n = the total station count.
Let Casi = cost to operate the automatic workstation i ($ / min), Cwi = cost to operated
manual workstation
i ($ / min), Cat = cost to operate the automatic transfer mechanism. Then the total cost
to operate the line is given by:
Co = Cat + ∑Casi + ∑Cwi -------- 27

iєna iєnw
where Co = cost or operating the partially automated production system ($ / min). For all
Casi = Cas & all
Cwi = Cw, then
Co = Cat + naCas + nwCw -------- 28
Now the total cost per unit produced on the line can be calculated as follows:
Cpc = Cm + CoTp + Ct ---------- 29

Pap
Where Cpc = cost per good assembly ($ / pc), Cm = cost of materials & components being
processed & assembled on the line ($ / pc),

Co = cost of operating the partially automated production system by either of the

equations 27 or 28
($ / min), Tp = average actual production time (min / pc), Ct = any cost of disposable
tooling ($ / pc), & Pap = proportion of good assemblies.
Problem On Partial Automation:
It has been proposed to replace one of the current manual workstations with an
automatic work head on a ten-station production line. The current line has six automatic
stations & four manual stations. Current cycle time is 30 sec. The limiting process time is
at the manual station that is proposed for replacement. Implementing the proposal would
allow the cycle time to be reduced to 24 sec. The new station would cost $0.20/min. Other
cost data: Cw = $0.15/min,
Cas = $0.10/min, & Cat = $0.12/min. Breakdowns occur at each automated station with a
probability p = 0.01. The new automated station is expected to have the same frequency of
breakdowns. Average downtime per occurrence Td = 3.0min, which will be unaffected by
the new station. Material costs & tooling costs will be neglected in the analysis. It is
desired to compare the current line with the proposed change on the basis of production
rate & cost per piece. Assume a yield of 100% good product.
Solution:
For the current line,

Tc = 30 sec = 0.50min.
Tp = 0.50 + 6(0.01)(3.0) = 0.68 min. Rp =
1/0.68 = 1.47 pc/min = 88.2pc/hr Co = 0.12 +
4(0.15) + 6 (0.10)
= $1.32 / min
Cpc = 1.32 (0.68) = $0.898 / pc

For the proposed line,

Tc = 24 sec = 0.4 min.
Rp = 1/0.61 = 1.64 pc/min = 98.4pc/hr
Co = 0.12 + 3(0.15)+ 6(0.10)+ 1(0.20)
= $1.37/min
Cpc = 1.67(0.61) = $0.836 / pc
Even though the line would be more expensive to operate per unit time, the proposed chage
would increase production rate & reduced piece cost.
3.7. Storage Buffers:
The preceding analysis assumes no buffer storage between stations. When the
automated portion of the line breaks down, the manual stations must also stop for lack of
work parts (either due to starving or blocking, depending on where the manual stations are
located relative to the automated stations). Performance would be improved if the manual
stations could continue to operate even when the automated stations stop for a temporary
downtime incident. Storage buffers located before & after the manual stations would
reduce forced downtime at these stations.
Problem On Storage Buffers on a Partially Automated Line:
Considering the current line in the above example, suppose that the ideal cycle time for the
automated stations on the current line Tc = 18 sec. The longest manual time is 30 sec.
Under the method of operation assumed in the above example both manual & automated
stations are out of action when a breakdown occurs at an automated station. Suppose that
storage buffers could be provided for each operator to insulate them from breakdowns at
automated stations. What effect would this have on production rate & cost per piece?
Solution:

Given Tc = 18sec = 0.3min, the average actual production time on the automated
stations is computed as follows:
Tp = 0.30 + 6(0.01)(3.0) = 0.48min
Since this is less than the longest manual time of 0.50, the manual operation could work
independently of the automated stations if storage buffers of sufficient capacity were
placed before & after each manual station. Thus, the limiting cycle time on the line would
be
Tc = 30sec = 0.50 min, & the corresponding production rate would be:
Rp = Rc = 1/0.50 = 2.0pc/min =
120.0 pc/hr
Using the line operating cost from the previous example, Co = $1.32/min, we have a piece
cost of
Cpc = 1.32 (0.50) = $0.66 / pc
Comparing with the previous example, we can see that a dramatic improvement in
production rate & unit cost is achieved through the use of storage buffers.
Problem On Partial Automation:
A partially automated production line has a mixture of three mechanized & three
manual workstations. There are a total of six stations, & the ideal cycle time Tc =
1.0 min, which includes a transfer time Tr = 6 sec. Data on the six stations are listed
in the following table. Cost of the transfer mechanism Cat = $0.10/min, cost to run
each automated station Cas = $ 0.12/min, & labour cost to operate each manual
station

Cw = $ 0.17 /min. It has been proposed to substitute an automated station in place

of station 5. The cost of this station is estimated at
Cas5 = $ 0.25 / min, & its breakdown rate P5 = 0.02, but its process time would be
only 30 sec, thus reducing the overall cycle time of the line from 1.0 min to 36 sec.
Average downtime per breakdown of the current line as well as the proposed
configuration is Td = 3.5 min. Determine the following for the current line & the
proposed line: (a) production rate, (b) proportion uptime, & (c) cost per unit.
Assume the line operates without storage buffers, so when an automated station
stops, the whole line stops, including the manual stations. Also, in computing costs,
neglect material & tooling costs.
Station Type Process Time (sec) pi

1 Manual 36 0
2 Automatic 15 0.01
3 Automatic 20 0.02
4 Automatic 25 0.01
5 Manual 54 0
6 Manual 33 0
Solution : Tc = 1.0 min

Tp = 1.0 + 2(0.01)x3.5 + 1( 0.02) x 3.5 = 1.14 mins
Rp = 1 = 0.877 pcs /min x 60 = 52.65 pcs / hr
Cp = 0.12 + 3(0.17) + 3(0.10) = $
0.93/mins Cpc = 0.93x 1.14 =
$1.062/piece
For the proposed line Tc = 36 secs = 0.6 mins

Tp = 0.6 + 2(0.01)3.5 + 2(0.02)3.5 = 0.81
mins Rp = 1.234 pieces / min = 74.07
pieces/hr

Cp = 0.012 + 2(0.17) + 3(0.10) + 1(0.25) = $

0.902/min Cpc = 0.90 x 0.81 mins = $ 0.73062/piece
3.8. Transfer of Work between Work Stations:
There are two basic ways in which the work (the subassembly that is being built up)
is moved on the line between operator workstations.
1. Nonmechanical Lines. In this arrangement, no belt or conveyor is used to move

the parts between operator workstations. Instead, the parts are passed from station
to station by hand. Several problems result from this mode of operation:
Starving at stations, where the operator has completed his or her

work but must wait for parts from the preceding station.
Blocking of stations, where the operator has completed his or
her work but must wait for the next operator to finish the task
before passing along the part.
As a result of these problems, the flow of work on a nonmechanical line

is usually uneven. The cycle times vary, and this contributes to the
overall irregularity. Buffer stocks of parts between workstations are
often used to smooth out the production flow.
• Moving conveyor lines. These flow lines use a conveyor (e.g., a moving belt,
conveyor, chain-in-the-floor, etc.) to move the subassemblies between
workstations. The transport system can be continuous, intermittent (synchronous),
or asynchronous. Continuous transfer is most common in assembly lines, although
asynchronous transfer is becoming more popular. With the continuously moving
conveyor, the following problems can arise:
Starving can occur as with non mechanical lines.

Incomplete items are sometimes produced when the operator is

unable to finish the current part & the next part travels right by on
the conveyor. Blocking does not occur.
Again, buffer stocks are sometimes used to overcome these problems. Also
stations overlaps can sometimes be allowed, where the worker is permitted to travel
beyond the normal boundaries of the station in order to complete work.
In the moving belt line, it is possible to achieve a higher level of control over the
production rate of the line. This is accomplished by means of the feed rate, which refers to
the reciprocal of the time interval between work parts on the moving belt. Let fp denote this
feed rate. It is measured in work pieces per time & depends on two factors: the speed with
which the conveyor moves, & the spacing of work parts along the belt. Let Vc equal the
conveyor speed (feet per minute or meters per second) & sp equal the spacing between parts
on the moving conveyor (feet or meters per work piece). Then the feed rate is determined
by
fp = Vc -------------- 1
Sp
To control the feed rate of the line, raw work parts are launched onto the line at
regular intervals. As the parts flow along the line, the operator has a certain time period
during which he or she begin work on each piece. Otherwise, the part will flow past the
station. This time period is called the tolerance time Tt. It is determined by the conveyor
speed & the length of the workstation. This length we will symbolize by Ls, & it is
largely determined by the operator’s reach at the workstation. The tolerance time is
therefore defined by
Tt = Ls ----------- 2
Vc
For example, suppose that the desired production rate on a manual flow line
with moving conveyor were 60 units/h. this would necessitate a feed rate of 1 part/min.
This could be achieved by a conveyor speed of 0.6m/min & a part spacing of 0.5m.

(Other combinations of Vc & sp would also provide the same feed rate.) If the length of
each workstation were 1.5m. the tolerance time available to the operators for each work
piece
would be 3 min. It is generally desirable to make the tolerance time large to compensate
for worker process time variability.
3.9. Mode Variations:
In both nonmechanical lines & moving conveyor lines it is highly desirable to

assign work to the stations so as to equalize the process or assembly times at the
workstations. The problem is sometimes complicated by the fact that the same production
line may be called upon to process more than one type of product. This complication gives
rise to the identification of three flow line cases (and therefore three different types of line
balancing problems).
The three production situations on flow lines are defined according to the product
or products to be made on the line. Will the flow line be used exclusively to produce one
particular model? Or, will it be used to produce several different models, & if so how will
they be scheduled on line? There are three cases that can be defined in response to these
questions:
1. Single-model line. This is a specialized line dedicated to the production of a single

model or product. The demand rate for the product is great enough that the line
is devoted 100% of the time to the production of that product.
2. Batch-model line. This line is used for the production of two or more models.
Each model is produced in batches on the line. The models or products are
usually similar in the sense of requiring a similar sequence of processing or
assembly operations. It is for this reason that the same line can be used to
produce the various models.
3. Mixed-model lines. This line is also used for the production of two or more models,

but the various models are intermixed on the line so that several different
models are being produced simultaneously rather than in batches. Automobile
& truck assembly lines are examples of this case.
To gain a better perspective of the three cases, the reader might consider the
following. In the case of the batch-model line, if the batch sizes are very large, the batch-
model line approaches the case of the single-model line. If the batch sizes become very
small (approaching a batch size of 1), the batch-model line approximates to the case of
the mixed-model line.
In principle, the three cases can be applied in both manual flow lines & automated
flow lines. However, in practice, the flexibility of human operators makes the latter two
cases more feasible on the manual assembly line. It is anticipated that future automated
lines will incorporate quick changeover & programming capabilities within their designs to
permit the batch-model, & eventually the mixed-model, concepts to become practicable.
Achieving a balanced allocation of work load among stations of the line is a

problem in all three cases. The problem is least formidable for the single-model case. For
the batch-model line, the balancing problem becomes more difficult; & for the mixed-
model case, the problem of line balancing becomes quite complicated.
In this chapter we consider only the single-model line balancing problem,

although the same concepts & similar terminology & methodology apply for the batch &
mixed model cases.
The Line Balancing Problem:
In flow line production there are many separate & distinct processing & assembly
operations to be performed on the product. Invariably, the sequence of processing or
assembly steps is restricted, at least to some extent, in terms of the order in which the
operations can be carried out. For example, a threaded hole must be drilled before it can be
tapped. In mechanical fastening, the washer must be placed over the bolt before the nut

can be turned & tightened. These restrictions are called precedence constraints in the
language of line balancing. It is generally the case that the product must be manufactured
at some specified production rate in order to satisfy demand for the product. Whether we
are concerned with performing these processes & assembly operations on automatic
machines or manual flow lines, it is desirable to design the line so as to satisfy all of the
foregoing specifications as efficiently as possible.
The line balancing problem is to arrange the individual processing & assembly
tasks at the workstations so that the total time required at each workstation is
approximately the same. If the work elements can be grouped so that all the station times
are exactly equal, we have perfect balance on the line & we can expect the production to
flow smoothly. In most practical situations it is very difficult to achieve perfect balance.
When the workstations times are unequal, the slowest station determines the overall
production rate of the line.
In order to discuss the terminology & relationships in line balancing, we shall

refer to the following example. Later, when discussing the various solution techniques,
we shall apply the techniques to this problem.
OUTCOMES:
1. Analyze transfer lines and storage buffers using mathematical models.
2. Define the term “Partial Automation” and distinguish it from complete automation.
3. Understand line balancing and its significance.
Questionnaire:
1. Write a note on
a. Lower bound approach
b. Upper bound approach
c. Partial automation
d. Effect of storage
2. Discuss the effectiveness of storage buffer systems.

3. Give the reasons for downtime on an automated flowline.

4. Differentiate between upper bound and lower bound approaches.
Further Reading:
1. http://nptel.ac.in/courses/108105063/pdf/L-01(SM)(IA&C)%20((EE)NPTEL).pdf
2. http://nptel.ac.in/courses/112102011/downloads/faq%20of%20module%201.pdf
3. http://www.navodayaengg.in/wp-content/uploads/2015/12/L2-U3-CIM.pdf

UNIT 4 :
MINIMUM RATIONAL WORK ELEMENT
CONTENTS:
4.1. Introduction
4.2. Total Work Content
4.3. Workstation Process Time
4.4. Cycle Time
4.5. Precedence Constraints
4.6. Precedence Diagram
4.7. Balance delay
4.8. Largest Candidate Rule
4.9. Kilbridge & wester method
4.10. Ranked Positional Weight Method
OBJECTIVES:
1. To understand concepts like Total worl content, cycle time and workstation process time.
2. To understand precedence constraints and diagrams.
3. To use different methods to analyze balance delay in work part movement.
4.1. Introduction
In order to spread the job to be done on the line among its stations, the job must be divided
into its component tasks. The minimum rational work elements are the smallest practical indivisible
tasks into which the job can be divided. These work elements cannot be subdivided further. For
example, the drilling of a hole would normally be considered as a minimum rational work element.
In manual assembly, when two components are fastened together with a screw & nut, it would be
reasonable for these activities to be taken together. Hence, this assembly task would constitute a
minimum rational work element. We can symbolize the time required to carry out this minimum
rational work element Tej, where j is used to identify the element out of the ne elements that make
up the total work or job. For instance, the element time Tej, for element 1 in the table above is 0.2
min.
The time Tej of a work element is considered a constant rather than a variable. An
automatic work head most closely fits this assumption, although the processing time could
probably be altered by making adjustments in the station. In a manual operation, the time required
to perform a work element will, in fact, vary from cycle to cycle.

Another assumption implicit in the use of Te values is that they are additive. The time to
perform two work elements is the sum of the times of the individual elements. In practice, this
might not be true. It might be that some economy of motion could be achieved by combining two
work elements at one station, thus violating the additivity assumption
Problem:
A new small electrical appliance is to be assembled on a production flow line. The total job
of assembling the product has been divided into minimum rational work elements. The industrial
engineering department has developed time standards based on previous similar jobs. This
information is given in the table below. In the right hand column are the immediate predecessors for
each element as determined by precedence requirements. Production demand will be 120,000
units/yr. At 50 weeks/yr & 40 h/week, this reduces to an output from the line of 60 units/h or 1
unit/min.
No. Element description Tej Must be preceded by:

1 Place frame on work holder & clamp 0.2 --------
2 Assemble plug, grommet to power cord 0.4 --------
3 Assemble brackets to frame 0.7 1
4 Wire power cord to motor 0.1 1.2
5 Wire power to switch 0.3 2
6 Assemble mechanism plate to bracket 0.11 3
7 Assemble blade to bracket 0.32 3
8 Assemble motor to brackets 0.6 3, 4
9 Align blade & attach to motor 0.27 6, 7, 8
10 Assemble switch to motor bracket 0.38 5, 8
11 Attach cover, inspect, & test 0.5 9, 10
12 Place in tote pan for packing 0.12 11
4.2. Total Work Content:
This is the aggregate of all the work elements to be done on the line. Let Twc
be the time required for the total work content. Hence,
nc
Twc = ∑ Tej ------------- 3
j=1
For the example, Twc = 4.00 min.

4.3. Workstation Process Time:
A workstation is a location along the flow line where work is performed, either
manually or by some automatic device. The work performed at the station consists of one or
more of the individual work elements & the time required is the sum of the times of the work
elements done at the station. We use Tsi to indicate the process time at station i of an n-
station line. It should be clear that the sum of the station process times should equal the sum
of the work element times.
n ne
∑ Tsi = ∑ Tej ----------- 4
i=1 j=1
4.4. Cycle Time:
This is the ideal or theoretical cycle time of the flow line, which is the time interval
between parts coming off the line. The design value of Tc would be specified according to the
required production rate to be achieved by the flow line. Allowing for downtime on the line, the
value of Tc must meet the following requirement:
Tc ≤ E -------------- 5
Rp
Where E is the line efficiency & Rp the required production rate.
The line efficiency of an automated line will be somewhat less than 100%. For a manual
line, where mechanical malfunctions are less likely the efficiency will be closer to 100%.
In the above example, the required production rate is 60 units/h or 1 unit/min. at a line
efficiency of 100%, the value Tc of would be 1.0 min. At efficiencies less than 100%, the ideal
cycle time must be reduced (or what is the same thing, the ideal production rate Rc must be
increased) to compensate for the downtime.
The minimum possible value Tc of is established by the bottleneck station, the one with
the largest of Ts. That is
Tc ≥ max Tsi ------------ 6
If Tc = maxTsi, there will be idle time at all stations whose Ts values are less than Tc.

Finally, since the station times are comprised of element times,
Tc ≥ Tej (for all j =1, 2, …….ne) --------- 7
This equation states the obvious: that the cycle time must be greater than or equal to any of
the element times.

4.5. Precedence Constraints:
These are also referred to as “technological sequencing requirements”. The order in which the
work elements can be accomplished is limited at least to some extent. In the problem above, the
switch must be mounted onto the motor bracket before the cover of the appliance can be attached.
The right hand column in the table above gives a complete listing of the precedence constraints for
assembling the hypothetical electrical appliance. In nearly every processing or assembly job, there
are precedence requirements that restrict the sequence in which the job can be accomplished.
In addition to the precedence constraints described above, there may be other types of
constraints on the line balancing solution. These concern the restrictions on the arrangement of the
stations rather than the sequence of work elements. The first is called a zoning constraint. A zoning
constraint may be either a positive constraint or a negative constraint. A positive zoning constraint
means that certain work elements should be placed near each other, preferably at the same
workstation. For example, all the spray-painting elements should be performed together since a
special semienclosed workstation has to be utilized. A negative zoning constraint indicates that work
elements might interfere with one another & should therefore not be located in close proximity. As an
illustration, a work element requiring fine adjustments or delicate coordination should not be located
near a station characterized by loud noises & heavy vibrations.
Another constraint on the arrangement of workstations is called a position constraint. This

would be encountered in the assembly of large products such as automobiles or major appliances. The
product is too large for one worker to perform work on both sides. Therefore, for the sake of
facilitating the work, operators are located on both sides of the flow line. This type of situation is
referred to as a position constraint.
In the example there are no zoning constraints or position constraints given. The line
balancing methods are not equipped to deal with these constraints conveniently. However, in real-life
situations, they may constitute a significant consideration in the design of the flow line.
4.6. Precedence Diagram:
This is a graphical representation of the sequence of work elements as defined by the

precedence constraints. It is customary to use nodes to symbolize the work elements, with arrows
connecting the nodes to indicate the order in which the elements must be performed. Elements that
must be done first appear as nodes at the left of the diagram. Then the sequence of processing and/or
assembly progresses to the right. The element times are recorded above each node for convenience.

4.7. Balance Delay:
Sometimes also called balancing loss, this is a measure of the line inefficiency which
results from idle time due to imperfect allocation of work among stations. It is symbolized as
d & can be computed for the flow line as follows:
d = nTc – Twc ---------- 8

nTc
The balance delay is often expressed as a percent rather than as a decimal fraction in
Eq. 8.
The balance delay should not be confused with the proportion downtime, D, of an
automated flow line. D is a measure of the inefficiency that results from line stops. The
balance delay measures the inefficiency from imperfect line balancing.
Considering the data given in the previous problem, the total work content Twc = 4.00
min.
We shall assume that Tc = 1.0 min. If it were possible to achieve perfect balance
with n = 4 workstations, the balance delay would be
d = 4(1.0) –
4.0 =
0
4(1.0)
If the line could only be balanced with n = 5 stations for the 1.0 min cycle, the balance delay
would be
d = 5(1.0) – 4.0 = 0.20
or 20% 5(1.0)
Both of these solutions provide the same theoretical production rate. However, the second
solution is less efficient because an additional workstation, & therefore an additional assembly
operator, is required. One possible way to improve the efficiency of the five station line is to
decrease the cycle time Tc. To illustrate, suppose that the line could be balanced at a cycle
time of Tc = 0.80 min. The corresponding measure of inefficiency would be
d = 5(0.80) –
4.0 = 0
5(0.80)

This solution (if it were possible) would yield a perfect balance. Although five
workstations are required, the theoretical production rate would be Rc = 1.25 units/min, an
increase over the production rate capability of the four-station line. The reader can readily
perceive that there are many combinations of n & Tc that will produce a theoretically perfect
balance. Each combination will give a different production rate. In general, the balance delay d
will be zero for any values n & Tc that satisfy the relationship
nTc = Twc ------------- 9
Unfortunately, because of precedence constraints & because the particular values of Tc

usually do not permit it, perfect balance might not be achievable for every nTc combinations
that equals the total work content time. In other words, the satisfaction of Eq. 9 is a necessary
condition for perfect balance, but not a sufficient condition.
As indicated by Eq 5, the desired maximum value of Tc is specified by the

production rate required of the flow line. Therefore Eq 9 can be cast in a different form to
determine the theoretical minimum number of workstations required to optimize the balance
delay for a specified Tc. Since n must be an integer, we can state:
minimum n is the smallest integer≥Twc --- 10

Tc
Applying this rule to our example with
Twc = 4.0 min & Tc = 1.0 min, the minimum n = 4 stations.
Problem:1
A new small electrical appliance is to be assembled on a production flow line. The total job
of assembling the product has been divided into minimum rational work elements. The
industrial engineering department has developed time standards based on previous similar
jobs. This information is given in the table below. In the right hand column are the
immediate predecessors for each element as determined by precedence requirements.
Production demand will be 120,000 units/yr. At 50 weeks/yr & 40 h/week, this reduces to an
output from the line of 60 units/h or 1 unit/min.
No Element Description Tek (mins) Must be preceded by

1 Place frame on work holder & clamp 0.2 ----------------

2 Assemble plug, grommet to power cord 0.4 --------------------

3 Assemble brackets to frame 0.7 1
4 Wire power cord to motor 0.1 1 ,2
5 Wire power to switch 0.3 2
6 Assemble mechanism plate to bracket 0.11 3
7 Assemble blade to bracket 0.32 3
8 Assemble motor to brackets 0.6 3,4
9 Align blade & attach to motor 0.27 6,7,8
10 Assemble switch to motor bracket 0.38 5,8
11 Attach cover, inspect, & test 0.5 9 , 10
12 Place in tote pan for packing 0.12 11
Step 1:
0.11
0.7 6
0.2 3
1 0.32 0.27
7
0.1 9 0.12
4 0.38 12
0.4 0.6 11
2 8
0.3 0.38
5
10
4.8. Largest Candidate Rule
Step 2:
The Table below is according to the descending order of the Element Times.
Work Element Tek (min) Preceded By

3 0.7 1

8 0.6 3, 4
11 0.5 9, 10
2 0.4 ----
10 0.38 5 ,8
7 0.32 3
5 0.3 2
9 0.27 6, 7, 8
1 0.2 ----
12 0.12 11
6 0.11 3
4 0.1 1 ,2
Step 3:
Station Work Element Tek (min) Station time (min)

1 2 0.4
5 0.3
1 0.2
4 0.1 0.1
2 3 0.7
6 0.11 0.81
3 8 0.6
10 0.38 0.98
4 7 0.32
9 0.27 0.59
5 11 0.5
12 0.12 0.62
Eb = 4.0 = 0.816
5 (0.98)
Cycle Time (Tc) = Ts + Tr = 0.98 + 0.08 = 1.06 min
Rc = 60 = 56.66 cycles/hr
1.06
Rp = 57 x 0.96 = 54.72 units/hr

4.9. KILBRIDGE & WESTER METHOD
Problem 2:
The following list defines the precedence relationships & element times for a new model toy:
Element 1 2 3 4 5 6 7 8
Tc min 1.0 0.5 0.8 0.3 1.2 0.2 0.5 1.5
Immediate --- --- 1, 2 2 3 3, 4 4 5, 6, 7

Predecessor
I. Construct the precedence diagram.
II. If the ideal cycle is 1.5 mins, what is the theoretical minimum number of stations required to
minimize the balance delay?
III. Compute the balance delay.
Step 1:
1 2 3 4
1.0 0.8 1.2 1.5

5
1 3
0.2
6 8
0.5 0.3
2 4 0.5
7

Step 2:
Work Element Column T ( mins ) Preceded by

1 i 1.0 -
2 i 0.5 -
3 ii 0.8 1,2
4 ii 0.3 2
5 Iii 0.2 3
6 Iii 0.2 3
7 iii, iv 0.5 4
8 iv 1.5 6,7,8
Step 3:
Station Work Element Column Tc (min) Station Time

1 1 i 1.0 1.5
2 i 0.5
2 3 ii 0.8 1.3
4 ii 0.3
3 5 iii 0.2 1.2
6 iii 1.2
4 7 iii, iv 0.5 0.5
5 8 iv 1.5 1.5
Eb = 6 = 0.80
5 (1.5)
Rc = 60 = 40 cycles/hr
1.5
Rp = 40 x 0.96 = 38.4 pieces/hr
4.10. Ranked Positional Weight Method:
Step 1:
The Ranked positional weights method is applied to

the second problem in the following steps
RPW1 = 0.8 + 1.2 + 0.2 + 1.5 = 4.7 mins
RPW2 = 0.5 + 0.8 + 0.3 + 1.2 + 0.2 + 0.5 + 1.5 = 5 mins
Dept of Mechanical Engineering, ATMECE,

Mysuru Page 119
RPW3 = 0.8 + 0.2 + 1.2 + 1.5 = 3.7 mins
RPW4 = 0.3 + 0.2 + 0.5 + 1.5 = 2.5 mins
RPW5 = 1.2 + 1.5 = 2.7 mins
RPW6 = 0.2 + 1.5 = 1.7 mins
RPW7 = 0.5 + 1.5 = 2 mins
RPW8 = 1.5 mins
Step 2
Work Element RPW T ( mins ) Preceded by

2 5 0.5 -
1 4.7 1.0 -
3 3.7 0.8 1,2
5 2.5 1.2 3
4 2.7 0.3 2
6 1.7 0.2 3, 4
7 2 0.5 4
8 1.5 1.5 5,6,7
Step 3:
Station Work Element Tc (min) Station Time

1 2 0.5 1.5
1 1.0
2 3 0.8 1.3
4 0.3
6 0.2 1.2
3 5 1.2
4 7 0.5 0.5
5 8 1.5 1.5
Eb = 6 = 0.80
5 (1.5)
Cycle Time = Tc + Tv = 1.5 + 0.8 = 1.58 mins

Rc = 60 = 38 cycles / hr
1.58
Rp = 38 x 0.96 = 36.48pieces/hr

Mysuru Page 120
OUTCOMES:
1. Use different production concepts in analyzing work part transport.
2. Explain the importance of precedence constraints and diagrams.
3. Use different methods to analyze work part transport.
QUESSIONAIRE:
1. Explain the fallowing terms in line balancing.
a. Minimum rational work element.
b. Total work content.
c. Cycle time.
d. Balance delay
2. Write a note on computerized line balancing.
3. Write a note on balance delay and precedence diagram.
4. Explain assembly line balance and line balance.
FURTHER READING
1. http://nptel.ac.in/courses/110106045/25

Mysuru Page 121
UNIT-5
AUTOMATED ASSSEMBLY SYSTEMS
CONTENTS:
5.1. Introduction
5.2. Designs for automated assembly
5.3. Types of automated assembly systems
5.4. Parts feeding devices
5.5. Quantitative analysis of the delivery system operation
5.6. Analysis of multistation assembly machines
5.7. Measures of performance
5.8. Analysis of a single-station assembly machine
5.9. Automated guided vehicle systems
5.10. Vehicle guidance and routing
5.11. Traffic control and safety
5.12. Applications
OBJECTIVES:
1. To understand the meaning of automated assembly lines with its
classification.
2. To understand different types of parts feeding devices.
3. To understand AGVs with working principle and applications.
5.1. Introduction
Assembly involves the joining together of two or more separate parts to form
new entity which may be assembly or subassembly.
Automated assembly refers to the use of mechanized and automated devices

to perform the various functions in an assembly line or cell.
Automated assembly system performs a sequence of automated operations to
combine multiple components in to a single entity which can be a final
product or sub assembly.
Automated assembly technology should be considered when the following

condition exists.
1. High product demand

2. Stable product design

The assembly consists of no more than a limited number of

components. The product is designed for automated assembly.
Automated assembly system involves less investment compared to transfer

lines because
1. Work part produced are smaller in size compared to transfer lines.
2. Assembly operations do not have the large mechanical forces and power
requirement
3. Size is very less compared to transfer lines.
5.2. DESIGNS FOR AUTOMATED ASSEMBLY
Recommendations and principles that can be applied in product design to

facilitate automated assembly
Reduce the amount of assembly required: This principle can be realized during
design by combining functions within the same part that were previously
accomplished by separate components in the product. The use of plastic molded
parts to substitute for sheet metal parts is an example of this principle. A more
complex geometry molded into a plastic part might replace several metal parts.
Although the plastic part may seem to be more costly, the savings-in assembly time
probably justify the substitution in many cases.
Use modular design: In automated assembly, increasing the number of separate

assembly steps that are done by a single automated system will result in an increase
in the downtime of the system. To reduce this effect, Riley suggests that the design
of the product be modular, with perhaps each module requiring a maximum of 12 or
13 parts to be assembled on a single assembly system. Also, the subassembly
should be designed around a base part to which other components are added.
Reduce the number of fasteners required: Instead of using separate screws and
nuts, and similar fasteners, design the fastening mechanism into the component
design using snap fits and similar features. Also, design the product modules so that
several components are fastened simultaneously rather than each component
fastened separately.

Reduce the need for multiple components to lie handled at once: The preferred
practice in automated assembly machine design is to separate the operations at
different stations rather than to handle and fasten multiple components
simultaneously at the same workstation. (It should be noted that robotics technology
is causing a rethinking of this practice since robots can be programmed to perform
more complex assembly tasks than a single station in a mechanized assembly
system.
Limit the required directions of access: This principle simply means that the
number of directions in which new components are added to the existing
subassembly should be minimized. If all of the components can be added vertically
from above, this is the ideal situation. Obviously, the design of the subassembly
module determines this.
Require high quality in components: High performance of the automated assembly

system requires consistently good quality of the components that are added at each
workstation. Poor-quality components cause jams in the feeding and assembly
mechanisms which cause downtime in the automated system.
Implement hopperability: This is a term that is used to identify the ease with which
a given component can be fed and oriented reliably for delivery from the parts
hopper to the assembly workhead.
5.3. TYPES OF AUTOMATED ASSEMBLY SYSTEMS
Based on the type of work transfer system that is used in the assembly system:
• Continuous transfer system

• Synchronous transfer system
• Asynchronous transfer system
• Stationary base part system
The first three types involve the same methods of workpart transport described in
automated flow line. In the stationary base part system, the base part to which the
other components are added is placed in a fixed location, where it remains during
the assembly work.
Based on physical configuration:

• Dial-type assembly machine

• In-line assembly machine
• Carousel assembly system
• Single-station assembly machine
The dial-type machine, the base partare indexed around a circular table or dial. The
workstations are stationary and usually located around the outside periphery of the
dial. The parts ride on the rotating table and arc registered or positioned, in turn, at
each station a new component is added to base part. This type of equipment is often
referred to as an indexing machine or dial index machine and the configuration is
shown in Figure 1 and example of six station rotary shown in figure 2.
Figure 1 Rotary configuration
Figure 2 Example of 6 station rotary configuration for assembly

In-line type configuration
The in-line configuration assembly system consists of a sequence of workstations in

a more-or-less straight-line arrangement as shown in figure 3. An example of an in-
line transfer machine used for metal-cutting operations is illustrated in Figure 4.
The in-line assembly machine consists of a series of automatic workstations located
along an in-line transfer system. It is the automated version of the manual assembly
line. Continuous, synchronous, or asynchronous transfer systems can be used with
the in-line configuration.
Figure 3 In-line configuration for assembly system
Figure 4 Example of 20 stations In-line configuration
Segmented In-line type

The segmented in-line configuration consists of two or more straight-line
arrangement which are usually perpendicular to each other with L-Shaped or U-
shaped or Rectangular shaped as shown in figure 5-7. The flow of work can take a

few 90° turns, either for workpieces reorientation, factory layout limitations, or
other reasons, and still qualify as a straight-line configuration.
Figure 5 L-shaped configuration
Figure 6 U-shaped configuration

Figure 7 Rectangular-shaped configuration

Carousel assembly system

It represents a hybrid between the circular flow of work provided by the dial
assembly machine and straight work flow of the in-line. It is as shown in the figure
8
Figure 8 configuration of a carrousel assembly system
Single- station assembly machine

In the single-station assembly machine, the assembly operations are performed at a
single location (stationary base part system) as shown in figure 9. The typical
operation involves the placement of the base part at the workstation where various
components are added to the base. The components are delivered to the station by
feeding mechanisms, and one or more workheads perform the various assembly and
fastening operations.
Figure 9 single-station assembly machine
5.4. PARTS FEEDING DEVICES

In each of the configurations described above, a means of delivering the
components to the assembly workhead must be designed. In this section we discuss
these devices and their operation.

Elements of the parts delivery system

The hardware system that delivers components to the workhead in an automated
assembly system typically consists of the following elements as shown in figure 10:
Figure 10 elements of part delivery system
Hopper: This is the container into which the components are loaded at the
workstation. A separate hopper is used for each component type. The
components are usually loaded into the hopper in bulk. This means that the parts
are randomly oriented initially in the hopper.
Parts feeder: This is a mechanism that removes the components from the
hopper one at a time for delivery to the assembly workhead. The hopper and
parts feeder are often combined into one operating mechanism. The vibratory
bowl feeder, pictured in Figure 11, is a very common example of the hopper-
feeder combination.
Figure 11 vibratory bowl feeder

Selector and/or orienteer: These elements of the delivery system establish the
proper orientation of the components for the assembly workhead. A selector is a
device that acts as a filter, permitting only parts that are in the correct orientation to
pass through. Components that are not properly oriented are rejected back into the
hopper. An orientor is a device that allows properly oriented pans to pass through
but provides a reorientation of components that are not properly oriented initially.
Several selector and orientor schemes are illustrated in Figure 12. Selector and
orientor devices are often combined and incorporated into one hopper-feeder
system.
Figure 12 selector (a) and orientor (b)
Feed track: The preceding elements of the delivery system are usually located some
distance from the assembly workhead. A feed track is used to transfer the
components from the hopper and parts feeder to the location of the assembly
workhead, maintaining proper orientation of the parts during the transfer. There are
two general categories of feed tracks: gravity and powered. The gravity feed track is
most common. In this type the hopper and parts feeder are located at an elevation
that is above the elevation of the workhead. The force of gravity is used to deliver
the components to the workhead. The powered feed track uses vibratory action, air
pressure, or other means to force the parts to travel along the feed track toward the
assembly workhead.
Escapement and placement device: The purpose of the escapement device is to

remove components from the feed track at time intervals that are consistent with the
cycle time of the assembly workhead. The placement device physically places the
component in the correct location at the workstation for the assembly operation by

the workhead. Several types of escapement and placement devices are shown in
Figure 13.
Figure 13 various escapement and placement devices
5.5. Quantitative analysis of the delivery system operation

The parts feeding mechanism is capable of removing parts from the hopper at a
certain rate f . These parts are assumed to be in random orientation initially, and
must be presented to the selector or orientor to establish the correct orientation. In
the case of the selector, a certain proportion of the parts will be correctly oriented
initially and these will be allowed to pass through. The remaining proportion, which
is incorrectly oriented, will be rejected back into the hopper. In the case of the
orientor, the parts that are incorrectly oriented will be reoriented, resulting ideally in
a 100% rate of parts passing through the orientor device. In many delivery system
designs, the functions of the selector and the orientor will be combined. Let us
define θ to be the proportion of components that pass through the setector-orientor
process and are correctly oriented for delivery into the feed track. Hence the
effective rate of delivery of components from the hopper into the feed track will be f
θ . The remaining proportion, (1- f θ ), will be recirculated back into the hopper.
Assuming that the delivery rate of components f θ is greater than the cycle rate Rc of
the assembly machine, a means of limiting the size of the queue in the feed track
must be established. This is generally accomplished by placing a sensor (e.g., limit
switch, optical sensor, etc.) near the top of the feed track, which is used to turn off

the feeding mechanism when the feed track is full. This sensor is referred to as the
high-level sensor, and its location defines the active length Lf2 of the feed track. If
the length of a component in the feed track is Lc, the number of parts that can be
held in the feed track is nf2 = Lf2/Lc. The length of the components must be
measured from a point on a given component to the corresponding point on the next
component in the queue to allow for possible overlap of parts. The value of nf2 is
the capacity of the feed track.
Another sensor is placed along the feed track at some distance from the first sensor
and is used to restart the feeding mechanism-again. Defining the location of this
low-level sensor as Lfl, the number of components in the feed track at this point is
nf1 =
Lf1/Lc.
The rate at which the quantity of parts in the buffer will be reduced when the high-
level sensor is actuated = Rc, where Re is the theoretical cycle rate of the assembly
machine. On average, the rate at which the quantity of parts will increase upon
actuation of the low-level sensor is f θ - RC However, the rate of increase will not be
uniform due lo the random nature of the feeder-selector operation.
Accordingly, the value of nf1l musl be made large enough to virtually eliminate the
probability of a stockout after the low-level sensor has turned on the feeder.
Figure 14 elements of the parts delivery system at an assembly workstation

L
f2
R → Cycle rate of Assembly System n = → Number of component in feed track
C f2 L
C
L → Length of component L
C n = → Number of components at low
f
1
f 1 L level sensors
Lf → Length of feed track (High level C
2
sensors
Lf → Length of low level sensors
1
f→ The rate at which parts are removed from hopper
θ → Proportionate of components that

passes through selector-orientor
fθ → Effective rate of delivery of

components
f θ − R →C
5.6. ANALYSIS OF MULTISTATION ASSEMBLY MACHINES
In this section we examine the operation and performance of automated assembly

machines that have several workstations and use a synchronous transfer system.
The types include the dial indexing machine, many in-line assembly systems, and
certain carousel systems. The measures of performance are production rate,
uptime efficiency, and cost. The analysis of an automated assembly machine with
multiple stations shares much in common with the upper-bound approach used for
metal machining transfer lines. Some modifications in the analysis must be made
to account for the fact that components are being added at the various
workstations in the assembly system. The general operation of the assembly
system is pictured in Figure 15. In developing the equations that govern the
operation of the system, we shall follow the general approach suggested by
Boothroyd and Redford.

Figure 15 Multistation assembly line
We assume that the typical operation occurring at a workstation of an assembly

machine is one in which a component is added or joined in some fashion to an
existing assembly. The existing assembly consists of a base part plus the
components assembled to it at previous stations. The base part is launched onto the
line either at or before the first workstation. The components that are added must be
clean, uniform in size and shape, of high quality, and consistently oriented. When
the feed mechanism and assembly workhead attempt to join a component that does
not meet these specifications, the station can jam. When this occurs, it can result in
the shutdown of the entire machine until the fault is corrected. Thus, in addition to
the other mechanical and electrical failures that interrupt the operation of a flow
line, the problem of defective components is one that specifically plagues the
operation of an automatic assembly machine. This is the problem we propose to
deal with.
The assembly machine as a game of chance
Defective parts are a fact of manufacturing life. Defects occur with a certain
fraction defective rate, q. In the operation of an assembly workstation, q can be
considered as the probability that the next component is defective. When an attempt
is made to feed and assemble a defective component, the defect might or might not
cause the station to jam. Let m equal the probability that a defect will result in the
malfunction and stoppage of the workstation. Since the values of q and m may be
different for different stations, we subscript these terms as qi and mi, where i — 1,
2, ...n the number of stations on the assembly machine.

Considering what happens at a particular workstation, station i, there are three

possible events that might occur when the feed mechanism attempts to feed the
component and the assembly device attempts to join it to the existing assembly:
1. The component is defective and causes a station jam,
2. The component is defective but does not cause a station jam.
3. The component is not defective.
The probability of the first event is the product of the fraction defective rate for the
station, qi, multiplied by the probability that a defect will cause the station to stop,
mi,. the probability that a part will jam at station i. For an assembly machine,
Pmq
i i i
The second possible event, when the component is defective but does not cause a
station jam, has a probability given by
i  i  i
P = 1− m q
With this outcome, a bad part is joined to the existing assembly, perhaps rendering
the entire assembly defective.
The third possibility is obviously the most desirable. The probability that the com-
ponent is not defective is equal to the proportion of good parts
P = 1 − q 
The probabilities of the three possible events must sum to unity.
mi qi + 1 − mi  qi + 1 − qi  = 1
To determine the complete distribution of possible outcomes that can occur on an n-
station assembly machine, we can multiply the terms of above Equation together
for all stations:
n
1 − q  = 1

+
i
mi qi + 1 − mi 
qi
i 1
m qi
i
are equal and all are equal, then equation
In the special case of Eq., where all
becomes

mq + 1−m q + 1−q n =1
   
5.7. Measures of performance
Fortunately, we are not required to calculate every term to make use of the concept
of assembly machine operation provided by above Equations. One of the
characteristics of performance that we might want to know is the proportion of
assemblies that contain one or more defective components. Two of the three terms
in above Equation represent events that result in the addition of good components at
a given station. The first term is mi qi . which indicates a line stop but also means
that a defective component has not been added to the assembly. The other term is (1
− qi ) , which means that a good component has been added at the station.
The sum of these two terms represents the probability that a defective component
will not be added at station i. Multiplying these probabilities for all stations, we get
the proportion of acceptable product coming off the line, Pap
n
P
ap
=  m
i 1
i
q + 1−q
i ( i )
In the special case where all aremi equal and all Qi are equal, then equation
becomes
n
P = mq + 1−q
ap i i  i 
If this is the proportion of assemblies with no defective components, the proportion
of assemblies that contain at least one defect is given by
n
P =1− mq + 1−q
qp i i  i 
i 1
In the special case where all mi are equal and all Qi are equal, then equation
becomes
P =1− mq +
qp i i 
1 − qn i 

In addition to the proportions of good and bad assemblies as measures of perfor-

mance for an assembly machine, we are also interested in the machine's production
rate, proportions of uptime and downtime, and average cost per unit produced.
To calculate production rate we must first determine the frequency of downtime

occurrences per cycle, f. If each station jam results in a machine downtime
occurrence, f can be found by taking the expected number of station jams per cycle.
n n
∑ ∑
F  P 
i i i
mq
i 1 i 1
In the special case where allmi are equal and all Qi are equal, then equation
becomes
F nm q
Average production time per assembly is therefore given by
n
T =T + m q T
P C ∑ i i D
i 1
Tc = ideal cycle time

Td = average downtime per occurrence
becomes
TP  TC  nm q TD
The rate of production of acceptable product is given by equation
R 1
P T
P
n 
i i  i  P
mq + 1 −q
R = i 1 = ap
ap T T
P p

becomes
 mq + 1 − q n
Rap =
TP

The line efficiency is calculated as the ratio of ideal cycle time to average
production time.
TC TC
E= =
TP TC + nm q TD
The proportion of downtime, D, is the average downtime per cycle divided by

the average production time is given by
D = nm q TD = nm q TD
TP TC + nm q TD
The cost per assembly produced, is given by
C = C m + C L × T P + Ct = C m + C L × T P + C t
pc   n P
mq + 1 − q ap
1. A 10 station in-line assembly machine has a 6-s ideal cycle time. The base
part is automatically loaded prior to the first station. The fraction defect rate
at each of 10 stations is equal to 0.01 and the probability that a defect will
jam is 0.5. when jam occurs, the average down time is 2 minutes. Determine
the average production rate, the yield of good assemblies, and the uptime
efficiency of the assembly machine.
The average production cycle time = TP = TC + nm q TD
TP = 0.1 + 10 × 0.5 × 0.01 × 2.0 = 0.2 min
R = 1 = 1 = 5 × 60 = 300 assemblies / Hr
P
TP 0.2
The yield of good products

n
P = mq + 1−q
ap i i  i 
10
P = 0.5 × 0.01 + 1 − 0.01 = 0.9511
ap  
Uptime efficiency
TC 0.1
E   0.50  50%
TP 0.2
5.8. ANALYSIS OF A SINGLE-STATION ASSEMBLY MACHINE
The single-station assembly machine can be pictured as shown in Figure 16. We

assume a single workhead, with several components feeding into the station to
be assembled. Let us use n to represent the number of distinct assembly
elements that are performed on the machine. Each element has an element time,
Tei, where i = 1,2,..., n. The ideal cycle time for the single-station assembly
machine is the sum of the individual element times of the assembly operations
to be performed on the machine, plus the handling time to load the base part
into position and unload the completed assembly. We can express this ideal
cycle time as
Figure 16 Single station assembly machine
where Th is the handling time,
T T 
n
C h  ∑  T
ei

i  1
Many of the assembly elements involve the addition of a component to the

existing subassembly. As in our analysis of the multiple-station assembly
system, each component type has a certain fraction defect rate, qi and there is a
certain probability that a defective component will jam the workstation, mi
When a jam occurs, the assembly machine stops, and it takes an average Td to
clear the jam and restart the system. The inclusion of downtime resulting from
jams in the machine cycle time gives.
Average production time per assembly is therefore given by
n
T T
P C∑miqiTD
i 1
Tc = ideal cycle time

Td = average downtime per occurrence
becomes
TP  TC  nm q TD
The rate of production of acceptable product is given by equation
R  1
P T
n
P
 i i   P
m q + 1− q
i
R = i 1 = ap
ap
TP Tp
becomes
 − 
n
mq + 1 q
R = 
ap
TP
The line efficiency is calculated as the ratio of ideal cycle time to average
production time.
T T
C C
E= =
T T + nm q T

The proportion of downtime, D, is the average downtime per cycle divided by

the average production time is given by
D = nm q TD = nm q TD
TP TC + nm q TD
The cost per assembly produced, is given by
C = C m + C L × T P + Ct = C m + C L × T P + C t
pc   n P
mq + 1 − q ap
5.9. AUTOMATED GUIDED VEHICLE SYSTEMS
An automated or automatic guided vehicle system (AGVS) is a materials

handling system that uses independently operated, self-propelled vehicles that
are guided along defined pathways in the floor. The vehicles are powered by
means of on-board batteries that allow operation for several hours (8 to 16 hours
is typical) between recharging. The definition of the pathways is generally
accomplished using wires embedded in the floor or reflective paint on the floor
surface. Guidance is achieved by sensors on the vehicles that can follow the
guide wires or paint.
Automated guided vehicles (AGVs) increase efficiency and reduce costs by

helping to automate a manufacturing facility or warehouse.
AGVS can carry loads or tow objects behind them in trailers to which they can
autonomously attach. The trailers can be used to move raw materials or finished
product. The AGV can also store objects on a bed. The objects can be placed on
a set of motorized rollers (conveyor) and then pushed off by reversing them.
Some AGVs use forklifts to lift objects for storage. AGVs are employed in
nearly every industry, including, pulp, paper, metals, newspaper, and general
manufacturing. Transporting materials such as food, linen or medicine in
hospitals is also done.

There are a number of different types of AGVS all of which operate according
to the preceding description. The types can be classified as follows:
Driverless trains: This type consists of a towing vehicle (which is the AGV)
that pulls one or more trailers to form a train. It was the first type of AGVS
to be introduced and is still popular. It is useful in applications where heavy
payloads must be moved large distances in warehouses or factories with
intermediate pickup and drop-off points along the route. Figure 17 illustrates
the driverless-train AGVS.
Figure 17 Driverless trains
AGVS pallet trucks: Automated guided pallet trucks are used to move palletized
loads along predetermined routes. In the typical application the vehicle is
backed into the loaded pallet by a human worker who steers the truck and uses
its forks to elevate the load slightly. Then the worker drives the pallet truck to
the guidepatn, programs its destination, and the vehicle proceeds automatically
to the destination for unloading. The capacity of an AGVS pallet truck ranges
up to 6000 Ib, and some trucks are capable of handling two pallets rather than
one. A more recent introduction related to the pallet truck is the forklift AGV.
This vehicle can achieve significant vertical movement of its forks to reach
loads on shelves. Figure18 illustrates this vehicle type.

Figure 19 AGV pallet trucks
AGVS unit load carriers. This type of AGVS is used to move unit loads from
one station to another station. They are often equipped for automatic loading
and unloading by means of powered rollers, moving belts, mechanized lift
platforms, or other devices. The unit load carrier is pictured in Figure 20.
Variations of the unit load carrier include light-load AGVs and assembly line
AGVs. The light-load AGV is a relatively small vehicle with a corresponding
iight load capacity (typically 500 Ib or less). It does not require the same large
aisle width as the conventional AGV. Light-load guided vehicles are designed
to move small toads (single parts, small baskets or tote pans of parts, etc.)
through plants of limited size engaged in light manufacturing. The assembly
line AGVS is designed to carry a partially completed subassembly through a
sequence of assembly workstations to build the product.

Figure 21 AGV unit load carrier
5.10. Vehicle guidance and routing
There are several functions that must be performed to operate any automated
guided vehicle system successfully. These functions are:
1, Vehicle guidance and routing
2, Traffic control and safety
3, System management
We describe these functions in this and the following two subsections.
The term guidance system refers to the method by which the AGVS pathways
are defined and the vehicle control systems that follow the pathways. As
indicated above, there are two principal methods currently in use lo define the

pathways along the floor: embedded guide wires and paint strips. Of the two
types, the guide wire system is the more common in warehouse and factory
applications.
In the guide wire method the wires are usually embedded in a small channel cut
into the surface of the floor. The channel is typically about 1/8 in. wide and 1/2
in. deep. After the guide wires are installed, the channel slot is filled so as to
eliminate the discontinuity in the floor surface as shown in figure 22. An
alternative but less permanent way to install the guide wires is to tape them to
the floor. A frequency generator provides the guidance signal carried in the
wire. The signal is of relatively low voltage (less than 40 V), low current (less
than 400 mA), and has a frequency in the range 1 to 15 kHz. This signal level
creates a magnetic field along the pathway that is followed by sensors on-board
each vehicle. The operation of a typical system is illustrated in Figure 22 Two
sensors (coils) are mounted on the vehicle on either side of the guide wire.
When the vehicle is moving along a course such that the guide wire is directly
between the two coils, the intensity of the magnetic field measured by each coil
will be equal. If the vehicle strays to one side or the other, or if the guide wire
path curves, the magnetic field intensity at the two sensors will be different.
This difference is used to control the steering motor, which makes the required
changes in vehicle direction to equalize the two sensor signals, thereby tracking
the defined pathway.

Figure 22 wire guided AGV
When paint strips are used to define the vehicle pathways, the vehicle possesses
an optical sensor system that is capable of tracking the paint. The strips can be
taped, sprayed, or painted on the floor. One system uses a l-in.-wide paint strip
containing fluorescent particles that reflect an ultraviolet (UV) light source on
the vehicle. An on-board sensor detects the reflected light in the strip and
controls the steering mechanism to follow it. The paint guidance system is
useful in environments where electrical noise would render the guide wire
system unreliable or when the installation of guide wires in the floor surface
would not be appropriate. One problem with the paint strip guidance method is
that the paint strip must be maintained (kept clean and unscratched).
A safety feature used in the operation of most guidance systems is automatic

stopping of the vehicle in the event that it accidentally strays more than a few
inches (typically 2 to 6 in.) from the guide path. This automatic-stopping feature
prevents the vehicle from running wild in the building. Alternatively, in the
event that the vehicle is off the guide path (e.g., for manual loading of a pallet
truck), it is capable of locking onto the guide wire or paint strip if moved within
the same few inches of it. The distance is referred to as the vehicle's acquisition
distance.
The use of microprocessor controls on-board the vehicles has led to the
development of a feature called dead reckoning. This term refers to the
capability of the vehicle to travel along a route that does not follow the defined
pathway in the floor. The micro-processor computes the number of wheel
rotations and the operation of the steering motor required to move along the
desired path. Dead reckoning might be employed by the vehicle to cross a steel
plate in the factory floor (where guide wires cannot be

installed), or to depart from the guide path for positioning at a load/unload

station. At the completion of the dead-reckoning maneuver, the vehicle is
programmed to return to within (he acquisition distance of the guide path to
resume normal guidance control.
Routing in an AGVS is concerned with the problem of selecting among

alternative pathways available to a vehicle in its travel to a defined destination
point in the system. A typical guided vehicle layout, one that exploits the
capabilities of modern AGVS technology, contains features such as multiple
loops, branches, side tracks, and spurs, in addition to the required pickup and
drop-off stations. Vehicles in the system must decide which path to take to
reach a defined destination point.
When a vehicle approaches a branching point in which the guide path splits into
two (or more) directions, a decision must be made as to which path the vehicle
should take. This is sometimes referred to as a decision point for the vehicle.
There are two methods used in commercial AGV systems to permit the vehicle
to decide which path to take:
1. Frequency select method
2. Path switch select method
In the frequency select method, the guide wires leading into the two separate
paths at the branch have different frequencies. As the vehicle enters the decision
point, it reads an identification code on the floor to identify its location.
Depending on its programmed destination, the vehicle selects one of the guide
paths by deciding which frequency to track. This method requires a separate
frequency generator for each frequency that is used in the guide path layout.
This usually means that two or three generators are needed in the system.
Additional channels must often be cut into the floor with the frequency select
method to provide for bypass channels where only the main channel needs to be
powered for vehicle tracking.
The path switch select method uses a single frequency throughout the guide path
layout. In order to control the path of a vehicle at a decision point, the power is

switched off in ail branches except the one on which the vehicle is to travel. To
accomplish routing by the path switch select method, the guide path layout most
be divided into blocks that can be independently turned on and off by means of
controls mounted on the floor near their respective blocks. These control units
are operated by the vehicles as they move in the various blocks. As a vehicle
enters a decision point, it activates a floor-mounted switching device connected
to the control unit for the relevant block. The control unit activates the desired
guide path and turns off the alternative branch or branches.
5.11. Traffic control and safety
The purpose of traffic control for an AGVS is to prevent collisions between

vehicles traveling along the same guide path in the layout. This purpose is
usually accomplished by means of a control system called the blocking system.
The term "blocking" suggests that a vehicle traveling along a given guide path
is in some way prevented from hitting any vehicle ahead of it. There are several
means used in commercial AGV systems to accomplish blocking. They are:
1. On-board vehicle sensing
2. Zone blocking
On-board vehicle sensing and zone blocking are often used in combination to
implement a comprehensive blocking system.
On-board vehicle sensing (sometimes called forward sensing) involves the use
of some form of sensor system to detect the presence of vehicles and carts ahead
on the same guide wire. The sensors used on commercial guided vehicles
include optical sensors and ultrasonic systems. When the on-board sensor
detects an obstacle (e.g, another guided vehicle) in front of it, the vehicle stops.
When the obstacle is removed, the vehicle proceeds. Assuming that the sensor
system is 100% effective, collisions between vehicles are avoided and traffic is
controlled. Unfortunately, the effectiveness of forward sensing is limited by the
capability of the sensor system to detect vehicles in front of it on the guide path.
Since the sensors themselves are most effective in detecting obstacles directly
ahead of the vehicle, these systems are most appropriate on layouts that contain
long stretches of straight pathways. They are less effective at turns and
convergence points where forward vehicles may not be directly in front of the
sensor.

The concept of zone control is simple. The AGVS layout is divided into separate
zones, and the operating rule is that no vehicle is permitted to enter a zone if
that zone is already occupied by another vehicle. The length of a zone is
sufficient to hold one vehicle (or a train in driverless train systems) plus an
allowance for safety and other considerations. These other considerations
include the number of vehicles in the system, the size and complexity of the
layout, and the objective of minimizing the number of separate zone controls.
When one vehicle occupies a given zone, any trailing vehicle is not allowed into
that zone. The leading vehicle must proceed into the next zone before the
trailing vehicle can occupy the given zone.
By controlling the forward movement of vehicles in the separate zones,

collisions are prevented and traffic in the overall system is controlled. The
concept is illustrated in Figure 23 in its simplest form. More complicated zone
control schemes separate any two vehicles by a blocked zone.
Figure 23 zone control
One means of implementing zone control is to use separate control units for
each zone. These controls are mounted along the guide path and are actuated by
the vehicle in the zone. When a vehicle enters a given zone, it activates the
block in the previous (upstream) zone to block any trailing vehicle from moving
forward and colliding with the present vehicle. As the present vehicle moves
into the next (downstream) zone, it activates the block in that zone and
deactivates the block in the previous zone. In effect, zones are turned on and off
to control vehicle movement by the blocking system.
In addition to avoiding collisions between vehicles, a related objective is the

safety of human beings who might be located along the route of the vehicles

traveling in the system. There are several devices that are usually included on an
automatic guided vehicle to achieve this safety objective. One of the safety
devices is an obstacle-detection sensor located at the front of each vehicle. This
is often the same on-board sensor as that used in the blocking system to detect
the presence of other vehicles located in front of the sensor. The sensor can
detect not only other vehicles, but also people and obstacles in the path of the
vehicle. These obstacle-detection systems are usually based on optical, infrared,
or ultrasonic sensors. The vehicles are programmed either to stop when an
obstacle is sensed ahead of it, or to slow down. The reason for slowing down is
that the sensed object may be located off to the side of the vehicle path, or
directly ahead of the vehicle beyond a turn in the guide path. In either of these
cases, the vehicle should be permitted to proceed at a slower (safer) speed until
it has passed the object or rounded the turn.
Another safety device included on virtually all commercial AG vehicles is an

emergency bumper. This bumper surrounds the front of the vehicle and
protrudes ahead of it by a distance which can be a foot or more. When the
bumper makes contact with an object, the vehifcle is programmed to brake
immediately. Depending on the speed of the vehicle, its load, and other
conditions, the braking distance will vary.
from several inches to several feet. Most vehicles are programmed to require
manual restarting after an obstacle encounter has occurred with the emergency
bumper.
Other safety devices on the vehicles include warning lights (blinking or rotating
lights) and/or warning bells. These devices alert people that the vehicle is
present.
Finally, another safety feature that prevents runaway vehicles is the inherent op-
erating characteristic of the guidance system: If the vehicle strays by more than
a few inches from the defined path, the vehicle is programmed to stop.
System management
Managing the operations of an AGVS deals principally with the problem of

dispatching vehicles to the points in the system where they are needed (e.g., to
perform pickups and deliveries) in a timely and efficient manner. The system

management function depends on reliable operation of the other system

functions discussed above (guidance, routing, traffic control). There are a
number of methods used in commercial A.GV systems for dispatching vehicles.
These methods are generally used in combination to maximize responsiveness
and effectiveness of the overall system. The dispatching methods include:
* On-board control panel
* Remote call stations
* Central computer control
Each guided vehicle is equipped with some form of control panel for the
purpose of manual vehicle control, vehicle programming, and other functions.
Most commercial vehicles have the capacity to be dispatched by means of this
control panel to a given station in the AGVS layout. Dispatching with an on-
board control panel represents the lowest level of sophistication among the
possible methods. Its advantage is that it provides the AGVS with flexibility
and responsiveness to changing demands on the handling system. Its
disadvantage is that it requires manual attention.
The use of remote call stations is another method that allows the AGVS to
respond to changing demand patterns in the system. The simplest form of call
station is a press button mounted near the load/unload station. This provides a
signal to any passing vehicle to stop at the station in order to accomplish a load
transfer operation. The vehicle might then be dispatched to the desired location
by means of the on-board control panel.
More sophisticated call stations consist of control panels mounted near the
various stations along the layout. This method permits a vehicle to be stopped at
a given station, and its next destination to be programmed from the remote call
panel. This represents a more automated approach to the dispatching function
and is useful in AGV systems that are capable of automatic loading and
unloading operations.
Both of the call station methods described here involve a human interface with
the AGVS at the load/unload station. It is also possible to automate the call
function at an automatic load/unload station. One example is an automated

production workstation that receives raw materials and sends completed parts
by means of the AGVS. The workstation is interfaced with the AGVS to call for
vehicles as needed to perform the loading and unloading procedures.
In large factory and warehouse systems involving a high level of automation,

the AGVS servicing the factory or warehouse must also be highly automated to
achieve efficient operation of the entire production-storage-handling system.
Central computer control is used to accomplish automatic dispatching of
vehicles according to a preplanned schedule of pickups and deliveries in the
layout and/or in response to calls from the various load/unload stations in the
system. In this dispatching method, the central computer issues commands to
the vehicles in the system concerning their destinations and operations to
perform. To accomplish the dispatching function, the central computer must
possess real-time information about the location of each vehicle in the system so
that it can make appropriate decisions concerning which vehicles to dispatch to
what locations. Hence, the vehicles must continually communicate their
whereabouts to the central controller.
There are differences in the way these central computer dispatching systems
operate. One of the differences involves the distribution of the decision-making
responsibilities between the central controller and the individual vehicles. At
one extreme, the central computer makes nearly all the decisions about routing
of vehicles and other functions. The central computer plans out the routes for
each vehicle and controls the operation of the guide path zones and other
functions, At the opposite extreme, each individual vehicle possesses a
substantial decision-making capability to make its own routing selections and to
control its own operations. The central computer is still needed to control the
overall scheduling and determine which vehicles should go to the various
demand points in the system. However, the vehicles themselves decide which
routes to take and control their own load transfer operations. Vehicles in this
second category are often referred to as "smart" vehicles.
To accomplish the system management function, it is helpful to monitor the

overall operations of the AGVS by means of some form of graphics display.
Even with central computer control it is still desirable for human managers to be
able to see the overall system operations, in order to monitor its general status
and to spot problems (e.g., traffic jams, breakdowns, etc.). A CRT color
graphics display is often used for these purposes in modem guided vehicle
systems.

Another useful tool in carrying out the systems management function is a

system performance report for each shift (or other appropriate time period) of
AGVS operation. These periodic reports of system performance provide
summary information about proportion uptime, downtime, number of
transactions (deliveries) made during a shift, and more detailed data about
each station and each vehicle in the system. Hard-copy reports containing this
type of information permit the system managers to compare operations from
shift to shift and month to month to maintain a high level of overall system
performance.
5.12. Applications
Automated Guided Vehicles can be used in a wide variety of applications to

transport many different types of material including pallets, rolls, racks, carts,
and containers.
AGVs excel in applications with the following characteristics:
 Repetitive movement of materials over a distance
 Regular delivery of stable loads
 Medium throughput/volume
 When on-time delivery is critical and late deliveries are causing

inefficiency
 Operations with at least two shifts
 Processes where tracking material is important

 Driverless train operations
 Storage/distribution
 Assembly line operations
 FMS

 Mail delivery in offices
 Hospitals
 Raw Material Handling
 Work-in-Process Movement
 Pallet Handling
 Finished Product Handling
 Trailer Loading
 Roll Handling
OUTCOMES:
1. Classify different types of automated assembly systems with its features.
2. Analyze single station and multi station assembly machines.
3. Understand the importance of AGVs in transportation of work parts.
QUESSIONAIRE:
1. With a neat sketch , explain inline and dial type of assembly systems.
2. What is automatic guided vehicle? Explain its working principle. Also
list its applications.
3. Discuss the principles used in product design to facilitate automatic
assembly systems.
4. Sketch and explain any three escapement and placement devices.
FURTHER READING:
1. http://nptel.ac.in/courses/108105063/pdf/L01(SM)(IA&C)%20((EE)NP
TEL).pdf
2. http://nptel.ac.in/courses/112103174/pdf/mod1.pdf

UNIT 6:
COMPUTERIZED MANUFACTURING PLANNING SYSTEM:
CONTENTS:
6.1. Traditional Process Planning

6.2. Automated Process Planning
6.3. Retrieval-type Process Planning systems
6.4. Generative Process Planning Systems
6.5. Material Requirements Planning
6.6. MRP Inputs
6.7. MRP Output and Benefits
6.8. Capacity planning
OBJECTIVES:
1. To understand the meaning of process planning and its importance.

2. To distinguish and understand types of process planning systems.
3. To understand the concepts like material requirement planning and capacity
planning.
6.1. Traditional Process Planning:
There are variations in the level of detail found in route sheets among different
companies & industries. In the one extreme, process planning is accomplished by releasing
the part print to the production shop with the instructions “make to drawing.” Most firms
provide a more detailed list of steps describing each operation and identifying each work
center. In any case, it is traditionally the task of the manufacturing engineers or industrial
engineers in an organization to write these process plans for new part designs to be
produced by the shop. The process planning procedure is very much dependent on the
experience and judgement of the planner. It is the manufacturing engineer’s responsibility to
determine an optimal routing for each new part design. However, the individual engineers
each have their own opinions about what constitutes the best routing. Accordingly, there are
differences among the operation sequences developed by various planners. We can illustrate
rather dramatically these differences by means of an example.
In one case, a total of 42 different routings were developed for various sizes of a
relatively simple part called an “expander sleeve.” There were a total of 64 different sizes &
styles, each with its own part number. The 42 routings included 20 different machine tools
in the shop. The reason for this absence of process standardization was that many different
individuals had worked on the parts: 8 or 9 manufacturing engineers, 2 planners and 25 NC
part programmers. Upon analysis, it was determined that only two different routings through
4 machines were needed to process the 64 part numbers. It is clear that there were

potentially great differences in the perceptions among process planners as to what

constitutes the “optimal” method of production.
In addition to this problem of variability among planners, there are often difficulties
in the conventional process planning procedure. New machine tools in the factory render old
routings less than optimal. Machine breakdowns force shop personnel to use temporary
routings, & these become the documented routings even after the machine is repaired. For
these reasons and others, a significant proportion of the total number of process plans used
in manufacturing are not optimal.
6.2. Automated Process Planning:
Because of the problems encountered with manual process planning, attempts have
been made in recent years to capture the logic, judgement, and experience required for this
important function and incorporate them into computer programs. Based on the
characteristics of a given part, the program automatically generates the manufacturing
operation sequence. A computer-aided process planning (CAPP) system offers the potential
for reducing the routine clerical work of manufacturing engineers. At the same time, it
provides the opportunity to generate production routings which are rational, consistent, and
perhaps even optimal. Two alternative approaches to computer-aided process planning have
been developed. These are:
1. Retrieval-type CAPP systems (also called variant systems)
2. Generative CAPP systems
The two types are described as below:
6.3. Retrieval-type Process Planning systems:
Retrieval-type CAPP systems use parts classification & coding & group technology
as a foundation. In this approach, the parts produced in the plant are grouped into part
families, distinguished according to their manufacturing characteristics. For each part
family, a standard process plan is established. The standard process plan is stored in
computer files & then retrieved for new workparts which belong to that family. Some form
of parts classification & coding system is required to organize the computer
files & to permit efficient retrieval of the appropriate process plan for a new workpart. For
some new parts, editing of the existing process plan may be required. This is done when the
manufacturing requirements of the new part are slightly different from the standard. The
machine routing may be the same for the new part, but the specific operations required at
each machine may be different. The complete process plan must document the operations as
well as the sequence of machines through which the part must be routed. Because of the

alterations that are made in the retrieved process plan, these CAPP systems are sometimes
also called by the name “variant system”.
The figure illustrated further will help to explain the procedure used in a retrieval
process planning system. The user would initiate the procedure by entering the part code
number at a computer terminal. The CAPP program then searches the part family matrix file
to determine if a match exists. If the file contains an identical code number, the standard
machine routing & operation sequence are retrieved from the respective computer files for
display to the user. The standard process plan is examined by the user to permit any
necessary editing of the plan to make it compatible with the new part design. After editing,
the process plan formatter prepares the paper document in the proper form.
If an exact match cannot be found between the code numbers in the computer file &
the code number for the new part, the user may search the machine routing file & the
operation sequence file for similar parts that could be used to develop the plan for the new
part. Once the process plan for a new part code number has been entered, it becomes the
standard process for future parts of the same classification.
In the figure illustrated in the previous slide, the machine routing file is
distinguished from the operation sequence file to emphasize that the machine routing may
apply to a range of different part families & code numbers. It would be easier to find a
match in the machine routing file than in the operation sequence file. Some CAPP retrieval
systems would use only one such file which would be a combination of operation sequence
file & machine routing file.
The process plan formatter may use other application programs. These could include
programs to compute machining conditions, work standards, & standard costs. Standard cost
programs can be used to determine total product costs for pricing purposes.
A number of retrieval-type computer-aided process planning systems have been

developed. These include MIPLAN, one of the MICLASS modules, the CAPP system
developed by Computer-Aided Manufacturing --- International,
COMCAPP V by MDSI, & systems by individual companies. We will use MIPLAN as an

example to illustrate these industrial systems.
MIPLAN is a computer-aided process planning package available from the

Organization for Industrial Research, Inc., of Waltham, Massachusetts. It is basically a
retrieval-type CAPP system with some additional features. The MIPLAN system consists of
several modules which are used in an interactive, conversational mode.
To operate the system, the user can select any of the four different options to create
the process plan for a new part:

1. The first option is a retrieval approach in which the user inputs a part code number & a standard
process plan is retrieved from the computer file for possible editing. To generate the part
code number, the planner may elect to use the MICLASS interactive parts classification &
coding system.
2. In the second option, a process play is retrieved from the computer files by entering an existing
part number (rather than a part code number). Again, the existing process plan can be edited
by the user if required.
3. A process plan can be created from scratch, using standard text material stored in computer files.
This option is basically a specialized word-processing system in which the planner selects
from a menu of text related to machines & processes. The process plan is assembled from
text passages subject to editing for the particular requirements of the new part.
4. The user can call up an incomplete process plan from the computer file. This may occur when the
user is unable to complete the process plan for a new part at one sitting. For example, the
planner may interrupted in the middle of the procedure
to solve some emergency problem. When the procedure is resumed, the incomplete plan can
be retrieved & finished.
After the process plan has been completed using one of the four MIPLAN options, the user can
have a paper document printed out by the computer. A typical MIPLAN output is shown in the figure in
the next slide. It is also possible for the user to store the completed process plan (or the partially
completed plan as with the option 3) in the computer files, or to purge an existing plan from the files.
This might be done, for example, when an old machine tool is replaced by a more productive machine,
& this necessitates changes in some of the standard process plans.
Computer graphics can be utilized to enhance the MIPLAN output. This possibility is illustrated
in the next slide, which shows a tooling setup for the machining operation described. With this kind of
pictorial process planning, drawings of workpart details, tool paths, & other information can be
presented visually to facilitate communication to the manufacturing shops.
6.4. Generative Process Planning Systems:
Generative Process Planning involves the use of computer to create an individual process plan
from scratch, automatically & without human assistance. The computer would employ a set of
algorithms to progress through the various technical & logical decisions toward a final plan for
manufacturing. Inputs to the system would include a comprehensive description of the workpart. This
may involve the use of some form of part code number to summarise the workpart data, but it does not

involve the retrieval of existing standard plans. Instead, the generative CAPP system synthesizes the
design of the optimum process sequence, based on an analysis of part geometry, material & other factors
which would influence manufacturing decisions.
In the ideal generative process planning package, any part design could be presented to the
system for creation of the optimal plan. In practice, current generative-type systems are far from
universal in their applicability. They tend fall short of a truly generative capability, and they are
developed for a somewhat limited range of manufacturing processes.
We will illustrate the generative process planning by means of a system called GENPLAN
developed at Lockheed-Georgia Company.
GENPLAN is close to a generative process planning system, but it requires a human planner to
assist with some of the manufacturing decisions. Also there are several versions GENPLAN (one for
parts fabrication, and another for assembly), which means that it is not a system of universal
applicability.
To operate the system, the planner enters a part classification code using a coding scheme
developed at Lockheed. GENPLAN then analyses the characteristics of the part based on the code
number (e.g., part geometry, work piece material, & other manufacturing-related features) to synthesize
an optimum process plan. It does not store standard manufacturing plans. Rather, it stores machine tool
capabilities & it employs the logic & technological science of manufacturing. The output is a document
specifying the sequence of operations, machine tools, & calculated process times. An example of a
computer-generated route sheet produced by GENPLAN is shown in the figure in the next slide. Process
plans that previously required several hours to accomplish manually are now done typically by
GENPLAN in 15 minutes.
Benefits of CAPP:
Whether it is retrieval system or a generative system, computer-aided process planning offers a

number of potential advantages over manually oriented process planning.
1. Process rationalization. Computer-automated preparation of operation routings is more

likely to be consistent, logical, & optimal than its manual counterpart. The process plans
will be consistent because the same computer software is being used by all planners. We
avoid the tendency for drastically different process plans from different planners. The
process plans tend to be more logical & optimal because the company has presumably
incorporated the experience & judgement of its best manufacturing people into the
process planning computer software.

2. Increased productivity of process planners. With computer-aided process planning, there

is reduced clerical effort, fewer errors are made, & the planners have immediate access to
the process planning data base. These benefits translate into higher productivity of the
process planners. One system was reported to increase productivity by 600% in the
process planning function.
3. Reduced turnaround time. Working with the CAPP system, the process planner is able to
prepare a route sheet for a new part in less time compared to manual preparation. This
leads to an overall reduction in manufacturing lead time.
4. Improved legibility. The computer prepared document is neater & easier to read than
manually written route sheets. CAPP systems employ standard text, which facilitates
interpretation of the process plan in the factory.
5. Incorporation of other application programs. The process planning system can be

designed to operate in conjunction with other software packages to automate many of the
time-consuming manufacturing support functions.
Aggregate Production Planning & The Master Production Schedule:
Aggregate planning is a high-level corporate planning activity. The aggregate

production plan indicates production output levels for the major product lines of the
company. The aggregate plan must be coordinated with the plans of the sales & marketing
departments. Because the aggregate production plan includes products that are currently in
production, it must also consider the present & future inventory levels of those products &
their component parts. Because new products currently being developed will also be
included in the aggregate plan, the marketing plans & promotions for current products &
new products must be reconciled against the total capacity resources available to the
company.
The production quantities of the major product lines listed in the aggregate plan must
be converted into a very specific schedule of individual products, known as the master
production schedule (MPS). It is a list of products to be manufactured, when they should be
completed & delivered, & it what quantities. A hypothetical MPS for a narrow product set is
presented in the table, showing how it is derived from the corresponding aggregate plan in
the 2nd table. The master schedule must be based on an accurate estimate of demand & a
realistic assessment of the company’s production capacity.

Week
Product Line 1 2 3 4 5 6 7 8 9 10
M model line 200 200 200 150 150 120 120 100 100 100
N model line 80 60 50 40 30 20 10
P model line 70 130 25 100
(a) Aggregate Production Plan

Week
Product Line 1 2 3 4 5 6 7 8 9 10
models
Model M3 120 120 120 100 100 80 80 70 70 70
Model M4 80 80 80 50 50 40 40 30 30 30
Model N8 80 60 50 40 30 20 10
Model P1 50 100
Model P2 70 80 25
(b) Master Production Schedule
Products included in the MPS divide into 3 categories: (1) firm customer
orders, (2) forecasted demand, & (3) spare parts. Proportions in each category
vary for different companies, & in some cases one or more categories are
omitted. Companies producing assembled products will generally have to handle
all three types. In the case of customer orders for specific products, the company
is usually obligated to deliver the item by a particular date that has been
promised by the sales department. In the second category, production output
quantities are based on statistical forecasting techniques applied to previous
demand patterns, estimates by the sales staff, & other sources. For many
companies forecasted demand constitutes the largest portion of the master
schedule. The third category consists of repair parts that either will be stocked in
the company’s service department or sent directly to the customer. Some

companies exclude this third category from the master schedule since it does not
represent end products.
The MPS is generally considered to be a medium-range plan since it must

take into account the lead times to order raw materials & components, produce
parts in the factory, & then assemble the end products. Depending on the
product, the lead times can range from several weeks to many months; in some
cases, more than a year. The MPS is usually considered to be fixed in the near
term. This means that changes are not allowed within about a six week horizon
because of the difficulty in adjusting production schedules within such a short
period. However, schedule adjustments are allowed beyond six weeks to cope
with changing demand patterns or the introduction of new products. Accordingly,
we should note that the aggregate production plan is not the only input to the
master schedule. Other inputs that may cause the master schedule to depart from
the aggregate plan include new customer orders & changes in sales forecast over
the near term.
6.5. Material Requirements Planning:
Material Requirements Planning (MRP) is a computational technique that converts

the master schedule for end products into a detailed schedule for the raw materials &
components used in the end products. The detailed schedule identifies the quantities of each
raw material & component item. It also indicates when each item must be ordered &
delivered to meet the master schedule for final products. MRP is often thought of as a
method of inventory control. It is both an effective tool for minimizing unnecessary
inventory investment & a useful method in production scheduling & purchasing of
materials.
The distinction between independent demand & dependent demand is important in

MRP. Independent demand means that demand for a product is unrelated to demand for
other items. Final products & spare parts are examples of items whose demand is
independent. Independent demand patterns must usually be forecasted. Dependent demand
means that demand for the item is directly related to the demand for some other item,
usually a final product. The dependency usually derives from the fact that the item is a
component of the other product. Component parts, raw materials, & subassemblies are
examples of items subject to dependent demand.
Whereas demand for the firm’s end products must often be forecasted, the raw
materials & component parts used in the end products should not be forecasted. Once the
delivery schedule for the end products is established, the requirements for components &
raw materials can be directly calculated. For example, even though demand for automobiles

in a given month can only be forecasted, once the quantity is established & production is
scheduled, we know that five tires will be needed to deliver the car (don’t forget the spare).
MRP is the appropriate technique for determining quantities of dependent demand items.
These items constitute the inventory of manufacturing: raw materials, work-in-process
(WIP), component parts & subassemblies. That is why MRP is such a powerful technique in
planning & control of manufacturing inventories. For independent demand items, inventory
control is often accomplished using order point systems.
The concept of MRP is relatively straightforward. Its implementation is complicated

by the sheer magnitude of the data to be processed. The master schedule provides the
overall production plan for the final products in terms of month-by-month deliveries. Each
product may contain hundreds of individual components. These components are produced
from raw materials, some of which are common among the components. For example,
several components may be made out of the same gauge sheet steel. The components are
assembled into simple subassemblies, & these subassemblies are put together into more
complex subassemblies, & so on, until the final products are assembled. Each step in the
manufacturing & assembly sequence takes time. All of these factors must be incorporated
into the MRP calculations. Although each calculation is uncomplicated, the magnitude of
the date is so large that the application of MRP is practically impossible except by computer
processing.
6.6. Inputs to the MRP system :
To function, the MRP program needs data contained in several files. These files
server as inputs to the MRP processor. They are (1) the master production schedule, (2) the
bill of materials file and other engineering and manufacturing data, and (3) the inventory
record file. Figure 1 illustrates the flow of data into the MRP processor and its conversation
into useful output report. In a properly implemented MRP system, capacity planning also
provides input to ensure that the MRP schedule does not exceed the production capacity of
the firm. This concept is elaborated further.
The MPS lists what end products and how many of each are to be produced and
when they are to be ready for shipment. Manufacturing firms generally work on monthly
delivery schedules, but the master schedule in our figure uses weeks as the time periods.
Whatever the duration, these time periods are called time buckets in MRP. Instead of
treating time as a continuous variable ( which of course , it is ), MRP makes its
computations of materials and parts requirements in terms of the buckets.

The bill of material ( BOM ) file provides information the product structure by
listing the components parts and subassemblies that make up each product, It is use to
computer the raw material and components requirement for end products listed in the master
schedule. The structure of an assembled product can be illustrated as in Figure 2. This is
much simpler than most commercial products, but its simplicity will server for illustration
purposes. Product PI is composed of two subassemblies, SI and S@, each of which is made
up of components C1,C2 and C3, and C3, and C4,C5 and C6, respectively. Finally, at the
the bottom level are the raw materials that go into each component. The items at each
successively higher level are called the parents of the items feeding into it form below. For
example. SI is the parent of C1 ,C2 and C3. The product structure must also specify the
number of each subassembly , component, and raw material that go into respective parent.
These numbers are shown in parentheses in our figure.

Period 1 2 3 4 5 6 7
Item : Raw Material M4
Gross Requirement
Scheduled receipt 40
On hand 50 50 50 90
Net requirement
Planned order releases
The inventory record file is referred to as the item master file in a computerize inventory
system. The types of data contained in the inventory record are divided into three segments.
1. Item master data : This provides the item’s identification ( part number ) and other
data about the part such as order quantity and lead times.
2. Inventory status : This gives a time-phased record of inventory status. In MRP, its is
import to know not only the current level of inventory but also any future changes
that will occur against the inventory. Therefore , the inventory status segment lists
the gross requirements for the item, schedules receipts, on-hand status, and planned
order releases, as shown in figure 25.5.
3. Subsidiary data. The third file segment provided subsidiary data such purchase
orders, scrap or rejects and engineering changes.
How MRP Works
The MRP processor operates on data contained in the MPS, the BOM file, and the
inventory record file. The master schedule specifies the period-by period list of final
products required. The BOM define what material and components are needed for each

Figure 25.5 Initial inventory status of material M4 in Example 25.2

Product and inventory record files gives the current and future inventory status of each
product, component, and material. The MRP processor computers how many of each
component and raw material are needed each period by “ exploding “ the end product
requirements into successively lower levels in the product structure.
Example 25.1 MRP Gross Quantity Computations
In the master schedule of Figure 25.2, 50 units of product PI are to be completed in

week 8. Explode this product requirement into the corresponding number of
subassemblies and components required.
Solution : Referring to the product structure in Figure 25.4, 50 units of P1 explode into 50
units of S1 and 100 units of S2. Similarly, the requirements for these subassemblies
explode into 50 units of C1, 200 of C2, 50 of C3, 200 of C5 and 100 of C6.
Quantities of raw materials are determined in a similar manner.
Several complicating factors must be considered during the MRP computations. First the
quantities of component and subassemblies listed in the solution of Example 25.1 do not
account for any of those items that may already be stocked in inventory or are expected to be
received as future order. Accordingly, the computed quantities must be adjusted for any
inventories on hand or on order, a procedure called netting. For each time bucket, net
requirements = gross requirements less on hand inventories and less quantities on order.
Second, quantities of common use items must be combined during parts explosion to
determine the total quantities required for each component and raw material in the schedule.
Common use items are raw materials and components that are used on more than one
product. MRP collects these common use items from different products to achieve
economics in ordering the raw materials and producing the components.
Third, lead times for each item must be taken into account, The lead time for a job is
the time that must be allowed to complete the job from start to finish. There are two kinds of
lead times in MRP: ordering lead timed and manufacturing lead times. Ordering lead time for
an item is the time required from initiation of the purchase requisition to receipt of the item
from the vendor. If the item is raw material that is stocked by the vendor, the ordering lead
time should be relatively short, perhaps a few days or a few weeks. If the items is fabricated,
the lead time may be substantial, perhaps several months. Manufacturing lead time is the
time required to produce the item in the company’s own plant, form order release to
completion, once the raw material for the item are available. The scheduled delivery of end
product must be translated into time-phased requirements for components and materials by
factoring in the ordering and manufacturing lead time.

EXAMPLE 25.2 MRP Time Phased Quantity Requirements :
To illustrate these various complicating factors, let use consider the MRP procedure for
component C4, which is used in product P1. This part also happens to be used on product P2
of the master schedule in Figure 25.2. The product structure for P2 is shown in figure 5.6.
Component C4 is made out of material M4, one unit of M4 for each unit of C4, and the
inventory status of M4 is given in figure 25.5. the lead time and inventory status for each of
the other items needed in the MRP calculations are shown in the table below. Complete the
MRP calculations to determine the time phased requirements for items S2,S3,C4 and M4,
based on the requirements for P1 and P2 given in the MPS of Figure 25.2. we assume that
the inventory on hand or on order for P1 , P2,S2,S3 and C4 is zero for all future periods
except for the calculated valves in this problem solution.
Item Lead Time Inventory

P1 Assembly lead time = 1 wk No inventory of hand or on order
P2 Assembly lead time = 1 wk No inventory of hand or on order
S2 Assembly lead time = 1 wk No inventory of hand or on order
S3 Assembly lead time = 1 wk No inventory of hand or on order
C4 Manufacturing lead time = 2 wk No inventory of hand or on order
M4 Ordering lead time = 3 wk See Figure 25.6
Solution : The result of the MRP calculations are given in figure 25.7. the delivery
requirements for P1 and P2 must be offset by their 1 wk assembly lead time to obtain the
planned order released. These quantities are then exploded into requirements for
subassemblies S2 ( for P1) and S3 ( for P1 ) and S3 ( for P2 ). These requirements are offer
by their 1 wk assembly lead time and combined in week 6 to obtain gross requirements for
component C4. Net requirements equal gross requirements for P1, P2,S2 and C4 because of
no inventory on hand and no planned orders. We see the effect of current inventory and
planned orders in the time-phased inventory status of M4. The on-hand stock of 50 units
plus scheduled receipts of 40 are used to meet gross requirements of 70 units of M4 in week
3, with 20 units remaining that can be applied to the gross requirements of 280 units in week
4. Net requirements in week 4 are therefore 260 units. With an ordering lead time of 3 wk,
the order release for 260 units must be planned for week 1.


Period 1 2 3 4 5 6 7 8 9 10
Item: Product P1 50 100
Gross Requirements
Scheduled receipts
On Hand 0
Net requirement 50 100
Planne
d order 50 100
release
s
Item: Product P2 70 80 25
Gross Requirements
Scheduled receipts
On Hand 0 0
Net requirement 70 80 25
Planne
d order 70 80 25
release
s
Item: Subassembly 100 200
S2
Gross Requirements
Scheduled receipts
On Hand 0
Net requirement 100 200
Planne
d order 100 200
release
s
Item: Subassembly 70 80 25
S3
Gross Requirements
Scheduled receipts
On Hand 0 0
Net requirement 70 80 25
Planne
d order 70 80 25
release
s
Item: Component 70 280 25 400

C4
Gross Requirements
Scheduled receipts
On Hand 0
Net requirement 70 280 25 400
Planne
d order 70 280 25 400
release
s
Item:
Raw Material 70 280 25 400
M4
Gross Requirements
Scheduled receipts 40
On Hand 50 50 50 90 20
Net requirement -20 260 25 400
Planne
d order 260 25 400
release
s
Figure 25.7 MRP solution to Example 25.2. Time –phased requirements for P1 and P2 are
taken from Figure 25.2. Requirements for S2,S3,C4 and M4 are calculated..

6.7. MRP Output and Benefits :
The MRP program generates a variety of outputs that can be used in planning and
managing plant operations. The ouput include (1) planned order releases, which provide the
authority to place orders that have been planned by the MRP system: (2) report of planned
order releases in future periods ; (3) rescheduling notices, indicating changes in due dates
for open orders; (4) cancellation notices, indicating that certain open orders have been
canceled because in the MPS;(5) reports on inventory status; (6) performance reports of
various types , indicating costs, item usage, actual versus planned lead times, and so on;
(7) exception report , showing deviations from the schedule from the schedule, orders that
are overdue, scrap, and so on; and (8) inventory forecasts, indicating projected inventory
levels in future periods.
Of the MRP output listed above, the planned order releases are the most important
because they drive the production system. Planned order of two kinds, purchase orders and
work orders. Purchase orders provide the authority to purchase raw materials or parts from
outside vendors, with quantities and delivery dates specified. Work orders generate the
authority to produce parts or assembly subassemblies or products in the company’s own
factory. Again , quantities to be completed and completion dates are specified.
Benefits reported by users of MRP systems include the following: (1) reduction in
inventory, (2) quicker response to changes in demand than is possible with a manual
requirements planning systems, (3) reduced setup and product changeover costs, (4) better
machine utilization, (5) improved capacity to respond to changes in the master schedule,
and (6) aid in developing the master schedule.
Notwithstanding these claimed benefits, the success rate in implementing MRP

systems throughout industry has been less than perfect. Some MRP systems have not been
successful because (1) the application was not appropriate, usually because the product
structure did not fit the data requirements of MRP; (2) the MRP computations were based
on inaccurate data; and (3) the MPS was not coupled with a capacity planning system, so
the MRP program generated an unrealistic schedule of work orders that overloaded the
factory.
6.8. CAPACITY PLANNING :
The original MRP system that were developed in the 1970s created schedules that
were not necessarily consists with the production capabilities and limitations of the plants
that were to produce the products. In many instances, the MRP system developed the
detailed schedule based on a master production schedule that was unrealistic. A successful

production schedule must consider production capacity. In cases where current capacity is
inadequate, the firm must make plans for changes in capacity to meet the changing
production requirements specified in the schedule. In chapter 3, we defined production
capacity and formulated equations to determine the capacity of a plant. Capacity planning
consists of determining what labor and equipment resources are required to meet the current
MPS as well as long term future production needs of the firm ( see Advanced
Manufacturing Planning, Section 24.4 ). Capacity planni9ng also identifies the limitations of
the available production resources to prevent the MRP program from planning an un
realistic master schedule.

Capacity planning is typically accomplished in two stages, as indicated in Figure

25.8: first, when the MPS is established; and second , when the MRP computations are
done. In the MPS stage, a rough-cut capacity planning ( RCCP ) calculations is made to
assess the feasibility of the master schedule . Such a calculation indicates whether there is a
significant violation of production capacity in the MPS. On the other hand, if the calculation
shows no capacity violation, neither does is guarantee that the production schedule can be
met. This depends on the allocation of word orders to specific work cells in the plant..
Accordingly, a second capacity calculation is made at the time the MRP schedule is
prepared.. Called capacity requirements planning ( CRP ) , this detailed calculation
determined whether there is sufficient production capacity in the individual departments and
in the work cells to complete the specific parts and assemblies that have been scheduled by
MRP. If the schedule is not compatible with capacity, then either the plant capacity or the
master schedule must be adjusted.
Capacity adjustments can be divided into short-term adjustment and long-term

adjustments. Capacity adjustments for the short term include the following.
• Employment levels : Employment in the plant can be increase or decrease in

response to changes in capacity requirements.
• Number of temporary workers. Increase in employment level can also be achieved

by using workers from temporary agency. When the busy period is passed, these
workers move to positions at other companies where their services are needed
• Number of work shifts. The numbers of shifts worked per production period can be
increased or decreased.
• Number of labor hours. The numbers of labor hours per shift can be increased or
decreased, through the use of overtime or reduce hours.
• Inventory stockpiling. This tactic might be used to maintain steady employment

level during slow demand periods.
• Order backlogs. : Deliveries of the product to the customer could be delayed during
busy period when production resources are insufficient to keep up with demand.
• Workload through subcontracting. This involves the letting of the jobs to other shops
during busy periods , or the taking in of extra work during slack periods.


Capacity planning adjustments for the long term include changes in production capacity
that generally require long times. These adjustments include the following actions:
• Investing in new equipment. This involves investing in more machines or

more
productive machines to meet increased future production requirements, ore
investing in new types of machines to match changes in product design.
• Constructing new plants. Building a new factory represents a major investment for
the company. However, it also represents a significant increase in production
capacity for the firm.
• Purchasing existing plants from other companies.
• Acquiring existing companies . This may be done to increase productive capacity.

However , there are usually more important reasons for taking over an existing
company, such as to achieve economies of scale that result from increase market
share and reducing staff.
• Closing Plants. This involves the closing of plants that will not be needed in the
future.
OUTCOMES:

1. Explain the meaning and importance of process plans
2. Classify types of process planning systems to generate process plans.
3. Explain the concepts like MRP and capacity planning.
QUESSIONAIRE:
1. With a neat sketch, explain retrieval type CAPP system.

2. With a neat block diagram, explain generative type of CAPP system.
3. Discuss the need for CAPP systems.
4. Write a note on
a. MRP
b. Capacity planning

c. Route sheet
d. Bill of Material
e. Group[ technology
FURTHER READING:
1. http://nptel.ac.in/courses/112102103/Module%20G/Module%20G(5)/p3.htm
2. http://nptel.ac.in/courses/112102103/Module%20G/Module%20G(5)/p4.htm
3. http://nptel.ac.in/courses/Webcourse-contents/IIT-ROORKEE/INDUSTRIAL-
ENGINERRING/part3/mrp/lecture1.htm

Unit -7
CNC MACHINING CENTERS
CONTENTS:
7.1. Introduction to computer numerical control

7.2. Definition and features of cnc
7.3. Classification Of CNC Machine Tools
7.4. Cnc machining centers
7.5. Cnc part programming
7.6. Part programming with apt
OBJECTIVES:
1. To understand history and evolution of numerical control systems.

2. To understand and classify different machining centers.
3. To prepare a part program for a given turning or milling model.
7.1. INTRODUCTION TO COMPUTER NUMERICAL CONTROL
The variety being demanded in view of the varying tastes of the consumer calls
for a very small batch sizes. Small batch sizes will not be able to take advantage of the
mass production techniques such as special purpose machines or transfer lines. Hence,
the need for flexible automation is felt , where you not only get the benefits of rigid
automation but are also able to vary the products manufactured thus bringing in the
flexibility. Numerical control fits the bill perfectly and we would see that manufacturing
would increasingly be dependent on numerical control in future.
Numerical control
Numerical control of machine tools may be defined as a method of automation in

which various functions of machine tools are controlled by letters, numbers and
symbols. Basically a NC machine runs on a program fed to it. The program consists of
precise instructions about the methodology of manufacture as well as movements. For
example, what tool is to be used, at what speed, at what feed and to move from which
point to which point in what path. Since the program is the controlling point for product
manufacture, the machine becomes versatile and can be used for any part. All the
functions of a NC machine tool are therefore controlled electronically, hydraulically or
pneumatically. In NC machine tools, one or more of the following functions may be
automatic.

a. Starting and stopping of machine tool spindle.
b. Controlling the spindle speed.
c. Positioning the tool tip at desired locations and guiding it along desired
paths by automatic control of motion of slides.
d. Controlling the rate of movement of tool tip ( feed rate)
e. Changing of tools in the spindle.
Functions of a machine tool
The purpose of a machine tool is to cut away surplus material, usually metal
from the material supplied to leave a work piece of the required shape and size,
produced to an acceptable degree of accuracy and surface finish. The machine tool
should possess certain capabilities in order to fulfill these requirements. It must be
a. Able to hold the work piece and cutting tool securely.

b. Endowed the sufficient power to enable the tool to cut the work piece material at
economical rates.
c. Capable of displacing the tool and work piece relative to one another to produce the
required work piece shape. The displacements must be controlled with a degree of
precision which will ensure the desired accuracy of surface finish and size.
Concept of numerical control
Formerly, the machine tool operator guided a cutting tool around a work piece
by manipulating hand wheels and dials to get a finished or somewhat finished part. In
his procedure many judgments of speeds, feeds, mathematics and sometimes even tool
configuration were his responsibility. The number of judgments the machinist had to
make usually depended on the type of stock he worked in and the kind of organization
that prevailed. If his judgment was an error, it resulted in rejects or at best parts to be
reworked or repaired in some fashion.
Decisions concerning the efficient and correct use of the machine tool then
depended on the craftsmanship, knowledge and skill of the machinist himself. It is rare
that two expert operators produced identical parts using identical procedure and

identical judgment of speeds, feeds and tooling. In fact even one craftsman may not
proceed in same manner the second time around.. Process planners and programmers
have now the responsibilities for these matters.
It must be understood that NC does not alter the capabilities of the machine tool.
The With NC the correct and most efficient use of a machine no longer rests with the
operator.Actual machine tool with a capable operator can do nothing more than
it was capable of doing before a MCU was joined to it. New metal removing principles
are not involved. Cutting speeds, feeds and tooling principles must still be adhered to.
The advantage is idle time is reduced and the actual utilization rate is mush higher
(compresses into one or two years that a conventional machine receives in ten years).
Historical Development
1947 was the year in which Numerical control was born. It began because of an urgent
need. John C Parsons of the parson’s corporation, Michigan, a manufacturer of helicopter
rotor blades could not make his templates fast enough. so he invented a way of coupling
computer equipment with a jig borer.
The US air force realized in 1949 that parts for its planes and missiles were becoming
more complex. Also the designs were constantly being improved; changes in drawings
were frequently made. Thus in their search for methods of speeding up production, an
air force study contract was awarded to the Parson’s Corporation. The servomechanisms
lab of MIT was the subcontractor.
In 1951, the MIT took over the complete job and in 1952; a prototype of NC machine
was successfully demonstrated. The term “Numerical Control” was coined at MIT. In
1955 seven companies had tape controlled machines. In 1960, there were 100 NC
machines at the machine tool shown in Chicago and a majority of them were relatively
simple point to point application.
During these years the electronics industry was busy. First miniature electronic tubes
were developed, then solid state circuitry and then modular or integrated circuits. Thus
the reliability of the controls has been greatly increased and they have become most
compact and less expensive.
Today there are several hundred sizes and varieties of machines, many options and
many varieties of control system available.

Definition:
The simplest definition is as the name implies, “a process a controlled by numbers
“. Numerical Control is a system in which the direct insertions of programmed numerical
value, stored on some form of input medium are automatically read and decoded to cause a
corresponding function on the machine tool which it is controlling.
Advantages of NC machine tools:
1. Reduced lead time:
Lead time includes the time needed for planning, design and manufacture
of jigs, etc. This time may amount to several months. Since the need for special
jigs and fixtures is often entirely eliminated, the whole time needed for their
design and manufacture is saved.
2. Elimination of operator errors:
The machine is controlled by instructions registered on the tape provided

the tape is correct and machine and tool operate correctly, no errors will occur in
the job. Fatigue, boredom, or inattention by operator will not affect the quality or
duration of the machining. Responsibility is transferred from the operator to the
tape, machine settings are achieved without the operator reading the dial.
3. Operator activity:
The operator is relieved of tasks performed by the machine and is free to

attend to matters for which his skills and ability are essential. Presetting of tools,
setting of components and preparation and planning of future jobs fall into this
category. It is possible for two work stations to be prepared on a single machine
table, even with small batches. Two setting positions are used, and the operator can
be setting one station while machining takes place at the other.
4. Lower labor cost
More time is actually spent on cutting the metal. Machine manipulation time
ex.:. Gear changing and often setting time are less with NC machines and help
reduce the labor cost per job considerably.

5. Smaller batches
By the use of preset tooling and presetting techniques downtime between

batches is kept at a minimum. Large storage facilities for work in progress are not
required. Machining centers eliminate some of the setups needed for a succession of
operation on one job; time spent in waiting until each of a succession of machine is
free is also cut. The components circulate round the machine shop in a shorter
period, inter department costs are saved and ‘program chasing’ is reduced.
6. Longer tool life
Tools can be used at optimum speeds and feeds because these functions are
controlled by the program.
7. Elimination of special jigs and fixtures
Because standard locating fixtures are often sufficient of work on machines.

the cost of special jigs and fixture is frequently eliminated. The capital cost of
storage facilities is greatly reduced. The storage of a tape in a simple matter, it may
be kept for many years and manufacturing of spare parts, repeat orders or
replacements is made much more convenient.
8. Flexibility in changes of component design
The modification of component design can be readily accommodated by

reprogramming and altering the tape. Savings are affected in time and cost.
9. Reduced inspection.
The time spent on inspection and in waiting for inspection to begin is greatly
reduced. Normally it is necessary to inspect the first component only once the tape is
proved; the repetitive accuracy of the machine maintains a consistent product.
10. Reduced scrap
Operator error is eliminated and a proven tape results in accurate

component.

11. Accurate costing and scheduling
The time taken in machining is predictable, consistent and results in a

greater accuracy in estimating and more consistency in costing.
Evolution of CNC:
With the availability of microprocessors in mid 70’s the controller technology

has made a tremendous progress. The new control systems are termed as computer
numerical control (CNC) which are characterized by the availability of a dedicated
computer and enhanced memory in the controller. These may also be termed “soft wired
numerical control”.
There are many advantages which are derived from the use of CNC as compared to NC.
• Part program storage memory.

• Part program editing.
• Part program downloading and uploading.
• Part program simulation using tool path.
• Tool offset data and tool life management.
• Additional part programming facilities.
• Macros and subroutines.
• Background tape preparation, etc.
The controls with the machine tools these days are all CNC and the old NC control do
not exist any more.


7.2. DEFINITION AND FEATURES OF CNC
Computer Numerical Control (CNC)
CNC refers to a computer that is joined to the NC machine to make the machine
versatile. Information can be stored in a memory bank. The programme is read from a
storage medium such as the punched tape and retrieved to the memory of the CNC
computer. Some CNC machines have a magnetic medium (tape or disk) for storing
programs. This gives more flexibility for editing or saving CNC programs. Figure 1
illustrates the general configuration of CNC.
Magnetic
tape or disk Miscellaneous
or paper tape control -e.g. limit
reader switches, coolant,
spindle, etc.
CNC
controller
with keypad
and display Machine tool
Axis drive and

Paper control
tape punch (x,y,z,a,b,w)
spindle speed
Figure 1 The general configuration of CNC.
Advantages of CNC
1. Increased productivity.
2. High accuracy and repeatability.
3. Reduced production costs.
4. Reduced indirect operating costs.
5. Facilitation of complex machining operations.

6. Greater flexibility.
7. Improved production planning and control.
8. Lower operator skill requirement.
9. Facilitation of flexible automation.
Limitations of CNC:
1. High initial investment.
2. High maintenance requirement.
3. Not cost-effective for low production cost.
Features of CNC
• Storage of more than one part program : With improvements in computer

storage technology, newer CNC controllers have sufficient capacity to store
multiple programs. Controller manufacturers generally offer one or more
memory expansions as options to the MCU
• Various forms of program input : Whereas conventional (hard-wired) MCUs

are limited to punched tape as the input medium for entering part programs,
CNC controllers generally possess multiple data entry capabilities, such as
punched tape, magnetic tape, floppy diskettes, RS-232 communications with
external computers, and manual data input (operator entry of program).
• Program editing at the machine tool : CNC permits a part program to be

edited while it resides in the MCU computer memory. Hence, a part program can
be tested and corrected entirely at the machine site, rather than being returned to
the programming office for corrections. In addition to part program corrections,
editing also permits cutting conditions in the machining cycle to be optimized.
After the program has been corrected and optimized, the revised version can be
stored on punched tape or other media for future use.
• Fixed cycles and programming subroutines : The increased memory capacity

and the ability to program the control computer provide the opportunity to store
frequently used machining cycles as macros, that can be called by the part
program. Instead of writing the full instructions for the particular cycle into
every program, a programmer includes a call statement in the part program to
indicate that the macro cycle should be executed. These cycles often require that
certain parameters be defined, for

example, a bolt hole circle, in which the diameter of the bolt circle, the spacing of
the bolt holes, and other parameters must be specified.
• Interpolation : Some of the interpolation schemes are normally executed only on a

CNC system because of computational requirements. Linear and circular
interpolation are sometimes hard-wired into the control unit, but helical, parabolic,
and cubic interpolations are usually executed by a stored program algorithm.
• Positioning features for setup : Setting up the machine tool for a given workpart
involves installing and aligning a fixture on the machine tool table. This must be
accomplished so that the machine axes are established with respect to the workpart.
The alignment task can be facilitated using certain features made possible by
software options in the CNC system. Position set is one of the features. With
position set, the operator is not required to locate the fixture on the machine table
with extreme accuracy. Instead, the machine tool axes are referenced to the location
of the fixture using a target point or set of target points on the work or fixture.
• Cutter length and size compensation : In older style controls, cutter dimensions
hade to be set precisely to agree with the tool path defined in the part program.
Alternative methods for ensuring accurate tool path definition have been
incorporated into the CNC controls. One method involves manually entering the
actual tool dimensions into the MCU. These actual dimensions may differ from
those originally programmed. Compensations are then automatically made in the
computed tool path. Another method involves use of a tool length sensor built into
the machine. In this technique, the cutter is mounted in the spindle and the sensor
measures its length. This measured value is then used to correct the programmed
tool path.
• Acceleration and deceleration calculations : This feature is applicable when the

cutter moves at high feed rates. It is designed to avoid tool marks on the work
surface that would be generated due to machine tool dynamics when the cutter path
changes abruptly. Instead, the feed rate is smoothly decelerated in anticipation of a
tool path change and then accelerated back up to the programmed feed rate after the
direction change.
• Communications interface : With the trend toward interfacing and networking in

plants today, most modern CNC controllers are equipped with a standard RS-232 or
other communications interface to link the machine to other computers and
computer-driven devices. This is useful for various applications, such as
(1)downloading part programs from a central data file; (2)collecting operational data

such as workpiece counts, cycle times, and machine utilization; and (3)interfacing
with peripheral equipment, such as robots that unload and load parts.
• Diagnostics : Many modern CNC systems possess a diagnostics capability that

monitors certain aspects of the machine tool to detect malfunctions or signs of
impending malfunctions or to diagnose system breakdowns.
The Machine Control Unit (MCU) for CNC
The MCU is the hardware that distinguishes CNC from conventional NC. The
general configuration of the MCU in a CNC system is illustrated in Figure 2. The MCU
consists of the following components and subsystems: (1) Central Processing Unit, (2)
Memory, (3) Input/Output Interface, (4) Controls for Machine Tool Axes and Spindle
Speed, and (5) Sequence Controls for Other Machine Tool Functions. These subsystems
are interconnected by means of a system bus, which communicates data and signals
among the components of a network.
• Central Processing Unit : The central processing unit (CPU) is the brain of the
MCU. It manages the other components in the MCU based on software contained in
main memory. The CPU can be divided into three sections: (1) control section, (2)
arithmetic-logic unit, and (3) immediate access memory. The control section
retrieves commands and data from memory and generates signals to activate other
components in the MCU. In short, it sequences, coordinates, and regulates all the
activities of the MCU computer. The arithmetic-logic unit (ALU) consists of the
circuitry to perform various calculations (addition, subtraction, multiplication),
counting, and logical functions required by software residing in memory. The
immediate access memory provides a temporary storage of data being processed by
the CPU. It is connected to main memory of the system data bus.
• Memory : The immediate access memory in the CPU is not intended for storing
CNC software. A much greater storage capacity is required for the various programs
and data needed to operate the CNC system. As with most other computer systems,
CNC memory can be divided into two categories: (1) primary memory, and (2)
secondary memory. Main memory (also known as primary storage) consists of ROM
(read-only memory) and RAM (random access memory) devices. Operating system
software and machine interface programs are generally stored in ROM. These
programs are usually installed by the manufacturer of the MCU. Numerical control
part programs are stored in RAM devices. Current programs in RAM can be erased
and replaced by new programs as jobs are changed.


Memory Central Input/output interface

฀ ROM – Operating System Processing ฀ Operator panel
฀ RAM – Part Program Unit (CPU) ฀ Tape reader
System bus
Machine tool controls Sequence controls

฀ Position control ฀ Coolant
฀ Spindle speed control ฀ Fixture clamping
฀ Tool changer
Figure 2 Configuration of CNC machine control unit
High-capacity secondary memory (also called auxiliary storage or secondary

storage) devices are used to store large programs and data files, which are
transferred to main memory as needed. Common among the secondary memory
devices are hard disks and portable devices that have replaced most of the punched
paper tape traditionally used to store part programs. Hard disks are high-capacity
storage devices that are permanently installed in the CNC machine control unit.
CNC secondary memory is used to store part programs, macros, and other software.
• Input/Output Interface : The I/O interface provides communication software

between the various components of the CNC system, other computer systems, and
the machine operator. As its name suggests, The I/O interface transmits and receives
data and signals to and from external devices, several of which are illustrated in
Figure 2. The operator control panel is the basic interface by which the machine
operator communicates to the CNC system. This is used to enter commands related
to part program editing, MCU operating mode (e.g., program control vs. manual
control), speeds and feeds, cutting fluid pump on/off, and similar functions. Either
an alphanumeric keypad or keyboard is usually included in the operator control
panel. The I/O interface also includes a display (CRT or LED) for communication of
data and information from the MCU to the machine operator. The display is used to
indicate current status of the program as it is being executed and to warn the
operator of any malfunctions in the CNC system.


Also included in the I/O interface are one or more means of entering the part
program into storage. As indicated previously, NC part programs are stored in a
variety of ways. Programs can also be entered manually by the machine operator or
stored at a central computer site and transmitted via local area network (LAN) to the
CNC system. Whichever means is employed by the plant, a suitable device must be
included in the I/O interface to allow input of the program into MCU memory.
• Controls for Machine Tool Axes and Spindle Speed : These are hardware
components that control the position and velocity (feed rate) of each machine axis as
well as the rotational speed of the machine tool spindle. The control signals
generated by MCU must be converted to a form and power level suited to the
particular position control systems used to drive the machine axes. Positioning
systems can be classified as open loop or closed loop, and different hardware
components are required in each case.
Depending on the type of machine tool, the spindle is used to drive either (1)
workpiece or (2) a rotating cutter. Turning exemplifies the first case, whereas
milling and drilling exemplify the second. Spindle speed is a programmed parameter
for most CNC machine tools. Spindle speed components in the MCU usually consist
of s drive control circuit and a feedback sensor interface. The particular hardware
components depend on the type of spindle drive.
• Sequence Controls for Other Machine Tool Functions :
In addition to control of table position, feed rate, and spindle speed, several
additional functions are accomplished under part program control. These auxiliary
functions are generally on/off (binary) actuations, interlocks, and discrete numerical
data. To avoid overloading the CPU, a programmable logic controller is sometimes
used to manage the I/O interface for these auxiliary functions.
7.3. Classification Of CNC Machine Tools
(1) Based on the motion type 'Point-to-point & Contouring systems’

There are two main types of machine tools and the control systems required for use
with them differ because of the basic differences in the functions of the machines to
be controlled. They are known as point-to-point and contouring controls.

(1.1)Point-to-point systems
Some machine tools for example drilling, boring and tapping machines etc,
require the cutter and the work piece to be placed at a certain fixed relative positions
at which they must remain while the cutter does its work. These machines are
known as point-to-point machines as shown in figure 3 (a) and the control
equipment for use with them are known as point-to-point control equipment. Feed
rates need not to be programmed. In these machine tools, each axis is driven
separately. In a point-to-point control system, the dimensional information that must
be given to the machine tool will be a series of required position of the two slides.
Servo systems can be used to move the slides and no attempt is made to move the
slide until the cutter has been retracted back.
(1.2) Contouring systems (Continuous path systems)
Other type of machine tools involves motion of work piece with respect to the
cutter while cutting operation is taking place. These machine tools include milling,
routing machines etc. and are known as contouring machines as shown in figure 3 (b), 3
(c) and the controls required for their control are known as contouring control.
Contouring machines can also be used as point-to-point machines, but it will be
uneconomical to use them unless the work piece also requires having a contouring
operation to be performed on it. These machines require simultaneous control of axes.
In contouring machines, relative positions of the work piece and the tool should be
continuously controlled. The control system must be able to accept information
regarding velocities and positions of the machines slides. Feed rates should be
programmed.
Figure 3 (a) Point-to-point system Figure 3 (b) Contouring system

Figure 3 (c) Contouring systems
(2) Based on the control loops ‘Open loop & Closed loop systems’
(2.1) Open loop systems (Fig 4(a)):
Programmed instructions are fed into the controller through an input device.
These instructions are then converted to electrical pulses (signals) by the controller and
sent to the servo amplifier to energize the servo motors. The primary drawback of the
open-loop system is that there is no feedback system to check whether the program
position and velocity has been achieved. If the system performance is affected by load,
temperature, humidity, or lubrication then the actual output could deviate from the
desired output. For these reasons the open -loop system is generally used in point-to-
point systems where the accuracy requirements are not critical. Very few continuous-
path systems utilize open-loop control.

Figure 4(a) Open loop control system Figure 4(b) Closed loop control system
(2.2) Closed loop systems (Fig 4(b)):
The closed-loop system has a feedback subsystem to monitor the actual output
and correct any discrepancy from the programmed input. These systems use position
and velocity feed back. The feedback system could be either analog or digital. The
analog systems measure the variation of physical variables such as position and velocity
in terms of voltage levels. Digital systems monitor output variations by means of
electrical pulses. To control the dynamic behavior and the final position of the machine
slides, a variety of position transducers are employed. Majority of CNC systems operate
on servo mechanism, a closed loop principle. If a discrepancy is revealed between
where the machine element should be and where it actually is, the sensing device
signals the driving unit to make an adjustment, bringing the movable component to the
required location. Closed-loop systems are very powerful and accurate because they are
capable of monitoring operating conditions through feedback subsystems and
automatically compensating for any variations in real-time.
Figure 4 (c) Closed loop system

7.4. CNC MACHINING CENTERS
The machining centre, developed in the late 50’s is a machine tool capable of multiple
machining operations on a work part in one setup under NC program control.
Classification
Machining centres are classified as vertical, horizontal, or universal. The designation

refers to the orientation of the machine spindle.
1. A vertical machining centre has its spindle on a vertical axis relative to the work
table. A vertical machining centre (VMC) is typically used for flat work that
requires tool access from top. E.g. mould and die cavities, Large components of
aircraft
2. A horizontal machining centre (HMC) is used for cube shaped parts where tool
access can be best achieved on the sides of the cube.
3. A universal machining centre (UMC) has a work head that swivels its spindle axis to
any angle between horizontal and vertical making this a very flexible machine tool.
E.g.: Aerofoil shapes, Curvilinear geometries.
The term “Multi tasking machine” is used to include all of these machine tools that
accomplish multiple and often quite different types of operations. The processes that
might be available on a single multi tasking machine include milling, drilling, tapping,
grinding and welding. Advantage of this new class of highly versatile machine
compared to more conventional CNC machine tolls include:
• Fewer steps,
• Reduced part handling,
• Increased accuracy and repeatability because the parts utilize the same fixture
through out their processing
• Faster delivery of parts in small lot sizes.
Features of CNC machining centers:
CNC machining centers are usually designed with features to reduce non productive
time. The features are:

• Automatic tool changer :
The tools are contained in a storage unit that is integrated with the machine tool.
When a cutter needs to be changed, the tool drum rotates to the proper position
and an automatic tool changer (ATC) operating under program control,
exchanges the tool in the spindle for the tool in the tool storage unit. Capacities
of tool storage unit commonly range from 16 to 80 cutting tools.
• Automatic work part positioner:
Many horizontal and vertical machining centers have the capability to orient the
work part relative to the spindle. This is accomplished by means of a rotary table
on which work part is fixtured. The table can be oriented at any angle about a
vertical axis to permit the cutting tool to access almost the entire surface of the
part in a single setup.
• Automatic pallet changer:
Machining centers are often equipped with two (or more) separate pallets that
can be presented to the cutting tool using an automatic pallet changer. While
machining is performed with one pallet in position at the machine, the other
pallet is in a safe location away from the spindle. In this location, the operator
can unload the finished part and then fixture the raw work part for next cycle.
Axes Designation in horizontal and vertical machining centres (Fig 1) :



7.5. CNC PART PROGRAMMING
(1) Programming fundamentals
Machining involves an important aspect of relative movement between cutting tool and
workpiece. In machine tools this is accomplished by either moving the tool with respect
to workpiece or vice versa. In order to define relative motion of two objects, reference
directions are required to be defined. These reference directions depend on type of
machine tool and are defined by considering an imaginary coordinate system on the
machine tool. A program defining motion of tool / workpiece in this coordinate system
is known as a part program. Lathe and Milling machines are taken for case study but
other machine tools like CNC grinding, CNC hobbing, CNC filament winding machine,
etc. can also be dealt with in the same manner.
(1.1) Reference Point
Part programming requires establishment of some reference points. Three reference

points are either set by manufacturer or user.
a) Machine Origin
The machine origin is a fixed point set by the machine tool builder. Usually it
cannot be changed. Any tool movement is measured from this point. The
controller always remembers tool distance from the machine origin.
b) Program Origin
It is also called home position of the tool. Program origin is point from where the tool
starts for its motion while executing a program and returns back at the end of the
cycle. This can be any point within the workspace of the tool which is sufficiently
away from the part. In case of CNC lathe it is a point where tool change is carried
out.
c) Part Origin
The part origin can be set at any point inside the machine's electronic grid system.
Establishing the part origin is also known as zero shift, work shift, floating zero or
datum. Usually part origin needs to be defined for each new setup. Zero shifting allows
the relocation of the part. Sometimes the part accuracy is affected by the location of the
part origin. Figure 1 and 2 shows the reference points on a lathe and milling machine.

Figure 1 - Reference points and axis on a lathe
Figure 2 - Reference points and axis on a Milling Machine
1.2 )Axis Designation
An object in space can have six degrees of freedom with respect to an imaginary
Cartesian coordinate system. Three of them are liner movements and other three are
rotary. Machining of simple part does not require all degrees of freedom. With the
increase in degrees of freedom, complexity of hardware and programming increases.
Number of degree of freedom defines axis of machine.
Axes interpolation means simultaneous movement of two or more different axes

generate required contour.

For typical lathe machine degree of freedom is 2 and so it called 2 axis machines. For
typical milling machine degree of freedom is , which means that two axes can be
interpolated at a time and third remains independent. Typical direction for the lathe and
milling machine is as shown in figure 1 and figure 2.
1.3 ) Setting up of Origin
In case of CNC machine tool rotation of the reference axis is not possible.
Origin can set by selecting three reference planes X, Y and Z. Planes can be set by
touching tool on the surfaces of the workpiece and setting that surfaces as X=x, Y=y
and Z=z.
(1.4 ) Coding Systems
The programmer and the operator must use a coding system to represent
information, which the controller can interpret and execute. A frequently used coding
system is the Binary-Coded Decimal or BCD system. This system is also known as the
EIA Code set because it was developed by Electronics Industries Association. The
newer coding system is ASCII and it has become the ISO code set because of its wide
acceptance.
(2) CNC Code Syntax
The CNC machine uses a set of rules to enter, edit, receive and output data.
These rules are known as CNC Syntax, Programming format, or tape format. The
format specifies the order and arrangement of information entered. This is an area
where controls differ widely. There are rules for the maximum and minimum numerical
values and word lengths and can be entered, and the arrangement of the characters and
word is important. The most common CNC format is the word address format and the
other two formats are fixed sequential block address format and tab sequential format,
which are obsolete. The instruction block consists of one or more words. A word
consists of an address followed by numerals. For the address, one of the letters from A
to Z is used. The address defines the meaning of the number that follows. In other
words, the address determines what the number stands for. For example it may be an
instruction to move the tool along the X axis, or to select a particular tool.

Most controllers allow suppressing the leading zeros when entering data. This is known
as leading zero suppression. When this method is used, the machine control reads the
numbers from right to left, allowing the zeros to the left of the significant digit to be
omitted. Some controls allow entering data without using the trailing zeros.
Consequently it is called trailing zero suppression. The machine control reads from left
to right, and zeros to the right of the significant digit may be omitted.
3) Types of CNC codes
(3.1) Preparatory codes
The term "preparatory" in NC means that it "prepares" the control system to be ready
for implementing the information that follows in the next block of instructions. A
preparatory function is designated in a program by the word address G followed by
two digits. Preparatory functions are also called G-codes and they specify the control
mode of the operation.
(3.2) Miscellaneous codes
Miscellaneous functions use the address letter M followed by two digits. They perform
a group of instructions such as coolant on/off, spindle on/off, tool change, program stop,
or program end. They are often referred to as machine functions or M-functions. Some
of the M codes are given below.
M00 Unconditional stop

M02 End of program
M03 Spindle clockwise
M04 Spindle counterclockwise
M05 Spindle stop
M06 Tool change (see Note below)
M30 End of program
In principle, all codes are either modal or non-modal. Modal code stays in effect until
cancelled by another code in the same group. The control remembers modal codes. This
gives the programmer an opportunity to save programming time. Non-modal code stays
in effect only for the block in which it is programmed. Afterwards, its function is turned
off automatically. For instance G04 is a non-modal code to program a dwell. After one
second, which is say, the programmed dwell time in one particular case, this function is
cancelled. To perform dwell in the next blocks, this code has to be reprogrammed. The
control does not memorize the non-modal code, so it is called as one shot codes. One-
shot commands are non-modal. Commands known as "canned cycles" (a controller's

internal set of preprogrammed subroutines for generating commonly machined features

such as internal pockets and drilled holes) are non-modal and only function during the
call.
On some older controllers, cutter positioning (axis) commands (e.g., G00, G01, G02,
G03, & G04) are non-modal requiring a new positioning command to be entered each
time the cutter (or axis) is moved to another location.

Command G- Function and Command

Illustration
group code Statement
Rapid traverse
G00
G00 Xx Yy Zz
G01 Linear interpolation

G01 Xx Yy Zz Ff
Tool motion
Circular Interpolation
in clock-wise direction
G02
G02 Xx Yy Ii Jj
G02 Xx Zz Ii Kk
G02 Yy Zz Jj Kk
Circular interpolation
in counterclockwise
direction
G03 Xx Yy Ii Jj
G03 G03 Xx Zz Ii Kk
G03 Yy Zz Jj Kk

Function and
G-
Command group Command Illustration code
Statement
Cutter
diameter
G40
compensation
cancel
Cutter
G41 diameter
Offset and compensation
compensation left
Cutter
G42 diameter
compensation
right

Command Function and Command

G-code Illustration
group Statement
Rapid traverse
G00
G00 Xx Zz
G01 Linear interpolation

G01 Xx Zz
Tool
motio
n Circular Interpolation in
clock-wise direction
G02 Xx Zz Ii Kk
(or)
G02
G02 Xx Zz Rr
Circular interpolation
in counterclockwise
direction
G03 Xx Zz Ii
G03 Kk (or)
G03 Yy Zz Rr

Illustrative Example Program
A contour illustrated in figure 3 is to be machined using a CNC milling machine. The

details of the codes and programs used are given below.
Example:
Figure 3 : An illustrative example
O5678 Program number

N02 G21 Metric programming
N03 M03 S1000 Spindle start clockwise with 1000rpm
N04 G00 X0 Y0 Rapid motion towards (0,0)
N05 G00 Z-10.0 Rapid motion towards Z=-10
N06 G01 X50.0 plane Linear interpolation
N07 G01 Y20.0 Linear interpolation
N08 G02 X25.0
Circular interpolation clockwise(cw)
Y45.0 R25.0
N09 G03 X-25.0
Circular interpolation counter clockwise(ccw)
Y45.0 R25.0
N10 G02 X-50.0
Circular interpolation clockwise(cw)
Y20.0 R25.0
N11 G01 Y0.0 Linear interpolation
N12 G01 X0.0 Linear interpolation
N13 G00 Z10.0 Rapid motion towards Z=10 plane
N14 M05 M09 Spindle stop and program end

4. CNC Part Programming II
In the previous section, fundamentals of programming as well basic motion commands

for milling and turning have been discussed. This section gives an overview of G codes
used for changing the programming mode, applying transformations etc.
4.1 Programming modes
Programming mode should be specified when it needs to be changed from absolute to

incremental and vice versa. There are two programming modes, absolute and
incremental and is discussed below.
4.1.1 Absolute programming (G90)
In absolute programming, all measurements are made from the part origin established
by the programmer and set up by the operator. Any programmed coordinate has the
absolute value in respect to the absolute coordinate system zero point. The machine
control uses the part origin as the reference point in order to position the tool during
program execution (Figure 4).
4.1.2 Relative programming (G91)
In incremental programming, the tool movement is measured from the last tool position.
The programmed movement is based on the change in position between two successive
points. The coordinate value is always incremented according to the preceding tool
location. The programmer enters the relative distance between current location and the
next point ( Figure 5).

4.2 Spindle control
The spindle speed is programmed by the letter 'S' followed by four digit number, such
as S1000. There are two ways to define speed :
1. Revolutions per minute (RPM
2. Constant surface speed
The spindle speed in revolutions per minute is also known as constant rpm or direct
rpm. The change in tool position does not affect the rpm commanded. It means that
the spindle RPM will remain constant until another RPM is programmed. Constant
surface speed is almost exclusively used on lathes. The RPM changes according to
diameter being cut. The smaller the diameter, the more RPM is achieved; the bigger
the diameter, the less RPM is commanded. This is changed automatically by the
machine speed control unit while the tool is changing positions. This is the reason
that, this spindle speed mode is known as diameter speed.
4.3 Tool selection
Tool selection is accomplished using 'T' function followed by a four digit number
where, first two digits are used to call the particular tool and last two digits are used to
represent tool offset in the program. The tool offset is used to correct the values
entered in the coordinate system preset block. This can be done quickly on the
machine without actually changing the values in the program.
Using the tool offsets, it is easy to set up the tools and to make
adjustments
4.4 Feed rate control
Cutting operations may be programmed using two basic feed rate modes:
1. Feed rate per spindle revolution
2. Feed rate per time
The feed rate per spindle revolution depends on the RPM programmed.
5.0 Tool radius Compensation
The programmed point on the part is the command point. It is the destination point of
the tool. The point on the tool that is used for programming is the tool reference point.
These points may or may not coincide, depending on the type of tool used and

machining operation being performed. When drilling, tapping, reaming,

countersinking or boring on the machining center, the tool is programmed to the
position of the hole or bore center - this is the command point.
When milling a contour, the tool radius center is used as the reference point on the
tool while writing the program, but the part is actually cut by the point on the cutter
periphery. This point is at 'r' distance from the tool center. This means that the
programmer should shift the tool center away from the part in order to perform the
cutting by the tool cutting edge. The shift amount depends upon the part geometry and
tool radius. This technique is known as tool radius compensation or cutter radius
compensation.
In case of machining with a single point cutting tool, the nose radius of the tool tip is
required to be accounted for, as programs are being written assuming zero nose radius.
The tool nose radius center is not only the reference point that can be used for
programming contours. On the tool there is a point known as imaginary tool tip,
which is at the intersection of the lines tangent to the tool nose radius.
Cutter compensation allows programming the geometry and not the toolpath. It also
allows adjusting the size of the part, based on the tool radius used to cut part. This is
useful when cutter of the proper diameter is not found. This is best explained in the
Figure 11.
Figure 11. Cutter diameter compensation
The information on the diameter of the tool, which the control system uses to calculate
the required compensation, must be input into the control unit's memory before the
operation. Tool diameter compensation is activated by the relevant preparatory
functions (G codes)
as shown in Figure 12.

Compensation for tool radius can be of either right or left side compensation. This
can be determined by direction of tool motion. If you are on the tool path facing
direction of tool path and if tool is on your left and workpiece is on your right side
then use G41 (left side compensation). For, reverse use other code G42 (Right side
compensation). Both the codes are modal in nature and remain active in the
program until it is cancelled by using another code, G40.
5.1 Subroutines
Any frequently programmed order of instruction or unchanging sequences can benefit

by becoming a subprogram. Typical applications for subprogram applications in CNC
programming are :
• Repetitive machining motions
• Functions relating to tool change
• Hole patterns
• Grooves and threads
• Machine warm-up routines
• Pallet changing
• Special functions and others
Structurally, subprograms are similar to standard programs. They use the same syntax
rules. The benefits of subroutines involve the reduction in length of program, and
reduction in program errors. There is a definition statement and subroutine call
function.
Standard sub-
routine N10
N20
N30
….
N70 G22 N5
N80
N90
….
N100
G24
….
N160 G20 N5

In the above example G22 statement defines the start block of the sub-routine and
G24 marks the end of the sub-routine statement. The subroutine is called by another
code G20 identified by the label N5.
Parametric subroutine
..
..
G23 N18
G01 X P0 Y P1
G21 N18 P0=k10 P1=k20
In the above example G23 starts the subprogram label and starts the definition,
and the parameters P0, P1 are defined for values of x and y. The G21 statement is
used to call the subroutine and to assign the values to the parameters.
5.2 Canned Cycles
A canned cycle is a preprogrammed sequence of events / motions of tool / spindle

stored in memory of controller. Every canned cycle has a format. Canned cycle is
modal in nature and remains activated until cancelled. Canned cycles are a great
resource to make manual programming easier. Often underutilized, canned cycles
save time and effort.
5.2.1 Machining a Rectangular pocket
This cycle assumes the cutter is initially placed over the center of the pocket and at
some clearance distance (typically 0.100 inch) above the top of the pocket. Then the
cycle will take over from that point, plunging the cutter down to the "peck depth" and
feeding the cutter around the pocket in ever increasing increments until the final size
is attained. The process is repeated until the desired total depth is attained. Then the
cutter is returned to the center of the pocket at the clearance height as shown in figure
14

Figure 14. Pocket machining
The overall length and width of the pocket, rather than the distance of cutter motion, are
programmed into this cycle.
The syntax is : G87 Xx Yy Zz Ii Jj Kk Bb Cc Dd Hh Ll Ss (This g code is entirely

controller specific and the syntax may vary between controller to controller).
Description:
x,y - Center of the part
z - Distance of the reference plane from top of part i - Pocket depth
j,k - Half dimensions of the target geometry (pocket) b - Step depth

c - Step over
d - Distance of the reference plane from top of part h - Feed for finish
pass
l - Finishing allowance s - Speed
For machining a circular pocket, the same syntax with code G88 is used

Common G-Words:

Computer
Integrated
Manufacturin
g
Common M-Words
Dept of
Mechanical
Engineering,
ATMECE, Mysuru Page 217
Part programming for vertical machining centres
Part programming example 1:

Programming on turning centre
Example 1:
N01 G91 G71 M03 S800 (incremental mode,metric, spindle start

with a speed of 800 rpm)
N02 G00 X1.0 (tool away from work piece 1mm, rapid)
N03 G00 Z-1.0 (tool to left 1mm for facing)
N04 G01 X-16.0 F200 (facing cut at a feed rate 200mm/min)
N05 G00 Z1.0 (move tool to right 1mm from that
position)
N06 G00 X10.0 (move 10 mm away from the centre in x
direction)
N07G01 Z-36.0 (plane turning over a length of 35 mm)
N08 G01 X5.0 Z-30.0 (simultaneous movement in X and
Z directions for taper turning)
N09 G00 X1.0 Z66.0 (move to the starting position)
N10 M02 (end of program)
Note:
• I is the X offset is defined as the distance from the beginning of the arc to the centre
of the arc in the X-direction
• K is the Z offset is defined as the distance from the beginning of the arc to the centre of
the arc the Z direction

Example 2:
N01 G90 G71 M03 S800 (absolute, metric, start spindle at a

speed 800 rpm)
N02 G00 X0.0 Y0.0 (move tool to the beginning of cut)
N03 G02 X10.0 Z-10.0 I 0.0 K-10.0 F150 (clockwise circular interpolation, I&K are
offsets, feed rate 150mm/min)
N04 G00 Z-30.0 (move from point B to point C)
N05 G03 X15.0 Z-35.0 I5.0 K0.0 (counterclockwise interpolation, I&K are
offsets, move to point D)
N06 M02 (end of program)
Note:
• I is the X offset is defined as the distance from the beginning of the arc to the centre
of the arc in the X-direction
• K is the Z offset is defined as the distance from the beginning of the arc to the centre of
the arc the Z direction

Program without the use of canned cycles:
N01 G00 X25.0 Y35.0 Z2.0 *

N02 G01 Z-18.0 F125 *
N03 G00 Z2.0 *
N04 X55.0 Y50.0 *
N05 G01 Z-18.0 F125 *
N06 G00 Z2.0 *
N07 X75.0 Y70.0 *
N08 G00 Z2.0 *
N09 X0 Y0 Z50.0 *
Program using canned cycles:

N01 G81 X25.0 Y35.0 Z-18.0 \R2.0 F125 *
N02 X55.0 Y50.0 *
N03 X75.0 Y70.0 *
N04 G80 X0 Y0 Z50.0

7.6. PART PROGRAMMING WITH APT
APT is an acronym that stands for Automatically Programmed Tooling. It is a three

dimensional NC part programming system that was developed in the late 1950s and early
1960s. Today it remains an important language in the United States and around the world, and
most of the CAD/CAM approaches to part programming are based on APT. APT is also
important because many of the concepts incorporated into it formed the basis for other
subsequently developed systems in interactive graphics. APT was originally intended as a
contouring language, but modern versions can be used for both point-to-point and contouring
operations in upto five axes. Our discussion will be limited to the three linear axes, x, y and z.
APT can be used for a variety of machining operations. Our coverage will concentrate on
drilling (point-to-point) and milling (contouring) operations. There are more than 500 words in
the APT vocabulary. Only a small (but important) fraction of the total lexicon will be covered
here.
APT is not a language; it is also the computer program that processes the APT
statements to calculate the corresponding cutter positions and generate the machine tool
control commands. To program in APT, the programmer must first define the part geometry.
Then the tool is directed to various point locations and along surfaces of the workpart to
accomplish the required machining operations. The viewpoint of the programmer is that the
workpiece remains stationary, and the tool is instructed to move relative to the part.
To complete the program, speeds and feeds must be specific, tools must be called,
tolerances must be given for circular interpolation, and so forth. Thus, there are four basic
types of statements in the APT language.
1. Geometry statements are used to define the geometry elements that comprise the part.
2. Motion commands are used to specify the tool path
3. Postprocessor statements control the machine tool operation, for example, to specify
speeds and feeds, set tolerance values for circular interpolation, and actuate other
capabilities of the machine tool.
4. Auxiliary statements are a group of miscellaneous statements used to name the part
program, insert comments in the program, and accomplish similar functions.

OUTCOMES:
1. Understand difference between NC, CNC and DNC systems.
2. Classify CNC systems on different criterias.
3. Construct a part program using NC Codes.
QUESSIONAIRE:
1. Differentiate between CNC turning and milling center.

2. List advantages, disadvantages and applications of CNC systems.
3. Differentiate between absolute and incremental dimensioning system.
4. Give the significance of G00, G01 and G02.
FURTHER READING:
2. http://nptel.ac.in/courses/112102103//Module%20E/Module%20E%287%29/p1.htm
3. http://nptel.ac.in/courses/112103174/module1/lec2/3.html


Unit 8
ROBOTICS
CONTENTS:
8.1. Introduction
8.2. Robot anatomy
8.3. Robot Physical Configuration
8.4. Programming the robot
8.5. End Effectors
8.6. Robotic sensors
8.7. Robot applications
OBJECTIVES:
1. To understand anatomy and basic components of a robot.

2. To design different physical configurations of robots.
3. To understand different applications involved with robots.
8.1. INTRODUCTION
Robots are devices that are programmed to move parts, or to do work with a tool.
Robotics is a multidisciplinary engineering field dedicated to the development of
autonomous devices, including manipulators and mobile vehicles.
Categories in Robot Studies
Definition

An industrial robot is a general purpose, programmable machine possessing certain

anthropomorphic characteristics. The most typical anthropomorphic or human like,
characteristics of a robot is its arm. This arm, together with the robots capacity to be
programmed, make it ideally suited to a variety of production tasks, including machine
loading, spot welding, spray painting and assembly. The robot can be programmed to
perform sequence of mechanical motions, and it can repeat that motion sequence over
the over until programmed to perform some other job.
An industrial robot is a general purpose programmable machine that possesses certain

anthropomorphic features
• The most apparent anthropomorphic feature of an industrial robot is its

mechanical arm, or manipulator
• Robots can perform a variety of tasks such as loading and unloading machine
tools, spot welding automobile bodies, and spray painting
• Robots are typically used as substitutes for human workers in these tasks
An industrial robot is a programmable, multi-functional manipulator designed to

move materials, parts, tools, or special devices through variable programmed
motions for the performance of a variety of tasks.
An industrial robot consists of a mechanical manipulator and a controller to move it and

perform other related functions
• The mechanical manipulator consists of joints and links to position and orient the
end of the manipulator relative to its base
• The controller operates the joints in a coordinated fashion to execute a

programmed work cycle
• A robot joint is similar to a human body joint It provides relative movement

between two parts of the body
• Typical industrial robots have five or six joints, Manipulator joints: classified as
linear or rotating
How are robots used?

• Industrial robots do tasks that are hazardous or menial.
• Exploratory robots explore environments that are inhospitable to humans such as

space, military targets or areas of search and rescue operations.
• Assistive robots help handicapped individuals by assisting with daily tasks

including wheelchair navigation and feeding.
8.2. ROBOT ANATOMY
Translational motion
Linear joint (type L)
Orthogonal joint (type O)
Rotary motion
Rotational joint (type R)
Twisting joint (type T)
Revolving joint (type V)
Types of joints
(a) Linear joint (type L joint) , (b) orthogonal joint (type O joint ) (c) Rotational joint
(type R joint )

d) Twisting joint ( type T joint) (e) revolving joint (type V joint)
8.3. Robot Physical Configuration
Industrial robots come in a variety of shapes and sizes. They are capable of various arm
manipulations and they possess different motion systems.
Classification based on Physical configurations
Four basic configurations are identified with most of the commercially available
industrial robots
1. Cartesian configuration: A robot which is constructed around this configuration

consists of three orthogonal slides, as shown in fig. the three slides are parallel to the x,
y, and z axes of the Cartesian coordinate system. By appropriate movements of these
slides, the robot is capable of moving its arm at any point within its three dimensional
rectangularly spaced work space.
2. Cylindrical configuration: in this configuration, the robot body is a vertical column

that swivels about a vertical axis. The arm consists of several orthogonal slides which

allow the arm to be moved up or down and in and out with respect to the body. This is
illustrated schematically in figure.
3. Polar configuration: this configuration also goes by the name “spherical

coordinate” because the workspace within which it can move its arm is a partial sphere
as shown in figure. The robot has a rotary base and a pivot that can be used to raise and
lower a telescoping arm.
4. Jointed-arm configuration: is combination of cylindrical and articulated

configurations. This is similar in appearance to the human arm, as shown in fig. the arm
consists of several
straight members connected by joints which are analogous to the human shoulder,
elbow, and wrist. The robot arm is mounted to a base which can be rotated to provide
the robot with the capacity to work within a quasi-spherical space.

Basic Robot Motions
Whatever the configuration, the purpose of the robot is to perform a useful task. To
accomplish the task, an end effector, or hand, is attached to the end of the robots arm. It
is the end effector which adapts the general purpose robot to a particular task. To do the
task, the robot arm must be capable of moving the end effectors through a sequence of
motions and positions.
There are six basic motions or degrees of freedom, which provide the robot with the
capability to move the end effectors through the required sequences of motions. These
six degree of freedom are intended to emulate the versatility of movement possessed by
the human arm. Not all robots are equipped with the ability to move in all sex degrees.
The six basic motions consist of three arm and body motions and three wrist motions.
Arm and body motions
1. Vertical traverse: Up and down motion of the arm, caused by pivoting the entire
arm about a horizontal axis or moving the arm along a vertical slide.
2. Radial traverse: extension and retraction of the arm (in and out movement)
3. Rotational traverse: rotation about the vertical axis (right or left swivel of the
robot arm)
Wrist Motion
• Wrist swivel: Rotation of the wrist
• Wrist bend: Up or down movement of the wrist, this also involves

rotation movement.
• Wrist yaw: Right or left swivel of the wrist.

Advantages and disadvantages of 5 types of robots
Configurations Advantages Disadvantages

Cartesian
coordinates 3 linear axes, easy to visualize,rigid Can only reach front of itself,
structure ,easy programming requirse long room space.
Cylindrical 2 linear axes +1 rotating can reach all Can’t reach above itself, base
around itself ,reach and height axes rotation axis as less rigid, linear
coordinates rigid axis
,rotational axis easy to seal is hard to seal.
1 linear + 2 rotational axes is rigid,

SCARA coordinates large 2 ways to reach point ,difficult to
work space area for floor space program offline, highly complex
arm
Spherical
coordinates 1 linear + 2 rotational axes , long Can’t reach around obstacles .short
horizontal reach vertical length
Revolve coordinates 3 rotational axes can reach above or Difficult to program off-line , most
below obstacles. complex manipulator
Motion system
1. Point-to-point (PTP) control robot: is capable of moving from one point to

another point. The locations are recorded in the control memory. PTP robots do
not control the path to get from one point to the next point. Common applications

include component insertion, spot welding, hole drilling, machine loading and
unloading, and crude assembly operations.
2. Continuous-path (CP) control robot: with CP control, the robot can stop at any
specified point along the controlled path. All the points along the path must be
stored explicitly in the robot’s control memory. Typical applications include
spray painting, finishing, gluing, and arc welding operations.
3. Controlled-path robot: the control equipment can generate paths of different

geometry such as straight lines, circles, and interpolated curves with a high
degree of accuracy. All controlled-path robots have a servo capability to correct
their path.
Technical Features Of An Industrial Robot
The technical features of an industrial robot determine its efficiency and effectiveness
at performing a given task. The following are some of the most important among these
technical features.
Degree of Freedom (D.O.F) - Each joint on the robot introduces a degree of freedom.
Each dof can be a slider, rotary, or other type of actuator. Robots typically have 5 or 6
degrees of freedom. 3 of the degrees of freedom allow positioning in 3D space, while
the other 2or 3 are used for orientation of the end effector. 6 degrees of freedom are
enough to allow the robot to reach all positions and orientations in 3D space. 5 D.O.F
requires a restriction to 2D space, or else it limits orientations. 5 D.O.F robots are
commonly used for handling tools such as arc welders.
Work Volume/Workspace - The robot tends to have a fixed and limited geometry. The
work envelope is the boundary of positions in space that the robot can reach. For a
Cartesian robot (like an overhead crane) the workspace might be a square, for more
sophisticated robots the workspace might be a shape that looks like a ‘clump of
intersecting bubbles’.


Precision Movement
The precision with which the robot can move the end of its wrist is a critical
consideration in most applications. In robotics, precision of movement is a complex
issue, and we will describe it as consisting of three attributes:
1. Control resolution
2. Accuracy
3. Repeatability
Control Resolution - This is the smallest change that can be measured by the feedback
sensors, or caused by the actuators, whichever is larger. If a rotary joint has an encoder
that measures every 0.01 degree of rotation, and a direct drive servo motor is used to
drive the joint, with a resolution of 0.5 degrees, then the control resolution is about 0.5
degrees (the worst case can be 0.5+0.01).
Accuracy - This is determined by the resolution of the workspace. If the robot is

commanded to travel to a point in space, it will often be off by some amount, the
maximum distance should be considered the accuracy.

Repeatability - The robot mechanism will have some natural variance in it. This means
that when the robot is repeatedly instructed to return to the same point, it will not
always stop at the same position.

A portion of a linear positioning system axis, with showing control resolution, accuracy,
and repeatability
Speed - refers either to the maximum velocity that is achievable by the TCP, or by
individual joints. This number is not accurate in most robots, and will vary over the
workspace as the geometry of the robot changes.
Weight Carrying Capacity (Payload) - The payload indicates the maximum mass the
robot can lift before either failure of the robots, or dramatic loss of accuracy. It is
possible to exceed the maximum payload, and still have the robot operate, but this is not
advised. When
the robot is accelerating fast, the payload should be less than the maximum mass. This
is affected by the ability to firmly grip the part, as well as the robot structure, and the
actuators. The end of arm tooling should be considered part of the payload.
Types Of Drive Systems
There are three basic drive system used in commercially available robots:
1. Hydraulic drive: gives a robot great speed and strength. These systems can be
designed to actuate linear or rotational joints. The main disadvantage of a hydraulic
system is that it occupies floor space in addition to that required by the robot.
2. Electric drive: compared with a hydraulic system, an electric system provides a

robot with less speed and strength. Accordingly, electric drive systems are adopted for
smaller robots. However, robots supported by electric drive systems are more accurate,
exhibit better repeatability, and are cleaner to use.
3. Pneumatic drive: are generally used for smaller robots. These robots, with fewer
degrees of freedom, carry out simple pick-and-place material handling operations.
8.4. PROGRAMMING THE ROBOT
There are various methods which robots can be programmed to perform a given work
cycle. We divide this programming method into four categories.
1. Manual method

2. Walkthrough method
3. Lead through method
4. Off-line programming
Manual method:
This method is not really programming in the conventional sense of the world. It is
more like setting up a machine rather than programming. It is the procedure used for the
simpler robots and involves setting mechanical stops, cams, switches or relays in the
robots control unit. For these low technology robots used for short work cycles (e.g.,
pick and place operations), the manual programming method is adequate.
Walkthrough method:
In this method the programmer manually moves the robots arm and hand through the
motion sequence of the work cycle. Each movement is recorded into memory for
subsequent playback during production. The speed with which the movements are
performed can usually be controlled independently so that the programmer does not
have to worry about the cycle time during the walk through. The main concern is
getting the position sequence correct. The walk through method would be appropriate
for spray painting and arc welding.
Lead through method:

The lead through method makes use of a teach pendant to power drive the robot
through its motion sequence. The teach pendant is usually a small hand held device
with switches and dials to control the robots physical movements. Each motion is
recorded into memory for future playback during work cycle. The lead through
method is very popular among robot programming methods because of its ease and
convenience.

On-Line/Lead -Through programming

Advantage:
Easy
No special programming skills or training
Disadvantages:
not practical for large or heavy robots
High accuracy and straight-line movements are difficult to
achieve, as are any other kind of geometrically defined trajectory,
such as circular arcs, etc.
difficult to edit out unwanted operator
moves difficult to incorporate external
sensor data
Synchronization with other machines or equipment in the work
cell is difficult
A large amount of memory is required
Off- line programming:

This method involves the preparation of the robot program off-line, in a manner similar
to NC part programming. Off-line robot programming is typically accomplished on a
computer terminal. After the program has been prepared, it is entered in to the robot
memory for use during the work cycle. The advantaged of off-line robot programming
is that the production time of the robot is not lost to delay in teaching the robot a new
task. Programming off-line can be done while the robot is still in production on the
preceding job. This means higher utilization of the robot and the equipment with which
it operates.
Another benefit associated with off-line programming is the prospect of integrating the
robot into the factory CAD/CAM data base and information system.
Robot Programming Languages
Non computer controlled robots do not require programming language. They are
programmed by the walkthrough or lead through methods while the simpler robots are
programmed by manual methods. With the introduction of computer control for robots
came the opportunity and the need to develop a computer oriented robot programming
language.
The VALTM Language

• The VAL language was developed for PUMA robot

• VAL stands for Victors Assembly Language
• It is basically off-line language in which program defining the motion sequence

is can be developed off-line but various point location used in the work cycle are
defined by lead through.
• VAL statements are divided into two categories a) Monitoring command b)
Programming instructions.
• Monitor command are set of administrative instructions that direct the operation
of the robot system. Some of the functions of Monitor commands are
Preparing the system for the user to write programs for PUMA
Defining points in space
Commanding the PUMA to execute a program
Listing program on the CRT
• Examples for monitor commands are: EDIT, EXECUTE, SPEED, HERE etc.
• Program instructions are a set of statements used to write robot programs. One
statement usually corresponds to one movement of the robots arm or wrist.
• Example for program instructions are Move to point, move to a point in a
straight line motion, open gripper, close gripper. (MOVE, MOVES, APPRO,
APPROS, DEPART,
OPENI, CLOSEI, AND EXIT)
The MCL Language

• MCL stands for Machine Control Language developed by Douglas.
• The language is based on the APT and NC language. Designed control complete
manufacturing cell.
• MCL is enhancement of APT which possesses additional options and features
needed to do off-line programming of robotic work cell.
• Additional vocabulary words were developed to provide the supplementary
capabilities intended to be covered by the MCL. These capability include Vision,
Inspection and Control of signals
• MCL also permits the user to define MACROS like statement that would be
convenient to use for specialized applications.
• MCL program is needed to compile to produce CLFILE.
• Some commands of MCL programming languages are DEVICE, SEND,
RECEIV, WORKPT, ABORT, TASK, REGION, LOCATE etc.
Textual Statements
Language statements taken from commercially available robot languages

1 The basic motion statement is:

MOVE P1
Commands the robot to move from its current position to a position and orientation
defined by the variable name P1.The point p1 must be defined.
The most convenient method way to define P1 is to use either powered lead through or
manual leads through to place the robot at the desired point and record that point into
the memory.
HERE P1
OR
LEARN P1
Are used in the lead through procedure to indicate the variable name for the point
What is recorded into the robot’s control memory is the set of joint positions or
coordinates used by the controller to define the point.
For ex, (236,157,63,0,0,0)
The first values give joint positions of the body and arm and the last three values(0,0,0)
define the wrist joint positions.
MOVES P1
Denotes a move that is to be made using straight line interpolation. The suffix‘s’
designates a straight line motion.
DMOVE (4,125)
Suppose the robot is presently at a point defined by joint coordinates(236,157,63,0,0,0)
and it is desired to move joint 4from 0 to 125. The above statement can be used to
accomplish this move. DMOVE represents a delta move.
Approach and depart statements are useful in material handling operations.
APPROACH P1, 40 MM
MOVE P1
(Command to actuate the gripper)
DEPART 40 MM
The destination is point p1 but the approach command moves the gripper to a safe
distance(40mm) above the point.
Move statement permits the gripper to be moved directly to the part for grasping.
A path in a robot program is a series of points connected together in a single move. A
path is given a variable name
DEFINE PATH123=PATH(P1,P2,P3)
A move statement is used to drive the robot through the path.

MOVE PATH123
SPEED 75 the manipulator should operate at 75% of the initially commanded velocity.
The initial speed is given in a command that precedes the execution of the robot
program.
For example,
SPEED 0.5 MPS
EXECUTE PROGRAM1
Indicates that the program named PROGRAM1 is to be executed by the robot at a speed
of 0.5m/sec.
Interlock And Sensor Statements

The two basic interlock commands used for industrial robots are WAIT and SIGNAL.
The wait command is used to implement an input interlock.
For example,
WAIT 20,ON
Would cause program execution to stop at this statement until the input signal coming
into the robot controller at port 20 was in “ON” condition.this might be used in a
situation where the robot needed to wait for the completion of an automatic machine
cycle in a loading and unloading application.
The SIGNAL statement is used to implement an output interlock. This is used to
communicate to some external piece of equipment.
For example,
SIGNAL 20, ON
Would switch on the signal at output port 20, perhaps to actuate the start of of an
automatic machine cycle.
The above interlock commands represent situations where the execution of the
statement appears.
There are other situations where it is desirable for an external device to be continuously
monitored for any change that might occur in the device.
For example,in safety monitoring where a sensor is setup
to detect the presence of humans who might wander into the robot’s work volume.the
sensor reacts to the presence of humans by signaling the robot controller.
REACT 25, SAFESTOP
This command would be written to continuously monitor input port 25 for any changes
in the incoming signal. If and when a change in the signal occurs, regular program
execution is interrupted and the control is transferred to a subroutine called
SAFESTOP.This subroutine would stop the robot from further motion and/or cause
some other safety action to be taken.
Commands for controlling the end-effectors

Although end effectors are attached to to the wrist of the manipulator,they are very
much like external devices. Special command are written for controlling the end
effector. Basic commands are
OPEN (fully open)
and
CLOSE (fully close)

For grippers with force sensors that can be regulated through the robot controller, a
command such as ,
CLOSE 2.0 N
Controls the closing of the gripper until a 20.N force is encountered by the grippers.
A similar command would be used to close the gripper to a given opening width is,
CLOSE 25 MM
A special set of statements is often required to control the operation of tool type end
effectors
.(such as spot welding guns, arc welding tools, spray painting guns and powered
spindles ).
8.5. End Effectors

In the terminology of robotics, end effectors can be defined as a device which is
attached to the robots wrist to perform a specific task. The task might be work part
handling, spot welding, spray painting, or any of a great variety of other functions. The
possibilities are limited only by the imagination and ingenuity of the application
engineers who design robot systems. The end effectors are the special purpose tooling
which enables the robot to perform a particular job. It is usually custom engineered for
that job, either by the company that owns the robot or company that sold the robots.
Most robot manufacturer has engineered groups which design and fabricate end
effectors or provide advice to their customers on end effectors design.
For purpose organization, we will divide the various types of end effectors into two
categories: grippers and tools.
1. Grippers: are generally used to grasp and hold an object and place it at a desired
location. Grippers can be classified as
Mechanical grippers
Vacuum or suction cups
Magnetic grippers
Adhesive grippers
Hooks,
Scoops, and so forth.

Tools: a robot is required to manipulate a tool to perform an operation on a work

part. Here the tool acts as end-effectors. Spot-welding tools, arc-welding tools,
spray-painting nozzles, and rotating spindles for drilling and grinding are typical
examples of tools used as end-effectors.
Work Cell Control And Interlocks
Work cell control: industrial robots usually work with other things: processing
equipment, work parts, conveyors, tools and perhaps human operators. A means must
be provided for coordinating all of the activities which are going on within the robot
workstations. Some of the activities occur sequentially, while others take place
simultaneously to make certain that the various activities are coordinated and occur in
the proper sequence, a device called the work cell controller is used. The work cell
controller usually resides within the robots and has overall responsibility for regulating
the activities of the work cell components.
Functions of work cell controller
1. Controlling the sequence of activities in the work cycles
2. Controlling simultaneous activities
3. Making decisions to proceed based on incoming signals
4. Making logical decisions

5. Performing computations
6. Dealing with exceptional events
7. Performing irregular cycles, such as periodically changing tools
Interlocks
An interlock is the feature of work cell control which prevents the work cycle sequence
from continuing until a certain conditions or set of conditions has been satisfied. In a
robotic work cell, there are two types: outgoing and incoming. The outer going interlock
is a signal sent from the workstation controller to some external machine or device that
will cause it to operate or not to operate for example this would be used to prevent a
machine from initiating its process until it was commanded to process by the work cell
controller, an incoming interlock is a single from some external machine or device to
the work controller which determines whether or not the programmed work cycle
sequence will proceed. For example, this would be used to prevent the work cycle
program from continuing until the machine signaled that it had completed its processing
of the work piece.
The use of interlocks provides an important benefit in the control of the work cycle
because it prevents actions from happening when they should not, and it causes actions
occur when they should. Interlocks are needed to help coordinate the activities of the
various independent components in the work cell and to help avert damage of one
component by another. In the planning of interlocks in the robotic work cell, the
application engineer must consider both the normal sequences of the activities that will
occur during the work cycle, and the potential malfunction that might occur. Then these
normal activities are linked together by means of limit switches, pressure switches,
photo electric devices, and other system components. Malfunction that can be
anticipated are prevented by means of similar devices.

8.6. ROBOTIC SENSORS
For certain robot application, the type of workstation control using interlocks is not
adequate the robot must take on more human like senses and capabilities in order to
perform the task in a satisfactory way these senses and capability includes vision and
hand eye coordination, touch, hearing accordingly we will dived the types of sensors
used in robotics into the following three categories.
1. Vision sensors
2. Tactile and proximity sensors
3. Voice sensors
Vision sensors
This is one of the areas that is receiving a lot of attention in robotics research
computerized visions systems will be an important technology in future automated
factories. Robot vision is made possible by means of video camera a sufficient light
source and a computer programmed to process image data. The camera is mounted
either on the robot or in a fixed position above the robot so that its field of vision
includes the robots work volume. The computer software enables the vision system to
sense the presence of an object and its position and orientation. Vision capability
would enable the robot to carry out the following kinds of operations.
Retrieve parts which are randomly oriented on a conveyor
Recognize particular parts which are intermixed with other objects
Perform assembly operations which require alignment
Tactile and proximity sensor
Tactile sensors provide the robot with the capability to respond to contact forces
between itself and other objects within its work volume. Tactile sensors can be
divided into two types:

1. Touch sensors
2. Stress sensors
Touch sensors are used simply to indicate whether contact has been made with an
object. A simple micro switch can serve the purpose of a touch sensor. Stress sensors
are used to measure the magnitude of the contact force. Strain gauge devices are
typically employed in force measuring sensors.
Potential use of robots with tactile sensing capabilities would be in assembly and
inspection operations. In assembly, the robot could perform delicate part alignment
and joining operations. In inspection, touch sensing would be used in gauging
operations and dimensional measuring activities. Proximity sensors are used to sense
when one object is close to another
object. On a robot, the proximity sensors would be located n or near the end effectors.
This sensing capability can be engineered by means of optical proximity devices,
eddy-current proximity detectors, magnetic field sensors, or other devices.
In robotics, proximity sensors might be used to indicate the presence or absence of a

work part or other object. They could also be helpful in preventing injury to the robots
human coworkers in the factory.
Voice sensors
Another area of robotics research is voice sensing or voice programming. Voice

programming can be defined as the oral communication of commands to the robot or
other machine. The robot controller is equipped with a speech recognition system
which analyzes the voice input and compares it with a set of stored word patterns
when a match is found between the input and the stored vocabulary word the robot
performs some actions which corresponds to the word. Voice sensors could be useful
in robot programming to speed up the programming procedure just as it does in NC
programming. It would also be beneficial in especially in hazardous working
environments for performing unique operations such as maintenance and repair work.
The robot could be placed in hazardous environment and remotely commanded to
perform the repair chores by means of step by step instructions.

8.7. ROBOT APPLICATIONS
Need to replace human labor by robots:
• Work environment hazardous for human beings
• Repetitive tasks
• Boring and unpleasant tasks
• Multi shift operations
• Infrequent changeovers
• Performing at a steady pace
• Operating for long hours without rest
• Responding in automated operations
• Minimizing variation
Industrial Robot Applications can be divided into:
Material-handling applications:
• Involve the movement of material or parts from one location to

another.
• It includes part placement, palletizing and/or depalletizing, machine

loading and unloading.
Processing Operations:
• Requires the robot to manipulate a special process tool as the end

effectors.

• The application include spot welding, arc welding, riveting, spray

painting, machining, metal cutting, deburring, polishing.
Assembly Applications:
• Involve part-handling manipulations of a special tools and other

automatic tasks and operations.
Inspection Operations:
• Require the robot to position a work part to an inspection device.
• Involve the robot to manipulate a device or sensor to perform the

inspection.
OUTCOMES:
1. Classify different physical configurations of an industrial robot.
2. List applications of robots in different sectors.
3. Classify different types of end effectors used in robots.
QUESSIONAIRE:
1. Explain different configurations of an industrial robot with a neat sketch.

2. Write a note on programming languages in robots.
3. Write a note on end effectors.
4. List and explain any three robot sensor systems.
FURTHER READING:
1. http://nptel.ac.in/courses/112101098/

Notes CNC

Uploaded by

Copyright:

Available Formats

Notes CNC

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Notes CNC

Uploaded by

Copyright:

Available Formats

COMPUTER

COLLEGE VISION & MISION STATEMENT

DEPARTMENTAL VISION & MISIION STATEMENTS

To impart excellent technical education in mechanical engineering to develop technically

 To provide an ambience to impart excellent technical education in mechanical

After successful completion of program, the graduates will be

PROGRAM OUTCOMES (PO’S)

The Mechanical engineering program students will attain:

PO1.Engineering knowledge: Apply the knowledge of mathematics, science, engineering

PO2.Problem analysis: Identify, formulate, research literature, and analyze complex

PO3.Design/development of solutions: Design solutions for complex engineering problems

PO4.Conduct investigations of complex problems: Use research-based knowledge and

PO7.Environment and sustainability: Understand the impact of the professional engineering

PO10.Communication: Communicate effectively on complex engineering activities with the

PO11.Project management and finance: Demonstrate knowledge and understanding of the

PROGRAM SPECIFIC OUTCOMES (PSO’S)

After successful completion of program, the graduates will be

PSO 2: To work successfully as a mechanical engineer in team, exhibit leadership quality

PSO 3: To apply modern management techniques and manufacturing techniques to

Subject Code : 10ME61 IA Marks : 25

Dept of Mechanical Engineering, ATMECE, Mysuru Page 6

Dept of Mechanical Engineering, ATMECE, Mysuru Page 7

The challenge before the manufacturing engineers is illustrated in Fig. 1

Dept of Mechanical Engineering, ATMECE, Mysuru Page 8

Figure 1 Challenges in manufacturing

Manufacturing engineers are required to achieve the following objectives to be competitive in

1.2. EVOLUTION OF COMPUTER INTEGRATED MANUFACTURING

Dept of Mechanical Engineering, ATMECE, Mysuru Page 9

Computer Integrated Manufacturing (CIM) is considered a natural evolution of the

Dept of Mechanical Engineering, ATMECE, Mysuru Page 10

Dept of Mechanical Engineering, ATMECE, Mysuru Page 11

1.3. CIM HARDWARE AND CIM SOFTWARE

CIM Hardware comprises the following:

i. Manufacturing equipment such as CNC machines or computerized work centers,

ii. Computers, controllers, CAD/CAM systems, workstations / terminals, data entry

• Management Information System

Dept of Mechanical Engineering, ATMECE, Mysuru Page 12

• Shop Floor Data Collection

1.4. NATURE AND ROLE OF THE ELEMENTS OF CIM SYSTEM

Nine major elements of a CIM system are in Figure 2 they are,

Dept of Mechanical Engineering, ATMECE, Mysuru Page 13

Figure 2 Major elements of CIM systems

Dept of Mechanical Engineering, ATMECE, Mysuru Page 14

v. Manufacturing Engineering: Manufacturing Engineering is the activity of carrying out

Dept of Mechanical Engineering, ATMECE, Mysuru Page 15

systems (FMS), Computer controlled robots, material handling systems, computer

The computer and automated systems association of the society of Manufacturing

Dept of Mechanical Engineering, ATMECE, Mysuru Page 16

CIM is recognized as Islands of Automation. They are

2. Manufacturing Planning and Control.

4. General Business Management

CASA/SME’s CIM Wheel is as shown in figure 4

Figure 4 CASA/SME’s CIM Wheel

Dept of Mechanical Engineering, ATMECE, Mysuru Page 17

1.5. Conceptual model of manufacturing

Dept of Mechanical Engineering, ATMECE, Mysuru Page 18

Automation is a technology concerned with the application of mechanical,

Dept of Mechanical Engineering, ATMECE, Mysuru Page 19