MANUFACTURING PROCESS

MANAGEMENT
ABHISHEK 13309
RAJAT SINGH THAKUR 13310
ABSTRACT
Manufacturing Process Management (MPM) represents a huge step to
link product design with production electronically, in order to improve
information quality and reduce time-to-market. Process of defining and
managing the manufacturing processes used to fabricate parts,
assemble final products, and perform inspection. The greatest benefit
from MPM can be seen in improved production efficiencies derived
from more tightly designed and managed production systems. New or
modified product launch times have been reduced by 25 to 50%
primarily due to the availability of instant information, and to the
benefits of editing existing similar processes, rather than re-engineering
from scratch as is often done. More importantly, MPM applications
provide the analytical and data management abilities necessary for
companies to move to mixed-model production systems in an effort to
reduce work-in-progress (WIP) and finished goods inventory, and to
improve overall product quality and production responsiveness.

INTRODUCTION
Importance of MPM are improved access, management, and accuracy
of production engineering information for applications such as MES,

MRP, and ERP systems. By providing detailed manufacturing process

information throughout the organization as well as to applications, the
organization now has the ability to distribute best practices quickly and
accurately throughout the global organization, and to react intelligently
to concurrent changes in products and processes.
Three primary tasks govern the processes in a factory from product
design through production. Manufacturers design what they will make,
they design how they will make the product, and they plan when they
will make it . Few companies design their products or plan their
manufacturing schedules on paper anymore. However, the same
cannot be said for the design of how products are made.

CONRIBUTION TO COMMUNITY
Companies rely on computers use Microsoft Excel spreadsheets stored
on local computers, lacking integration to other systems. Most of these
spreadsheets are sophisticated, involve hundreds of hours of
development time by process engineers, and require considerable
regular maintenance. The most common workflow for passing product
design information to production planning relied on paper forms of
independent spreadsheets with the information manually entered into
the production-planning (MRP/ERP/MES).
This manual process has led to process-time delays as well as to
inconsistencies in the detailed information, especially as it relates to
model-mix and optional-work content.Computerized MPM systems can
solve these problems.

CHALLENGES IN AREA
One of the greatest difficulties faced by companies is the need to stay
ahead of the competition. As with many other industries, the market is
highly competitive, leaving businesses desperately looking for a point of

difference.This comes at a time when customer demands are growing people are expecting more for their money, as well as top quality
customer service to match.Process manufacturers need to delicately
balance the need to provide a great service with cost controls. Spend
too much and the bottom line will be affected, invest too little and
quality could be jeopardised. Quality control must be at the centre of
everything a process manufacturer does, but strict environmental and
safety standards may mean this isn't easy.Every stage of the process is
subject to heavy scrutiny, so companies need a means of gaining a
complete overview of their operations that enables them to meet all
the necessary regulations.

NEED TO OVERCOME CHALLENGES

With inefficient infrastructure to compete with and the need to
constantly stay ahead of the game, it's hardly surprising companies are
looking for ways to enhance their industry specific business processes.
MPM gives ultimate visibility into projects, enabling process
manufacturers to enhance the efficiency of their operations while
reducing the risk of failure.In turn, customers can be more satisfied
with the products and services they receive, giving manufacturers that
head start they so desperately need. There are many challenges faced
by the sector, so a good MPM should address all of them and generally
make the company more streamlined and efficient.

RESEARCH PREVIEWS
Various topics and technologys are developed under Manufacturing
Process Management
1.Production process planning
2.Factory layout planning and analysis

3.Computer-aided manufacturing (CAM)

4.Numerical control CNC
5.Direct Numerical Control (DNC)
6.ABC - Manufacturing activity-based costing
7. Enterprise resource planning (ERP)
8. Manufacturing Operations Management (MOM)
9. Product Data Management (PDM)

RESEARCH GAPS
There are four key areas where companies can typically improve their
MPM process.
1. Define the Manufacturing Process During the Product Design Phase.
Generally, designers throw the design over the wall to manufacturing
engineers. However, if manufacturing engineers have direct access to
the ever-evolving design information, they can define the
manufacturing process in parallel with product design. Furthermore,
with this information, manufacturing becomes better equipped to
handle concurrent product development and is able to adapt to inprocess engineering changes.
2. Provide Manufacturing Engineers with Access to Engineering Data.
Accurate manufacturing process definition requires that manufacturing
engineers be able to directly reuse engineering data, including parts,
classification, 3D mockups, and manufacturing requirements, such as
GD&T information. Yet, typically, manufacturing engineers lack direct
access to this information.
3. Eliminate Manual Processes. Today, most process plans are defined
using a spreadsheet program, and work instructions are created using a
word processor. This use of manual tools leads to a variety of issues:
slow execution of the process, data duplication and inaccuracy, and

chaos whenever a change occurs to the engineering definition of the

product.
4. Improve enterprise collaboration. Since manufacturing environments typically span multiple plants and time zones, and with manufacturers seeking to implement design anywhere, build anywhere
strategies, its difficult for manufacturing engineers to capture and
share their knowledge, and ensure consistency across the enterprise.

IMPORTANCE OF RESEARCH GAP

Improved Efficiency of Manufacturing Engineers Enables direct reuse
and manipulation of engineering information in process plans, to avoid
data duplication
Enables reuse of standardized and normalized processes and
resources
Reduces time required to create and update work instructions though
their dynamic generation
Improved Production Ramp-up and Productivity
Reduces training time and learning curve with accurate and
meaningful 3D work instructions
Reduces production trial and error method of optimizing of the
manufacturing processes with digital validation
Reduced Cost of Changes
Identifies required design changes earlier in the design, with timely
feedback from manufacturing.
Streamlines change impact identification and propagation
Increases engineering visibility to the potential manufacturing impact
of a change, to facilitate cost effective design decisions
Provides an integral change management system, which supports
both engineering and manufacturing needs
Reduce Scrap and Rework

 Reduces the risk of producing incorrect product configurations by

eliminating discrepancies between the latest process definition and the
work instructions used on the shop floor

CONCLUSION
An automated and optimized MPM process not only requires superior
technology, it also requires companies to streamline their day-to-day
processes. Just as important, companies need to ensure that everyone
across the organization understands and adopts the new processes and
technology.
Various capabilities of MPM
Process plans which allow the definition of plant-specific processes
with alternate and parallel sequences of operations.
and sub-operations
Ability to completely define process plan operations with parts,
resources, standard procedure, documents, and time breakdown
Ability to manage resource libraries (Plant, Work Center, Tooling,
Process Materials, Skills)
Ability to manage manufacturing capability libraries composed of
standard procedures and standard process plans