Professional Documents
Culture Documents
by John Loucks
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Chapter 6
Operations Technologies
Overview
Introduction
Types of Manufacturing Automation
Automated Production Systems
Software Systems for Automation
Automation in Services
Automation Issues
Deciding Among Automation Alternatives
Wrap-Up: What World-Class Companies Do
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Introduction
Project
Job Shop
Equipment utilization
5-25%
Repetitive Process
(Modular)
Disconnected
Repetitive
Connected
Repetitive
Poor strategy. Variable costs
are high
20-75%
Continuous
70-80%
Machine Attachments
Inexpensive add-ons to machines
Represent oldest technology in automation
Typically perform one or a few simple operations
Examples:
Strip feeders
Quick centering and grasping devices
Robots
Human-like machines performing production tasks
Brain of these machines is a microcomputer
Have grippers (vacuum, magnetized, adhesive)
Have sensors (tactile, proximity, vision/optical)
Can operate in environments hostile to humans
(heat, noise, dust, darkness, skin irritants, )
Perform precisely and repeatedly without fatigue
Weld, assemble,paint, inspect, transport, ..
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Batch Size
Product
Focused,
Dedicated
Systems
Product
Focused,
Batch
System
Cellular
Manufacturing
Process-Focused,
Job Shop
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Work cells
100
CIM
Flexible
Manufacturing
System
Focused
automation
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Dedicated
automation
1
1
10
100
1000
10000
100000 1000000
Volume
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X
X
X
Parts
Machine 2
Tools
X
X
Machine 1
Tools
X
X
Pallet with
workpiece X
attached
Load
Tools
Computer
Machine 3
Unload
Worker
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CAD/CAM
Process
Controls
GT
Systems
MRP II
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Automation in Services
Example
Airlines air traffic control, passenger reservation
Banks ATMs, computerized bank statements
Gas Stations automated payment (pay-at-the-pump)
Health Care MRI system, AGVS for waste disposal
Grocery Store self-service checkout stations
Real Estate web based house-for-sale tour video
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Automation in Services
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High
Mechanized Operations
Automated
Operations
Low
Low
High
Capital
Intensity
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Automation Issues
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Automation Questions
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Economic factors
Effect on market share
Effect on product/service quality
Effect on manufacturing flexibility
Effect on labor relations
Amount of time required for implementation
Effect of implementation on ongoing production
Amount of capital required
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Economic Analysis
Economic analysis will always be an important, if
not a predominant, factor in deciding among
alternatives
Frequently used approaches are:
Break-even analysis
Financial analysis
By using only economic analysis, other important
factors are ignored
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Economic Analysis
Valley Hospital is planning to install a new linen
retrieval system. Two alternatives being considered
are: a continuous vacuum (CV) system and a batch
robotic/chute (BR/C) system. The following
estimates were prepared:
CV
BR/C
Annual Fixed Costs ($000)
$2,690
$975
Average Variable Cost per Ton $1,660 $2,590
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Economic Analysis
At a forecast annual operating level of 2,000 tons
of linen, which alternative should be chosen based
only on total annual cost?
TCCV = 2,690,000 + 1,660(2,000) = $6,010,000
TCBR/C = 975,000 + 2,590(2,000) = $6,155,000
The continuous vacuum (CV) alternative has a lower
total annual cost.
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Economic Analysis
The annual volume of linen has to increase or
decrease to what level in order for the BR/C
alternative to be favored?
TCCV = TCBR/C
2,690,000 + 1,660(Q) = 975,000 + 2,590(Q)
930Q = 1,715,000
Q = 1,844.1 tons
Annual volume must decrease to 1,844 tons or less.
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Economic Analysis
Security is considering the installation of an ATM
and has estimated the cost of the machine, effects on
revenue, savings in taxes from depreciation, and labor
savings.
The machine is estimated to have an initial cost of
$250,000 and an expected life of five years. The
after-tax cash inflows for years 1-5 are estimated to
be: $87,500; $79,600; $75,300; $71,600; and
$69,400. Compute the after-tax payback period.
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Economic Analysis
Year
1
2
3
4
5
After-Tax
Cash Inflow
$87,500
79,600
75,300
71,600
69,400
Cumulative
After-Tax
Cash Inflow
$ 87,500
167,100
242,400
314,000
383,400
Relative-Aggregate-Scores Approach
Similar to Rating Scale Approach, but weights are
formally assigned to each factor which permits the
direct calculation of an overall rating for each
alternative.
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Relative-Aggregate-Scores Approach
An analyst at Brownell Cleaners is considering
two alternatives for a new garment conveyor system,
GCS1 and GCS2.
He has interviewed several managers in the firm
and conducted extensive analysis of the problem. He
has collected the information shown on the next slide.
Which alternative do you recommend, based on
the relative-aggregate-scores approach?
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Relative-Aggregate-Scores Approach
Automation Factors
Economic factors
Annual savings
Other factors
Market share
Service quality
Labor relations
Implementation time
Factor
Weight
.30
.30
.15
.15
.10
GCS1
GCS2
$26,700
Score
.700
.600
.500
.700
$21,600
Score
.800
.700
.800
.600
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Relative-Aggregate-Scores Approach
21,600/26,700
Automation Factors
Economic factors
Annual savings
Other factors
Market share
Service quality
Labor relations
Implementation time
Total Aggregate Score
GCS1
Factor
Wgt.
Weight Score Score
.30
.30
.15
.15
.10
1.000 .300
.700
.600
.500
.700
.210
.090
.075
.070
.745
GCS2
Wgt.
Score Score
.809
.243
.800
.700
.800
.600
.240
.105
.120
.060
.768
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End of Chapter 6
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