Chapter – 09: Process Planning

Process Planning Defn:

 The systematic determination of the methods by which a product is to be manufactured

economically and competitively. Process Planning is the manufacturing engineer’s task to

set up a process plan for each new product. This process plan is an important stage

linking design and manufacturing in an organization.

 Process planning is the relation between design and manufacturing. Process planning

consists in defining the sequence of the steps that should be taken to make the product.

Process planning is referring to the engineering and technological issues of how to make

it.

 A process is described as a set of steps that result in a specific outcome. It converts input

into output. It is the act of preparing detailed work instructions to produce a part.

 Process planning involves determining the most appropriate manufacturing and

assembly processes and the sequence in which they should be produced to result a part

or product according to specifications set in the product design documentation.

Two stages of Process Planning:

 Macro Process Planning: In this stage the route i.e., the list of machines that the part has

to visit during its manufacturer and the operations to be carried out on these machines

are decided.

 Micro Process Planning: In this stage, each of the above operations are planned in

detailed description are generated and selection of tools, tooling and cutting condition,

specification of setup time, calculation of cutting time etc. are carried out.

 Process planning involves number of sequence of operations which are determined on a

route sheet.

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 1

  To generate optimal process planning, the planner has to see many things such as

different combinations, sequence of operations, machine tool available etc. it requires

thousands of lengthy calculations. Consequently a computer must be used to run the task

within feasible period of time. The plans are not static; these change with changing

conditions such as lot size available equipment and new technologies. For this purpose,

Computer Aided Process Planning (CAPP) has emerged as a tool for dealing any

variations in the manufacturing parameters.

Conventional Process Planning:

 Most of the industries perform process planning by sending the component drawing to

production shop with the instructions make as per drawing” and also provide the

information about different steps of operations and machine tool on which these

operations are to be performed. Conventional routing is very much dependent on the

experience and judgment opinion or PPC engineer. So, there is variability among

planners.

Other limitations of manual process are:

o Differences among the operation sequence developed by various planners.

o Sometimes routing may not be updated with the introduction of new machine tools

o The breakdown of any machine tool requires changing the routing temporarily and

sometimes the changed routing follows even after the machine is repaired.

Basic Types of Processes:

 Synthetic Process: which involve the assembly of two or more component parts of the

product? Automobile assembly line is typical example of this process.

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 2

  Analytical Process: Raw materials are disintegrated into their various elements or

component parts. When crude oil is converted into various elements such as kerosene,

gasoline, refined petroleum etc.

 Conditioning Process: the raw material undergo a change in their forms of physical

properties. The process is used in leather tanning and plastic factories.

 Extractive Process: involve the separation of raw materials from their source such as

obtaining of iron from its ore, silver and gold from earth.

Process Analysis:

A process analysis is a systematic review of all steps and procedures followed to perform a

given activity. It is a description of the way a particular task is done within an organization.

A careful analysis of these processes is essential to determine what activities or steps can be

simplified, rearranged, combined, further sub-divided, or even eliminated to advantage. In

such analysis the use of the flow process chart is of great help. In the flow process chart the

collection, classification, sub-division and analysis of an entire manufacturing process is

represented on a graphic sheet.

Manufacturing Operations and their Analysis:

 A manufacturing process involves a number of operations the analysis of which is

necessary to determine, what operations can be eliminated, rearranged, simplified or

combined to take advantage.

 The analysis includes:

o Which is the key operation?

o What is the objective of the key operation?

o Is this key operation necessary?

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 3

 o How is this key operation being accomplished?

o Is there need of the elimination of this key operation? If so, will this elimination

be in part or in whole?

o Is there any other method in which the operation can be performed?

o Can any operation be combined with that of the other? Or

o Is there any possibility of performance of such operation which is lying idle?

 Then the analyst should review quality standards and inspection requirements. He

should find the answers to the following questions:

o Can inspection standards be adjusted in such a way as to speed up the work on

the operation under study and to reduce scrap?

o Where does speeding up the work or reducing scrap lowers the quality of the

product or make the assembly another important question viz,

 Where the speeding up the work or reducing scrap lowers the quality of

the Product or make the assembly process more difficult?

 Can sampling inspection be adopted and used advantageously?

 Is it possible to design the measuring gauge into fixture or jig and does

the Operation permit inspection when it is being performed?

 Then the analyst should review the materials which are subject to use, and then

should put the following questions and find out their respective answers:

o Is there any possibility of the use of cheaper and more suitable materials?

o Does the shape, size, or form of materials are detriment so that waste may be

eliminated and the operation may be speeded up or anyone of the two may be

achieved?

o Is there any special handling method which can save time in handling?

o Will the reshuffling of the machine and work place lead to reduced handling?

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 4

  To sum up, the operation analyst must remember the following symbol: OR 4I

Where,

 O = Objective of the operation

 R4= Review of all operations performed + review of quality standards and

requirements + review of materials used + review of methods of handling materials.

 I = Investigation of tooling, machinery and equipment.

Scope:

 The success of an industrial enterprise depends on a great extent upon the careful

planning of the manufacturing process in advance of the actual production of goods.

 This activity is not confined only to the time when a new product is introduced.

Progressive manufacturing organizations continually review their process planning

with a view to achieve increased production of higher quality products at lower

manufacturing costs.

Basic Factors Influencing Process Planning:

The process by which  product is made has a direct impact on the  process planning because

variation of the  process will vary  the type of machine  tool, equipment’s, production time,

production cost type  of labor required  and also  the quality and surface finish  of the 

components.

The Principle Initial Data Required is:

 Assembly and detail drawings of product

 Raw materials data

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 5

  Specifications for acceptance of the finished product and service function.

 Volume and rate of output

 Information regarding plant facilities (machining data, tooling data, fixture data etc)

Procedure for Process Planning:

a) Digesting the information regarding the function, quality, and quantity requirements

of the product and a thorough study of the drawings.

b) Planning and assembly process and establishing the demands made by the assembly

process on the components.

c) Selecting the most economical process of manufacturing the components

d) Detailed planning and specification of the operations in the process. Thus involves,

for example selection of machines and inspection procedures, specifying the

machining conditions (speeds, feeds etc.) and specification of tooling the equipment

necessary.

e) Step # 1. Preparation of Working Drawing:

a. (1) Are dimensioning and datum surfaces compatible with accepted machining
practices?
b. (2) Are sufficient stock allowances provided on castings, forgings, and
stampings to allow for anticipated mismatch or distortion in heat treatment?
c. (3) Are sufficient clearance and access allowed for proper assembly of all
components?
d. (4) Are tolerances on functional characteristics realistic and are statistical
tolerances used where possible.
e. (5) Are adequate clamping and locating surfaces needed for manufacturing
provided?
f) Step # 2. Make or Buy Decision:
a. (a) Quantitative factors:
i. (1) Opportunity costs:
ii. (2) Incremental costs:

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 6

 iii. (3) Idle facilities:
b. (b) Qualitative factors:
i. (1) Product quality:
ii. (2) Patents:
iii. (3) Skills and materials:
iv. (4) Long-term considerations:
(c) Other factors: Factors of intangible nature that may influence the make or
buy decision are:
v. (1) Number of outside suppliers.
vi. (2) Reliability of outside sources.
vii. (3) Seasonal demands.
g) Step # 3. Process Selection:
a. 1. Major technological choice:
b. 2. Minor technological choice:
c. 3. Specific component choice:
d. 4. Process flow choice:
h) Step # 4. Machine Capacity:
i) Step # 5. Process and Equipment Selection Procedure:
j) Step # 6. Selection of Material, Jigs, etc.,:
k) Step # 7. Preparation of Documents:

Information Generated as a result of Process Planning and its related

activities:

1. The operations to be performed and sequence of these operations. These include:

a. Routing

b. Material flow

c. Instructions for performing the operations

d. WIP standard and guideline

e. Tooling requirements

f. Jig Fixture requirements

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 7

 g. Personnel required

h. Time requirements

2. Materials Handling Procedures. These include:

a. Type of materials handling equipment required (Hand trolley, types of fork lift

required, lifting and hoisting device, overhead crane, crane etc)

b. Lot size (Batch or lot for lot)

c. Type of container (20’ or 40’)

d. Free space required to perform the operation (i.e. loading and unloading)

Advantages of Process Planning:

1. Supervisors are free from detailed task of process planning so that they can

concentrate on more productive activities.

2. Planning provides a guide for action

3. The net result of process planning is more effective and efficient operations.

4. Planning improves resource utilization

5. It facilitates coordination among various agencies.

6. Plans provide motivation and commitment.

7. It helps in process improvement.

8. Plans set performance standards

9. Planning allows flexibility

Process and Equipment Selection:

The following considerations are to be given while selecting a process or machine:

 Economic Considerations: Analysis of initial cost, maintenance and running cost. An

alternative with lowest total cost should be selected.

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 8

  Production rate and unit cost of production.

 Durability and dependability, quality and reliability aspects.

 Lower process rejection.

 Minimum set-up and put away time.

 Longer productive life of machines or equipment

 Functional versatility – should be able to perform more than one functions.

 Process Flow Analysis – understanding product range & Let process drive equipment

selection, not the other way round.

 Capacity Mapping - Use the capacity plan to drive equipment scale, investment and

efficiency

 Match Capacity to Process - Developing and rationalizing facility requirements – key

considerations to aid efficiency.

 Define Equipment -

 Investment v. Return

Machine Requirements:

The numbers of machine required are given by:

 N = (Standard time for the operation × Maximum production required during specific

time) ÷ (Machine capacity × utilization of machine capacity %)

 N = (ST × MP) ÷ (MC × UC)

 Problem 9.2: A job is performed on the milling machine.

o Standard time for job – 6 minutes

o No. of jobs to be produced – 70,000 jobs

o Machine capacity – 2000 hrs / month

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 9

 o Machine utilization – 90% = 0.90

o Compute the number of machines required.

 Solution:

o ST = 6 minutes = 6/60 hour = 1/10 = 0.1 hr.

o Number of machines required, N = (ST*MP/(MC*UC) = (0.1*70,000)/(2000*0.9)

= 4 Machines

Automated Process Planning:

 Computer Aided Process Planning gives the opportunity to generate rational,

consistent, and optimal production routings.

 CAPP has two different methods. They are as follows:

o Retrieval or Variant type CAPP system

o Generative type CAPP system

 Retrieval CAPP system uses the following elements as a starting point:

o Parts Classification

o Coding

o Group Technology

Which is better between retrieval and generative CAPP system?

The main difference between retrieval and generative CAPP is. (a) Retrieval CAPP system

is based on part family and automated search of route sheet whereas generative CAPP is

based on artificial expert that a human planner would use to generate route sheet.

Generative CAPP System:

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 10

 A system which automatically synthesizes a process plan for a new component is called

Generative Computer Aided Process Planning. It synthesizes the process information to

create a process plan for a new part automatically without human intervention.

In this type CAPP system, the computer is used to synthesize an individual process plan

automatically, without any reference to prior plan. The process plan is created from scratch

that means no standard process plan is required and so no retrieval is involved. The

Generative CAPP system uses a set of algorithms to make technological and logical decisions

which are based on stored information’s pertaining to capabilities of machine tools available

in order to achieve a viable manufacturing plan. It starts from the basic data on component

geometry material and other information related to manufacturing. The computer selects the

process operations and machines for optimum conditions.

Break Even Analysis in Machine Selection:

 Option-1

o Fixed Cost, F = $ 2,000

o Variable Cost, v = $50 per unit

o Selling Price, p = $ 100 per unit

 Option-2

o Fixed Cost, F = $ 10,000

o Variable Cost, v = $ 30 per unit

o Selling Price, p = $ 100 per unit

 BEQ = F / (p-v)
K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 11
 o BEQ1 = 2000 / (100 – 50) = 40 units

o BES1 = BEQ*p = 40* 100 = $ 4000

o BEQ2 = 10,000 / (100 – 30) = 142.85 = 143 units.

o BES2 = BEQ*p = 143*100 = $ 14,300

Option 1 is more preferable.

K M Sabbir Noman; 212009067; EOPN – 608 / Ch - 09Page 12