Some Aspects of an Integrated Manufacturing System

Abstract

The concept of a fully Integrated Manufacturing System has been developed in conjunction with the basic requirements of a particular industrial company. The company, manufacturing a range of label printing presses and associated accessories has, like many other western industrialists, experienced problems, particularly of a financial nature from cheap labour countries, The realisation that manpower alone without suitable investment in technological advancement was not the answer, led to the present study to introduce computer-based working aids to all sections of the company. The project closely followed the guidelines of a specially developed ''procedure technique'' which simplified the breakdown of the complex problem into manageable sections. Additional to this technique, a three-dimensional system-model was conceived which brought both structure and clarity to the system development. An in-depth study including the classification of all parts and products enabled the true manufacturing requirement to be determined, Numerically controlled machine tools were given priority in the resulting investment. Computer-aided detail drawing and operation planning based on large technological data-banks has led to reduced planning times. High technology investment in shaft-type and disc-type component production has reduced a previous requirement of 16 conventional turning machines to 3 NC turning machines, Similar work for the production of prismatic parts has seen the introduction of NC machining centres. The philosophy developed throughout and demonstrated with the ''system-model'' emphasises the importance of balanced company development simultaneously approached on three fronts, namely planning, process and control, The managerial and functional problems threatened by unbalanced development and careless introduction are easily isolated and eliminated. The developed ''procedure technique" and system-model are explained with particular emphasis on the machining sector in terms of its planning, process and control. Conclusions are based upon the satisfactory introduction and operation of the system in the mentioned company resulting in a 30 % increase in productivity, reduction of operators, improved flexibility of manufacture, and more realistic delivery times of finished products.