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Library of Congress Cataloging‑in‑Publication Data
LC record available at https://lccn.loc.gov/2021048082
LC ebook record available at https://lccn.loc.gov/2021048083
ISBN: 978-1-032-07636-2 (hbk)
ISBN: 978-1-032-07637-9 (pbk)
ISBN: 978-1-003-20805-1 (ebk)
DOI: 10.1201/9781003208051
Typeset in Times by codeMantra
Section iii Manufacturing System control
Section iV System improvement Monitoring
Foreword
Technology increased the standard of living to unprecedented levels for most of the world. The drive to further lift up the ability of people to afford and access products is underway. For consumers around the globe, key factors such as affordability, quality, reliability, and safety of products are of paramount importance. People expect the products to be low cost and very reliable, high quality, and safe. With the increased use of quality control technologies in design and manufacture of goods, including robotics and Internet of Things (IoT), the product quality across the board has made significant improvement over the past few decades. In the next industrial revolution, powered by IoT and Industry 4.0, all goods and services will be monitored from conception though manufacturing, operation, and disposition. This will lead to an exponential increase in product quality, reliability, and safety. Organizations that master the product quality will be the winners in the marketplace. That is possible with a holistic and strategic approach.
Total Manufacturing Assurance (TMA) is a holistic concept to address these issues that includes all aspects of quality control. The book provides guidance for professionals to develop long-term strategies for quality for a corporation with global footprint, as well as case studies that will be tutorial for young engineering students. The book is valuable for professionals and executives at corporate world, as well as students in management, mechanical, industrial, and manufacturing engineering. It outlines the strategic planning of global manufacturing processes with quality in mind; factories that can be controlled and monitored in real time from anywhere in the world 24/7.
This second edition of the textbook, by global experts Professors D. Brauer and J. Cesarone, is a much-needed addition to the foundational technical material in Total Manufacturing Assurance. It is a timely public service to diligently compile this material to educate the technologists around the world.
Sabri Cetin, PhD
Professor, University of Illinois at Chicago President, Servo Tech, Inc.
Preface
The second edition of Total Manufacturing Assurance: Controlling Product Reliability, Safety, and Quality continues its objective to present an enhanced perspective for the innovative concept of Total Manufacturing Assurance (TMA) and the holistic means by which such assurance can be attained. In fulfilling this objective, the textbook discusses the management and engineering techniques and tools, and their practical implementation, necessary to achieve TMA.
The uniqueness of the textbook is derived from its presenting the concept of TMA. As with the original edition, TMA remains a highly relevant concept, as there remains no known other referenceable work which focuses on establishing a manufacturing environment and process that assures the attainment of manufactured products that exhibit, and retain, their designed-in levels of reliability, safety, and quality. This second edition is expanding on and integrating fundamental manufacturing, engineering, and management topics, which are holistically key in achieving TMA. Originally included as part of a quality and reliability textbook series, this new edition expands its reach as a seminal textbook as part of an engineering coursework and professional development focused on, for example, General Engineering, Industrial & Systems Engineering, Manufacturing Engineering, Mechanical Engineering, and Business Operations.
TMA comprises three primary elements: (1) Strategic Manufacturing Management, (2) Manufacturing System Control, and (3) System Improvement Monitoring. Each of these elements plays a key role in ensuring that products are manufactured in a manner which supports the profitability, sustainability, and growth strategic goals of a business. A major theme throughout the text is the strategic importance of TMA for companies competing for local, regional, and/or global market share. TMA is a strategic-driven, holistic pathway engaging management, engineering, and production personnel to maximize efficiency, effectiveness, and profitability.
The textbook is divided into four major sections: (1) Introduction, (2) Strategic Manufacturing Management, (3) Manufacturing System Control, and (4) System Improvement Monitoring. This enables the reader to focus on a particular aspect of TMA.
The Introduction section consist of two chapters. Chapter 1 provides an overview of the history of manufacturing detailing the global industrial revolutions; recognizing key innovations in management and manufacturing; highlighting seminal business, technology, and world events; and providing insight to the manufacturing advances seen with the ongoing advent of Industry 4.0. Chapter 2 introduces and defines the three major elements of TMA: strategic manufacturing management, manufacturing system control, and system improvement monitoring. Additionally, the TMA thread of create, control, and critique is presented.
The Strategic Manufacturing Management section consists of five chapters. Chapter 3 discusses strategic planning and the roll out of tactics. The use of key performance indicators is highlighted. Chapter 4 provides an overview of innovation and technology transfer. Technology development and the strategic implications
of its commercialization are presented in conjunction with a detailed technology transfer checklist. Chapter 5 dives into engineering economic analysis, with a focus on financial proforma development and looking at a variety of financial analysis tools to make business decisions. This includes exploring make/buy decisions and the fundamental role of breakeven analysis. Chapter 6 discusses the role of management control to achieve TMA. This includes the integration of key business areas impacting TMA, project management methods, decision-making methods, leveraging of I4.0 technologies, implementation of computer-integrated manufacturing, and use of expert systems. Chapter 7 addresses organizational leadership. Several topics addressing the workforce are addressed, such as motivation, teaming, performance appraisal, workforce development and training, technical personnel hiring, and organizational succession planning.
The Manufacturing System Control section consists of four chapters. Chapter 8 provides insights into systems engineering in the manufacturing environment. This includes a comprehensive study of moving material through the factory, with special attention to simulation methods and advanced automation building blocks. Additionally, this chapter introduces manufacturing process engineering and methods (i.e., metal working, molding, fiber composites, assembly methods, and micromanufacturing tools), as well as information for industrial materials and their selection performance features and characteristics. Chapter 9 addresses product manufacturing degradation control during manufacturing. Engineering and control information and analysis methods are provided for areas of reliability, safety, and quality. Additionally, lean manufacturing, design for manufacturability, and manufacturing effectiveness design and assessment techniques are delineated. Chapter 10 provides a comprehensive insight to system maintenance covering maintenance program planning, reliability-centered maintenance, and maintenance strategy (specifically, preventative, corrective, and on-condition maintenance approaches).
The System Improvement Monitoring section consists of three chapters. Chapter 11 addresses big data system planning addressing data organization, system structure, and system operation. Chapter 12 addresses data recording and feedback to facilitate real-time collection, analysis, and feedback to optimize manufacturing operations. Data communications and FRACA are highlighted. Finally, Chapter 13 provides insight into manufacturing system performance analytics, with special emphasis on key performance indicators.
This textbook exhibits many special and innovative features. A key special feature is the inclusion of a case study at the end of chapters to facilitate keen understanding of the topical subjects addressed. While serving as a valuable teaching tool, the case studies illustrate the practical application of the material presented in each chapter and the benefits that can be realized. The case studies are standardized to provide an overview of the issue at hand, the strategic objective for resolution, the approach taken, results realized, and a summarizing conclusion. It will also help personalize the material for the readers so that they can more readily understand, embrace, and implement TMA as a strategic initiative. A second special feature is the highlighting and emphasis of Industry 4.0 technologies prominent in advanced manufacturing, but also broadly engaging the financial, logistics, and information technology business sectors.
The intended audience for the textbook is both working professionals and students in higher education. Working professionals include management, engineering, and others intimately involved in the manufacturing system. Students studying engineering management and mechanical, industrial, and manufacturing engineering, and business students (both university advanced undergraduate and graduate levels) will find the textbook an invaluable instructional resource, as will professors. The textbook’s material will address the management and technical topics presented in the level of detail necessary for their full understanding and implementation to achieve TMA. PowerPoint slides and a solutions manual are also available to instructors for qualified course adoptions (http://www.routledge.com/9781032076362). In general, it is envisioned that the text will serve as a comprehensive and affordable fundamental reference and educational tool.
The authors thank everyone engaged for direct and indirect significant contributions to the writing of this second edition of TMA. A special acknowledgment goes to Ms. Laurie Brauer (MudTurtle Industries, LLC) for her work in preparing the graphic artwork. Additionally, the following people provided guiding insights for various sections of the textbook: Cheston Brauer (Manager Strategic Planning, Advocate Hospitals), Dr. Sabri Cetin (Professor, University of Illinois at Chicago & President, Servo Tech Inc.), Dr. Sheri Litt (Associate Provost, Florida State College at Jacksonville), Dr. Roh Pin Lee (Head of Technology Assessment, Technische Universität Bergakademie Freiberg, Germany), and Dr. Clifford Harbour (Professor, University of North Texas).
Douglas Brauer John Cesarone
Authors
Dr. Douglas Brauer has over 30 years of global expertise in facilitating solutions to maximize organizational leadership, sustainability, profitability, and return on investment encompassing both and higher education. His scope of global strategic leadership activities involving education, engineering, and manufacturing operations has engaged organizations globally in the Americas, Europe, Africa, India, and the Pacific Rim. He has taught higher education undergraduate and graduate courses in finance, organizational leadership, mathematics, and manufacturing technology. His private business activities include founding Design Assurance Sciences in 1990 and MudTurtle Industries, LLC, in 2016. Degrees include PhD, Education & Human Resource Studies, Colorado State University; MS, Industrial Engineering, University of Illinois at Chicago; and BS, Industrial Technology, Illinois State University. Additionally, he is currently the Dean of Engineering & Industry at the Florida State College at Jacksonville.
Dr. John Cesarone has engaged in an engineering consulting practice since 1998. His research interests and areas of expertise include Intelligent Manufacturing, focusing on the following: (1) Computer-Integrated Manufacturing Technologies, (2) Simulation and Functional Modeling Methodologies, (3) Optimization Using Operations Research Techniques, (4) Automation and Robotics, and (5) Distance Learning. Degrees include PhD, Mechanical Engineering, Northwestern University; MS, Mechanical Engineering, University of Illinois-Urbana-Champaign; and BS, Mechanical Engineering, University of Illinois-Urbana-Champaign. He has taught industrial engineering courses for the University of Illinois and Northwestern University, and is currently a Senior Lecturer of Mechanical Engineering for the Illinois Institute of Technology.
Section I
Introduction to TMA
NEVER SHRINK FROM DOING ANYTHING WHICH YOUR BUSINESS CALLS YOU TO DO. THE MAN WHO IS ABOVE HIS BUSINESS, MAY ONE DAY FIND HIS BUSINESS ABOVE HIM.
—DREW
1 The World of Manufacturing
By the simplest definition, manufacturing is the process of making a finished product from raw material in accordance with an organized plan. A piece of cake. Anybody can do it. Manufacturing can be accomplished by anyone blindfolded and with one hand tied behind their back. Nothing could be farther than the truth.
All too often this seems to be the carefree attitude taken. With some raw materials, a couple of machines, and a vague product idea, it is only a matter of time before the products start rolling out and the money starts rolling in. Obviously, there is much more involved in manufacturing than merely shot-gunning hardware out the plant door.
There are three fundamental concerns of a manufacturing organization which must be integrated together in order to ensure success: (1) organizational management (which includes marketing, sales, finance, etc.), (2) engineering, and (3) production. Each of these concerns centers on people and each provides key contributions in the overall manufacturing effort. Yet without the other two, each is helpless. So, it must be reconciled that a “team” effort is necessary for organizational success.
The corporate structure and its ability to be successful is analogous to a needle and thread. There must be a common thread that binds everything, and, most importantly, that binds everyone, together to maximize the probability for business success. The thread itself is the organizational management approach and the corporate culture, or attitude, instilled in its team members.
So, what does all this mean? It means that the organization is, at the very least, a team. The manufacture of products is a result of many people working together to achieve a common goal. The organization comprises team members intimately linked together by the organizational thread…weak thread: weak team…strong thread: strong team.
Obviously, there must be a hierarchy of management in order to ensure that products do get manufactured correctly, efficiently, and in a timely manner. However, the full potential of any organization cannot be realized if there is a lack of mutual respect and caring between persons positioned on different levels of the corporate ladder. A strong binding thread must be in place.
1.1INDUSTRIALREVOLUTION
The current state of manufacturing is a result of much patient learning and heuristic applications of innovative concepts. This learning has by no means stopped and it must not. Global and national markets are becoming increasingly more competitive. Aside from the issue of cost, there is an ever-increasing consumer awareness of the right for high-quality products and services.
DOI: 10.1201/9781003208051-2
By taking a quick look at history, it becomes clear that much progress has been made. Corporations for the most part have evolved from a neanderthal-type management mindset to a more progressive, understanding, and compassionate style. (Unfortunately, this is not universally the case.)
A good place to pick up in history is the industrial revolution. But, which one? It is generally accepted that there have been four defined to capture significant turning points in time. It is important to note that each industrial revolution resulted an accelerated use of, and need for, advanced manufacturing systems. From the very first one, it may very well have witnessed the birth of the manufacturing engineer. The industrial revolutions are generally classified into four periods:
1. Steam (circa 1765): highlighted by use of coal to produce steam resulted in more mechanization and movement of people and goods by the railroad.
2. Electromechanical (circa 1870): highlighted by the emergence of electricity, gas, and the development for steel demand, chemical synthesis, and methods of communication such as the telegraph and the telephone, and, of course, the inventions of the automobile and the airplane.
3. Digital/Computer (circa 1969): highlighted by the emergence of nuclear energy, electronics, telecommunications, and computers, all led to advancements in, for example, space exploration and biotechnology, as well as led to the invention of programmable logic controllers (PLCs) and robots to introduce the era of high-level industrial automation.
4. Technology/Informatics (circa 2000): highlighted by a focus on renewable energies (e.g., solar, wind, thermal, and water), the connection of “operations” to “analytics” has facilitated real-time advanced decision-making using “big data,” which simply means accelerated system optimization. The global institutionalization of the internet and computing power has led to routine applications of artificial intelligence (AI), virtual/augmented reality, machine learning, etc., to manufacturing optimization. This industrial revolution is often referred to as Industrial 4.0.
Some interesting characteristics of each industrial revolution are as follows: they typically coincide with an “energy” source, they result in iconic inventions and iconic entrepreneurs, and they drive and accelerate innovation and technology development to decrease the time to the next industrial revolution, that is, the “industrial revolutions” are coming faster. Throughout history, people have always been dependent on technology and leveraged its development in vast economic and social ways. Of course, the technology of each era did not have the same shape and size as today, but for each in their time technology advancements were certainly significant and helped to enrich lives.
There are many lessons to be learned by taking a deeper look at the first industrial revolution. It began in England in the early eighteenth century. It rapidly spread to other parts of the world during the remainder of the eighteenth century and into the nineteenth century. Although the first industrial revolution gained much worldwide momentum, many countries failed to witness the movement. Even today, there are many areas in the world which have remained essentially untouched by mechanized
manufacturing system technology. However, during the latter part of the 1800s, several countries emerged as major industrial leaders. England, Germany, Italy, Japan and the United States became the most important industrial nations.
A key beneficiary of the great strides being made in mechanization was agriculture. As with agricultural processes, advances in engineering made it possible to improve and employ innovation in manufacturing processes. Machines and equipment began replacing inefficient systems driven by manually created motive power. A classic example is the steam engine. Steam power characterized the nineteenth century at its climax. Other sources of power, including electricity, petroleum, and nuclear power, proved to characterize the continuing industrial revolutions of the twentieth century.
The first industrial revolution also had far-reaching socioeconomic consequences. These varied in detail from country to country and are still present in countries undergoing technological changes. The most obvious and most direct consequences were a tremendous increase in the production of material goods. For example, mechanization enabled textile plants in England to produce billions of yards of cotton cloth a year. This increase in production was many times as much as that capable by people (i.e., men women, and children) working with old-fashioned spinning wheels and handlooms.
By 1900, the United States had become the greatest manufacturing nation in the world. Technological skill, government policies, business leadership, natural resources, labor supply, and large markets all contributed to the rapid progresses made. The combination of these advantages enabled the United States to become the world leader in industrial productivity.
While the total output of industry in the United States was increasing, the number of individual plants was decreasing. As plants grew fewer, and on the average larger, so did the business firms that operated them. Before the Civil War, the typical company was owned and run by an individual or partners, though a number of corporations existed. After the war, corporations became larger and more numerous.
For the owners of a company, its large size provided certain advantages. It enabled the company to lower its costs through mass purchasing and mass production. Often, it also served as a tool in weakening or eliminating competitors, and thus it enabled the company to maintain or even to raise prices. For consumers, large businesses were not necessarily advantageous. To the extent that low costs led to low prices, the consumer benefitted. However, in many instances, the benefits never came to fruition.
Significant events ongoing in the United States during this period created fundamental changes in demographics. People moved to large cities, medical advances caused people to live longer, and new means of transportation allowed people to move widely around the country. Also, at this time, a great insurgence of immigrants occurred.
A key side effect of the technological and economic changes ongoing was the formation of unions or organized labor groups. This in turn led to the formation of the classic industrial conflict between corporations and unions. As corporations became the owners of industries, organized labor became necessary to offset the power and consequent employee abuses present. The unions implemented strikes and boycotts.
