15ME404

COMPUTER AIDED
MANUFACTURING
 Student Outcomes (SOs)
a) an ability to apply knowledge of mathematics, science, and engineering
b) an ability to design and conduct experiments, as well as to analyze and
interpret data
c) an ability to design a system, component, or process to meet desired
needs within realistic constraints such as economic, environmental, social,
political, ethical, health and safety, manufacturability, and sustainability
d) an ability to function on multidisciplinary teams
e) an ability to identify, formulate, and solve engineering problems
f) an understanding of professional and ethical responsibility
g) an ability to communicate effectively
h) the broad education necessary to understand the impact of engineering
solutions in global, economic, environmental, and societal context
i) a recognition of the need for, and an ability to engage in life-long learning
j) a knowledge of contemporary issues
k) an ability to use the techniques, skills, and modern engineering tools
necessary for engineering practice.
 C-D-I-O INITIATIVE
• The CDIO Initiative (CDIO is a trademarked initialism for
Conceive — Design — Implement — Operate) is an
innovative educational framework for producing the next
generation of engineers.
• The framework provides students with an education
stressing engineering fundamentals set in the context of
Conceiving — Designing — Implementing — Operating
real-world systems and products.
• Throughout the world, CDIO Initiative collaborators have
adopted CDIO as the framework of their curricular
planning and outcome-based assessment.
• In the syllabus, every topic has been classified under one
or more of C-D-I-O so that students and faculty alike are
clear about the scope of learning to take place under
each one of the topics.
 Legend
 L - Number of lecture hours per week
 T - Numberof tutorial hours per week
 P - Number of practical hours per
week
 C - Number of credits for the course
 Category of courses
 G - General
 B - Basic Sciences
 E - Engineering Sciences and Technical Arts
 P - Professional Subjects
 Summary of Credits
Category I & II III& IV V & VI VII & VIII Total %

C 7 6 2 0 15 8.33

B 23 8 7 0 38 21.11

E 16 7 0 0 23 12.78

P 4 25 29 31 89 49.44

Open Elective 0 0 3 3 6 3.33

Departmental
0 0 6 3 9 5.00
Elective

Total 50 46 47 37 180 100.00

 To familiarize with the components of computer aided
PURPOSE
manufacturing and production planning.
STUDENT
INSTRUCTIONAL OBJECTIVES (IOs)
OUTCOMES (SOs)
At the end of the course, student will be able to
c k
understand the
Basics of manufacturing systems and CNC
1 c k
machines

2 Constructional features of CNC machines c k

3 Automation Systems c k
4 Material handling systems c k

5 Computer aided production planning c k

 UNIT I: MANUFACTURING SYSTEMS AND CNC
MACHINES
C-D- Ref. /
Session Topic IOs
I-O Ch.
Manufacturing systems: Introduction, components,
1 C 1 1/13
classification and current trends
2 Introduction to Group technology and its types C 1 1/13
3 Part families, coding and classification C 1 1/13
4 PFA with case study C,D 1 1/13
5 Machine cell design with numerical case study C,D 1 1/13
6 CIM principles, elements. C 1 1/13
Fundamentals of CNC machines, Classification,
7 C 1 1/13
Developments
8 CNC principles of operation and features. C 1 1,7
9 Machining Centers and its types C 1 1,7
 UNIT II - ELEMENTS OF CNC MACHINES

C-D-
Session Topic IOs Ref
I-O

Types of Interpolations, Open loop and closed loop

10 C 2 7
systems
11 CNC controllers : Absolute and Incremental systems C 2 7
12 Introduction to Direct Numerical Control and its types C 2 7
Introduction to Adaptive Control and its types with case
13 C 2 7
study
14 Machine structures and its slide ways with types C 2 7
15 Linear bearings and Recirculating ball screws C 2 7
16 Drives :Spindle and Feed drives, hydraulic& pneumatics C 2 7
17 Positional and Velocity feedback devices C 2 7
18 ATC and automatic pallet system C 2 7
 UNIT III - AUTOMATION AND AUTOMATED ASSEMBLY SYSTEMS

C-D-
Session Topic IOs Ref
I-O

Automated manufacturing system :Historical development and future

19 C 3 1
trends

Automation :Need, basic elements, levels and advanced automation

20 C 3 1
functions
Automated assembly: Fundamental, system configuration, part
21 C 3 1
delivery at Workstation and its applications
22 Design for automated assembly C 3 3

23 Quantitative analysis of assembly systems C, D 3 1

24 Line balancing algorithm: Largest candidate rule, simple problems. C, D 3 1

Line balancing algorithm: Kilbridge and Wester method, simple
25 C, D 3 1
problems.
Line balancing algorithms, Ranked positional weights method,
26 C, D 3 1
Computerized techniques, simple problems.
Line balancing algorithms, Computerized techniques, simple
27 C, D 3 1
problems.
 UNIT IV – FMS & MATERIAL HANDLING SYSTEMS

C-D- Ref. /
Session Topic IOs
I-O Ch
Introduction to FMS, types, applications and
28 C 4 1
benefits.
FMS: components, Layout Configurations,
29 C 4 1
implementation
30 Quantitative analysis of FMS, simple problems C, D 4 1
Automated material handling systems, conveyor
31 C 4 1/11
system
32 Automated guided vehicles, pallets C 4 1/11
Automated storage and retrieval systems, Carousel
33 C 4 1/11
storage system
Introduction to Industrial Robots, Robot physical
34 C 4 1/8
Configuration, Basic Robot motions
Technical features-work volume, Precision &
35 C, D 4 1/8
accuracy of robot with simple problems
UNIT V - COMPUTER AIDED PRODUCTION PLANNING AND CONTROL
C-D-
Session Topic hrs Ref
I-O
Introduction to Computer Aided Production
36 C 5 1
Planning , Application of Computers
Materials Requirement Planning with Case
37 C 5 1
study
Management Resource Planning with case
38 C 5 1
study
39 Capacity Planning and Data Collection Systems C 5 1
40 Shop floor control and monitoring systems C 5 1
41 Inventory Control and Case study C 5 1
42 JIT approach and Case study C 5 1
43 Lean Manufacturing C 5 1
44 Agile Manufacturing C 5 1
 LEARNING RESOURCES
Sl.
TEXT BOOKS
No.
Mikell P. Groover, “Automation, Production systems
1 and computer integrated manufacturing”, Prentice
Hall of India Private Ltd., New Delhi, 2008.
YoranKoren, “Computer Control of Manufacturing
2
Systems” Tata McGraw-Hill Edition 2005
M.S.Sehrawat, J.S.Narang “CNC Machines”
3 Dhanpat Rai & Company Private Limited, New
Delhi,1999
 LEARNING RESOURCES
Sl.
REFERENCE BOOKS/OTHER READING MATERIAL
No.
Ibrahim Zeid, “CAD/CAM Theory and Practice”, Tata McGraw-Hill
4
Publishing Co. Ltd., New Delhi, 2010.
James Madison, “CNC Machining Hand Book”, Industrial Press Inc., New
5
York,1996.
6 Barry Hawkes, “The CAD/CAM Process”, Wheeler Publishing, 1992.
Hans B. Kief and Frederick Waters, T., “Computer Numerical Control - A
7
CNCReference Guide”, Macmillan / McGraw-Hill, New York, 1992.
Radhakrishnan.P, Subramanyan.S and Raju.V, “CAD/CAM/CIM”, New Age
8
International Publishers, 20s00.
Rao.P.N, Tewari.N.K and Kundra.T.K, “Computer Aided Manufacturing”,
9
Tata McGraw-Hill, New Delhi, 2008
Mikell P. Groover, Emory W. Zimmers Jr., “CAD/CAM:Computer Aided
10 Design and Manufacturing”, Prentice Hall of India Private Ltd., New
Delhi, 2008.
Assessment Method (Weightage 100%)
Course nature Theory

Assess Cycle Cycle Surp

Cycle
In ment Test Test rise Quiz Total
Test I
semest tool II III Test
er
Weigh
10% 15% 15% 5% 5% 50%
tage

End semester examination Weightage : 50%

 Faculty List 2018-19 ODD
Dr. Razal Rose A Mr. Lakshman Kumar A
Dr. Prakash M Mr. Balasiva Krishna G
Mrs. Ambigai R Mr. Ramprasath B
Mr. Sundar S Mr. Thulasikanth V
Mr. Umasekar V G Mr. Muralidharan S
Mr. Santhakumar J Mr. Dinesh S
UNIT V - COMPUTER AIDED PRODUCTION PLANNING AND CONTROL
C-D-
Session Topic hrs Ref
I-O
Introduction to Computer Aided Production
36 C 5 1
Planning , Application of Computers
Materials Requirement Planning with Case
37 C 5 1
study
Management Resource Planning with case
38 C 5 1
study
39 Capacity Planning and Data Collection Systems C 5 1
40 Shop floor control and monitoring systems C 5 1
41 Inventory Control and Case study C 5 1
42 JIT approach and Case study C 5 1
43 Lean Manufacturing C 5 1
44 Agile Manufacturing C 5 1
 Unit V: Session 1 / 9

Introduction to Computer
Aided Production Planning ,
Application of Computers
Structure of a Generative CAPP System
Start

New Old
New / Old

Component
Representation Module

 Code generation Copy existing part

 Part Geometry geometry file to
Geometry geometry file
Creation

No Edit Yes / Yes

No
Editing Module

C
 C

Operation extraction sequencing module

 Operation Selection
 Intermediate process dimensions computations
 Operation Sequencing

Machine tool selection module

 Machine Selection Machine
 Process Selection Material
 Tool Selection Tool
Machinability

Standard time and cost computation module

 Idle time / machine time calculation Standard time
 Cost calculation library

Report generation module

 Editing
 Modification
 Printing

Process Chart
 Unit V: Session 2 / 9

Materials Requirement
Planning with Case study
 Contributors to MRP
• Joseph Orlicky
• George Plossl
• Oliver Wight
• American Production and Inventory
Control Society
 What is MRP?
• Computerized Inventory Control
• Production Planning System
• Management Information System
• Manufacturing Control System
 When to use MRP
• Job Shop Production
• Complex Products
• Assemble-to-Order Environments
• Discrete and Dependent Demand
Items
 What can MRP do?
• Reduce Inventory Levels • Reduce Purchasing Cost
• Reduce Component • Improve Production
Shortages Schedules
• Improve Shipping • Reduce Manufacturing
Performance Cost
• Improve Customer • Reduce Lead Times
Service • Less Scrap and Rework
• Improve Productivity • Higher Production
• Simplified and Accurate Quality
Scheduling
 What can MRP do?
• Improve • Reduce Overtime
Communication • Improve Supply
• Improve Plant Schedules
Efficiency • Improve Calculation of
• Reduce Freight Cost Material Requirements
• Reduction in Excess • Improve Competitive
Inventory Position
 Three Basic Steps of MRP
• Identifying Requirements
• Running MRP – Creating the
Suggestions
• Firming the Suggestions
 Step 1: Identifying the
Requirements
• Quantity on Hand
• Quantity on Open Purchase Order
• Quantity in/or Planned for
Manufacturing
• Quantity Committed to Existing Orders
• Quantity Forecasted
 Step 1: Important Information
MRP is…..
• Company Sensitive
• Location Sensitive
• Date Sensitive
 Step 2: Running MRP –
Creating the Suggestions
• Critical Items
• Expedite Items
• Delay Items
 Step 3: Firming the
Suggestions

• Manufacturing Orders
• Purchasing Orders
• Various Reports
 Overview of the MRP System
Product Master
Inventory
Structure Production
Master File
File Schedule

Material
Requirements
Planning

Manufacturing Purchase Various

Orders Orders Reports
 MRP Inputs
• Product Structure File
• Master Production Schedule
• Inventory Master File
 Product Structure File
• Bill of Materials
• The product structure file contains a bill of material for every item
produced. In other words, this file contains all the component
parts for a larger item. For example if you are producing a car, the
component parts for the car would be the screws, steel, rubber,
and so on. Not only does the product structure contain all the
component parts, it also supplies information for in which order
the product is to be assembled. The MRP system accesses the
product structure file to determine which component items need
to be scheduled.
 Master Production Schedule
• Schedule of Finished Products
• Represents Production, not Demand
• Combination of Customer Orders and
Demand Forecasts
• What Needs to be Produced
 Inventory Master File
• On-Hand Quantities
• On-Order Quantities
• Lot Sizes
• Safety Stock
• Lead Time
• Past-Usage Figures
 MRP Process
• Schedules the Production of all items using
an MRP Matrix
MRP Matrix
Item: Low-Level Code:
Lot Size: Lead Time: PD 1 2 3 4 5
Gross Requirements
Scheduled Receipts
Projected on Hand
Net Requirements
Planned Order Receipts
Planned Order Releases
 Terms Defined
• Item – name or number for the item being
scheduled
• Low-Level Code – the lowest level of the item on
the product structure file
• Lot Size – order multiples of quantity
• Lead Time – the time from when an order is
placed to when it is received
• PD – Past Due Time Bucket, orders behind
schedule
 Terms Defined
• Gross Requirements – demand for an item by
time period
• Scheduled Receipts – material already ordered
• Projected on Hand – expected ending inventory
• Net Requirements – number of items to be
provided and when
• Planned Order Receipts – net requirements
adjusted for lot size
• Planned Order Releases – planned order receipts
offset for lead times
 Example of the MRP Process
Item: A Low-Level Code: 1
Lot Size: 25 Lead Time: 1
PD 1 2 3 4 5
Gross Requirements 10 15 25 25 30
Scheduled Receipts 25
Projected on Hand 20
Net Requirements

Planned Order Receipts

Planned Order Releases

 Example of the MRP Process
Item: A Low-Level Code: 1
Lot Size: 25 min Lead Time: 1
PD 1 2 3 4 5
Gross Requirements 10 15 25 25 30
Scheduled Receipts 25
Projected on Hand 20 10 20 20 20 15
Net Requirements 5 5 10
Planned Order Receipts 25 25 25
Planned Order Releases 25 25 25 30 25
 MRP Outputs
• Manufacturing Orders
• Purchasing Orders
• Various Reports
 Unit V: Session 3 / 9

Management Resource
Planning with case study
 Unit V: Session 4 / 9

Capacity Planning and Data

Collection Systems
 Unit V: Session 5 / 9

Shop floor control and

monitoring systems
 Unit V: Session 6 / 9

Inventory Control and Case study

 The Role of Inventory
• Inventory consists of physical items moving
through the production system
• Originates with shipment of raw material and parts
from the supplier
• Ends with delivery of the finished products to the
customer
• Costs of storing inventory accounts for a
substantial proportion of manufacturing cost
– Often 20% or more
• Optimal level of inventory
– Allows production operations to continue smoothly
• A common control measure is Inventory Turnover 47
 Inventory Turnover
• The ratio of annual cost of goods sold to
average inventory investment.
• It indicates how many times a year the
inventory is sold.
• Higher the ratio, the better, because it implies
more efficient use of resources.
• Higher the profit margin and longer the
manufacturing lead time, the lower the
inventory turns.
• Example: Supermarkets (low profit margins)
have a fairly high turnover rate
48
 Inventory Definitions and Decisions
• Batch or order size, Q
– Batch size is the number of units released to the shop floor
to be produced
• Reorder point, r
– Specifies the timing for placing a new order
• Inventory Position
Inventory Position = Inventory On Hand + On Order – Backorders
• Units on order
– Have been ordered but not yet arrived
• Backorders
– Items promised to customers but not yet shipped
– New units are shipped out to cancel backorders 49
 Types of Inventory
• Raw Materials
– Essential to the production process
– Often kept in large quantities on site
• Finished Goods
– Completed products awaiting shipment to customers
• Work-in-Process (WIP)
– Batches of semi finished products currently in production
– Batches of parts from time of release until finished goods
status
• Pipeline
– Goods in transit between facilities
– Raw materials being delivered to the plant
– Finished goods being shipped to warehouse or customer
50
Types of Inventory

51
 Justification of Inventory
 Inventory will always exist
 Competitive pressure to supply common products
quicker than they can be produced imply finished
goods inventory must be kept near the customer
 Price breaks are common when large quantities of
material and parts are purchased
 We may store inventory in periods of low demand and
consume them in periods of large demand to smooth
production rate (seasonal demand)
 Speculation

52
 Inventory Costs and Tradeoffs

• Holding inventory is costly

• In constructing economic models for
choosing the optimal levels of inventory,
trade of the costs caused by:
1. Ordering or set up of machines
2. Investing and storing the goods
3. Shortages (not having inventory available when
needed)

53
 Ordering Costs
 A fixed ordering cost can be associated with each
replenishment when parts are ordered from suppliers
• Identifying the need to order
• Execute the order
• Prepare the paperwork
• Place the order
• Delivery cost fixed component
• Receiving inspection
• Transportation to place of use
• Storage

54
 Setup Costs
 For parts produced in-house, we must:
• Check status of raw material
• Possibly place an order
• Create route sheets with instructions for each stage of
the production process
• Store routing data in a database
• Check routing data for compatibility with shop status
and engineering changes
• Make routing instructions with raw material
• Deliver to production workers
• Machine set up

55
 Inventory Carrying Costs

 Carrying inventory incurs a variety of costs

• Space heated and cooled
• Move inventory occasionally because it blocks access
to other goods
• Construct and maintain information system to track
location
• Pay taxes based on value
• Insurance costs
• Some will be lost, damaged, or perished
• Cost of capital invested in inventory

56
 Shortage Costs
 When customer demands an out of stock item
• May decide to wait for delivery - backorders
• May cancel the order – lost sales
• May look elsewhere next time – lost customer
• May pay expedite charges
 Within the plant, if material is unavailable to start
production
• Work center may lack work
• Schedule may have to be modified
• Completion of products may be delayed
• Result in late deliveries or lost sales
57
 Unit V: Session 7 / 9

JIT approach and Case study

 Just-In-Time (JIT)
• Just-In-Time (JIT)
– A production control method used to attain minimum
inventory levels by ensuring delivery of materials and
assemblies just when they are to be used.
– A philosophy of lean or value-added manufacturing
manufacturing that aims to optimize production processes
by continuously reducing waste.
– A management philosophy that assumes that any
manufacturing process that does not add value to the
product for the customer is wasteful.

G.Dessler, 2003
May 18, 2006 LIS580- Spring 2006 59
 Just-In-Time (JIT) (cont’d)
• Seven Wastes and Their Solutions
– Overproduction: reduce by producing only what is needed
as it is needed.
– Waiting: synchronize the workflow.
– Transportation: minimize transport with better layouts.
– Processing: “Why do we need this process at all?”
– Stock: reduce inventories.
– Motion: reduce wasted employee motions.
– Defective products: improve quality to reduce rework.

G.Dessler, 2003
My 18, 2006 60
Unit V: Session 8 / 9

Lean Manufacturing
 LEAN MANUFACTURING
• The fundamental philosophy behind Lean Manufacturing
is to provide superior quality products for more Customers
at a significantly lower price and to contribute to a more
prosperous society.
• It is important to build a Company production system
based on this philosophy. Lean Manufacturing has
endeavored to rationalize production by:
– Completely eliminating waste in the production process
– To build quality into the process
– To reduce costs - productivity improvements
– To develop its own unique approach toward corporate
management
– To create and develop integrated techniques that will
contribute to corporate operation.
 Lean Production
• Mass production was feasible with huge
quantities, building inventory buffers and
concerned with acceptable quality, high
efficiency and go on producing till stopped by
faulty condition. Thus a certain level of fraction
defects was satisfactory in mass production.
• However with customer demand and need
changing fast, companies had to shift to lean
production. It utilises concept of just in time
delivery, minimum inventory, and minimum
waste. It works on zero defect level and follows
philosophy of perfect first-time delivery.
 Lean Production
• It utilises flexible production systems for small
batch sizes and shorter setup change overs and
utilises expertise of workers fully to solve
technical problems. It believes in continuous
improvement with dynamically changing market
environment. It constantly searches for and
implements ways to low cost, improve quality,
and increase productivity and also make
improvements in design. It is accomplished by
doing one project at a time.
 Lean Production
• The emphasis in lean production is more on technical and
operational issues whereas agile manufacturing
emphasises on organisation and personnel. Lean
production is associated with a factor whereas agility is
applicable to the enterprise level and formation of virtual
enterprise. However lean and agile technologies do not
compete.
• Lean manufacturing tries to minimise change (particularly,
external change). It attempts to reduce the impact of
change-overs on factory operations so that smaller batch
sizes and lower inventories are feasible. It uses flexible
production technology to minimise disruption caused by
design changes. However agile manufacturing embraces
and is responsive to change. For a company to be agile, it
must be lean also.
Unit V: Session 9 / 9

Agile Manufacturing
Elements of Agile Manufacturing
Elements of AM Strategies And Technologies.
 Meaning of Agile Manufacturing
• Agility refers to the capability to adapt. Agile manufacturing is adopted
where a company having processes, tools and trained personnel is
required to quickly respond to changing customer needs and market
changes, without compromising quality and reducing costs, thus
delivering value to the customer.
• The technology has emerged as a follow up from lean production.
• Agility addresses new ways of running companies integrating flexible
and lively organisation, trained people and technology into a
meaningful utility.
• It thus attempts to do with
– less human effort
– less equipment
– less time
– less space
• while coming closer and closer to providing customers what they want.
• The products are customised in agile manufacturing against
standardised products in huge volumes in mass production.
 Agile Manufacturing
• Agile manufacturing is enterprise level manufacturing strategy
of introducing
– new products for rapidly changing markets, and having
organisational ability to succeed in a competitive environment.
– Characterised by continuous / unforeseen changes by rapidly
reconfiguring the human and physical resources to changing
environment and market opportunities.
• Such organisation values knowledge and rewards the
innovation.
• It has entrepreneurial spirit, and there is a climate of mutual
responsibility for joint success.
• The top priority of agile companies is to cooperate internally
and with other companies even if it involves partnering with
them (competitors) by forming virtual enterprises.
• Pricing of product is based on the value of solution to customer
rather than on manufacturing cost.
Key Enablers of Agile Manufacturing
1. Virtual enterprise formation
2. Physically distributed manufacturing
architecture and teams
3. Rapid partnership formation
4. Concurrent engineering
5. Integrated product / business information
systems
6. Rapid prototyping
7. Electronic, information technology and
communication technology utilisation, etc.
 Meaning of Agile Manufacturing
• A lean, agile, and global company results in a virtual organisation consisting of
several sub-production units geographically dispersed in the world as
branches, joint ventures, subcontractors, etc. It focuses on strategic planning,
product design, virtual enterprise, automation and information technology.
• Strategic planning is concerned with virtual enterprise, rapid-partnership
formation, rapid prototyping, and temporary alliances based on core
competencies. Agile manufacturing can be achieved through customer -
integrated multidisciplinary teams, supply chain partners, flexible
manufacturing, computer-integrated manufacturing systems, and modular
production facilities.
• In agile manufacturing, usually the functions, knowledge and operations are
geographically distributed and these have to be integrated by networks. It is,
therefore, necessary that such manufacturing enterprise must establish co-
operation with suppliers, customers, partners, etc.
• Further it must be possible to allow different organisation structures and the
changing relationships between then dynamically, in order to adapt to the
volatility of the global markets. The system must react to the occurrence of
disturbances in order to minimise their impacts on the system.
• Fig. 42.1 shows elements of agile manufacturing (AM) and Fig. 42.2 the
elements of AM Strategies and Technologies.
• .
Production Planning and Control (PPC) in Agile Manufacturing (AM):
1. Flexible or dynamic company control structure
to cope with uncertainties in the market,
2. Adaptive production scheduling structure and
algorithms to cope with uncertainties of the
production state,
3. Modeling of production states and control
systems,
4. Modeling of concurrent product development
and production under continuous customer’s
influence,
5. Real-Time monitoring and control of the
production progress.
 Meaning of Agile Manufacturing
• For achieving agility in manufacturing, radical changes are
needed in line with productive reengineering business
process.
• Agile manufacturing has evolved a new architecture of
production systems
– Responsibility Based Manufacturing (RBM) which enables
close alignment between system behaviour and business
process requirements.
– RBM allows most adjustments for process and product variety
without system reconfiguration.
– Active resources take the responsibility for production of
individual parts, implementing the relation of individual
customer to individual producer.
– An integrated supply chain acts as a global network used to
deliver products and services from raw materials to end-
customers through an engineered flow of information and
physical distribution.
 Meaning of Agile Manufacturing
• Product Design in Agile Manufacturing (AM):
• Agile manufacturing demands a change around the
formation of product development teams to include
representation of design, manufacturing, marketing,
quality, purchasing groups. It requires a rapid
product design system with objective of switching
over to new products as quickly as possible.
• Non-value adding activities need to be reduced by
grouping various resources and products so that
right products reach market at the right time. Virtual
Design Environment is information architecture to
support design – manufacturing – supplies –
planning decisions in a distributed heterogeneous
environment for systematic selection of planning
alternatives that reduce cost and increase output.
 Meaning of Agile Manufacturing
• Virtual Enterprise in Agile Manufacturing (AM):
• A virtual enterprise results from the integration of
complementary core competencies distributed
among a number of carefully chosen real
organisations, all with similar supply chains
focussing on speed to the market, cost reduction
and quality.
• Since virtual enterprises are temporary, these must
be carefully assembled and disassembled, and
careful attention be given to security, focus being on
cost-reduction. Supply chain management also
needs a different set of frameworks, strategies,
techniques, and performance measurement criteria.
 Meaning of Agile Manufacturing
• Automation and Information Technology in
Agile Manufacturing:
• AM requires intelligent sensing (like vision
systems) and decision making systems capable of
automatically performing tasks without human
involvement. Agile enabling technologies like
virtual machine tools, flexible fixturing, agile
design alternatives are required. Physically
distributed facilities demand high-level
communication systems to exchange information
at various levels of manufacturing organisations.