Flexible Manufacturing Systems (FMS)

1. i
School of Engineering, Design and Technology
MSc Manufacturing Management
Coursework for Module ENG4086M
Advanced Manufacturing Technology
Flexible Manufacturing Cell Design Proposal
Group 4
Mutaz Ayed 14020192
Farhan Qutab Siddiqui 14014312
James Orivri 14029502

2. ii
Contents
LIST OF TABLES ................................................................................................................V
LIST OF FIGURES.............................................................................................................. VI
CHAPTER 1 INTRODUCTION ................................................................................................1
1.1 Introduction...................................................................................................................1
1.2 Aim.................................................................................................................................1
1.3 Objectives and Methodology ........................................................................................1
CHAPTER 2 LITERATURE REVIEW..........................................................................................2
2.1 Flexible Manufacturing Cell (FMC) ................................................................................2
2.1.1 Advantages of FMC...........................................................................................3
2.1.2 Limitations of FMC............................................................................................3
2.1.3 Components of an FMC ....................................................................................3
2.2 Just-In-Time Manufacturing Systems............................................................................4
2.2.1 Inventory Management....................................................................................4
2.2.4 Production Planning and Control .....................................................................5
2.3 FMC Layouts ..................................................................................................................5
2.3.1 In-line layout.....................................................................................................5
2.3.2 Loop layout .......................................................................................................6
2.3.3 Ladder layout....................................................................................................7
2.3.4 Open field .........................................................................................................7
2.3.5 Robot-centered.................................................................................................8

3. iii
CHAPTER 3 FMC DESIGN PROPOSAL ....................................................................................9
3.1 Part Variety....................................................................................................................9
3.1.1 Part Type A........................................................................................................9
3.1.2 Part Type B......................................................................................................10
3.1.3 Part Type C......................................................................................................10
3.1.4 Part Type D .....................................................................................................11
3.2 Manufacturing Processes and Sequence of Operations .............................................12
3.3 Production Plan ...........................................................................................................12
3.4 Transportation Times ..................................................................................................14
3.5 Batch Processing..........................................................................................................14
3.6 Rework and Recycling..................................................................................................14
3.7 Group Technology .......................................................................................................15
3.7.1 Analysis ...........................................................................................................15
3.7.2 Justification.....................................................................................................16
3.8 Process Flowchart........................................................................................................17
3.10 Proposed Layout........................................................................................................18
CHAPTER 4 WORK STATIONS AND EQUIPMENT SELECTION......................................................20
4.1 Computer Numeric Control Machine (CNC)................................................................20
4.1.1 Machining Strategy.........................................................................................20
4.1.2 Machining Selection .......................................................................................21
4.1.3 Fixturing..........................................................................................................22
4.1.4 Tool Selection .................................................................................................23
4.1.5 Summary.........................................................................................................24

4. iv
4.2 Material Handling System ...........................................................................................25
4.3 CAD/CAM Selection Process........................................................................................26
4.3.1 Functionality ...................................................................................................26
4.3.2 Support ...........................................................................................................26
4.3.3 Compatibility with other systems in the FMS.................................................26
4.3.4 Efficiency.........................................................................................................26
4.3.5 Communication/Staff Expertise......................................................................27
4.3.6 Price ................................................................................................................27
4.3.7 MCDA Analysis................................................................................................27
4.4 Inspections Station ......................................................................................................28
4.4.1 Defect Group A ...............................................................................................29
4.4.2 Defect Group B ...............................................................................................29
4.4.3 Finally Inspection............................................................................................29
CHAPTER 5 ROBOTS AND GRIPPER SELECTION ......................................................................30
5.1 Robot Selection ...........................................................................................................30
5.2 Key Features and Benefits...........................................................................................30
5.2 Robot Gripper..............................................................................................................31
CONCLUSION.................................................................................................................32
APPENDIX A...............................................................................................................33
APPENDIX B ...............................................................................................................34
APPENDIX C ...............................................................................................................35
REFERENCES..................................................................................................................39

5. v
List of Tables
Table 1: Tabular representation stating the difference between FMS & FMCError! Bookmark not
defined.
Table 2: Manufacturing Sequences of Parts......................................Error! Bookmark not defined.
Table 3: Processing Times .................................................................Error! Bookmark not defined.
Table 4: Quantity of Parts Produced per 48-Minute Cycle ...............Error! Bookmark not defined.
Table 5: King’s Rank Order Clustering Matrix (Raw) .........................Error! Bookmark not defined.
Table 6: King’s Rank Order Clustering Matrix (Processed)................Error! Bookmark not defined.
Table 7: Showing Selection criteria process using MCDA ............................................................. 27

6. vi
List of Figures
Figure 1: Pictorial representation of a flexible manufacturing cell................................................. 2
Figure 2: Pictorial difference between a FMC & FMS .......................Error! Bookmark not defined.
Figure 3: Part A..................................................................................Error! Bookmark not defined.
Figure 4: Part Type B .........................................................................Error! Bookmark not defined.
Figure 5: Part Type C .........................................................................Error! Bookmark not defined.
Figure 6: Part Type D .........................................................................Error! Bookmark not defined.
Figure 7: (a)In-line layout (b) In-line layout provided with secondary workstation ....................... 5
Figure 8: (a) Circular loop layout (b) Rectangular loop layout ........................................................ 6
Figure 9 Ladder layout..................................................................................................................... 7
Figure 10 Open field layout...............................................................Error! Bookmark not defined.
Figure 11 Robot centred layout.........................................................Error! Bookmark not defined.
Figure 12: Process Flow Chart ...........................................................Error! Bookmark not defined.
Figure 13: Flexible Manufacturing System Layout ............................Error! Bookmark not defined.
Figure 14: Zero Point Clamping system cross sectional view............Error! Bookmark not defined.
Figure 15: General flow of the machining strategy....................................................................... 20
Figure 16 Work holding tool.......................................................................................................... 22
Figure 17 Drilling two different holes............................................................................................ 23
Figure 18: Work station & conveyor belts diagram ..........................Error! Bookmark not defined.
Figure 19: Representation of MCDA model .................................................................................. 26
Figure 20: An optical Inspection Station Machine ........................................................................ 28
Figure 21: IRB 2600ff Robot .......................................................................................................... 30
Figure 22: Robot working range and degree of freedom.............................................................. 31
Figure 23: ROBOTIQ 2-fingers gripper with 300 mm stroke ......................................................... 31

7. vii

8. viii

9. 1
Chapter 1
Introduction
1.1 Introduction
In order to achieve competitive advantage, manufacturing companies are aiming to improve
efficiencies by reducing lead time and non-value-added activities, which may also help them to
meet strict cost targets. For this purpose, many companies are shifting over to production that
uses flexible manufacturing systems (FMS).
1.2 Aim
The aim of this coursework is to propose the design of a Flexible Manufacturing Cell (FMC). The
FMC should be capable of producing a family of parts in variable batch sizes (1-50 units per
batch), while being able to meet an annual total demand of 35,000 parts.
1.3 Objectives and Methodology
The objectives to reach the aim of this coursework are as follows:
1. A literature review on Flexible Manufacturing Systems will be conducted in Chapter 2.
2. The part variety to be manufactured, process layout and production plan will be
highlighted in Chapter 3.
3. Chapter 4 will include details of the CNC machines and CAD/CAM systems selection
process for the FMC.
4. The selection process for Robotic Grippers will be covered in Chapter 5.
5. In the end, a conclusion will be presented of the lessons learnt and challenges faced by
the team while working on this coursework.

10. 2
Chapter 2
Literature Review
2.1 Flexible Manufacturing Cell (FMC)
A flexible manufacturing cell refers to a unit in the manufacturing circuit. It is a smaller or
simplified version of a flexible manufacturing system.
An FMC is shown in Figure 1 (IE447, 2011) below. It allows for changes in production schedules
in order to meet the fluctuating market demands. Furthermore, it allows the requirements
placed on production due to the steadily growing number of variants, additional niche models
and reduction in the lot size manufactured for spare parts to be met.
Figure 1: Pictorial representation of a flexible manufacturing cell
The idea of flexibility tackles the industrial need for:
 Rapid changes that can occur in market demand.
 The need for more product variety in smaller quantities.

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Several FMCs working together in conjunction at a shop floor may be referred to as a Flexible
Manufacturing System (FMS).
2.1.1 Advantages of FMC
Some major advantages of FMCs are listed as follows (Hernandez, 2015):
1. Manufacturing lead time is greatly reduced.
2. Reduces setup time
3. Total work in progressed is reduced.
4. The product or part being manufactured quality is improved.
5. Reduces response time for customers order.
6. Increases manufacturing flexibility.
7. Reduces unit cost of the product.
8. Simplifies production planning and control process.
9. Savings from the indirect labor, from reduced errors, rework, repairs and rejects
2.1.2 Limitations of FMC
Some obvious limitations of FMCs are as follows:
1. Expensive, costing millions of dollars and company might not have the funds.
2. Substantial pre-planning activity.
3. Sophisticated manufacturing systems.
4. Limited ability to adapt to changes in product.
5. Technological problems of exact component positioning and precise timing necessary to
process a component.
2.1.3 Components of an FMC
In other for a manufacturing system to be categorized as an FMC it needs to have some features
which are usually structure around the sections listed below (Hernandez, 2015):
 Robotics
 Material Handling / Transport
 CNC Machines tools
 Central control computer
 Manual / Automated Assembly Cells
 Central Computers
 Controllers / Inspection Stations
 Software / Networks

12. 4
2.2 Just-In-Time Manufacturing Systems
The Just-In-Time (JIT) philosophy became popular during the 1970s at the Toyota automotive
production facility in Japan. Reid and Sanders (2007) suggest that in its simplest, form, the JIT
philosophy refers to getting the right quantity of goods manufactured and delivered at the right
place and at the right time. Furthermore, the philosophy puts special emphasis on removing
waste in a production system. In a JIT manufacturing, anything that does not add value to the
final product is referred to as ‘waste’.
2.2.1 Inventory Management
Figure 2: Dangers of High Inventory Levels
In the diagram above, the water represents the inventory, and below the surface are rocks
representing problems. The major aspect of JIT is its view of inventory. Excess inventory or
safety stock hides these inefficient processes which tend to add hidden costs to a business. The
idea behind JIT is to shrink this excessive inventory gradually and reveal the actual problems
which otherwise, would have remained hidden. JIT philosophy emphasizes clean and well-
organized working areas with very little inventory.

13. 5
2.2.4 Production Planning and Control
JIT uses ‘Pull’ systems rather than ‘Push’ systems. Typically, a push system is one in which a
product is pushed through the production system and then stored in anticipation of demand,
which may never come. Pull systems begin with customer demand and begin with quick
manufacturing setups and small lot production sizes as compared to high levels of batch
production or work-in-process. Leveling the production is very important in order to maintain a
smooth production flow and increase machine utilization. Disruptive changes in the production
schedule contribute to inefficiency, and it also creates waste.
2.3 FMC Layouts
Shubin and Madeheim have explained the purpose of production layouts as follows:
“The objective is to combine labor with the physical properties of a plant (machinery, plant
services, and handling equipment) in such a manner that the greatest output of high quality
goods and services, manufactured at the lowest unit cost of production and distribution, will
result.” (Industries, 2015) As suggested by (College, 2009) and (Osullivan, 2014), layout types for
FMCs are:
1. In-line layout
2. Loop layout
3. Ladder layout
4. Open-field layout
5. Robot-centered layout
2.3.1 In-line layout
In this layout, machines and handling system are sorted in a straight line as shown in Figure
(7.a). Parts movement is from one machine or a work station to the next one within the planned
process sequence (Osullivan, 2014).
Figure 2: (a) In-line layout (b) In-line layout provided with secondary workstation

14. 6
2.3.2 Loop layout
In loop layout machines and work station are set in a loop as shown in the figure below. This
provides an advantage of returning pallets to the beginning of the cell (Osullivan, 2014).
The most common material handling equipment used in this layout are either conveyor systems
or rail-guided vehicle systems.
Figure 3: (a) Circular loop layout (b) Rectangular loop layout

15. 7
2.3.3 Ladder layout
A ladder layout is composed of a loop with ladders which give more options for moving parts to
the next workstation. This decreases the traffic of parts in the cell, and gives the parts more
than one way to move to the next workstation. As a result, it declines the average distance
travelled, and transport time between workstations (Industries, 2015) (Osullivan, 2014).
Figure 4 Ladder layout
2.3.4 Open field
This type of layout consists of multiple loops and ladders, and may include sidings as well. It is
used to process a large family of parts, although the number of different machine types may be
limited.

16. 8
And Open-field layout is shown in the figure below.
2.3.5 Robot-centered
Robot-centered layout uses robots as the material handling system. One or more robot can be
selected in this layout, and the placement of the robots depends upon the range of the robotic
arms and their grippers (Osullivan, 2014).

17. 9
Chapter 3
FMC Design Proposal
The Flexible Manufacturing Cell will be capable of automatically fabricating an entire family of
parts which will be used for clamping functions in the manufacturing industry. The family of
parts is based on the ‘Zero Point Clamping System’, and there are a total of 4 different types of
part varieties in this family.
3.1 Part Variety
All 4 parts are similar in geometry and geometrical features to one another and apart from
minor differences in structural characteristics there are variations in sizes of these parts. Brief
descriptions of all 4 parts along with their CAD models are given below. The CAD models were
designed in Creo. Furthermore, all parts will be manufactured using the same raw material,
Grade A2 Air-Hardening High Strength Tool Steel (AISI, 2015).
3.1.1 Part Type A
Clamp Type A is designed for use in small-scale machine where the object to be worked upon is
relatively small in geometry. This is the smallest clamp in the family of parts. It is manufactured
using the Small Lathe (L1), Drilling and Polishing machines, in this order.
Figure 1 – Part A

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3.1.2 Part Type B
Clamp Type B is larger than Clamp A and is designed for use in medium-scale machines. It is
manufactured using the Small Lathe (L1) and Drilling machines, in this order. Polishing operation
is not required.
Figure 2 – Part Type B
3.1.3 Part Type C
Clamp Type C has been designed for use in large-scale machines and can hold larger-sized parts.
Due to greater size, it is manufactured using the Large Lathe (L2), Milling and Polishing
machines, in this order.
Figure 3 – Part Type C

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3.1.4 Part Type D
Clamp Type D is the largest in the entire family of parts and it can both be used as a stand-alone
clamp on its own for very large parts, or it can be used as a foundation jig/fixture upon which
the other clamp types, A, B and C can be mounted in order to work on jobs of various different
sizes. Since it is very large in size, it is manufactured using the Large Lathe (L2) and Milling
machines. The Grinding machine is also used to provide a smooth surface for when it is used as
a foundation block for the other clamps.
Figure 4 – Part Type D

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3.2 Manufacturing Processes and Sequence of Operations
The following table illustrates the various processes involved in the manufacturing of these
parts.
Part Type Series of Operations
A
Lathe – Small, S (L1)
Drilling
Polishing
Inspection
B
Lathe – Small, S (L1)
Drilling
Inspection
C
Lathe – Large, L (L2)
Milling
Polishing
Inspection
D
Lathe – Large, L (L2)
Milling
Grinding
Inspection
Table 1 – Manufacturing Sequences of Parts
3.3 Production Plan
It is assumed that the annual demand that the Flexible Manufacturing System needs to meet
stands at an aggregate of 35,000 parts. Further assumptions have been made to simplify the
problem while working within practical limits. It is assumed that the FMS operates 8 hours per
day and 5 days a week, and has to be shut down for one month to perform the pre-scheduled
yearly maintenance. This 30-day period also accounts for the shop workers’ annual holidays.
This means that the FMS effectively operates for only 11 months in a year. As such, it should be
capable of producing approximately 3200 parts per month, so as to be able to produce just over
35,000 (35,200) parts in a year.

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The following table breaks down the yearly demand into monthly demand for each part type.
Since there are 4 weeks in a month, 5 days in a week and 8 working hours in one day, these
values have been subsequently calculated. Furthermore, 1 hour comprises of 60 minutes and 8
hours of work translate into 480 minutes. Thus, to calculate the time in minutes that is available
to manufacture one unit of each part, the value of 480 minutes has been divided by the daily
demand.
Part Type
Monthly
Demand
Weekly
Demand
Daily Demand
Minutes/Part
(Default Cycle Time)
A 1600 400 80 6
B 800 200 40 12
C 600 150 30 16
D 200 50 10 48
Total 3200 800 160 480 Minutes
Table 2 – Processing Times
Since the largest time taken by any part to be processed is 48 minutes, which is taken by part D,
it is taken as the Longest Cycle Time (LCT). Therefore, each manufacturing cycle will consist of 48
minutes and A, B, C and D will all be produced in different quantities in one cycle. For example,
in one 48-minute cycle, only 1 part D will be manufactured, but 8 part As will be manufactured
(since 1 unit of A is made in 6 minutes, and 6 x 8 = 48) These quantities are given in the table
below.
Part Type Quantity Produced Per 48-Minute Cycle
A 8
B 4
C 3
D 1
Table 3 – Quantity of Parts Produced per 48-Minute Cycle
It can be seen from the calculated values in Tables 2 and 3 that each job has a very short cycle
time, and needs to be rapidly manufactured. Since the machine-working time cannot be
reduced by itself, the only option left is to apply Single-Minute-Exchange-of-Die (SMED)
technology. SMED will subsequently help to reduce the set-up time for each new part, thereby
significantly reducing the overall cycle time for each part.

22. 14
3.4 Transportation Times
It has been assumed that the material transportation time has been accounted for within the
Minutes per Part value given for each part in Table 2 above. The cycle time for each part
therefore, includes the time it takes for that part to travel from one workstation to another.
For example, for part A, the default cycle time is 6 minutes. This time will also include the time it
takes for it to travel from each machine to another, as well as the time spent in inspection. The
same is the case for all the other parts in the family.
3.5 Batch Processing
An important requirement for the Flexible Manufacturing Cell (as prescribed in the coursework
guidelines) is that it should be able to manufacture small lot sizes (1-50 parts) with the potential
to produce an infinitely high product variety.
As can be seen in Table 3 above, one batch of products will comprise of 8 A, 4 B, 3 C, and 1 D. A
total of 16 parts (8 + 4 + 3 + 1) will be manufactured in 1 batch, and 10 batches will be produced
per day (10 cycles of 48 minutes each = 480 minutes per day). Hence, the production plan will
allow for batch production of all parts.
3.6 Rework and Recycling
All parts will have to undergo inspection at the Inspection station and a strict Statistical Process
Control will be observed based on the principles of Six Sigma to guarantee the best quality.
Faulty and low quality parts that fail to meet this criterion will be sent for reworking to their
respective workstations.
During the various machining operations of these parts, scrap will be produced in the form of
metallic chips. To keep production in line with sustainable development practices, the flexible
manufacturing cell will aim to recycle this scrap by routing it to a Casting station, where first it
will be processed to remove impurities, and then re-melted to form plate metal.
Since conventional castings do not possess high strength and generally have poor material
properties, these metallic plates will also have to undergo a forging operation to improve their
tensile and compressive strength. The Forging operation will also give it a better circular,
geometrical shape after which is will be ready to be used as a raw material in the manufacturing
process all over again.

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3.7 Group Technology
In order to select an appropriate layout for the Flexible Manufacturing System, an analytical tool
called the King’s Rank Order Clustering Matrix has been used, as described in Khan (2014).
Detailed calculations have been illustrated in Appendix A.
3.7.1 Analysis
By performing rank order clustering operations on the machine-part sequence matrix (Refer to
Appendix A), the following manufacturing groups/workstations can be formed.
Machines
Job/Part Types
A B C D
Casting 1 1 1 1
Forging 1 1 1 1
Lathe – Small (S) – L1 1 1 0 0
Drilling 1 1 0 0
Polishing 1 0 1 0
Lathe – Large (L) – L2 0 0 1 1
Milling 0 0 1 1
Grinding 0 0 0 1
Inspection 1 1 1 1
Table 4 – King’s Rank Order Clustering Matrix (Processed)
Based on this analysis, it can be seen that the machines can be arranged into 5 different
workstations (colour-coded in red, yellow, blue green and grey). These workstations are as
follows:
1. Workstation 1 – Red: Casting + Forging Machine
2. Workstation 2 – Yellow: Lathe (Small) + Drill Press Machine
3. Workstation 3 – Blue: Polishing Machine (It is process-specific)
4. Workstation 4 – Green: Lathe (Large) + Milling + Grinding Machine
5. Workstation 5 – Grey: Inspection (with operator and/or Coordinate Measuring Machine)

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3.7.2 Justification
It can be seen from the King’s Rank Order Clustering Matrix that Components A and B share the
same machines and hence those machines can be grouped together to form a single
workstation. Hence, both components A and B can be manufactured in this single workstation.
Formation of one workstation where two different parts can be manufactured together is
known as ‘Group Technology’ and is in line with Just-in-Time philosophy, and this will lead to the
formation of a flexible manufacturing cell (FMC) on the shop floor.
Furthermore, since both components C and D also share the same machines between
themselves, these machines can also be grouped together to form another single workstation.
This workstation, like the previous one for A and B, will also have the flexibility to switch from
producing one type of component to another on a very rapid basis. This will be based on the
‘Single Minute Exchange of Die’ (SMED) principle, which is another important part of Just-in-
Time philosophy.
Ideally, from the same analysis above, the Inspection workstation could also be merged with the
Casting and Forging workstation since all jobs have to pass through it as well. However, the first
problem that arises here is that instead of simplifying the manufacturing process, it would
further complicate it since the Inspection process is carried out after the jobs have been
manufactured, and the Casting and Forging process is conducted to re-use scrap before the
actual manufacturing of the jobs begins.
Secondly, merging the Inspection and Casting and Forging operations all together into one single
workstation would also give rise to another problem of material handling. After manufacturing,
all parts will have to be routed back to this workstation, but at the same time, the scrap material
from all the different machines on the shop floor would also be arriving in this workstation for
re-processing. This would not only create complexity and confusion on the shop floor, but it
would also increase the work load on one single workstation. The machines in this workstation
might have to be over-loaded beyond capacity, causing delays, which may become even more
severe if one of those machines breaks down.
Therefore, it is suggested that the Inspection operation be conducted in a different workstation
than the Casting and Forging workstation. Doing so would also help to establish a group-
technology based layout on the factory floor.

25. 17
3.8 Process Flowchart
The raw material used for the manufacturing of the Zero-Clamping family of parts is Grade A2
Air-Hardening High Strength Tool Steel. It arrives in the form of circular metallic plates (discs),
and is stored in the Raw Item Inventory. From here, it is placed on a conveyor belt for
transportation to the different workstations in the FMS. At a particular workstation, it
undergoes certain manufacturing processes (for example, Job A goes to Workstation 1 for
Turning and Drilling operation). Then, it is sent via the conveyor belt to the Inspection
Workstation. If it meets the necessary quality standards, it is sent to the temporary storage area
for shipment; otherwise, it is re-routed to either another workstation for re-working, or in the
case of major faults, it is treated as scrap and sent to Workstation 1 for re-casting and re-forging
to be recycled and re-used again. This is illustrated in the figure below.
Figure 5 – Process Flow Chart

26. 18
3.10 Proposed Layout
As can be seen from Figure 6, the layout proposed for the FMS is a Cellular Layout. Raw material
arrives into the FMS and is stored into the Raw Material Storage Area where it is tagged with a
temporary barcode. From here, it is picked up by a Robotic Gripper and placed on the Primary
Conveyor Belt. A Robotic Gripper is installed inside each Workstation.
Depending upon what part needs to be manufactured the sensors on the conveyor belt detect
the temporary barcode, and instruct the relevant Robotic Gripper to pick up the incoming raw
material from the conveyor belt, and place it inside its Workstation. Here, based upon the
particular sequence of operations for each part, the Robotic Gripper places the raw material into
the relevant machine. Once that machine finishes working on the part, the Gripper places the
part into the next machine in the Workstation.
After all operations are performed, the Gripper will place it again on the conveyor belt to be
taken for processing in other Workstations, or for Inspection.
If a part passes and clears Inspection, it is sent to the Shipping Storage area for Shipment via the
Secondary Conveyor Belt. If it fails inspection and needs to be reworked, the Rework Incharge
takes the part back to its relevant workstation for re-working.
All scrap that is produced is transferred to the Primary Conveyor Belt which delivers it to
Workstation 1 for recycling. The first Robotic Gripper picks the recycled part from this
workstation if it is available, and places it on the Primary Conveyor Belt to be re-used on the
shop floor. The entire manufacturing process is observed and controlled via the Control Room
located in the top balcony.

27. 19
The proposed layout for the FMC is drawn below.
Figure 6 – Flexible Manufacturing Cell Layout
Key
1 Raw Material Arrival 9 Rework Incharge
2 Raw Material Storage 10 Secondary Conveyor Belt
3 Workstation 1 (Casting and Forging) 11 Finished Parts Shipment Storage
4 Workstation 2 (Small Lathe + Drill Press) 12 Scrap Delivery
5 Workstation 3 (Polishing) 13 Control Room
6 Workstation 4 (Large Lathe + Milling + Grinding) 14 Shipment of Finished Goods
7 Primary Conveyor Belt Robotic Arm with Gripper
8 Workstation 5 – Inspection Sensors
The next chapter will cover the machine and CAD/CAM system selection process based on the
proposed cellular layout of the FMC.
5
1 2
3 4
6 13
8
10
12
7 9
11
14

28. 20
Chapter 4
Work Stations and Equipment Selection
4.1 Computer Numeric Control Machine (CNC)
As described by (Seames, 1995) selecting a CNC machine depends on many factors related to
the manufacturing strategy, the part shape and machining process needed. The main five
criteria to select CNC machine are discussed below (further details are available in Appendix B).
4.1.1 Machining Strategy
The machining strategy defines the process flow in the manufacturing of parts. Starting with the
raw material, which is present in the form of a solid cylindrical steel, the first machining process
will be milling or lathing depending upon part geometry. Then, small holes around the surface
will be drilled, or milled depending upon the size of the holes. The process is illustrated in the
figure below.
Figure 5: General flow of the machining strategy
After mapping the machining strategy, Seames’ prescribed approach to CNC machine selection
was followed, and is covered in Appendix B (Seames, 1995). The following tables illustrate the
outcome of the analysis.

29. 21
4.1.2 Machining Selection
Sub Factors
Main Factors
What is the
programmers'
experience
What machines
are available
How many parts
are in order
Is a horizontal or
vertical spindle
preferred
Machining
Selection
Not a major
factor but it can
be considered
good enough
due to training
The availability
of machines are
opened due to
the market, with
a moderate cost
35,000 a year,
100 per day
Horizontal for
lathing and
vertical for
milling and
drilling
Conclusion
The machine should be CNC (automatic and not manual), capable of working in 2 axes – vertical
and horizontal.

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4.1.3 Fixturing
Sub Factors
Main Factors
Will a standard
holder is used
What quantity of
parts will be
operating in the
same time?
What will make the
best quality
Fixturing
Rotated chucks
with four jaws as
the part is rounded
with
One part is enough,
to make the flow in
the system goes Automatic chucks
Conclusion
Work holding will be done using rotating automatic chucks. Chucks with three jaws are designed
to hold rounded parts, and four jaws are for rectangular parts in addition to the rounded.
Therefore, choosing four jaws will increase the flexibility of the system in case of producing a
rectangular family in the future.
Figure 6 Work holding tool

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4.1.4 Tool Selection
Sub Factors
Main Factors
What tools are
available
What is the
machining
strategy
How many parts in order
Tool Selection
Availability is
opened regarding
to the market
and the need
Two lathing
processes, then
drilling
One part is running, and
different sizes are expected
Conclusion
at least two types of tools required for lathing and drilling. Due to the different dimensions and
families of the parts many different sizes of the same tool is recommended.
Figure 7 Drilling two different holes

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4.1.5 Summary
The following figure summarizes the requirements for the CNC machines.
On the basis of the above criteria, the CNC machines were selected for the FMC.
A detailed list of machines’ specifications is available in Appendix C.

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4.2 Material Handling System
The material handling system in the FMC will primarily comprise of conveyor belts and robotic
arms/grippers. Delivery of raw material to the FMC will be done by trucks.
The shop floor material handling system will consist of:
 1 Primary Conveyor belt to transport material between different workstations
 6 Robotic Arms with Grippers to place and remove parts from machines in workstations
 1 Secondary Conveyor to transport finished parts from Inspection to Shipment Storage
Conveyor belts were crucial to the entire FMC design since they allowed for a quick and easy
means of transportation on the shop floor. The criteria for selecting a conveyor belt included:
 Materials the belts are made from and what materials each can carry
 The maximum weigh each belt can take and how it fits into our FMC structure
 Accessories which their conveyors considering the sustainability of the system.
The following vendors were available:
 Fenner Dunlop Europe ( European leader in the conveyor belt industry)
 Kensal Handling Systems
 Advance Automated Systems Ltd (UK manufacturer)
 Conveyor Units Ltd (UK’s largest manufacturer)
After due consideration, the conveyor belts manufactured by Conveyor Units Ltd were selected.
This was because it is a local producer and a large company which gives the advantages of
growing with the local manufacturing firm, quick deliver and maintenance having a reasonable
price and not having to invest much into staff education or support.
The robotic arm gripper selection process has been described in Chapter 5.

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4.3 CAD/CAM Selection Process
The Creo Parametric 3D CAD program was selected after a conducting a selection process called
Multiple-Criteria Decision Analysis (MCDA).
The MCDA model is a selection model that explicitly considers multiple criteria in decision-
making environments. (G. Kannan, 2008). In a simplified explanation, it is a model that considers
several factors based on relevance which has sub-factors embedded in each one. In the case of
the FMC, the CAD software to be selected is the one which has the highest valued rating from
the model.
Figure 8: Representation of MCDA model
The criteria used to conduct the MCDA analysis are as follows.
4.3.1 Functionality
The functionality of the software, which also produces a high quality diagrams, with a good
degree of flexibility of the Software was one of the factors we considered.
4.3.2 Support
The support to be received from the vendor and our already existing relations was also another
important decision making factor.
4.3.3 Compatibility with other systems in the FMS
The compatibility of the CAD program with the company’s existing systems provided a good
justification for our choice.
4.3.4 Efficiency
These criteria analyses issues of the programs efficiency and sub- factors in this group.

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4.3.5 Communication/Staff Expertise
This covers several communication factors. This includes but not limited to how familiar the staff
are with the programs, if any level of education or re-orientation will be required for the
employees to function with the program, how friendly the programs are to import or export
data. Etc.
4.3.6 Price
This directly refers to the cost of the software and any other cost that might be incurred to have
the software functional to the expected level of operations.
4.3.7 MCDA Analysis
Table 1: Showing Selection criteria process using MCDA
Grading from 1-5, where 5 is best and 1 is the worst
Main criteria Auto-CAD PRO-E CATIA Creo
Solid
Works
Functionality 5 5 5 5 5
Support 5 3 3 5 4
Compatibility 3 5 4 5 5
Efficiency 4 4 4 4 4
Communication / Staff Expertise 3 4 4 5 3
Price 4 3 3 5 4
MCDA value 24 24 23 29 21
Hence, Creo Parametric was the most suitable CAD package for use in the FMC.
The arrived results were not based on any international or industrial standards but on the
assumed current infrastructure owned and operated by the manufacturing firm intended to use
the FMS/FMC system.

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4.4 Inspections Station
Based on this analysis in chapter four, it was agreed that a total of 5 work stations are required
for the FMS, which will result in the operation functioning as a group technology. This approach
of inspection station also helps to control the quality of products by helping.
Furthermore, the idea of having one major inspection station will address the financial limitation
of investing in really advanced FMS technology beyond the current needs of the manufacturing
company.
The major issues the inspection station will tackle are:
 Reduces end-line defects
 Helps to fix the problems at the outset
 Prevents common mistakes being made repeatedly
 Helps to ensure quality of the products of a production line
For automated inspection, the German inspection manufacturing machine (Prüftechnik
Schneider & Koch) has been selected due to its extensive 30 year experience in manufacturing
inspection equipment (Prüftechnik Schneider & Koch, 2015).
Figure 9: An optical Inspection Station Machine

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4.4.1 Defect Group A
Defects identified by the optical inspection machine in this group are damaged and beyond
repair. Defective products in the group are either discarded or used for another manufacturing
product which they may still meet the requirements. The picture below shows the possibility for
more than one disposal route. This will allow for the completely damaged material to go off to a
disposal storage platform.
4.4.2 Defect Group B
Defects in this group are not regarded as damaged, but might be missing one process in the FMS
operation or will have to undergo the process again. Defects identified in this group are further
separated by marking to the given work station or process it should be sent for re-processing.
4.4.3 Finally Inspection
This is the final manned inspection of the products for extra assurance before packaging is done.
Afterwards, manufactured products are sent for final shipment to clients.

38. 30
Chapter 5
Robots and Gripper Selection
In the FMC, four robots are used to pick up raw material and parts between stations and
machines with a universal gripper that fits all part shapes. The four robots will be the same.
5.1 Robot Selection
Using the ‘Robot Selector Service’ provided on the company website of ABB Robotics, the
following robot was selected (ABB, 2015).
Figure 10: IRB 2600ff Robot
Long arm variant (1.85m) with a 12 kg payload. Up to 27 kg payload is achievable for pick &
place, and packaging applications, with the wrist held vertical. (New.ABB, 2015)
5.2 Key Features and Benefits
The IRB 2600ff features a new compact design which offers a high payload capacity of up to
20kg. Its working range is optimized for machine tending, material handling, and arc welding.
The robot also offers the best accuracy and acceleration in its class which allows it to secure
high output and low scrap rates for improved productivity (New.ABB, 2015).

39. 31
The robot can be mounted in various flexible positions, including tilted, wall, inverted or shelf
mounted positions, or simply on the floor. This flexibility can help reduce floor space usage.
These features enable more creative cell designs and enables floor space to be optimized in a
wide variety of industrial segments and applications (New.ABB, 2015).
Figure 11: Robot working range and degree of freedom
5.2 Robot Gripper
The robot gripper should be able to hold work-in-progress at every stage of the manufacturing
process. In this regard, some grippers are not suitable for parts with holes such as the vacuum
gripper. However, the Finer Adaptive Robotiq Two-Jaws Gripper is enough to pick and place the
parts from station to conveyor belt and vice-versa. It is capable of handling a large part variety,
has high durability and speed, and is therefore ideal for use in the FMC.
Figure 12: ROBOTIQ 2-fingers gripper with 300 mm stroke

40. 32
Conclusion
In order to construct a Flexible Manufacturing Cell, vast initial capital would be required and the
manufacturing firm will need to make significant changes to its operations to make it successful.
The workforce will have to be trained to work in the new FMC.
The FMC will present numerous benefits in terms of greater manufacturing capability, higher
production and part flexibility, faster lead times, lesser waste and better quality products with
overall high production efficiencies.
Future work can be conducted to invest in sustainable development technologies, develop risk
management strategies, and business continuity plans. The FMC itself, however, will provide a
very strong foundation to build everything else on.
The group members would like to thank Dr. Jose Eduardo Munive Hernandez for providing a
wonderful learning experience and delivering a module which helped to develop a strong
understanding and appreciation in us of modern advanced manufacturing technologies. The
coursework was also a great learning opportunity.
This marks the end of the coursework.

41. 33
APPENDIX A
The machine-part sequence matrix can be arranged as follows according to the Job Types and
the Machines they require, as discussed in Chapter 3. The numerical value of ‘1’ is assigned
when a machine is used by a part. The numerical value of ‘0’ is specified if a part does not use
that particular machine. The analysis is performed as given in lecture notes by Khan (2014). The
rows are converted from binary into decimal numbers using base 2. These decimal numbers are
then added to obtain the sum of values in the row. The rows are then re-arranged in ascending
order of values. The process can be repeated with the columns as well. This transforms the
matrix into a form where similar value rows and columns are situated together. The pattern of
1s and 0s can then be observed and the 1s can be grouped together. The groups form actual,
physical cells of Group Technology on the shop floor.
Machines
Job/Part Types
Decimal Sum
A B C D
Binary Value 8 4 2 1 16
Lathe – Small (S) – L1 1 1 0 0 12
Lathe – Large (L) – L2 0 0 1 1 3
Drilling 1 1 0 0 12
Milling 0 0 1 1 3
Grinding 0 0 0 1 1
Polishing 1 0 1 0 10
Inspection 1 1 1 1 16
Casting 1 1 1 1 16
Forging 1 1 1 1 16
Re-arranging the rows in ascending order gives the following result (as present in Chapter 3).
Machines
Job/Part Types
Decimal Sum
A B C D
Binary Value 8 4 2 1 16
Casting 1 1 1 1 16
Forging 1 1 1 1 16
Inspection 1 1 1 1 16
Lathe – Small (S) – L1 1 1 0 0 12
Drilling 1 1 0 0 12
Polishing 1 0 1 0 10
Lathe – Large (L) – L2 0 0 1 1 3
Milling 0 0 1 1 3
Grinding 0 0 0 1 1

42. 34
APPENDIX B
The following analysis methodology has been presented by (Seames, 1995, p. 41).
1. Machine Selection: It is related to select the machine and its options and features.
 What is the programmer’s experience and what machines are available?
 How many parts are in order? Is the part suited for lathing or milling?
 Is vertical or horizontal spindle preferred?
2. Fixturing: It is related to decide how the part will be hold.
 What quantity of parts will be run (large or small number)?
 Will standard work holding devices will be efficient such as, clamps, vises, chucks?
3. Machining strategy: this term related to the sequence used to machine the workpiece
and it must be developed before the NC program. So, the strategy should be planned in
advanced.
 What is the shape of the workpiece?
 What is tooling available?
 How many parts are in order?
4. Tool selection: final step which is very important is to select the tool.
 What is the machining strategy used?
 What machine is used?
 Howe many parts are in order?
 What tools are available?
Consequently, going through these questions and factors will lead to a selection in critical
aspects and then an overall approximate selection. The entire methodology is suggested by
(Seames, 1995).

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APPENDIX C
Work holders from STARK Co. Model number: Art. No. 805 206

44. 36
CNC machines
Two lathing machine from Polygim Co. Model: PLG-42/52

45. 37
Two Vertical Machining Center VMC 1000M/1200M for drilling and milling from HMT Co.

46. 38
Machine selection from the market (HMT, 2014) (polygim, 2012), and Tools selection (Warco.co,
2015) (Wohlhaupter, 2012) Table (211):
Machine Model Number Duty And Purpose Tools And Parts
Polygim Co. PLG-42
Lathe Small parts Part A + Part B
Polygim Co. PLG-52
Lathe large parts Part C + Part D
Vertical Machining Center
VMC 1200M
Milling the hole in the
center of the parts
Part C + Part D
Vertical Machining Center
VMC 1000M
Drilling the holes with two
different tools in parts
Part A + Part B

47. 39
APPENDIX D
Work Division
14020192
Chapter 2.1, 2.2
Chapter 4.1
Chapter 5
14014312
Chapter 1
Chapter 2.2
Chapter 3 (Complete)
14029502
Chapter 4 (All except 4.1)
Chapter 5

48. 40
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