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Unit 7: Process Control Charts

sheet is prepared for each component and for the end product itself. If a product has ten Notes
components, there will be eleven route sheets for the product.
2. Operation Analysis: Once the process analysis decisions have been taken, process
management has to determine exactly how each process will be performed. This is called
‘operations analysis’.
Operations Analysis is concerned with the work content constituting the operation and the
method of performing this work, given the resources allocated to the process. For example,
in a manufactured product material is being processed in some form. Each operation should
achieve a certain portion of the product technical specifications. Successive operations in the

process should finally result in the output having achieved the technical specifications.

Each operation will have certain work content. The wok content is broken down into

‘steps’. For example in a grinding operation, the first step is securing the material to the
holding device. The second step is to start the machine. The third step is for the operator to
observe if the grinding machine performs the operation correctly. The fourth step is for the
operator to remove the work from the holding device. The last step in this operation is to
place the part in a prescribed container, which will transport it for the next operation.

Similar to process analysis, operations analysis generates an operation sheet. It specifies the steps
and elements of work for each operation. These are specified in the proper sequence, for example

in the case of a manufacturing operation, detailed information such as required speeds and feeds
of cutting tools, numbers and depth of cuts; and cycle time for the operation etc., are supplied.
Set up instructions are also included with standard times for set up. Together, the ‘route sheet’
and the ‘operation sheet’ provide all the information required to perform a process effectively
and efficiently.

7.7 Summary

The world’s markets and industry structures are in flux because the global forces at work
are lowering the barriers to interaction. As interaction costs fall around the world, new
economies of specialization, scale, and scope are being created—innovative companies
have an abundance of opportunities to earn high rewards for the risks taken. Factories of
the future are already in the making. FMS, CAD and CAM are cornerstones of the factory
of the future.
Typically, the CAM system is linked to CAD so that the product specifications drive the

manufacturing specifications. The demand for CAM has grown rapidly because flexibility

is required to meet the ever-changing competition and customer demand.
While they are busy doing so, new paradigms are being created. Manufacturing Agility is

a new paradigm and has been defined as an ability of a company to thrive in a competitive
environment of continuous and unanticipated change. It differs from flexible manufacturing

in the sense that flexible manufacturing is almost exclusively related to the change of a firm’s

internal hardware and software characteristics, while agile manufacturing organizations
focus on products and processes.
7.8 Keywords

Analytic Processes: An analytic process breaks down a raw material into its constituent parts. An

example is refining crude.
Assemble to Order (ATO): Assemble to order products are standard items that are assembled
from in-stock subassemblies.

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