A decomposition approach for manufacturing system design

Abstract

Successful manufacturing system designs must be capable of satisfying the strategic objectives of a company. There exist numerous tools to design manufacturing systems. Most frameworks, however, do not separate objectives from means. As a result, it is difficult to understand the interactions among different design objectives and solutions and to communicate these interactions. The research described in this paper develops an approach to help manufacturing system designers: (1) clearly separate objectives from the means of achievement, (2) relate low-level activities and decisions to high-level goals and requirements, (3) understand the interrelationships among the different elements of a system design, and (4) effectively communicate this information across a manufacturing organization. This research does so by describing a manufacturing system design decomposition (MSDD). The MSDD enables a firm to simultaneously achieve cost, quality, delivery responsiveness to the customer and flexibility objectives. The application section illustrates how the MSDD can be applied in conjunction with existing procedural manufacturing engineering.

Application of axiomatic design principles to identify more sustainable strategies for grinding

“…This way of describing an abrasive tool system enables the implementation of qualitative connections or quantitative equations that can then be used for energy and resource calculations. Additionally, we can separate objectives (FR) from means (DP) to evaluate the necessity of all design items and get a holistic overview [27].…”

The Faucet Reloaded: Improving Axiomatic Design by Example

“…Lean is a name for the consequence of implementing a manufacturing system design. The MSDD communicates the manufacturing system design by relating high-level requirements to lowerlevel DPs [22]. This representation of a manufacturing system design provides a framework for innovation and further extension.…”

Performance measurement and management: what is next?

“…Instead, it depends on the scarce comprehension of cause-effect relationships the value of each indicator is based on. Success Maps [19] and Strategy Maps [20] approaches, and the logic the MSDD model [21] is based on have contributed to define guidelines to effectively deal with "knowing-doing" gap-related troubles. In spite of that, the attempt to comprehend the value-chain cause-effect relationships for different typologies of companies and the implementation of this model within operational IT tools, can even be considered a challenge in the PMM research field.…”