productivity enhancement through optimization lead time ...vipulkumar v. mori1 yuvrajsinh b....

IJSRD - International Journal for Scientific Research & Development| Vol. 3, Issue 03, 2015 | ISSN (online): 2321-0613

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Productivity Enhancement through Optimization Lead Time by Use of

Time Study and Lean Tool’s For Assembly of “ATUL GEM” Vehicles

Vipulkumar V. Mori1 Yuvrajsinh B. Kanchava

2 Pravin A. karetha

3 Shailendra N. Sharma

4

1PG Student,

2Asst. Prof.

3Assembly manager

4General Manager- HR & Admin

1,2Department of Mechanical Engineering

1,2Atmiya institute of technology and science Rajkot- Gujarat, India

3,4ATUL AUTO LTD. Rajkot-

Gujrat, India Abstract— This paper focuses on productivity improvement

efforts for an assembly of “ATUL GEM” vehicles, the goal

of this paper is reduce manufacturing lead time with

minimize fatigue of worker by use of time study and lean

manufacturing methods. This paper investigated and

searched for possible solutions and alternatives aimed at

achieving the higher productivity using some methods like a

for predict the changes expected to occur in the assembly

lines. This paper identified how simple methods can be used

to improve the rate of production in vehicle assembly. By

making simple changes to the process, it can reduce the time

taken for each operation to improve the production rate.

Productivity improvement is achieved through analyzing the

current method by eliminating un-necessary movements by

use of standard operating procedure, reducing cycle time

and providing appropriate solutions to various problems

during the assembly of components to improve productivity.

Key words: Productivity, Quality, Lead time, Time study,

Lean tools, Cost, Eliminating wastes.

I. INTRODUCTION

Productivity is a measure of how well a production unit uses

its resources. We measure productivity as units of output per

unit of input. Productivity is typically represented by some

version of the following equation:

Productivity = Q/X

Where Q is output and X is input. Output includes all of the

goods and services produced and sold. Input includes all of

the materials, services, machinery usage, and efforts

expended in the production of the outputs.

The following are the productivity drivers.

1) Human resources

2) Education

3) Work environment

4) Capital

5) Quantity of capital

6) Quality of capital

7) Technology and innovation

8) Research and development

9) Process improvement and commitment to quality

10) Competition and innovation

11) Management skill and innovation

12) Defining features of kobayashi’s 20 keys

II. LITERATURE REVIEW

[1.] The elimination of unnecessary work and the design of

methods and procedures are the most important objectives

of motion and time study.

Standard Time=Normal time + Allowances.

Normal Time= Observed time*Rating factor.

Observed time= Direct stop watch time in seconds.

By use of above three equations we can easily find the

standard time of each operation.

[3.] The two basic principles for the manual assembly the

parallel arrangement of stations, and the sequential

arrangement. A theoretical model for the possible output as

function of production volume, number of assembly

operations, number of product variants, and station

operation time imbalance is presented. This model enables

prediction of the performance and selection of the optimal

system for a given set of conditions.

The parallel operation is best one compare to sequential

operation.

[4.] Automation in a manufacturing shop is one of the most

challenging tasks, as it has an impact of many interrelated

variables and parameters. Automation is a broad field

among other engineering disciplines. The major activities of

Automation stem from manufacturing industries and include

cycle time improvement, productivity improvement, cost

reduction, efficiency improvement, materials handling,

Productivity Enhancement through Optimization Lead Time by Use of Time Study and Lean Tool’s For Assembly of “ATUL GEM” Vehicles

(IJSRD/Vol. 3/Issue 03/2015/299)


analyze and improve the work methods, to eliminate waste

and proper allocation and utilization of resources. A detailed

study by large data acquisition and analysis is essential for

understanding the trends in productivity improvement.

Productivity improvement is achieved through analyzing the

current method by eliminating un-necessary movements,

reducing cycle time and providing appropriate solutions to

various problems during the machining of components to

improve productivity.

[5.] The productivity improvement is basically depends

upon company process analysis. After process analysis for

the current process plan of the company, identified some

spaces where we were having chance for improvement.

From that we reach to the conclusion, some modifications

are required in the process plan, current plant layout with the

help of which we can improve the productivity up to

satisfactory requirement. Main part of the study are

methodologies used currently, working conditions with

which staff is working as well as the material handling map

for the jobs inside the premises of company which is used

for the job from raw material to finished goods.

[6.] The eliminating non-productive activities like reworks

in industries time as well as cost are saved by ensuring

quality production which have an important impact on

overall factory economy.

[7.] To improve the productivity in a manufacturing

company by putting light on some specific areas of

manufacturing like plant layout, material movement, waste

of materials, poor workmanship by using cellular

manufacturing and work-study techniques. Cellular

manufacturing is mainly based on group technology which

utilizes the method of standardization and similarity of parts.

In this process the machines are grouped according to

similar parts no. Improving productivity through time and

motion study is used in the manufacturing sector. Work

study consists of two aspects method study and work

measurement which when applied effectively results to

higher productivity. In this method average time is

calculated as according to new machine layout for

completing a job at different work stations.

[8.] The effective layout model where to hit upon the

bottleneck process through benchmark capacity and led us

to use balancing process using two separate concept of

manufacturing processes- modular line and Traditional

system both together. Balancing method is very essential to

make the production flow almost smoother compare to the

previous layout. Considering working distance, type of

machines and efficiency, workers who have extra time to

work after completing their works, have been shared their

work to complete the bottleneck processes.

[10.] Kaizen means Continuous Improvement, This

requirement is focusing on optimization of cycle time,

reduction non value added work (3M-Muda, Muri, Mura),

Kaizen: Continuous Improvement. In Japanese Kaizen is for

continuous automated improvement designed to eliminate

waste on resources of manufacturing system i.e. machinery,

material, worker and production methods. Improvement in

the productivity achieved and elimination of non value

added activities has been done. The cost of operation is

reduced considerably. Optimization of cycle time study is

helpful for low cost automation and bench marking activity

at industry Production improvement level.

[13.] The term “bottleneck” is used to describe a point of

congestion in any system from computer networks to a

factory assembly line. In such a system, there is always

some process, task, machine, etc. that is the limiting factor

preventing a greater throughput and thus determines the

capacity of the entire system. Knowing the bottleneck

allows increasing the flow by improving just one process in

the system rather than all its remaining parts. Vice versa, if

there is a bottleneck, nothing done elsewhere in the value

stream can improve the throughput Both theory and practice

of production management pay great attention to the

bottleneck analysis in order to increase throughput of a

production system, i.e. the rate at which the system

generates money through sales of its products. The

bottleneck in production system occurs when workloads

arrive at a given point more quickly than that point can

handle them. The bottleneck situation causes unneeded

inventory and prolongs manufacturing lead times. In a wider

sense of the word, any element of a production system

(machine, conveyor, AGV, buffer, labor etc.) can turn to a

bottleneck.

[14.] The 5S is a set of straight forward steps towards

continual improvement. Implementation of the 5S can

improve the quality, productivity and working conditions in

the organizations. The 5S is an effective management tool

which can improve housekeeping, environmental conditions

and health and safety standards. 5S sort stage eliminates

unused, unwanted material from the shop floor which

reduces clutter.

SEIRI [Sort]

SEIRON [Set in order]

SEISO [Shine]

SEIKETSU [Standardize]

SHITSUKE [Sustain]

III. TIME STUDY SHEET FOR STANDARD TIME CALCULATION

BY USE OF OBSERVED TIME, RATING AND ALLOWANCES IN

PRE-CONVEYOR.

N

o

Operation

name

Obser

ved

time

in

secon

d

(A)

Rati

ng

(B)

Normal

time=

(A)*(B)

=(C)

Allo

w-

anc

es

(D)

Stan

ad-

ard.

Tim

e

=C+

D

1

Rubber

Grommet

Assembly

84 1.2 100.8 12

%

127.

10

2

6 Wire

Assembly

in

Grommet

(Gear

shifting,

Gear

realize,

Accelerat

80 1.2 96 12

%

122.

3




or,

Clutch,

Decompre

ssion,

Stop.)

3

Front

Wiring

Harness

104 1.2 124.8 12

%

151.

1

4

Insulation

Tube

95 1.2 114 12

%

140.

3

5

Rear

Wiring

Assembly

118 1.2 141.6 12

%

167.

9

6

Bedding

and

Company

Logo

Assembly

180 1.2 216 12

%

242.

3

7

Horn

Fitting

25 1.2 30 12

% 56.3

8

Triangle

And

Engine

Support

Assembly

In

Chassis(5

Men)

620 1.3 806 12

%

937.

5

9

Front

Steering

Assembly

120 1.2 144 12

%

170.

3

1

0

Engine

Mounting

on

Chassis

By use

Robotic

Arm(3Me

n)

291 1.3 378.3 12

%

457.

2

1

1

Pre-

Conveyor

To

Conveyor

40 1.2 48 12

% 74.3

Stage

1

2 Total 1757 2199.5

264

6.3

IV. TIME STUDY SHEET FOR STANDARD TIME CALCULATION

BY USE OF OBSERVED TIME, RATING AND ALLOWANCES IN

ASSEMBLY LINE.

N

o.

Operation

name

Obse

rved

time

in

seco

nd

(A)

Rat

ing

(B)

Norma

l time=

(A)*(B

)=(C)

All

ow-

anc

es

(D)

Sta

nad

-

ard.

tim

e

=C

+D

1

Mounting

(Earthling

Wire, Lower

Cup For

Engine

Support,

Tightness

With Air

Gun)(2 men)

198 1.2 237.6 12

%

290

.2

2

Rear Axle

Fitting (3

Bolt

Connection

In Right &

Left Side)(2-

Men)

200 1.2 240 12

%

292

.6

3

Fuel Tank

Assembly

77 1.2 92.4 12

%

118

.7

4

Air Filter

And Diesel

Filter

(2 Men)

314 1.2 376.8 12

%

429

.4

5

Front Head

Light Fitting

(2 Men)

270 1.2 324 12

%

376

.6

6

Dess Board

Fitting

220 1.2 264 12

%

290

.3

7

Front Mud

Guard

Assembly

And Atoll

220 1.2 264 12

%

316

.6




Mud Flap

Assembly (2

Men)

8

Front Fork

Assembly(St

eering

Mechanism)(

2 Men)

164 1.3 196.8 12

%

249

.4

9

Brake Pipe

Fitting For

Front Side

And Rear

Side (2

Men)

290 1.2 348 12

%

400

.6

1

0

Automatic

Suction And

Compression

Process By

Use Of Eva

And Fill

Automatic

Machine

105 1.3 126 12

%

152

.3

1

1

Brake

Assembly

Pedal,

Spring, Rear

Connection.

128 1.2 153.6 12

%

179

.9

1

2

Battery

Fitting And

Lock Battery

45 1.2 54 12

%

80.

3

1

3

Spare wheel

Fitting By

Use of 2

Grommets

55 1.2 66 12

%

92.

3

1

4

Jack,

Tommy, and

L-Spanner

Fitting On

Chassis

60 1.2 72 12

%

98.

3

1

5

7 Wire

Assembly(St

art, Stop,

Accelerator,

Clutch, Front

Gear,

Reverse

Gear,

660 1.2 792 12

%

818

.3

Decompressi

on)(2Men)

1

6

3 Wheel

Fitting

(manually)

90 1.2 108 12

%

134

.3

1

7

Total 12 Bolt

Tighten By

gun

100 1.2 120 12

%

146

.3

1

8

Rear Mud

Guard

Fettling

(Both Sides)

170 1.2 204 12

%

230

.3

1

9

Engine

Cover

Assembly

(Down

Sides)

250 1.2 300 12

%

326

.3

2

0

Silencer

Assembly

(2Men)

160 1.2 192 12

%

244

.6

2

1

Total 10Bolt

Tighten With

Air Gun

110 1.2 132 12

%

158

.3

2

2

Body Pick

And Place (2

Men)

80 1.2 96 12

%

148

.6

2

3

Body

Mounting

And Total 4

Bolt Tighten

By Air Gun.

220 1.2 264 12

%

290

.3

2

4

Closer

Fitting Both

Sides

(2 Men)

220 1.2 264 12

%

316

.6

2

5

Rear

Indicator

fitting (2

Men)

150 1.3 180 12

%

232

.6

2

6 Rear Seat

Pick And 30 1.2 36

12

%

62.

3




Place

2

7

Rear Seat

fitting In

Body

( 2 men)

180 1.3 216 12

%

268

.6

2

8

Vehicle

Dispatch

From

Conveyor

Line

100 1.2 120 12

%

126

.3

2

9 Total

687

1.2

V. TIME STUDY CHART

A. Time study chart for Pre-conveyor

B. Time study chart for conveyor operation

C. Time study chart for conveyor stages operation

D. Time study chart for conveyor stage 1 to 13

VI. TOTAL LEAD TIME REDUCTION FOR CONVEYOR STAGES

A. Solution no. 1.use automation

Before (Manual) Solution( Automation)

Manual Suction and

Compression Process.

Automatic Suction And

Compression Process.

Low Efficiency Of Brake.

Highly Efficient Brake

Number Of Worker

Required=2

Number Of Worker

Required=1

Total observed operation

Time=205 Seconds

Total observed Operation

Time=110 Seconds

Total observed operation

Time a Day=130(205)

=26650 Seconds.


Time a Day=130(110)

=14300 Seconds.

84 80

104 95

118

180

40

155

120

97

40

0

20

40

60

80

100

120

140

160

180

200Time in seconds

90 100

77

157

135

220

110

82

145

187

128

45 55 60

150

90 100

170

250

80

110

40

220

110

75

30

90 100

0

50

100

150

200

250

300

O-1

O-3

O-5

O-7

O-9

O-1

1

O-1

3

O-1

5

O-1

7

O-1

9

O-2

1

O-2

3

O-2

5

O-2

7

Time in Seconds.

99 77

135 110

145

45

150 170

80

40

110

30

100 100

157

220

82

210

55

90

250

110

220

75 90

0

0

50

100

150

200

250

300 operation1

operation-2

operation-3

199 234

355

192

453

166

340

420

190

260

185

120 100

0

100

200

300

400

500Time in seconds




Before Time Study chart

After Time Study chart

B.

C. Solution no. 2. Use pan nut

Before (M06 Nut, Bolt,

Plastic Washer, steel nut)

Solution ( use Pan nut)

Here 4 Components Are

Used So Storage Space Is

High.

Only 2 Components Are

Used So Storage Space Is

Low.

Very Complex Process

For Use In Body Fitting

On Chassis.

Easy Process For Use In

body Fitting On Chassis.

It Is Done By highly

Skilled Worker Only.

This Is Done By Skill

Worker.


Time=220 Seconds.


Time=170 Seconds.


Time a Day=130(220)


Time a Day=130(170)

=28600 Seconds. =22100 Seconds.

Before Nut ( M06) force analysis

After Nut( M06) Pan nut Force analysis

D. Solution No. 3 Air filter assembly

Before

Solution

Air filter storage in box at

assembly line

Air filter storage in a

different rack

More pick and place time

required at assembly line.

Pick and place time is

eliminated




Total time required per

vehicle = 50 Seconds.


vehicle=15 Seconds .


day=130(50)= 6500

seconds.


day=130(15)= 1950

seconds.

E. Solution No.4. Indicator and head light fitting

Before

Solution

Required Separate Out

Indicator And Head

Light.

Head Light And

Indicator Both Are In

Separate Box

Total Time Is Taken By

Open 6 Screw=45s

Indicator And Head

Light Both Are In

Separate Box.

Total observed Time Is

Taken In Vehicle=45(2)

=90 Seconds.

In One Box 12 Head

Light And Another Box

Have 12 Indicator.


Taken a Day=130(90)

=11700 Seconds.


Taken a Day=130(15)

=1950 Seconds.

VII. TOTAL LEAD TIME REDUCTION

Operation

Before

observed

Time In

Seconds.

Solution

observed

Time In

Seconds.

Total

observed

Time

Reduction a

Day

(130

Vehicle) in

Seconds.

Evac N Fill

(Stage-05)

205

110

12350

Use Pan

Nut

(Stage-11)

220

170 6500

Proper

Storage

Box for

indicator.

(Stage-04)

90 15 9750

Proper

storage box

for air filter

50 15 4550




VIII. CONCLUSION

If the rate of production is 130 vehicles per day and total

time required for each vehicle in assembly line is 4.30

hours. So by use of Time study, automation, 5’S, kaizen and

bottleneck analysis in assembly line operations, we can

minimize the total manufacturing lead time up to 33,150

seconds means 9.20 hours per day. So total manufacturing

lead time minimize per vehicle is 255 seconds means 4.25

minutes.

Finally we can minimize 9.20 hours per day and total time is

taken by each vehicles is 4.30 hours. So the rate of

production increases up to 2 vehicles per day. From

calculated total time required a vehicle is 2.38 hours so as

per vehicle requirement a day we can easily find out a man

power required a day.

So by use of various productivity improvement methods we

can increase the productivity with product quality and

minimize the rejection of material.

ACKNOWLEDGMENT

I express my cavernous sense of obligation and gratitude to

my guide Mr. Yuvrajsinh B. Kanchava for their guidance

and constant encouragement through this work. I am highly

obliged as my honourable guide have devoted his valuable

time and shared his expertise knowledge. I pay my profound

gratefulness to Mr. Pravin Karetha at ATUL AUTO LTD. -

Rajkot for giving me an opportunity to carry out the project

work. I must thank him for sparing his valuable time from

his busy schedule. I am also thankful to all employees of

ATUL AUTO LTD. who helped me directly or indirectly

for the work.

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Issue. 3, May - June 2013 pp-1654-1660.

productivity enhancement through optimization lead time ...vipulkumar v. mori1 yuvrajsinh b....

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