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PROJECT REPORT MUNJAL SHOWA LIMITED 1. IMPROVEMENTS IN REAR ASSEMBLY, 2. POLLUTION CONTROL IN PRODUCTION SHOP 3. VALUE STREAM MAPPING (AAHA) Submitted By Zorawar Singh Roll No. - 401257013 Under the Guidance of Department of Mechanical Engineering THAPAR UNIVERSITY, PATIALA June 2015 Dr. Tarun Kumar Bera Assistant Professor Mechanical Engineering Thapar University, Patiala Mr. Narinder Madaan Sr. Div Manager Industrial Engineering Department Munjal Showa Ltd

401257013_Munjal Showa

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PROJECT REPORT

MUNJAL SHOWA LIMITED

1. IMPROVEMENTS IN REAR ASSEMBLY,

2. POLLUTION CONTROL IN PRODUCTION SHOP

3. VALUE STREAM MAPPING (AAHA)

Submitted By

Zorawar Singh

Roll No. - 401257013

Under the Guidance of

Department of Mechanical Engineering

THAPAR UNIVERSITY, PATIALA

June 2015

Dr. Tarun Kumar Bera

Assistant Professor

Mechanical Engineering

Thapar University, Patiala

Mr. Narinder Madaan

Sr. Div Manager

Industrial Engineering Department

Munjal Showa Ltd

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DECLARATION

I hereby declare that the project work entitled

1. IMPROVEMENTS IN REAR ASSEMBLY

2. POLLUTION CONTROL IN PRODUCTION SHOP

3. VALUE STREAM MAPPING (AAHA)

is an authentic record of my own work carried out at MUNJAL SHOWA LIMITED as

requirements of six months project semester for the award of degree of B.E. (Mechanical

Engineering), Thapar University, Patiala, under the guidance of Mr Narinder Madaan and Dr.

Tarun Kumar Bera, during December 2014 to June,2015.

Zorawar Singh

401257013

Date: 20rd

June 2015

Certified that the above statement made by the student is correct to the best of our knowledge

and belief.

Dr. Tarun Kumar Bera

Assistant Professor

Faculty Coordinator

Mr. Narinder Madaan

Sr. Div. Manager

Industry Coordinator

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ACKNOWLEDGEMENT

I would like to express my gratitude towards all the people at Munjal Showa Limited who have

helped me in undertaking this project. I am grateful to my mentor Mr. Narinder Madaan, Sr. Div.

Manager, for his tutelage and insight into the conceptualisation of my training and project

operations. I would also like to thank and Mr. Anil Punia, Assistant Engineer, for their constant

help and support regarding the understanding and performance of the objectives regarding the

project. The proper direction and directive regarding my project wouldn’t have been possible

without the tutelage of Dr. Tarun Kumar Bera, Assistant Professor, Thapar University who

helped provide insight into the formation of the project that I undertook. I would also like to

thank Mr. Sudir Nath who is the human resource in-charge of my training in Munjal Showa

Limited.

Under their competent guidance, encouragement and critical evaluation, I got to see the industry

operations in a new perspective, most importantly was able to correlate and apply to practical

situations what has been taught in college subjects, thereby making my technical know-how

practically oriented, and enhancing other skills.

Zorawar Singh

Roll No. – 401257013

Mechanical Engineering Department

Thapar University

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Contents

I Summary…………………………………………………………………………………5

1 Introduction………………………………………………………………………………6

1.1 Industry…………………………………………………………………………….……..7

1.2 Showa Corporation……………………………………………………………….………9

1.3 Partnership………………….…………………………………………………….………9

1.4 History…………………………………………………………………………………..12

1.5 Products………………………………………………………………………………....17

2 Projects………………………………………………………………………………..…23

2.1 Improvements in Rear Assembly……………………………………………………..…24

2.2 Air Pollution Control in Machine Shop…………………………………………………29

2.3 Value Stream Mapping…………………………………………………………………..43

3 References……………………………………………………………………………….89

4 Suggestion/Problems Faced During Project Semester…………………………………..89

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SUMMARY

At Munjal Showa I was assigned to the Industrial Engineering department. Three projects were

carried out during the course of 6 months. The projects being:

1) Improvements in Rear Assembly

2) Air pollution control in machine shop

3) Value Stream Mapping

The first one is concerned with making improvements in Rear Assembly particularly LINE-5.

The objectives of this project were:

Productivity improvements

Reduce man-material movement

Manpower Management

Observing Standard operating Procedure

Maintenance of newly installed features

Improving cleanliness levels

The aim of the second project was to reduce pollution levels in Machine shop particularly in

welding shop.

The third project was Value Stream Mapping. This was done exclusively for AAHA model. The

objectives of this project were:

To eliminate the avoidable NVA and to minimize unavoidable NVA

To reduce 3M

To understand Process Flow, Material Flow & Information flow.

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MUNJAL SHOWA

Type Private

Founder Mr. Brij Mohanlal Munjal

Founded 1987

Headquarters Gurgaon ( HARYANA), India

Key People

Mr. Brij Mohanlal Munjal, Chairperson

Mr. Yogesh Munjal, Managing Director

Products

Shock Absorbers

i. Front Forks

ii. Rear Cushions

Gas Springs

Front and Rear Struts

Revenue $1.3 billion

Costumers

Maruti Suzuki Pvt. Ltd

Honda Siel Cars

Hero Motocorp Ltd.

Yamaha Motor India Pvt. Ltd.

Honda Motorcycles and Scooters India Pvt. Ltd

Scooters India Ltd.

Kawasaki Bajaj Motorcycles

Website http://www.munjalshowa.net/

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INDUSTRY

The automobile industry in India is the eleventh largest in the world with an annual

production of approximately 2 million units. India is expected to overtake China as the

world's fastest growing car market in terms of the number of units sold and the

automotive industry is one of the fastest growing manufacturing sectors in India. Because

of its large market (India has a population of 1.1 billion; the second largest in the world),

a low base of car ownership (25 per 1,000 people) and a surging economy, India has

become a huge attraction for car manufacturers around the world.

The two-wheeler segment is the only one that has clocked positive growth at 12.9 percent

year on year to reach sales of nearly 13.5 million units by October 2014 .This can be

attributed to the low cost of two wheeler segment in India. The year 2014 has been a year

of stagnation which means that the continuous decline of the two wheeler market has

stopped. Maruti Suzuki being the highest four wheeler passenger vehicle company and

Hero Motocorp being the highest in the manufacture of two wheelers till date.

On the canvas of the Indian Economy, Auto Industry occupies a prominent place. Due to

its deep forward and backward linkages with several key segments of the economy,

automotive industry has a strong multiplier effect and is capable of being the driver of

economic growth.The growth curve of India Auto Industry has been on an upswing for

the past few years. India became the fastest growing car market in the world in 2004,

with a growth rate of 20%. Continuing the upswing, the sector posted an impressive 8.9%

growth in 2007-08 and upto 12.9% increase in the segment by October 2014.

The automotive industry directly and indirectly employs 13 million individuals in India.

The industry is valued at about US$ 35 billion contributing about 3.1% of India's GDP

(nominal). India's cost-competitive auto components industry is the second largest in the

world. In addition, India's motorcycle market is also the second largest in the world with

annual sales of about 5 million units by 2004 and now latest figures showing of about

13.5 million sales between January - October 2014. With the advent of development in

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engineering and technology, a lot many significant changes have been taking place in

industrial sector.

Munjal Showa Limited being a private sector company which is headquatered in

Gurgaon, India. It is one of major companies which manufactures the Front Shock

Absorbers, Rear Shock Absorbers, Front-Rear Struts and Gas Springs for two wheeler as

well as four wheeler segment. It has proved to be a success in the market after initial

quality problems. The company also exports the manufactured parts to many countries.

Munjal Showa is considered to be the one of the important companies of India when it

comes to the production of various parts having a good costumer list and their satisfaction

as well.

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SHOWA CORPORATION, JAPAN

The History of the SHOWA CORPORATION

1938 Showa Aircraft Precision Works Ltd. was established to manufacture aircraft components.

1946 Showa Manufacturing Co., Ltd., initiated the production of automobile components.

1953 Showa Manufacturing Co., Ltd., initiated the production of shock absorbers.

President Yoichi Hojo

Head Office Fujiwara-cho, Gyoda, Saitama 361-8506, Japan

Established October 28, 1938

Core Buisiness Manufacture of a precise functional part for a transportation and

sale

Net Sales 268,490 million yen

Number of Employees 13,000

Costumers

BMW AG

BOMBARDIER RECREATIONAL PRODUCTS INC

DUCATI MOTOR HOLDING S.p.A.

HARLEY DAVIDSON MOTOR COMPANY

HONDA MOTOR CO., LTD.

KAWASAKI HEAVY INDUSTRIES LTD.

MAZDA MOTOR CORPORATION

NISSAN MOTOR CO., LTD.

SUZUKI MOTOR CORPORATION

TOYOTA MOTOR CORPORATION

TRIUMPH MOTORCYCLES LIMITED

YAMAHA MOTOR CO., LTD.

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1960 Nagoya Plant started production.

1964 Showa stocks listed on section 2 of the Tokyo Stock Exchange.

1965 Saitama Plant started production.

1969 Corporate Head Office moved to Chuo-ku, Tokyo from Ohji-ku, Tokyo.

1974 Asaba Plant started production.

1975 Capital participation with Kaifa Industry Co., Ltd. in Taiwan.

1978 P.T. Showa Indonesia Manufacturing Co., Ltd. (current consolidated subsidiary) was

established in Indonesia.

1979 Showa American, Inc. was establsihed in the U.S.A.

1981 Showa Do Brasil Ltd., (current consolidated subsidiary) was established in Brazil.

1985 Showa stocks listed on section 1 of the Tokyo Stock Exchange.

1986 Munjal Showa Ltd., (a joint venture company), was established in India.

1986 Sunbury Component Industries, Ltd., (a joint venture company) was established in U.S.A.

1990 Showa Europe, S.A. (current consolidated subsidiary) was established in Spain.

1990 R&D Tochigi Center started its operation.

1991 Corporate Head Office moved to Saitama from Tokyo.

1993 Renamed as SHOWA CORPORATION after the merger with Seikigiken Kogyo. Co.,

Ltd. Started production of steering systems.

A subsidiary company in the United States and the stocks of the Blanchester FCM. Inc.,

are acquired by this merger.

1993 Summit Showa Manufacturing Co., Ltd., (current consolidated subsidiary) was established

in Thailand.

1994 American Showa, Inc.,current consolidated subsidiary, was established as a new company

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after Sunbury Component Industries Inc. merged with Blanchester FCM., Inc. and Showa

American Inc.

1994 Guangzhou Showa Shock Absorber Co., Ltd., (Now Guangzhou Showa Autoparts Co.,

Ltd., (current consolidated subsidiary) was established in China.

1994 Showa Kyushu Corporation was established in Kumamoto.

1995 Showa UK Ltd., (Now Nissin Showa UK Ltd., a consolidated subsidiary) was established

in U.K.

1996 Shichuan Ningjiang Showa Shock Absorber Co., Ltd., Now Chengdu Ningjiang Showa

Autoparts Co., Ltd., (a joint venture company) was established in China.

1998 Showa Canada Inc., a consolidated subsidiary, was established in Canada.

2002 Shanghai Showa Auto Parts Co.,Ltd.,a consolidated subsidiary, was established in China.

2006 Showa Autoparts (Thailand) Co., Ltd., was established in Thailand.

2006 Showa India Private Ltd., was established in India.

2007 Wuhan Plant of Guangzhou Showa Autoparts Co., Ltd., established in Wuhan, Hubei

Province in China.

2007 Saitama No.2 Plant started production.

2008 Showa philosophy established. Gotemba No.1 Plant started production.

2009 Established Showa Regional Center (Thailand) Co.,Ltd.in Thailand.

2010 Showa Seiko co.,Ltd. moued to its own new facility in Hadano, Kanagawa Pref, Japan.

Opened a motorcycle parts research & development facility within Showa Regional

Center (Thailand) Co.,Ltd.

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HISTORY OF MUNJAL SHOWA

In the year 1986 a joint venture with the Showa Corporation of Japan, Munjal Showa Limited,

India came into existence and with effect from 1987 production commenced.

Established in 1986, in technical and financial collaboration with Showa Corporation of Japan,

the pioneering global leaders in the manufacture of shock absorbers, Munjal Showa Limited is a

member of Hero Group, a US $ 1.3 billion manufacturing conglomerate, with a 45-year history.

The Hero Group, a major player in the manufacturing sector in India, comprises of 15 active

companies with complete backward integration for automotive manufacturing. Prime companies

in the Group are: Hero Honda Motors Limited, a joint venture with Honda Motors of Japan, Hero

Cycles, the largest bicycle manufacturer in the world, Majestic Auto Limited and Hero Puch,

manufacturing mopeds and scooters.

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Munjal Showa Limited in its joint venture with Showa Corporation, designs and manufacturers

shock absorbers and struts for leading two-wheelers and four-wheelers. The Munjal Showa

manufacturing plant is spread over an area of 24075 sq mt in the industrial area of Gurgaon,

Haryana, on the outskirts of the National Capital Territory of Delhi, India.

Today Munjal Showa Limited is one of the largest suppliers of shock absorbers to major auto

giants in India, Japan, Germany, the United States and the United Kingdom, amongst other

developed markets. The Company's

products conform to the highest

standards of quality, safety, comfort

and dependability and are QS 9000,

ISO 14001 and ISO 9001 compliant.

The use of advanced technology and a

team of experienced personnel have

led to outstanding growth in the

Company.

Founder and Chairman of Hero Group of Companies was born in 1923 at Kamalia district Toba

Tek Singh in unpartitioned Punjab, British India. After completing his formal education he

worked at the Army Ordnance Factory, before moving his base to India after partition.

In 1954 Hero Cycles Ltd moved up the value chain by making a shift from supplying and

manufacturing handlebars, front forks and chains.

Mr. BRIJ MOHANLAL MUNJAL

(CHAIRMAN)

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1956

Punjab Government issued tender notices for twelve new industrial licenses to make bicycles in

Ludhiana. Brijmohan Lall Munjal and his brothers participated in the bid and won the contract.

Hero Cycles was registered as a large-scale industrial unit. The capital was partly financed by the

Government of Punjab.

1961

Rockman Cycles Industries was established to manufacture bicycle chains and hubs. Under his

leadership Hero Cycles was the first company to export bicycles in large scale. In 1975 they had

earned the distinction of Largest bicycle manufactures in India. By 1986 Hero Cycles Limited

entered the Guinness Book of Records as the largest manufacturers of bicycles in the world.

Hero Honda (1983- 2011)

Before entering into a joint venture with Honda Motors, Dr. Munjal started the Majestic Auto

Limited and started manufacturing Hero Majestic Moped. To manufacture motor cycles in 1984

the Hero Group started a joint venture with Hero Honda and established a plant at Dharuhera

Haryana. Hero Group expanded so big that by 2002 they had sold 8.6 million Bikes producing

16000 motorcycles a day.

Hero MotoCorp Ltd.

The Legacy continued with the industry named Hero MotoCorp Ltd. After Hero Honda Motors

Ltd. joint venture (A joint venture of Hero with Japanese motors industry Honda) broke up in

Aug 2011 after all the settlements were done in board of directors meeting to pay some royalty to

Honda Motors Ltd.(Japan) as their Honda was used in Hero Honda on bikes till 2013.[5] The

name Hero Honda was used till 2013 by the industry as it had gain so much popularity with that

name in South Asia Pacific Region that in India it had become a brand name being the biggest

consumer of their bikes and it would be very difficult for them to establish industry Hero

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MotoCorp Ltd. with same demand and prestige in market after nurturing it as Hero Honda for

almost three decades

The separation gave an opportunity for Hero to expand its market globally with the name Hero

MotoCorp Ltd. Previously, it was not permitted for Hero Honda to sell their bikes outside Asia

Pacific Region and in countries where Honda group used to do so due to some other internal

reasons of the industry.

2013

In Starting week of August 2013 the industry recorded a benchmark never before reached by an

Indian Two wheeler Automobile industry manufacturer by producing 50 million bikes.

Mr Yogesh Munjal, the Managing Director of Munjal Showa Limited is an eminent personality

in the corporate world and an active participant in the affairs of and in the man-material

management of Hero Group companies.

Mr Munjal has affiliations with leading

associations like, Confederation of Indian

Industry (CII), Automotive Component

Association of India, Electronic Research and

Development Institute, State Apprentice Board,

Award Panel for Haryana Safety Council and

Indian, Indian Institute of Public Administration,

Indian National Suggestion Scheme's

Association, PHD Chamber of Commerce, All

India management Institute and National safety

Council, just to name a few. Mr Munjal has been

recently awarded with the Best Client Award

Mr. YOGESH MUNJAL

(MANAGING DIRECTOR)

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from the Leadership Management Institute, USA, at their 40th Annual Conference.

Munjal Showa Limited has established a strong foothold in the auto ancillaries manufacturing

market and enjoys a wide patronage. Munjal Showa products serve as original equipment to a

wide range of Maruti Suzuki upper end cars and export models. Honda Cars and complete range

of Hero Honda Motorcycles, Kawasaki Bajaj Motorcycles, Kinetic Scooters and Hero range of

mini-motorcycles and mopeds and Honda Motorcycles and Scooters India (Pvt) Limited. In over

a decade the Company's state-of-the-art Shock Absorbers, Front Fork, Struts and Window

Balancers/Gas Springs have become symbols of reliability and quality for popular two and four

wheeled vehicles.

Shock Absorbers :-

TWO WHEELERS

When vehicle receives an impact the blow is cushioned by the warping of the spring, but the

spring possesses the character of being returning back to its original shape as a reaction to the

energy impact

The role of the shock absorber is to elevate the stability through resistance to periodic vibration

which may be also known as the aftershock phenomenon and is special quality of spring to

improve comfort by mitigating the shock. Moreover it serves as a cushion to that blow by

converting the impact into heat.

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PRODUCTS

Wide range of manufactured products include :-

1) Front Cushion

1) Front fork serves as rigidity component just like a frame. Vehicle specific rigidity given

to present run out while braking and changing the direction of a wheel though handle

operations.

2) Maintain balance of vehicle frames stability and secures straight running stability as well

as rotationality of the vehicle.

3) The front fork prevents excessive weight on the front wheel during drastic sudden

applications the break, softens bumping when driving on rough road surfaces.

4) The front fork maintains proper damping through traction with the road surface.

Different Types of Front Forks :-

1) Upright Telescopic Type

Free Valve Type :- Construction is

relatively simple, with stable

performance. Applied widely from small

scooters to large-sized cruiser types.

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Cartridge Type :- Constructed with high

rigidity and stable damping force.

Mainly applied to large-sized on-road

models.

2) Inverted Telescopic

Big Piston Type:- Constructed with

enlarged piston to improve the

responsiveness of damping force, thus

demonstrate high performance. Applied

to most current large-sized on-road

models.

Separate Function Front Fork:-

Constructed with pressure separation

damper in one fork and spring in the

other fork, this type of front fork

demonstrate high performance by

dividing functions. Applied to

motocross race models. This front folk

allow for both high damper performance

as well as light weight.

Cartridge Type:- Demonstrates high

rigidity and stable damping force

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through damper construction. Mainly applied to large-sized on-road models.

Rear Cushion

1) Maintains posture of the vehicle.

2) It eases the thrust of shocks on rough roads

The rear cushion prevents changes in the contact forces between the rear tires and the road

surface, conveys the driving power from the rear tire smoothly to the surface of the road, and

creates conditions that conduce excellent traction as it maintains the power of the vehicle and

damping capacity.

Different Types of Rear Shock Absorbers :-

1) Double Tube Type

Constructed with double tubes, in side is

an oil chamber and outside is an air

chamber . Have types with low

pressurization to obtain further stable

damping. Applied from small

commuters to large-sized cruisers.

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2) Single Tube Type

Pressurized Tube Type:- Demonstrate

high performance due to construction of

separate oil and air chambers. In some

smaller vehicles, partitions are not

applied (due to emulsion).

Pressurized Sub- Tank Type:-

Basically similar with a single tube

construction, however excellent in heat

dissipation. This type have wide range

of settings.

3) Front/Rear Struts

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Different Types of Struts are :-

1) Double Wishbone Type:-

Conventional :- Double-tubed construction

filled wish low pressure nitrogen gas. This

type of shock absorber is supple and provides

stable riding comfort

Pressurized Isolation:- Single-tubed

construction filled with separate by free

piston gas chamber filled with nitrogen gas.

It provides a superb response as well as

helps to reduce the weight of the car.

2) Strut:-

Conventional:- Double-tubed shock absorber

with a function as part of the support structure of

the suspension. Like the double wishbone type, it

is a shock absorber filled with low-pressure

nitrogen gas that is supple and provides stable

riding comfort.

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High Rigidity Inverted Type:- Structurally,

this is a single-tube type placed upside down.

In case of struts bears a heavy load from the

vehicle body, however, this type of shock

absorbers with large-diameter pipe provide

sufficient rigidity.

Separately Mounted Rigid Spring:- (UNIT

DAMPER) Because the spring is mounted

separately, this type features a simple

structure comprised of a damping mechanism

only.

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Projects Undertaken

During the 6 months training at MSLM I undertook the following projects:

Productivity Improvements in Rear Assy.

Pollution Control in machine shop.

Value Stream Mapping(Model-AAHA)

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Improvements in Rear Assembly.(Line 5)

The rear assembly line 5 is the least productive line among the 6 rear assembly line because it

has 2-3 model changes per shift. This leads to more start up losses. The models that are unique to

this line are:

KSPG(MONO SHOCK)

KSPA(MONO SHOCK)

KWNA(GAS SHOCK ABSORBER)

KWNH(GAS SHOCK ABSORBER)

KTCJ

The process flow of this line and the cycle time is as follows:

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Methodology

As the enclosure consisting of this line was about to be converted into an air-tight enclosure to

reduce contamination, the major concern that needed to be addressed was cleanliness.

To make improvements on the cleanliness front, initially all the processes were understood and

any small areas of improvements noticed were simultaneously written down.

Upon complete understanding of all the processes and process flow the following aspects were

observed:

Understanding the Layout

o To ensure that the layout suits the process flow

Operator’s hand movement

o To ensure that there is no unnecessary movements

Equipments involving oil like oil filling were carefully observed

o To ensure there is no leakage that can affect the cleanliness

Operational Control Standard of equipments

o To ensure all the processes are completed the way they should be

Ease of understanding the operations by the worker

o To ensure that the workers are completely aware of all the processes and the type

of raw material to be used

Manpower Management

o To ensure effective manpower utilization

Maintenance of newly installed changes

o To ensure that the new changes serve their purpose

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Implementation

Operator’s Hand Movement

In Rod guide pressing machine the worker had to continuously press both the

buttons unlike the other machines where the buttons have to be pressed only once.

Due to this the worker was unable to unload the next piece in the processing time.

Hence the maintenance dept. was informed immediately and the ECU of the machine was

changed.

Equipments involving oil

In gas shock absorbers an air gun is used to clean the remains of oil on the part. This led to

accumulation of oil droplets on the wall and the floor. A bin was put there in which the oil is

collected.

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In oil filling machine where the chances of contamination are the highest it was

ensured that the workplace will be cleaned at regular intervals by the operator.

Also in the Dampening Force Testing Machine due to the presence of heat

exchanger the water used to get collected on the equipment. Though it happened

very rarely but when it did it was ignored.

Therefore the workers were instructed to clean their workstations at regular intervals

Ease of Understanding the operations by the worker

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Sometimes the worker brought the wrong raw material from the storage.

In the newly installed chute system there was no particular rack for any raw

material.

Hence proper description was given for each material.

Maintenance of newly installed changes

The new chute installed which is used to slide down the final assembled part

outside the air-tight enclosure had started bending after 2-3 days of use.

Therefore there should be a support system so that there is no bending and the chute performs its

functions suitably.

To reduce man movement

Results

Cleanliness Levels

Date 26/12 29/12 2/1 6/1 10/1 17/1 23/1 23/2 23/3 23/4 23/5

DFT Dirty Dirty Clean Clean Clean Clean Clean Clean Clean Clean Clean

Oil

Filling

Dirty Dirty Clean Clean Dirty Dirty Clean Clean Clean Clean Clean

Air Gun Very

Dirty

Very

Dirty

Very

Dirty

Dirty Dirty Clean Clean Dirty Clean Clean Clean

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Air Pollution Control in Machine Shop

Methodology

Theory

Air pollution is the introduction of particulates, biological molecules, or other harmful gases

into Earth's atmosphere, causing disease, death to humans, damage to other living organisms

such as food crops, or the natural or built environment. Air pollution may come

from anthropogenic or natural sources. To support life on earth the natural gaseous system i.e.

atmosphere is very essential. Indoor air pollution and urban air quality are listed as two of the

world's worst toxic pollution problems.

Pollutants

An air pollutant is a substance in the air that can have adverse effect on humans as well as

ecosystem. The substance can be solid particles, liquid droplets or gases. A pollutant can be of

natural origin or man-made.

Primary Pollutants

Primary pollutants are usually produced from a process, such as ash from a volcanic eruption.

Other examples include carbon monoxide gas from motor vehicle exhaust, or the sulphur

dioxide released from factories.

Pollutants

Primary

Pollutants

Secondary

Pollutants

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Major Primary Pollutants produced due to human activity are:

Sulphur Oxides(SOx ) :

Sulphur Dioxide (SO2) is produced by volcanic eruptions and in

various industrial processes. Coal and petroleum components contain sulphur compounds

and their combustion generates sulphur dioxide. Further oxidation of SO2 in the presence

of NO2 as a catalyst from H2SO4 and thus acid rain.

Nitrogen Oxides(NOx):

Nitrogen oxides particularly Nitrogen Dioxide (NO2) are expelled

from high temperature combustion. It is one of the most prominent air pollutants, this

reddish-brown toxic gas has a characteristic sharp, biting odor.

Carbon Monoxide(CO):

CO is colorless, odorless, toxic yet non-irritating gas. It is formed

due to incomplete combustion of fuels such as coal, natural gas and wood. Vehicular

exhaust is a major source of its emissions.

Volatile Organic Compounds:

VOCs are a well-known outdoor air pollutant. They are

categorized as either methane (CH4) or non-methane (NMVOCs). Methane is an

extremely efficient greenhouse gas which contributes to enhance global warming. Other

hydrocarbon VOCs are also significant greenhouse gases because of their role in creating

ozone and prolonging the life of methane in the atmosphere.

Particulate Matter:

Particulates, alternatively referred to as particulate matter (PM),

atmospheric particulate matter, or fine particles, are tiny particles of solid or liquid

suspended in a gas. In contrast, aerosol refers to combined particles and gas. Some

particulates occur naturally, originating from volcanoes, dust storms, forest and grassland

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fires, living vegetation, and sea spray. Human activities, such as the burning of fossil

fuels in vehicles, power plants and various industrial processes also generate significant

amounts of aerosols. Averaged worldwide, anthropogenic aerosols—those made by

human activities—currently account for approximately 10 percent of our atmosphere.

Increased levels of fine particles in the air are linked to health hazards such as heart

disease, altered lung function and lung cancer.

Other primary pollutants include CFCs, Ammonia, Odors and Radioactive Pollutants etc.

Secondary Pollutants

Secondary pollutants are not emitted directly. Rather, they form in the air when primary

pollutants react or interact. Ground level ozone is a prominent example of a secondary pollutant.

Major Secondary Pollutants are as follows:

Smog:

Particulates created from gaseous primary pollutants and compounds in

photochemical smog. Smog is a kind of air pollution. Classic smog results from large

amounts of coal burning in an area caused by a mixture of smoke and sulfur dioxide. Modern

smog does not usually come from coal but from vehicular and industrial emissions that are

acted on in the atmosphere by ultraviolet light from the sun to form secondary pollutants that

also combine with the primary emissions to form photochemical smog.

Ozone:

Ground level ozone (O3) formed from NOx and VOCs. Ozone (O3) is a key

constituent of the troposphere. It is also an important constituent of certain regions of the

stratosphere commonly known as the Ozone layer. Photochemical and chemical reactions

involving it drive many of the chemical processes that occur in the atmosphere by day

and by night. At abnormally high concentrations brought about by human activities

(largely the combustion of fossil fuel), it is a pollutant, and a constituent of smog.

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Peroxyacetyl nitrate (PAN) - similarly formed from NOx and VOCs.

Sources

Man-Made Sources:

Stationary sources include smoke stacks of power plants, manufacturing facilities

(factories) and waste incinerators, as well as furnaces and other types of fuel-burning

heating devices. In developing countries, traditional biomass burning is the major source

of air pollutants; traditional biomass includes wood, crop waste and dung.[7][8]

Mobile sources include motor vehicles, marine vessels, and aircraft.

Controlled burn practices in agriculture and forest management. Controlled or

prescribed burning is a technique sometimes used in forest management, farming. Fire is

a natural part of both forest and grassland ecology and controlled fire can be a tool for

foresters.

Fumes from paint, hair spray, varnish, aerosol sprays and other solvents

Waste deposition in landfills, which generate methane. Methane is highly flammable

and may form explosive mixtures with air. Methane is also an asphyxiant and may

displace oxygen in an enclosed space. Asphyxia or suffocation may result if the oxygen

concentration is reduced to below 19.5% by displacement.

Natural Sources

Dust from natural sources, usually large areas of land with few or no vegetation

Methane, emitted by the digestion of food by animals, for example cattle

Radon gas from radioactive decay within the Earth's crust. Radon is a colorless, odorless,

naturally occurring, radioactive noble gas that is formed from the decay of radium. It is

considered to be a health hazard. Radon gas from natural sources can accumulate in

buildings, especially in confined areas such as the basement and it is the second most

frequent cause of lung cancer, after cigarette smoking.

Smoke and carbon monoxide from wildfires

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Vegetation, in some regions, emits environmentally significant amounts of VOCs on

warmer days. These VOCs react with primary anthropogenic pollutants—specifically,

NOx, SO2, and anthropogenic organic carbon compounds — to produce a seasonal haze

of secondary pollutants.

Volcanic activity, which produces sulfur, chlorine, and ash particulates

Indoor Air Quality

In any indoor environment, be it a house, a factory, an office the indoor air quality needs to be

controlled. A lack of ventilation indoors concentrates air pollution where people often spend the

majority of their time. Paint and solvents give off volatile organic compounds (VOCs) as they

dry. Lead paint can degenerate into dust and be inhaled. Intentional air pollution is introduced

with the use of air fresheners, incense, and other scented items. Indoor pollution fatalities may be

caused by using pesticides and other chemical sprays indoors without proper ventilation.

Carbon monoxide (CO) poisoning and fatalities are often caused by faulty vents and chimneys,

or by the burning of charcoal indoors.

Presence of particulates and harmful gases in the air can often have an adverse effect on the life

form of that region. Be it a residential area or a factory.

Here at Munjal Showa the pollution in the machine shop is a major concern. The operations done

in the machine shop are:

Piston Rod Cutting, Threading & Grinding

Fork Pipe Threading & Grinding

Fork Pipe Hardening

Damper Case Welding

Bottom Case Buffing

Bottom Case Operations

Despite the presence of natural and electric exhaust fans the pollution level is high. The major

causes of pollution in the machine shop area are:

Grinding Machine(Fork pipe and Piston Rod)

Grinding is used to finish work pieces that must show high surface quality (e.g.,

low surface roughness) and high accuracy of shape and dimension. As the accuracy in

dimensions in grinding is on the order of 0.000025 mm, in most applications it tends to

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be a finishing operation and removes comparatively little metal, about 0.25 to 0.50 mm

depth.

Grinding machines remove material from the work piece by abrasion, which can generate

substantial amounts of heat. To cool the work piece so that it does not overheat and go

outside its tolerance, grinding machines incorporate a coolant. The coolant also benefits

the machinist as the heat generated may cause burns.

The grinding machines at MSLM perform Center less Grinding. is a machining process

that uses abrasive cutting to remove material from a work piece.[1]

Center less grinding

differs from centered grinding operations in that no spindle or fixture is used to locate

and secure the work piece, the work piece is secured between two rotary grinding wheels,

and the speed of their rotation relative to each other determines the rate at which material

is removed from the work piece

Grinding Wheel

A grinding wheel is an expendable wheel that is composed of an abrasive compound used

for various grinding (abrasive cutting) and abrasive machining operations. The wheels are

generally made from a matrix of coarse particles pressed and bonded together to form a

solid, circular shape. Various profiles and cross sections are available depending on the

intended usage for the wheel.

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The manufacture of these wheels is a precise and tightly controlled process, due not only

to the inherent safety risks of a spinning disc, but also the composition and uniformity

required to prevent that disc from exploding due to the high stresses produced on

rotation.

Characteristics of Grinding Wheel

There are five characteristics of a cutting wheel:

o Material

o Grain Size

o Wheel Grade

o Grain Spacing

o Bond Type

Material

The abrasive grain is chosen considering the hardness of the material i.e. being operated

upon. Following are the major abrasive grains used:

o Aluminium Oxide(A)

o Silicon Carbide(S)

o Ceramic(C)

o Diamond(D, MD, SD)

o Cubic Boron Nitride(CBN)

Grinding wheels with diamond or Cubic Boron Nitride (CBN) grains are called super

abrasives. Grinding wheels with Aluminum Oxide (corundum), Silicon Carbide or

Ceramic grains are called conventional abrasives.

The Grinding wheels used is different for different stages of grinding. .

At MSLM, Grinding is done in 3 stages:

1. Rough Grinding

The grinding wheel used is A80 where A is Aluminum and 80 is the grit size.

2. Semi-Final Grinding

The Grinding Wheel used is A220 where the grit size is 220.

3. Final Grinding

The Grinding Wheel used is 650FK with grit size 650.

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Grain size

Grain size, from 8 (coarsest) to 1200 (finest), determines the physical size of the abrasive grains

in the wheel. A larger grain will cut freely, allowing fast cutting but poor surface finish. Ultra-

fine grain sizes are for precision finish work.

Wheel grade

Wheel grade, from A (soft) to Z (hard), determines how tightly the bond holds the abrasive.

Grade affects almost all considerations of grinding, such as wheel speed, coolant flow, maximum

and minimum feed rates, and grinding depth.

Grain spacing

Grain spacing, or structure from 1 (densest) to 16 (least dense). Density is the ratio of bond and

abrasive to air space. A less-dense wheel will cut freely, and has a large effect on surface finish.

It is also able to take a deeper or wider cut with less coolant, as the chip clearance on the wheel is

greater.

Wheel bond

Wheel bond, how the wheel holds the abrasives, affects finish, coolant, and minimum/maximum

wheel speed.

Vitrified (V)

Resinoid (B)

Silicate (S)

Shellac (E)

Rubber (R)

Metal (M)

Oxychloride (O)

At MSLM the wheel used has Resinoid Bond

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Implementations

Natural Exhaust Fans

Natural Exhaust Fans are responsible for keeping an area well ventilated without the use of any

power source like electricity. They use wind to work.

The following figure [1] shows the locations and distances of natural exhaust fans. The distances

were measured using a measuring tape. This data was noted and presented to the concerned

official.

[1]

Working NF 21

Not Working NF 2

Not Available NF 2

TOTAL NF 25

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Electric Exhaust Fans

Unlike Natural Exhaust Fans the electric exhaust fans do require electricity as a power source.

They are much more effective than natural exhaust fans due to their ability to quickly discard any

emissions.

The following figure [2] shows the location of Electric Exhaust Fans.

[2]

Working EF 22

Not Working EF 10

Not Available 20

Total 52

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The dept. in charge i.e. maintenance was informed about the situation and was advised to repair

the fans and install new ones in the spaces available.

Welding

The emissions from Damper Case Welding line is the highest in the machine shop. Although

exhaust fans have been installed in work stations but they are not effective because they only

discard some emissions. Industrial Exhaust ducts will be much more effective in discarding the

welding fumes. Ducts are low pressure pneumatic conveyors used to convey dust, fumes etc. It

will serve the purpose of keeping the fumes out using minimum air flow. The working of

Industrial Exhaust Duct is shown in figure [3].

[3]

Therefore Ducts have to be installed in all welding workstations so as to reduce the air

pollution in the machine shop. Also there should be regular checks by the supervisor’s to ensure

that all the operator’s are wearing safety masks and the necessary safety gear while operating.

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In spot welding machines after the piece has

been welded the operator slides it down to the

trolley. Now the newly welded work piece still

produces large quantity of fumes. Hence an air duct

should be installed above every trolley.

Oil & Grease Coating on Raw Materials

The raw material is often coated with oil &

grease by the vendor so as to prevent rusting. But

during welding the coating of oil & grease leads to the release of more fumes, thus increasing air

pollution.

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To avoid this, thinner should be used. Thinner will remove the oil & grease particles from

the surface of raw material and will reduce the fumes by 25-35%. Just before taking the raw

material to the work station they have to be dipped in the thinner for 20-25 seconds. A protocol

should be put into effect that properly instructs the operators and makes it mandatory for each

one of them to dip the raw material into the thinner before proceeding to their workstation.

Shielding gases are inert or semi-inert gases that are commonly used in several welding

processes, most notably gas metal arc welding and gas tungsten arc welding (GMAW and

GTAW, more popularly known as MIG and TIG, respectively). Their purpose is to protect the

weld area from oxygen, and water vapor. Depending on the materials being welded, these

atmospheric gases can reduce the quality of the weld or make the welding more difficult.

The primary purpose of shielding gas is to prevent exposure of the molten weld pool to

oxygen, nitrogen and hydrogen contained in the air atmosphere. The reaction of these elements

with the weld pool can create a variety of problems, including porosity (holes within the weld

bead) and excessive spatter.

In some workstations all the CO2 is sucked out by the exhaust fans and duct. Due to

absence of CO2 and presence of O2, spatter increases. Due to this increase in spatter the quality

of the D/C decreases and it also takes time to remove the spatter.

D

U

C

T

Exhaust Fan

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As figure [1] denotes there are no electric and natural exhaust fans above the welding shop. All

the spaces available for electric exhaust fans are empty and new fans need to be installed. Also

exhaust fans should be installed on the side walls near welding shop.

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Value Stream Mapping

It is a representation of the flow of materials from supplier to customer through an organization

as well as the flow of information. This enables us to observe where the delays are in the process,

any restraints and excessive inventory.

Value stream mapping & analysis is a tool that allows you to see waste, and plan to eliminate it.

Type of Activities in a Process

Value Added Activity

Transforms or shapes the material, information, and people.

It’s done right for the first time.

Customer values it.

Non-Value Added Activity-Necessary Waste

No value is created, but cannot be eliminated based on current technology, policy

and thinking.

Examples: project coordination, regulatory, company.

Non-Value Added Activity- Pure Waste

Consume resources, but create no value in the eyes of customer

Example: idle/wait time inventory, rework, and excess check offs.

Emphasize

Minimize

Eliminate

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3M

MUDA – Waste

MURI- Strain

MURA-

Inconsistency/Imbalance

TYPES OF MUDA (WASTE)

MUDA of Overproduction

MUDA of Stock

MUDA of Conveyance

MUDA of movement of worker

MUDA of operation itself

MUDA of waiting

MUDA of production of Inferior goods

MURI

MURA

MUDA

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Over-Production:

Making what is unnecessary, when it is unnecessary, and in an unnecessary

amount.

GOAL- Produce to target cycle time then eventually produce all operations to takt time in future

state.

Stock:

Material or parts that are stored for future use or shipment.

GOAL- To reduce inventory.

Transportation:

Moving parts unnecessarily from one place to another place.

GOAL- To operate in such a way that movement is least.

Waiting:

Time wasted in waiting of material, tool die etc.

GOAL- To eliminate unnecessary interruption to make production smooth

Operation:

Unnecessary operation on products which is not required.

GOAL- To eliminate unnecessary operations to make production smooth.

Movement:

Excessive motion beyond what is needed to get the job done.

GOAL- To reduce excessive movement.

Inferior Quality:

Any product that does not meet specification and therefore either needs to be

rework and scrapped.

GOAL- First time right.

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MURA=Unevenness

MURA will add cost of:

Variation in quantity

Unbalanced capacities of various machines

People are too busy in one area and too idle in the other area.

Mixing up of experienced and inexperienced workers.

MURI=Strain

Muri will add cost of:

Strain on Man/Machine/Infrastructure

Loss in productivity

Low employee morale

How to identify the Wastes?

Visual Study

Time Study

Motion study through video graphy

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How to eliminate 3M?

Go and See

Analyze the situation

Perform Why? Why? Analysis

Waste in watching

Waste in Walking

Waste in Searching

Waste in Handling

Waste in Operation

Waste in Waiting

Waste of fucntions

Waste due to retention

Waste in parts

Waste due to low

material yield

Waste to hardware

Waste of consumables

Waste of general

purpose m/c

Waste created

by breakdowns

Waste in m/c idling

Waste in m/c handling

Waste of

conveyors

Waste of

large

machines

Waste of materials

Waste in meeting

Waste in

management

control

Waste in mngt.

Control

Waste in vouchers

Waste in excess

conveyance

Waste in picking

Waste in inventory

Waste created by

breakdown

Waste in packaging

Waste in packaging

Waste in making

defective goods

Waste in quality

control

Waste in finding

defects

Waste in inspection

Waste due

to absence

of standards

MAN MATERIAL

MACHINE

QUALITY METHOD MANAGEMENT

W

A

S

T

E

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-Uncover the root causes of waste and error , not the symptons

-Avoid to blame

Identification for Improvement

Can this job be made more comfortable?

Isn’t there a better method for this operation?

Isn’t there a faster way of doing it?

Isn’t there a safer way of doing this?

Lean Manufacturing

The Lean approach is based on finding efficiencies and removing wasteful steps that don't add

value to the end product. There's no need to reduce quality with lean manufacturing – the cuts are

a result of finding better, more efficient ways of accomplishing the same tasks.

Understanding of Lean Principles of Lean Principles

Value(From the customer’s perspective)

Value Stream(Map the steps in Value Stream Mapping)

Flow(create smooth flow)

Pull System (the right amount at right time, no more no less)

Perfection(elimination of all waste in the value stream mapping)

The Five Principles of Lean

VALUE

Every company needs to understand what value the customer places upon their products

and services. It is this value that determines how much money the customer is willing to

pay for the product and services.

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This leads to a top-down target costing approach that has been used by Toyota and others

for many years. Target costing focuses on what the customer is willing to pay for certain

products, features and services.

From this the required cost of these products and services can be determined. It is the

comapany’s job to eliminate waste and cost from the business processes so that the

customers price can be achieved at great profit to the company.

THE VALUE STREAM

Value stream is the entirely flow of a product’s life-cycle from the origin of the raw

materials used to make the product through to the customer’s cost of using and ultimately

disposing of the product.

Only by a study and understanding of the value of the stream and its value add and

waste, a company can truly understand the waste associated with the manufacture and

delivery of a product and/or service.

FLOW

One very significant key to the elimination of waste is flow. If the value chain stops

moving forward for any reason, then waste will be occurring.

The trick is to create a value-stream where the product (or its raw materials, components,

sub-assemblies) never stops in the production process, where each aspect of production

and delivery is fully synchronized with the other elements.

PULL

The way to ensure that nothing is made ahead of time and builds up work in process

inventory that stops the synchronized flow is to use a pull approach. A pull approach

states that we do not make any thing until the customer orders it.

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To achieve this requires great flexibility and very short cycle times of design, production

and delivery of the products and services.

PERFECTION

A lean manufacturer sets his/her targets for perfection. The idea of total quality

management is to systematically and continuously remove the root cause of poor quality

from the production processes so that the plant and its products are moving towards

perfection.

What is a Value Stream?

It defines value from the customer’s perspective.

All of the actions and tasks, both value added and non-value added, required to bring an

item (an idea, information, product or service) from its inception through delivery.

These include actions to process information from the customer and actions to transform

the product on its way to the customer.

Types of Value Streams

PROCESS LEVEL

SINGLE FACILITY

MULTIPLE FACILITIES

ACROSS ORGANIZATION

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VALUE STREAMS

TYPE OF FLOW OF MANUFACTURING

There are 3 types of flow in manufacturing:

Material Flow:

Movement of material through the factory

Information Flow:

Tell each process what to make or next action

Operation Flow:

TOTAL VALUE STREAM

Supplier Plant Customer

VALUE STREAM

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Flow of equipment and people

Why do Value Stream Mapping?

1. Provides the means to see

The material and information flow together

2. Helps to see more waste

Mapping helps to see of waste

3. Provide a common language

For talking about manufacturing system

4. Forms the basic of an implementation

5. Support the prioritization

Mapping Method

Follow a product’s production path

From customer production’s path

Draw a visual representation of every representation

Current State Map

Identify improvement areas

Draw a future state map of how value should flow

Using the mapping tool

Product Family

Current State Drawing

Future State Drawing

Work Plan and Implementation

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LEAN JOURNEY

PROCESS

W

A

S

T

E

CURRENT STATE ACTION

PLAN

Lesser Waste New Waste

Identified

FUTURE STATE

NEXT FUTURE STATE

Less Waste

New Waste

Identified

ACTION

PLAN

MAP THE CURRENT

STATE

ANALYZE THE CURRENT STATE AND DESIGN

THE FUTURE STATE

CREATE AN IMPLEMENTATION AND EXECUTE IT

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METHODOLGY

HOW TO CREATE CURRENT STATE MAP?

Step-1 Select a Product Family

Identify Product Families

-A group of products that pass through similar process steps on similar/common

equipment

If product mix is complicated, create a Matrix

-Process/assembly steps/ equipments at common axis

-Product on another axis

Step-2 Form a Team

Select a cross-functional Team:

-Team members

Familiar with the product

Trained in use of VSM

Designate a value stream manager

DATA COLLECTION

Dispatch Schedule

Packing Size

Working Hrs

Downtime

Rework

Scrap

Standard Stoppages

WIP

Overtime per week

Process Cycle Time

Takt Time

Lot Size

Changeover Time

Changeover frequency

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Inventory Location and size

Step-3 Understand Customer Demand

Mapping starts with the customer requirements:

Represent the customer plant with a factory icon

Place it under the upper right hand portion of the map

Just under the icon, draw a data box containing the requirements of the customer

Factory Icon:

Data Box:

Step-4 Map the process flow

Draw the basic production process

-by using process box indicating

No. of operators

Process Layout

ABC Corp.

Supplier/Customer/External Source

Actual Location

in VSM:

ABC Corp.

15000 pcs/month

-7000 Left

-8000 Right

Tray- 20pcs

Shifts- 2

Tray- 20pcs

15000 pcs/month

-7000 Left

-8000 Right

Shifts- 2

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MRP Systems

-must be arranged in the sequence of their occurrence

Draw the basic production process

-the cycle time

-changeover time

-reliability

-available work time for each individual process

Name of MFG Process

Symbol for

operator

PROCESS

2

No. of

operators

U-Cell

with 3

Operators

PROCESS

Tray- 20pcs

15000 pcs/month

-7000 Left

-8000 Right

Shifts- 2

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PROCESS

1

MANUFACTURING PROCESS

Rolling

1

DFT

1

Bush Fitting

1

Stamping

1

27600 sec avail

C/T=4 sec

Uptime=85 %

27600 sec avail

C/T=8 sec

Uptime=90%

27600 sec avail

C/T= 3 sec

Uptime=90%

27600 sec avail

C/T= 2 sec

Uptime=90%

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1a

1b

2a 2b

2c

2d

3a

3b

2e

4

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Step-5 Map the Material Flow

Material Flow

-Inventory

-Push/Pull

-Mode of Transportation

-Distance between two process locations and time taken

Drawn from Left to Right

-on bottom half of the map

-in the order of processing steps

Symbol Used

Inventory ---------------------------------------------------

Truck Shipment -----------------------------------------

Movement of Production material by PUSH---------

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Movement of finished material to customer ---------

300 pcs

1 day

INVENTORY

Tray- 20pcs

15000 pcs/month

-7000 Left

-8000 Right

Shifts- 2

PUSH

Rolling

1

DFT

1

Bush Fitting

1

Stamping

1 4600L

2400R

1100L

600R

1200L

640R

27600 sec avail

C/T=4 sec

Uptime=85 %

27600 sec avail

C/T=8 sec

Uptime=90%

27600 sec avail

C/T= 3 sec

Uptime=90%

27600 sec avail

C/T= 2 sec

Uptime=90%

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Step-6 Map the Information flow

PISTON RODS

5 Days

Assy

Rolling

1

DFT

1

Bush

Fitting

1

Stamping

1 4600

L

2400

R

1100

L

600R

1200

L

640R

27600 sec

avail

C/T=4 sec

Uptime=85 %

27600 sec

avail

C/T=8 sec

Uptime=90%

27600 sec

avail

C/T= 3 sec

Uptime=90%

27600 sec

avail

C/T= 2 sec

Uptime=90%

PISTON RODS

Tues &

Thurs

Shipping

Tray- 20pcs

15000 pcs/month

-7000 Left

-8000 Right

Shifts- 2

Daily order

90/60/30 day

forecasts

6 Week forecasts

Weekly

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Information Flow

-Type of information

-Mode of communication i.e. physical or electronic

-Frequency of communication

Drawn from right to left

-In the top half of map

Step-7 Calculate Total Product Cycle Time

Draw production lead time/value-added timeline

Calculate production lead time for inventory triangles by dividing quantity of inventory

by the customer daily requirement

Example: Qty of inventory- 15000

Customer daily requirement-5000

Production Lead time-15000/5000=3 days

CYCLE TIME

Time taken by the operator to go through all the work elements before repeating them.

VALUE ADDED TIME

Time taken by those work elements which actually transform the product in a way that the

customer is willing to pay.

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Analyzing the Current Value Stream Map

MSLM provides the AAHA model of rear suspension to 2 plant of HMCL:

1.HMCL Daruhera

2.HMCL Neemrana

Step-1

Select a Product Family

Upon discussion with the Industrial coordinator, the recently launched model of Rear Assembly

AAHA was

chosen as the

product.

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Step-2 Form a Team

Mr. Narinder Madan (Value Stream Manager)

Mr. Anil Punia(Assistant Engineer)

Mr. Zorawar Singh(Industrial Trainee)

DATA COLLECTION

Dispatch Schedule

DATE BLACK SILVER RED MAROON

10/03/15 8280 240 820 240

11/03 4860 360 480 240

12/03 6280 360 360 240

13/03 5000 360 600 240

14/03 5840 240 720 240

16/03 6580 240 480 240

17/03 7460 240 600 360

18/03 7520 240 600+60(E) 320+20(E)

19/03 4850 240 600 360

20/03 5820 120 840 630

21/03 5150 520 650 300

23/03 5150 520 650 300

24/03 4160 120 360 240

25/03 6200 120 360 240

26/03 6800 240 832 240+20(E)

DIFFERENT COLORS IN AAHA MODEL

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27/03 5600 240 600 240

28/03 4500 240 600 360

30/03 5200 240 360 360

31/03 4280 360 360 240+20(E)

01/04 6880 240 360 240

02/04 5400 240 360 360+20(E)

03/04 4960 360 480 240

04/04 7100 240 600 240+20(E)

06/04 3980 360 240 360

07/04 4560 240 240 360

08/04 5980 360 720 240

09/04 6540 360 360 240

Packing Size:

AAHA is shipped in a double Decker trolley. The quantity of this trolley is 220.

Working Hours:

The working hours of Line-3 that assembles AAHA in Shift A is 8hours and 30 minutes. The

following is the daily working schedule:

7:30-9:30 –Work

9:30-9:40 – Tea Break

9:40- 10:45- Work

10:45-11:15-Lunch Break

11:15-2:10-Work

2:10-2:20- Tea Break

2:20-4:00- Work

Although the standard stoppages are of 50 mins, the workers take around 90 minutes of break i.e

40 mins excess than what is allotted.

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Downtime:

As soon as there is any breakdown on the line, the maintenance dept is immediately informed.

The concerned official comes down to the line and assesses the situation and takes the required

measure.

Every minor breakdown is treated very quickly as more than 90% of the machines are

manufactured in house. Therefore, most of the maintenance officials have the know-how of the

machine.

Rework:

The material collected for rework is basically from the following stations:

At Damper Case Welding:

Rusted Damper Case

Improper Welding

At Piston Rod Grinding

Under Size/Over Size

At Piston rod Plating

Improper plating

At Piston Rod Buffing

Dents & scratches

Under Size/Over Size

At Paint shop(Upper shell + Joint Metal)

Hanger touch

Dust

Spitting

Dent/scratches

At Rear assy.

Dampening Force Testing

Length checking

Standard Stoppages:

1. Tea Breaks- 10 mins X 2times

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2. Lunch Break- 30 mins

Inventory Location & Size:

Scheduling:

The PPC dept at MSLM is informed is informed 1 month in advance about the demand of the

customer. In that way MSLM can inform their demand to their vendors in advance. MRP system

is used here.

Overtime Per Week

There is rarely any overtime done at MSLM. According to the data of last 1 year, there have

been 1 overtime per 1 Month.

Process Cycle Time

Damper Case Line

Piston Rod Line

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Piston Rod Plating

Rear Assembly

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Takt Time

Available working time:

=(8.5*60*60)sec- (20*60)sec-(76*60)sec – (14*60)sec

=30600-1200-4560-840

=24000 secs

Analyze Current Value Stream Map

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SCHEDULING

Is the right product made at the right time?

PURCHASING

Is the right part bought at the right time?

INVENTORY

INPUT > OUTPUT INVENTORY

INPUT < OUTPUT SHORTAGE/WAITING

INPUT = OUTPUT LEAN

OVER PRODUCTION

I

I

INPUT

INPUT

OUTPUT

OUTPUT

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To make

INPUT = OUTPUT

Stop Over production by linking input to output.

DESIGNING FUTURE STATE

1. What does the customer REALLY need?

Example:

In a single shift the organization can receive 50 orders. Working hrs for shift is 8

hrs with 30 min for lunch and two tea breaks 10 min each.

Therefore effective working time per shift is 430 min.

What is the TAKT time for the chosen product family?

Available working time:

=(8.5*60*60)sec- (20*60)sec-(76*60)sec – (14*60)sec

=30600-1200-4560-840

=24000 secs

TAKT TIME= Effective Working Time / Customer Demand

=24000/4300

=5.58 secs

Due to excess standard stoppages which exceed by 16 minutes in case of lunch

and tea breaks and the line stops before the actual time by 14 minutes.

Available working time:

=(8.5*60*60)sec- (20*60)sec-(50*60)sec

=26400 secs

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TAKT TIME = Effective Working time / Customer Demand

=26400/4300

=6.13 secs

The TAKT TIME is 5.58 secs when the available working time is 24000 secs. But

if this TAKT TIME is there in 26400 secs the pcs manufactured can be increased

to 4730 which is an increase of more than 400 pcs.

2. Identify the bottleneck process?

The bottleneck process is the operation taking the longest time. The bottleneck

process is important because it:

Determines the total system output

Becomes the primary scheduling point.

The bottleneck processes are:

Valve Assembly(5 operators)

-2 operators working on Piston Rod Assy, 1 operator performs riveting & 2 operators

perform oil seal insertion and spring insertion)

DFT (1 operator, 2 fixtures)

Final Inspection (2 operators)

TAKT TIME=6.13s

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-1 operator performs inspection and the 2nd

worker

performs trolley loading.

Therefore the main bottleneck process is DFT that

has a cycle time of 8.47 secs.

3.Identify Lot Sizing/Setup Opportunities (for 1 shift)

Present Lot size = 4300pcs

As per customer demand = 4195pcs

This requires at least 3 days inventory.

FUTURE PROCESS FLOW

1. Damper Case Welding

PROCESS FLOW

-Upper Metal Joint

-Spot Welding

-Press insertion

-Seam Welding

-Leakage Testing

To reduce the amount of smoke produced during welding of the damper case in the welding shop

the operators were instructed to dip the D/C in a thinner(SOKLIN) for 15 secs so that all the

grease and oil particles are removed.

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This further helped in reducing contamination due to oil and grease. Also a proper sequence of

checking the contamination level in the D/C was initiated with the help of Quality Department. If

contamination is present in the D/C the DAMPING FORCE TESTING MACHINE rejects the

work piece. Therefore a procedure for contamination checking was initiated under which each lot

was tested before running on the line.

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Piston Rod

The following table includes the measurement of piston rod of AAHA model.

MODEL THREAD

LENGTH

THREAD

SIDE

TURNING

DIA

TOTAL

LENGTH

PISTON

LENGTH

PISTON DIA

AAHA 18±1mm 8.1±0.02mm 159±0.2mm 18.5±0.2mm 6±0.4mm

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The major problem faced in case of piston rod was high man material movement. Initially the

man material movement was 185 steps which included transferring 1000pcs from PR line to PR

line plating.

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There also existed one more path which reduced the man material movement by more than 50%.

It was not used before because the old tanks which should be disposed were present there. Also

the floor was not smooth.

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0

20

40

60

80

100

120

140

160

180

200

INITIAL FINAL

MAN MATERIALMOVEMENT

61%

S

T

E

P

S

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This would now ensure availability of trolley at all

times and also reduces man material movement.

Further it will also reduce the time taken by the

final inspector to take the trolley to PR plating and

come back.

RAW MATERIAL STORE

The following raw materials related to AAHA

present in the store are:

AAHA D/C Pipe

Cap Damper

Metal Joint

Piston Rod

Piston

Seat Valve

B Valve

Check Valve

Spring Valve

Valve Stopper

Rebound Spring

Rod Guide

Oil Seal

Cylinder

Piece Bottom

Bottom Valve Stopper

Oil

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The RAW MATERIAL store follows FIFO i.e FIRST IN FIRST OUT. It is a technique in which

the assets acquired first are moved out. There was no dedicated rack for AAHA in the raw

material store. That’s why the RM of AAHA was not placed in the orderly fashion. Hence a new

rack was accommodated for AAHA.

During unloading the worker used to unload the material first on the floor and then on the trolley.

Now a trolley is always kept available that will be used when unloading. This reduces the fatigue

of the worker and also saves time.

LOT SIZING

Upon discussion with the purchasing department the lot size was brought in

multiples of 250 but not more than 500. This was done to reduce straight pass.

PAINTING

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The upper shell of AAHA is painted in the paint shop. The process flow of paint shop is as

follows:

After passing through the processes the upper shell is checked for faults. The common faults

detected are:

The Dryness that is caused on the UPPER SHELL is due to improper polishing of the piece by

the vendor.

The vendor was notified about the problem.

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The hanger touch problem has persisted for a long time due to improper training imparted to the

workers. The TPM deptt. was notified and regular training classes have started taking place.

The dust particles gathered due to presence of grease and oil on the piece. In this case too, the

Vendor was notified about the problem.

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This is an aesthetic part of AAHA. The number of complaints from this part was on the higher

end because of these 3 problems.

Rear Assy LINE-5

CYCLE TIME

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In valve assembly there are 12 different types of valves like Valve A,B, C , seat valve, check

valve etc. Sometimes the worker puts the wrong valve in the wrong position. Therefore a proper

arrangement was made. On line-5 only 3 models can run:

AAHA

KWAG

KTEG

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Only KTEG requires one different valve. Hence the box which had the KTEG valve was placed

on other rack. Also the valves were arranged in a proper sequence.

D/C Washing

To reduce contamination the D/C has to be cleaned properly. To achieve the required level of

cleanliness the equipment used to clean the D/C should be checked regularly. A brush is used to

clean the D/C along with KR cleaner and remove the rust within it. Therefore a schedule was

created to ensure the regular checking every 3 days. Also training was imparted to the operator

of each machine by the line supervisor.

20/4 25/4 28/4 7/5 11/5 14/5 19/5 23/5 26/5 28/5 6/5 9/5 11/5

NG OK OK NG NG OK NG OK OK OK NG OK OK

Regular checks were carried out for 2 months in which the life of the brush was found out to be

less than 30,000 cycles. This meant the brush had to be changed every 4-5days.

DAMPING FORCE TESTING

DFT machine is a shock absorber test system which is used in damper production lines. It is used

to ensure that the assembled particles meet specified performance expectations. Every model

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produced at Munjal Showa has a required value of tension and

compression that it has so as to function efficiently.

MODEL VELOCITY(m/s) TENSION(KgF) VELOCITY(m/s) COMPRESSION(KgF)

AAHA 1.0 68±11 1.0 21±5

The main reason behind the rejections on DFT is the oil contamination caused due to the rust

present inside the damper case of AAHA. Now a procedure(has been stated before) has been put

into place to check the level of contamination.

REFERENCES

1. Websites like Wikipedia and google.

2. CII Training Programme in VALUE STREAM MAPPING manual.

3. IE deptt. At Munjal Showa.

SUGGESTIONS/PROBLEM FACED DURING PROJECT SEMESTER

FROM COLLEGE POINT OF VIEW

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The faculty co-ordinator should check with the mentor on monthly basis to know the

progress of the students. This will also force the mentor to take interest.

The students should be made aware of the projects being done by the trainees of the

other industries so that they should know the level of work done by them

FROM INDUSTRY POINT OF VIEW

Unavailability of important information by the vendors on account of keeping

information confidential.

Lack of proper practical knowledge of the subjects as used in industry.