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1
PROJECT REPORT
SUMMER TRAINING(31.05.2010-10.06.2010)
-PROJECT TITLE –
TO PROPOSE MEASURES TO IMPROVE THE
PRODUCTIVITY OF THE DOOR LINE
SUBMITTED BY:
SHIVAM GOYAL(PROJECT TRAINEE)TICKET NO. ET08105
DEPT.- KAIZEN PROMOTION OFFICE, TCF SHOP,
TATA MOTORS LTD., AHMEDABAD
UNDER THE VALUABLE GUIDANCE OF MY PROJECT GUIDE
MR. ALOK DWIVEDI (MANAGER, KAIZEN PROMOTION OFFICE)
2
CERTIFICATE
This is to certify that Shivam Goyal, a student of B.Tech (Manufacturing
Engg.) from National Institute of Foundry & Forge Technology has
undergone a 6 week summer training at KAIZEN PROMOTION OFFICE,
TCF in Tata Motors Ltd., Sanand under my guidance and has successfully
completed the project titled “To Suggest Measures To Improve the
Productivity of The Door Line”.
He has shown full interest during his training and took initiative in the work
allotted. I wish him all the best for his future.
Mr. ALOK DWIVEDI
( MANAGER)
KAIZEN PROMOTION OFFICE
TATA MOTORS LTD.
3
PROJECT- PREFACE
The Summer-Vacational Industrial Training of at least 4 weeks at the end of the 3rd
year is a compulsory part of my B. Tech (Manufacturing Engineering) Curriculum at
my college National Institute of Foundry and Forge Technology, Ranchi.
During my Summer Training at Tata Motors Ltd., Ahmedabad, I aimed at maximum
learning and experience, I could be able to gain, of the working environment in
Industry. Here, at Tata Motors Ltd., I was assigned a project under Mr. Alok Dwivedi
(Manager) in the Kaizen Promotion Office for 8 weeks. As, I was new to the
Industrial Environment, I stay confused, but gradually in the course of time and in the
supervision of my guide and support of other employees at TATA MOTORS LTD., I
gained confidence.
Needless to say, I made a lot of mistakes, some of them showed my disobedience
too, but with every mistake I learnt some lessons and tried to inculcate them.
My project included the study of the Door Line Assembly, then in order to increase
the rate of production, suggesting some Kaizens. Kai- zen is a Japanese word that
means “Development for Good”. During my project period, I gained valuable learning
of TBEM (Tata Business Excellence Model) and TPS (Toyota Production System)
both of which aims at increasing the production, by removal of Muda’s (waste).
During my project I tried learnt about the organizational structure, its working, the
manufacturing system, & the importance of team work.
I thank everyone at the Tata Motors Ltd., for their kind help and support during my
stay there.
4
ACKNOWLEDGEMENT
I take this opportunity with much pleasure to thank each and every one who, directly
or indirectly helped me a lot to complete my project.
But first of all, I thank Tata Motors Ltd., Ahmedabad to allow me such a great project
under a wonderful guide Mr. Alok Dwivedi(Manager, Kaizen Promotion Office.)
I am thankful to Dwivedi Sir, for his guidance, unless which I would have been
unable to complete my project. Despite being busy, Mr. Dwivedi could always find
time to mentor me.
Next, I should pay my gratitude to Mr. Takashi Shimura. His visits during the Kaizen
Event for Fatigue Reduction of Operators at Trim-2, TCF Shop (21.06.2010-
25.06.2010) taught me some of the vital practical lessons. The most important
lesson I learnt from him was to think out of the box, and that No- one is ever too
experienced to be perfect or we can say that Age of learning ever ends.
Next, I would be thanking Mr. Surojit Mandal and all the operators of the Door Line
Assembly, as without there active supports, the project wont have been
accomplished.
Finally, I would like to extend my greeting to each and every employee over here,
who in some way or the other, have helped me. Because, of the co- operation and
support I got here, I was able to complete my project in the stipulated time, and got
to learn a lot of things.
5
INDEX
S.No. CONTENT PAGE NO.
1. SYNOPSIS 6
2. PROJECT DETAILS 7
3. ACTIVITY PLANNING 8
4. DOOR LINE ASSEMBLY 9
5. TIME STUDY 12
6. LOAD CHART 14
7. OBSERVATIONS 16
8. WHY WHY ANALYSIS 17
9. MUDA IDENTIFICATION 18
10. PROPOSALS 25
11. CONCLUSION 27
12. EFFECT ON THE PRODUCTIVITY 28
13. STATION WISE IMPROVEMENT IN CYCLE TIME 29
14. MY LEARNINGS 30
6
SYNOPSIS
To improve the Productivity, one must be able to either reduce the manpower or
increase the number of deliveries.
As PRODUCTIVITY = NO. OF DELIVERIES/OPERATOR /MANHOUR
The target kept was to increase the no. of deliveries of the existing system by
reducing the maximum cycle time (bottle neck).
Muda (Waste) Analysis, Muri (over burden), and MOST (Maynards Operation
Sequence Techniques) were the tools, that were used to increase the productivity of
the door line. For which, the time study was done at every station to see the actual
time taken at each station.
With elimination of some Muda and Load Balancing at each station, the results are
proposed.
The Bottle Neck of the Door Line is reduced to 59.8 seconds from 91.09 seconds.
The Cycle time at each station is brought down to Takt Time (58 seconds) with Bottle
neck of 59.8 seconds.
The productivity iof the Door Line is thus increased without increasing the operator.
i.e. from (existing) 40 vehicles per hour to the proposed 60 vehicles per hour.
.
7
PROJECT DETAILS
PROJECT NAME: “TO PROPOSE MEASURES TO IMPROVE THE
PRODUCTIVITY OF THE DOOR LINE”
”.
OBJECTIVE
“Identification of the Muda’s, their Elimination along with the
Load Balancing at each station of the Door Line such that,
Cycle time at each station could be reduced to the Takt Time.”
DETAILS
A STUDY OF DOOR ASSEMBLY LINE
Layout of door line,
Movement of material,
Distribution of workforce, and
Work load at each station.
TIME STUDY OF EACH STATION
Time- study of operations at each station,
Preparation of Load Chart,
ANALYZATION OF DATA
Analyzing the data,
Muda’s Identification,
Muda’s Elimination Measure Suggestion (Brain Storming).
8
ACTIVITY PLANNING
The activity planning during my stay at the Tata Motors, Ahmadabad is as given
below
9
DOOR LINE ASSEMBLY
MEANS OF DATA COLLECTION :
1. VISUAL INSPECTION.
2. WORK INSTRUCTION SHEET
3. MASTER BILL OF MATERIAL (MBOM)
4. STATIONWISE LOAD DISTRIBUTION TABLE
PLANNED
Total number of stations. = 12 (for operations) + 1 (for Quality check)
Total number of planned workforce = 45/ shift.
CURRENT STATUS
Total number of stations. = 2 (for black tape installation) + 11 (for door operations)
Total number of workforce = 26/ shift (for 11 stations, door operations)
The 2 stations for black tape installation are well managed by operators from Paint
shop. Other 11 stations are managed by the 26 Operators from the TCF shop.
The Planned Work Distribution for each station is given as below
LH Station No. RH--- same as in RH ---
1. Black tape application (LX
only)--- same as in RH ---
2. Black tape application (LX
only)--- same as in RH --- 3. Door Wiring Harness
Installation (LX only). Outer Door Handle
Installation (Body Color for LX and Black For CX/Std.).
Plastic Flap installation. Installation of Pop-Up Knob
10
Grommet. --- same as in RH ---
4.
Door Latch installation. Connection of Wiring
harness to Door Latch (LX only)
Foam Pasting(Rear only). Fitment of inner opening
lever handle.--- same as in RH ---
5.
Foam pasting to door(Front only).
Installation of Bell-Crank lever subassembly.
Fitment of Glass Guide Channel.
Fitment of Pop-Up Knob.--- same as in RH --- 6 Glass Run Mould Fitment.--- same as in RH ---
7. Glass Insertion Window Winding
Mechanism installation.--- same as in RH ---
8.
Installation of Inner Door Weather Strips
Installation of Outer Door Weather Strips
--- same as in RH ---9.
Installation of Inner Corner Trim
Installation of Outer Corner Trim
--- same as in RH ---
10.
Winding Mechanism Tightening
Secondary Seal Fitment. Wiring Harness Connection
to Power Window.--- same as in RH ---
11.
Pasting of Plastic membrane.
Fitment of Inner Door-Pull Handle.
Fitment of Inner Door-Pull Bracket.
--- same as in RH ---12.
Installation of Door Trim. Door Pull-Cup Fitment.
--- same as in RH ---(excluding fitment of
ORVM) 13.
Installation of Winding Handle
Fitment of Bezel Fitment of Outer Rear View
Mirror(ORVM)
11
DOOR HANDLING
The Doors are handled by the Hangers (non- split type) that move on the Over-
head Power Train type conveyor.
The path of the conveyor to handle the Door is clearly depicted in the figure below:
DR Door Assembly Line TRIM 1 Trim 1 Line MECH Mechanical Line
THE OUTLINE OF MOVEMENT OF CONVEYOR SYSTEM OF DOOR LINE
1. The over head conveyor de- elevates to
ground height at this point and enters the
Door Assembly Line.
2. The conveyor elevates carrying the
completely assembled Doors.
3. The conveyor de- elevates to ground
height. RH side doors are fitted on the car
4. The conveyor de- elevates to ground
height. LH side doors are fitted on the car.
5. The conveyor de- elevates at Trim 1. Here
RH side doors are dismantled from the body
& fitted on the Hanger.
6. Same as 5 for the LH doors.
7. Here, the extra hangers can exit the
conveyor line.
12
TIME STUDY OF THE DOOR ASSEMBLY LINE
The Time Study was made between 14.06.2010 to 17.06.2010
OBJECTIVE OF TIME STUDY:
The objective of the time study was to calculate the normal time taken by any
operator to get an operation done.
As the work distribution at both LH and RH side is equal with only an increment of
Installation of ORVM at Station 13 RH.
The time study was made on the workers of RH side only. And, if 2 workers are doing same job independently than the time study was done on either of them.
SAMPLE FORMAT
The complete data of Time Study was collected and compiled as follows.
13
Time chart of the door assembly
14
LOAD CHART
42.73
38.705 38.705
60.58 60.58
91.09
32.77 32.77
69.58 68.393 68.393
62.84 62.84
39.5275 39.5275
68.393 68.393 68.393
68.393
91.09
40.3325 40.3325
0
10
20
30
40
50
60
70
80
90
100
STATION NO.
TIME(S
ECS) cx.
lx.
Takt Time 58 secs.
3 4 5 6 7 8 9 10 11 12 13
LOAD CHART PER STATION
15
Time taken for OPTN. Per door
15
19.13
26.85
8.6
21.37
27.88
15.1917.5
5.268.759.34
57.84
3.41
41.68
49
53.25
23.18
15.05
31.4
6.18
36.39
8.96
4.52
45.545
12.3113.56
5
19.38
13.0814.91
8.67
28.35
12.03
0
10
20
30
40
50
60
70
Time T
aken (
secon
ds)Time taken per OPTN. Per door
LOAD CHART PER OPERATION
16
OBSERVATIONS
1. The following observations were made during the study of the door assembly line.
Station
no.
No. of
operators
Operators per
door
*Operators
per door per
station
3 4 1 1
4,5 4 1 0.5
6,7,8 4 1 0.333
9,10 2 0.5 0.25
11 2 0.5 0.5
12,13 4 1 0.5
*Operator per door per station. This means that at one station how many
operators are handling operations on 1 door.
2. The Bottle neck is at station no. 11 of 91.09 seconds.
17
WHY WHY ANALYSIS
SAMPLE FORMAT
The Why Why analysis was done for every Muda recognized and then the required
solution was stated in the table below.
18
MUDA IDENTIFICATION
SAMPLE FORMAT
19
20
21
22
23
24
*All time in seconds. ** based on the time study data.
25
PROPOSALS
Sr. No.
STATION NO.
Problems / Issues /
ObservationsReference Suggestions
1 3cycle time for lx
greater than takt time.
Load chart per station
LOAD BALANCING:movement of Installation of Pop Up Grommet to Station no. 4
2 3door wiring
harnes installation time large
load chart per operation
OPERATORS EXPERTISE: with increase in operators expertise a reduction of 2.5secs can be easily made.
3 4Power door
latch installation
load chart per operation
OPERATORS EXPERTISE: with increase in operators expertise a reduction of 3 secs can be easily made.
4 6GRM fittment
(Material handling)
Muda's Placing GRM on the Kitting Bin.
5 6GRM fittment
(Process fittment by hand)
Muda's Use of a roller / pneumatic gun
6 7
Glass insertion (Material handling : from the material table)
Muda's Reducing the
Transportation Distance
7 7Window Winding Mech (Bolts Tightening)
Load Chart per Operation
OPERATORS EXPERTISE: with increase in operators expertise a reduction of 5 secs can be easily made.
8 8Door Weather Strip (Material Handling)
Muda's Placing Door Weather Strip On the KittingBin
9 9
Secondary Seal Installation (Material Handling From the KB)
Muda's Reorganising the KB.
10 10 Outer Corner Trim Uncovering
Muda's OPERATORS EXPERTISE: with increase in operators expertise to uncover the
26
Trim
11 11
Plastic Membrane( Material handling Adhesive Seal)
Muda's Giving Operator a pouch to keep The Seal
12 11
Plastic Membrane( Material handling to Material Table picking up RR and FR Flaps)
Muda's Process : The operator should pick up both the RR and FR flaps at once.
13 11
Plastic Membrane Fittment time exceeding the Takt time
Load Chart
shifting the RR door plastic Membrane fitment to the Station no 12 RR operator.
14 12Window Winding + Lever Fitment (Time constraint)
Load chart by operation
The Lever shouldbe installed first then it should be winded.
27
CONCLUSION LOAD CHART
42.73
38.705 38.705
60.58 60.58
91.09
32.77 32.77
69.58 68.393 68.393
62.84 62.84
39.5275 39.5275
68.393 68.393 68.393
68.393
91.09
40.3325 40.3325
0
10
20
30
40
50
60
70
80
90
100
STATION NO.
TIM
E(S
EC
S)
cx.
lx.
Takt Time 58 secs.
3 4 5 6 7 8 9 10 11 12 13
BEFORE
34.1
41.5 41.5
48.3
40 40
59.7 59.8 59.8
38.4 38.4
57.657.655.9 55.9 55.9
55.955.955.9
48.343.1 43.1
0
10
20
30
40
50
60
70
STATION NO.
TIM
E(S
EC
S)
cx.
lx.
Takt Time 58 secs.
3 4 5 6 7 8 9 10 11 12 13
PROPOSED
28
STATION WISE IMPROVEMENT IN CYCLE TIME
STATION
NO.
BEFORE AFTER PERCENT CHANGE%
CX LX CX LX CX LX
3 42.73 69.58 34.1 59.7 20.1965832 14.19948261
4 38.71 40.33 41.5 43.1 -7.221289239 -6.861712019
5 38.71 40.33 41.5 43.1 -7.221289239 -6.861712019
6 68.39 68.39 55.9 55.9 18.26648926 18.26648926
7 68.39 68.39 55.9 55.9 18.26648926 18.26648926
8 68.39 68.39 55.9 55.9 18.26648926 18.26648926
9 60.58 62.84 57.6 59.8 4.91911522 4.837683004
10 60.58 62.84 57.6 59.8 4.91911522 4.837683004
11 91.09 91.09 48.3 48.3 46.97551872 46.97551872
12 32.77 39.53 40 38.4 -22.06286237 2.852444501
13 32.77 39.53 40 38.4 -22.06286237 2.852444501
ALL TIME IN SECONDS
29
EFFECT ON THE PRODUCTIVITY
Before
Bottle neck = 91.09 seconds (station no. 11)
No. of deliveries per 1 man hour= 3600seconds/ bottleneck time
= 3600/91.09
= 40 vehicles per hour.
Proposed
Bottle neck = 59.8 seconds (station no. 9, 10)
No. of deliveries per 1 man hour= 3600seconds/ bottleneck time
= 3600/59.8
= 60 vehicles per hour.
30
MY LEARNINGS DURING THE PROJECT
1. My first Learning during the Project is About Tata Nano. The world’s cheapest
car, which is manufactured in this plant. Its Total assembly and various parts.
2. I got to see the actual working of many components of which I only possessed
the theoretical Knowledge.
3. I Learnt how “Continuous process Flow” is followed effectively.
4. The Principles of Nano Operating System, TBEM, and Toyota Production
System.
5. Cost Cutting at various Levels through Kaizen.
6. A Proper Emphasis over Quality of the product is given.
7. Waste reduction.
8. Management of Resources (Cost Cutting).
9. About Professional Life and Industrial culture.
10.About co-ordination of work between different departments in an Industry..
31
THANK YOU