Idle Time Reduction in Machining Processes At

IDLE TIME REDUCTION IN MACHINING PROCESSES AT EIMCO ELECON LTD

IDLE TIME REDUCTION IN MACHINING PROCESSES AT EIMCO ELECON LTD. WORKSHOP(STATUS REPORT)

Abstract:

In order to obtain a complete and accurate idea of the productive time & idle time of machines in EIMCO ELECON work shop we adopt one of the methods of work measurement called Work Sampling or Activity Sampling. By making tours of factory at random intervals noting which machines are working & which are stopped, noting the cause of each stoppage. By using Work Sampling or Activity Sampling we will find the percentage occurrence of certain activity by Statistical Sampling & Random observations. This sampling is mainly based on probability. Key words:

Work Measurement

Idle time

Activity sampling

Probability

Productivity

Table of Content:

1 Introduction

1.1 Industrial Background

1.2 Problems/Issues Identified

1.3 Objective of Project

1.4 Parameters to be calculated

2 Theoretical Backgrounds

2.1 Work study

2.1.1 Definition

2.1.2 Objectives

2.1.3 Activity Sampling

2.1.4 Method Study

2.2 Work Measurement

2.2.1 Definition

2.2.2 Purpose

2.2.3 Methods

3 Methodology

3.1 Activity Sampling.

3.1.1 Definition

3.1.2 Fixed & Random Interval Sampling.

3.1.3 Confidence Levels.

3.1.4 Number of Observations.

3.2 Cause & Root Analysis.

3.3 Productivity.

4. Work Done

4.1 Problem Identification.

4.2 Capacity & Capability Tables of M/Cs.

4.3 Plant Layout

4.4 Observations of Activity Sampling.

5. Work to be Done

5.1 Remaining Observations of Activity Sampling

5.2 Cause & Root analysis.

5.3 Suggestion for IDLE TIME reduction.

5.4 Productivity Change Analysis.

6. Results And Discussions.

7. Conclusions.

8. References.

9. Appendix.

1. INTRODUCTION1.1 INDUSTRIAL BACKGROUND:

EIMCO ELECON (India) LTD mainly in business of making of Mining Machinery including manufacturing various parts & assembling those different parts in the workshop. It is a leading supplier of drilling and loading equipments for hard rock applications.

The workshop is divided in four sheds. Out of four two sheds are for machining work; one is for assembling & testing; other one is for storage. Plant Layout is based on process layout.

Workshop contains 17 different machines. Out of them 7 are Horizontal machining centers, 2 Vertical machining centers, 4 NC Turning centers, 2 honing M/Cs & one Grinding M/C.

1.2 PROBLEMS/ISSUES IDENTIFIED:BASED ON DISCUSSIONBASED ON OBSERVATION

Machines remain ideal beyond the expected ideal time.

Workers ideal time on the machine apart from the allowances given to them is more.

Tools & tackles clashing problems are there. Improper utilization of machine capacity & other facilities available regarding loading & unloading the work piece.

Improper guidance given for the machining in some drawings.

1.3 OBJECTIVES OF PROJECT:1. To minimize the idle time of CNC M/C centers given below.

2. To estimate optimum machining time of CNC, NC centers given below.

MACHINE

NO.

Horizontal machining center

-

3

NC turn mill center

-

1

Vertical machining center

-

1

1.4 PARAMETERS TO BE STUDIED::1. Setting time.

2. Time for which operator is not available on the machine

3. Time for tool setting & changeovers.

4. Waiting time for helper & supervisor.

2. THEORITICAL BACKGROUND

2.1 WORK STUDY

2.1.1 Work Study Definition

A generic term for those techniques, particularly method study and work measurement, which are used in the examination of human work in all its contexts, and which lead systematically to the investigation of all the factors which affect the efficiency and economy of the situation being reviewed, in order to effect improvement'

Work Study is the systematic study of an operation or process to ensure the best possible use of the human and material resources available. The prime aim is to improve productivity.

The application of Work Study to a department or company is made to improve the existing method of operation, as a result change will occur which will affect all personnel - irrespective of status.

For the application to be successful, due regard must be paid to the reactions of all concerned.

2.1.2 Objectives of Work Study (Improve Productivity)

The object of applying Work Study is to obtain the optimum use of the human and material resources, which are available to it. The benefits may stem from improvements in one or more of the following:

1. Increased production and productivity

2. Reduced costs - labour, material, overheads

3. Improvement of conditions, which involve an element of excessivefatigue or danger

4. Improved quality

5. Better control of costs

6. The Benefits of Work Study

Work Study can considerably increase productivity. People can benefit from, less tiring work, better working conditions and, because an efficient company can meet competition successfully, better employment prospects.

Work Study raises efficiency by RE-ORGANISATION OF WORK. It therefore need involve little or no capital expenditure. Yet, where such an outlay is desirable, Work Study can ensure that it is spent to the best advantage.

Work Study is systematic; its procedures are designed to ensure that no factors affecting the situation are overlooked.

It is the best means available for setting STANDARDS OF PERFORMANCE, and although often seen as the basis for incentives, the real value lies in the information provided for work scheduling, estimating deliveries and for accurate costing.

Work Study produces savings very quickly and these gains continue as long as the improved methods evolved are maintained.

Work Study is a UNIVERSAL TOOL, it is not confined to the workshops but can be equally effective in the office, warehouse, and in distribution, etc.

Work Study is the most searching technique available because it takes every fact into account. It reveals weaknesses often overlooked in the day to day working.2.1.3 Activity Sampling

Activity sampling is the name given to the process of collecting information about machine or human activities by making a large number of instantaneous observations of the subject instead of by continuous timing, as in the case of time study. This technique provides a rapid and effective means of studying the pattern of almost any type of activity and its usefulness increases as the number of subjects to be observed becomes greater.

The degree of confidence and accuracy in the results can be varied at will to known levels by varying the number of observations in accordance with a statistical formula.

If the stage of activity or inactivity only is recorded, the process is called Activity Sampling and this may be used to obtain estimates of: The utilization of plant or labour and the reasons for losses in utilization The proportion of a given period that machines or persons are occupied by specific activities.

If, in addition to the state of activity, an estimate of the working pace of the operators is recorded, the technique becomes known as Rated Activity Sampling and this may be used for:

Setting standard times for work in which several people are engaged as a team

Checking the overall validity of existing time standards for a number of products or activities.2.1.4 Method studyThis is defined as:

The systematic recording and critical examination of existing and proposed analysis of doing work, as a means of developing and applying easier and more effective methods and reducing costs.

The basic approach of method study is to follow a simple six step procedure:1. SELECTThe work to be studied2. RECORD All the relevant facts3. EXAMINE The facts critically4. DEVELOP The most effective method5. INSTALL That method6. MAINTAIN By regular checks

2.2 WORK MEASUREMENT2.2.1 Definition

Work Measurement is a term which covers several different ways of finding out how long a job or part of a job should take to complete. It can be defined as the systematic determination, through the use of various techniques, of the amount of effective physical and mental work in terms of work units in a specified task. The work units usually are given in standard minutes or standard hours.

2.2.2 USED TO DETERMINE

The fundamental purpose of work measurement is to set time standards for a job. Such standards are necessary for four reasons:

1. To schedule work and allocate capacity

All scheduling approaches require some estimate of how much time it takes to do the work being scheduled.

2. To motivate the workforce and measuring workers performance

Measured standards are particularly critical where output based incentive plans are employed.

3. To evaluate existing performance and bid for new contracts

Question such as Can we do it? and how are we doing? presume the existence of standards.

4. To use for benchmarking

Benchmarking teams regularly compare work standards in their company with those of similar jobs in other organizations.

Work measurement and its resulting work standards have been controversial since Taylors time. Much of this criticism has come from unions, which argue that management often sets standards that cannot beregularly achieved. There is also the argument that workers who find a better way of doing the job get penalized by having a revised rate set.

Despite criticisms, work measurement and standards have proved effective.

2.2.3 Work Measurement Methods

1.) Time Study

2.) Judgment or past experience of the engineer / production manager

3.) Predetermined Time systems

4.) Standard Data

5.) Operator Reporting

6.) Work Sampling

1.) Time Study A technique for determining the amount of time required for a qualified, well trained person, working at a normal pace to perform a specific operation. The person conducting the study is a Time Study Analyst

But one thing needs to be remembered, and that is that in any situation that requires one person to determine how much work is fair to expect from another person, hard feelings may result. Hence a Time Study Analyst has a task of great responsibility.

2.) Pre-determined Motion Time Systems (PMTS) Production Standards are established for new styles before the style goes into production The basis is historical data for hundreds of replications of basic motions and elemental times that have been averaged and converted to standard times for a specific motion. The rates are based on the time taken to execute a method. The method of motion sequence is established first, and the time value or rate is identified for the motion specified. Operation specifications identify the specific method that an operator is expected to follow.

3.) Judgment Time Study may be, time consuming and costly

For small orders a style may not be in production long enough for Time Study

This can provide only approximate values

4.) Standard Data (Garment Synthetics) Firms may also collect their own data for repetitive operations with similar characteristics and develop their own standard data sets for specific operations used in the same way as predetermined motion-time data except that the data sets are specific to the firms quality standards, equipments and procedures.

Standard data may be developed for:

Operations,

Components,

Styles, and

Used for preliminary costing and design decisions as well as cost estimating.

5.) Operator Reporting Relates to the volume completed during the time spent. There are no specified methods or output expectation. The amount of work completed in a specific time frame is often inconsistent and may be unreliable. This type of work measurement provides very little information and little incentive for increasing work efficiency.

6.) Work Sampling It is a work measurement method that is not concerned with how fast a unit is completed but rather which machines are used and activities pursued the job over an established period of time. When production standards are needed for operations that are not highly repetitive, work sampling is a good choice.

Determines the activities involved

Amount of time spent on the various activities

Equipments used.

Thus the managers can estimate the production of time a worker is engaged in work activity. The proportion can then be used as a performance standard.

3. METHODOLOGY3.1 ACIVITY SAMPLING3.1.1 Definition

Activity Sampling is a statistical technique that can be used as a means for collecting data.

A technique in which a large number of observations are made over a period of time of one group of machines, processes or workers. Each observation records what is happening at that instant and the percentage of observations recorded for a particular activity or delay is a measure of the percentage of time during which that activity or delay occurs.

It is normally used for collecting information on the percentages of time spent on activities, without the need to devote the time that would otherwise be required for any continuous observation.

One of the great advantages of this technique is that it enables lengthy activities or groups of activities to be studied economically and in a way that produces statistically accurate data.

3.1.2 Fixed and Random Interval Sampling

Activity Sampling can be carried out at random intervals or fixed intervals. Random activity sampling is where the intervals between observations are selected at random e.g. from a table of random numbers. Fixed interval activity sampling is where the same interval exists between observations. A decision will need to be made on which of these two approaches is to be chosen. A fixed interval is usually chosen where activities are performed by a person or group of people who have a degree of control over what they do and when they do it. Random intervals will normally be used where there are a series of automated tasks or activities as part of a process, that are have to be performed in a pre established regular pattern. If fixed interval sampling were to be used in this situation there is a danger that the sampling point would continue to occur at the same point in the activity cycle.

3.1.3 Confidence Levels

Activity sampling is used for assessing the percentage of time spent on activities.

Because activity sampling conforms to the binomial distribution it is possible to use a calculation to determine how many observations will be needed to operate within specified limits of accuracy.

The formula for the number of observations is as follows:

= 4 x p x (100 - p) L2Where p is the estimated % time spent on the activity

Where L is the limit of error, expressed as a %

Once the above calculation has been completed the observations can begin and activities are recorded at the agreed time intervals. When they have been completed a further calculation can be used to determine the error rate, as follows:

Error Rate = 2 x ( p x (100 - p) )

3.1.4 Number of observations

This is very much an overview to the topic of activity sampling, with a definition of what it is, its advantage over continuous observation and the formulae that can be used to establish the confidence levels that can be obtained.

3.2 CAUSE AND ROOT ANALYSIS

To analyze the reasons for Idle Time we are going for cause and root analysis. Enlist the causes of the idle time and go to the root of each cause and make out the solution of it.3.3 PRODUCTIVITY 3.3.1 Definition.

Productivity measures capture the efficiency with which the production process transforms inputs into outputs. Efficiencies can stem from improvements in technology, increases in firm size that allow for cost reductions arising from large-scale production, and other organizational

changes in the firm. In general, productivity is defined as the ratio of output to all or part of the resources used to produce it. Output is the quantity of goods and services produced. The resources used (i.e., the inputs utilized or the factors of production) include labour, capital, energy, raw materials, and

services.

Productivity = Output / Resources used

The measure of productivity can be expressed as a level or in the form of an index that captures changes over time.

Productivity growth is measured by comparing the increase in output relative to the increase in resources that are used in production, that is:

Productivity= Output Resources used

Or equivalently:

%change in productivity=%change in output% change in resources used

A positive value of productivity growth is associated with increases in efficiency.4. WORK DONE

4.1PROBLEM IDENTIFICATION

For identify the problem we had obtained the Flow process charts for sample machines. Which are as described below :

Subject charted:

B-16 machineActivityPresentProposedSaving

Method ; PresentOperation O

Transport =>

Delay D

Inspection

Storage

Location : Shed-2

Operation : Making bore on gear casing

DescriptionTime (min)SymbolRemarks

O=>D

Spindle idle1.1

Checking of bore4.36

Change of tool5.00

Spindle idle4.90

Checking of bore4.53

Tool setting1.22

Spindle running2.0

Checking bore dia.0.5

Tool setting2.14

Spindle running30.16

Spindle idle3.33

Tool tip changing6.30

Spindle running6.83

Spindle idle8.54

Spindle running9.48

Tool change1.24

Chamfering11.25

Tool change5.4

Subject charted:

B-14 machineActivityPresentProposedSaving


Transport =>

Delay D

Inspection

Storage

Location : Shed-2

Operation :


O=>D

Loading the job14.0

Chamfering2.0

Tool change0.50

Center drilling4.11

Tool change0.50

Setting1.0

Drilling5.38

Tool change0.50

Drilling3.26

Tool change0.50

Chamfering6.40

Spindle idle1.25

Tool change0.50

Drilling2.20

Tool change0.50

Chamfering1.15

Inspection3.22

Unloading10.0

Subject charted:

NC-2 machineActivityPresentProposedSaving


Transport =>

Delay D

Inspection

Storage

Location : Shed-2

Operation :


O=>D

Spindle idle2.59

Job unloading & loading0.94

Spindle running9.0

Spindle idle10.49


Spindle running6.0

Spindle idle9.53


Spindle running6.0

Spindle idle1.0


Spindle running6.0

Spindle idle1.5


Spindle running6.0

Spindle idle5.5


Spindle running6.0

Spindle idle3.62


Spindle running6.0

Spindle idle11.10


Spindle running6.0

Spindle idle6.25


Spindle running6.0

PROBLEMS IDENTIFIED Machines remain ideal beyond the expected ideal time.

Workers ideal time on the machine apart from the allowances given to them is more.

Tools & tackles clashing problems are there. Improper utilization of machine capacity & other facilities available regarding loading & unloading the work piece.

Improper guidance given for the machining in some drawings.

4.2 CAPACITY AND CAPABILITY TABLES

SHED 1:

NCL-5 TURNING CENTER (MAZAK)

MAKE: Yamazaki Machinery, JAPAN

TYPE

: QT40 N

SWING OVER CARRIAGE : 510 mm.

CENTER DIATANCE : 1000 mm.

MACHINING DIA

: 400 mm.

TRAVERSE X-AXIS

: 280 mm.

TRAVERSE Z-AXIS

: 1052 mm.

RAPID RATE X-AXIS

: 12 m/min.

RAPID RATE Z-AXIS

: 18 m/min.

SPINDLE SPEED

: 6-300 rpm.

CONTROLLER

: Mazatrol PC Fusion control

VMC-1 VERTICAL MACHINE CENTRE

MAKE : Yamazaki

X-AXIS TRAVEL

: 1020 mm.

Y-AXIS TRAVEL

: 510 mm.

Z-AXIS TRAVEL

: 460 mm.

SPINDLE SPEED

: 35- 12,000 rpm.

RAPID TRAVERSE

: X&Y- 30 m/min

Z 18 m/min.

NO OF TOOLS

: 21 tools.

MAX. TOOL DIA.

: 80 mm.

MAX. TOOL LENGTH

: 300 mm.

CHIP TO CHIP TIME

: 5.8 sec

SPINDLE TAPER

: CAT 40.

ACCURACY

: 0.0025 mm.

MACHINE CONSTRUCTION: Double Column.

LOAD ON TABLE

: 800 kg.

TOTAL WEIGHT

: 4100 kg.

CONTROLLER

: Mazatrol.

TOOL WEIGHT

: 10 kg.

MAZAK VTC (VERTICAL TURNING)

MAX. SPINDLE SPEEED

TRAVERSE IN X-AXIS

TRAVERSE IN Y-AXIS

TRAVERSE IN Z-AXIS

PALLET

800 Tapped 1095 mm. 250 mm.

1000 Tapped 1045 mm. 300 mm.

1000 Plain table 1061 mm. 284 mm.

1000 Scroll 1001 mm. 344 mm.

1000 Independent 1051 mm. 294 mm.

1000 Tapped 1095 mm. 250 mm.

B-12 HORIZONTAL M/C CENTRE

MAKE

: Yamazaki

MODEL

: H 1250

TABLE SIZE

: 1250 x 1250

WEIGHT ON TABLE : 300 kg.

CROSS TRAVEL

: 2000 mm.

SPINDLE DIA.

: 130 mm.

SPINDLE NOSE

: MAS 403/ BT50

SPINDLE TRAVEL : 455 mm.

VERTICAL TRAVEL Y : 1560 mm.

COLUMN TRAVEL W : 1200 mm.

TOOL MAGAZINE : 80 tools.

MAIN MOTOR Hp. : 30 KW.

SPEED

: 2500 rpm

CNC CONTROL

: Mazatrol PC Fusion.

MAX. TOOL DIA. : 130 mm.

MAX. TOOL LENGTH : 600 mm.

NO. OF PALLETS : 2.

B-15 MACHINE CENTRE

MAKE

: JUARISTI, SPAIN

MODEL

: TS-1

CROSS TRAVEL -X

: 2000 mm.

VERTICAL TRAVEL Y : 1450 mm.

SPINDLE AXIAL TRAVEL -Z : 600 mm.

LONGITUDINAL TRAVEL W: 1500 mm.

TABLE SIZE

: i) 1250 x 1250 mm.

ii) 1120 x 1120 mm.

SPINDLE DIA.

: 120 mm.

SPINDLE TAPER

: 130 50MAS BT60

MAIN MOTOR POWER : 37 KW

MAX. WEIGHT ON TABLE : 5000 kg

CNC CONTROL

: FANUC

SHED 2:

NCL-2 TURNING CENTRE

MAKE

: Yamazaki Machinery, JAPAN

TYPE

: QT 35N

SR NO

: 118745

SWING

: 400 mm.

MAX. MACHINING DIA.

: 320 mm.

MIN. SUPPORTING WEIGHT: 300 kg.

BASE PLATE LENGTH

: 2710 mm.

DISTANCE BETWEEN CENTRES : 1000 mm.

TOTAL POWER

: 58 KW.

SPINDLE NOSE

: J 15

B-14 MACHINE CENTRE

MAKE

: Juaristi, SPAIN

MODEL

: TS3

CROSS TRAVEL-X

: 3000 mm.

CROSS TRAVEL-Y

: 1816 mm.

SPINDLE AXIS TRAVEL-Z : 800 mm.

LONGITUDINAL TRAVEL-Z: 1825 mm.

TABLE BASE

: 1700 x 2000 mm.

SPINDLE DIA.

: 130 mm.

SPINDLE TAPER

: 13060 MA SBT50

MAIN MOTOR POWER: 37 KW

MAX. WEIGHT ON TABLE: 20,000 kg.

CNC CONTROL

: FANUC 16 iMB.

HN-1 VERTICAL HONNING MACHINE

MAKE

: Arihant

TYPE

: ari hone 300VA

STROKE

: 1450 mm.

DIA. RANGE

: up to 300 mm.

HYDRAULIC PUMP RECIPROCATING: 10 Hp.

HYDRAULIC PUMP ROTATING : 10 Hp.

COOLANT PUMP

: 0.15 Hp.

FILTERING UNIT

: 0.25 Hp.

MAGNETIC SEPRATOR

: 0.25 Hp.

HN-2 HORIZONTAL HONNING MACHINE

MODEL

: HL - 3502

MAKE

: SUNNEN, USA.

DIA. RANGE

: 25.1 mm to 482.6 mm.

STROKE LENGTH : 102 mm. to 3658 mm.

MAX. W/P OUTER DIA.: 508 mm.

CONTROL

: SIEMENS PLC.

B-13 HORIZONTAL MACHINING CENTRE

MAKE

: Juaristi.

MODEL

: TS 5 MG20

MAIN SPINDLE DIA.

: 150 mm.

TOOL FASTENING TAPER

: 110 50 MASBT 50

MAIN SPINDLE ROTATION SPEED: 2000 rpm

MAIN MOTOR DRIVE

: 37 KW / 50 Hp.

CROSS TRAVEL X

: 3000 mm.

VERTICAL TRAVEL Y

: 2150 mm.

AXIAL TRAVEL Z

: 800 mm.

LONGITUDINAL TRAVEL W : 1450 mm.

ROTARY TABLE R

: 1700 x 2000 mm.

MAX. WEIGHT ON TABLE

: 12,000 kg.

CNC CONTROL

: FANUC- 16iMA.

B-10 HORIZONTAL MACHINING CENTRE

MAKE

: Juaristi.

MODEL

: TS 5 MG20

MAIN SPINDLE DIA.

: 150 mm.

TOOL FASTENING TAPER

: 110 50 MASBT 50

MAIN SPINDLE ROTATION SPEED: 2000 rpm

MAIN MOTOR DRIVE

: 37 KW / 50 Hp.

CROSS TRAVEL X

: 3000 mm.

VERTICAL TRAVEL Y

: 2150 mm.

AXIAL TRAVEL Z

: 800 mm.


ROTARY TABLE R

: 1700 x 2000 mm.

MAX. WEIGHT ON TABLE

: 12,000 kg.

CNC CONTROL

: SIEMENS, 840C

CG-1 CYLINDRICAL GRINDING MACHINE

MAKE

: TOS HOSTIVAR

MODEL

: BUB - 321300

SR NO.

: 0259825

SWING DIA.

: 320 mm.

DISTANCE BETWEEN CENTRES : 3000 mm.

POWER DEMAND OF M/C

: 22 KW

WORK HEAD MOTOR

: 0.2 1.2 KW

WHEEL HEAD MOTOR

: 9.5 KW

SPEED.

: 1450 rpm.

COOLAN PUMP MOTOR.

: 0.19 KW.

SPEED.

: 2880 rpm.

MAGNET CLEANER MOTOR

: 0.18 KW

SPEED

: 2700 rpm.

HYDRAULIC MOTOR

: 1.5 KW

SPEED

: 1410 rpm.

WHEEL HEAD LUB. MOTOR

: 0.1 KW

SPEED

: 2810 rpm.

B-17 PLANER TYPE BORING & MILLING MACHINE

MAKE

: Juaristi, SPAIN

MODEL

: TX 15 MG6

CROSS TRAVEL X

: 2000 mm.

VERTICAL TRAVEL

: 1850 mm.

SPINDLE AXIS TRAVEL Z : 600 mm.


TABLE SIZE

: 1250 x 1600 mm.

SPINDLE TAPER

: 150 50 MAS403 BY-50

MAIN MOTOR POWER : 56 KW.

MAX. WEIGHT ON TABLE : up to 4000 kg

CNC CONTROL

: FANUC 16iMB

4.3 PLANT LAYOUT STUDY

The plant layout of EIMCO ELECON workshop is mainly based on PROCESS LAYOUT. It means all operations of same nature are grouped together. For example in our case; turning operations are carried out in area & boring & milling operations are carried out in one area. Plant layouts of shed 1 & shed 2 are shown respectively.

SHAPE \* MERGEFORMAT

4.4 OBSERVATIONS OF ACTIVITY SAMPLINGN = 4 x p x (100 - p) = 4 x 70 x (100-70) = 84L2

(10)2Where , N= No. of observations

p = the estimated % time spent on the activity= (70%)

L =the limit of error, expressed as a % = (10%)

Observations =50 Total

MachineM/C

RunningSettingIdleWaiting for helperWorker not availableRunningIdle

D1159140121535

NC-53275063218

NC-4 3483233416

D-316524051634

B-113662243614

B-153573233515

B-1236100223614

VTC3492053416

D-225108072525

NC-63882023812

VMC-13057263020

B-1632115023218

B-143394223317

B-1329123422921

B-1226108332624

NC-23870053812

HN-1520043545

HN-23247073218

CG-125710 172525

D-4243103102426

B-1732104313218

5. WORK TO BE DONE REMAINING OBSERVATIONS OF ACTIVITY SAMPLING

We will conduct the remaining observations of Activity Sampling during next coming days.

CAUSE & ROOT ANALYSIS

After completion of all observations we will do CAUSE & ROOT analysis to estimate the reasons for the IDLE TIME in work shop.

MAKING SUGGESTIONS FOR IDLE TIME

CHANGE OF PRODUCTIVITY ANALYSIS

6. RESULTS & DISCUSSIONS

7. CONCLUSIONS

8. REFRENCES

Introduction to WORK STUDY ILO V M C-1

NC - 6

Vertical drilling -2

VTC

MAZAK

B-12

B-15

B-11

TOOL STORE

Vertical drilling -3

NC 5

TURNING

NC - 4

Uni. Toll & cutter grinder

Grinding

vertical Drilling 1

B-17

DRILLING-3

CG -1

HN -2

HN-1

NC- 2

MARKING TABLE

B -12

B- 13

B-14

B-16

Idle Time Reduction in Machining Processes At

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