M4 gearbox system analysis at Hansen Transmissions
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M4 gearbox system analysis at Hansen Transmissions by Reon Eloff 28110987 Submitted in the partial fulfilment of the requirements for the degree of BACHELORS OF INDUSTRIAL ENGINEERING in the FACULTY OF ENGINEERING, BUILT ENVIRONMENT AND INFORMATION TECHNOLOGY University of Pretoria October 2011
Transcript of M4 gearbox system analysis at Hansen Transmissions
M4 gearbox system analysis at Hansen
Transmissions
by
Reon Eloff
28110987
Submitted in the partial fulfilment of the requirements for the
degree of
BACHELORS OF INDUSTRIAL ENGINEERING
in the
FACULTY OF ENGINEERING, BUILT ENVIRONMENT AND INFORMATION
TECHNOLOGY
University of Pretoria
October 2011
i
Executive Summary
Hansen Transmissions South Africa (HTSA) specializes in providing cutting edge technology
industrial gearbox units worldwide and serves as the market leader in South Africa.
HTSA has an order of 768 similar M4 gearbox units that need to be produced for
Eskom over an approximated 4 year period for two new power stations being built in Ellisras
(Medupi) and Witbank (Kusile). HTSA has the problem of not reaching its milestones as
stated in the order contract which causes penalty costs to be incurred by HTSA. The
project's objective is to analyse the M4 system with the purpose of seeking opportunities to
reduce lead time in order to save money and increase customer satisfaction.
After completion of the investigation and quantification phase, it was found that the
bottleneck of the system lies within M4 assembly operations which determine the through
put of the entire system. The present standard time for assembly operations are
approximately 9 hours per unit and the required benchmark needed to reach the most critical
milestone is 7 hours per unit. Thus the quantified project objective is to reduce the lead time
by 2 hours per unit.
Operations analyses, activity charting, Ishikawa technique and lean manufacturing
techniques such as 5S housekeeping, setup time reduction, value stream mapping and JIT
were used to address the problem in order to reduce lead time.
Four interrelated recommendations are made as to how reduce the lead time
including implementation of recommended tool and part layouts, implementation of a radio
signalling system between departments and the implementation of an alternative M4
assembly procedure. It was estimated that these recommendations may reduce the lead
time of assembly operations by 2 hours and 30 minutes per unit, which is 30 minutes more
than required for the project objective. This gives a lead time improvement of approximately
28% and will allow HTSA to reach the project milestones in time, preventing penalty costs to
be incurred and customer satisfaction to increase.
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List of Abbreviations
Abbreviation Description
HTI Hansen Transmissions International
HTSA Hansen Transmissions South Africa
kNm kilo Newton Meter
MW Mega Watt
M4 series Special case gearbox series with gear ratio’s range between 5:1 and 100:1 and
torque rating range between 23 and 100 kNm.
ACC Air-cooled condensers
PMTS Pre-determined Motion Time System
TQM Total Quality Management
JIT Just In Time
TPM Total Preventative Management
VSM Value Stream Mapping
PPE Personal Protection Equipment
MTS Make-To-Stock
VA Value Adding
NVA Non-Value Adding
W Waste/Waiting
LSS Low Speed Shaft
HSS High Speed Shaft
LSPG Low Speed Pinion Gear
HSPG High Speed Pinion Gear
LSG Low Speed Gear
HSG High Speed Gear
LSC Low Speed Coupling
WIP Work In Progress
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Table of Contents
Executive Summary .................................................................................................................. i
List of Abbreviations ................................................................................................................. ii
List of Figures .......................................................................................................................... v
List of Tables ............................................................................................................................ v
List of Appendices ................................................................................................................... vi
1. Introduction ...................................................................................................................... 1
1.1 Company brief History and Background ................................................................... 1
1.2 Project background ................................................................................................... 2
2 Project Problem Definition ............................................................................................... 4
2.1 Problem Statement ................................................................................................... 4
2.2 Project Aim ............................................................................................................... 4
2.3 Project Scope ........................................................................................................... 4
3 Deliverables ..................................................................................................................... 5
4 Literature Review ............................................................................................................. 5
4.1 Job/Worksite analysis guide ..................................................................................... 5
4.2 Operations Analysis .................................................................................................. 5
4.3 Facilities Planning ..................................................................................................... 7
4.4 Time standards and work measurement techniques ................................................ 8
4.5 Activity charts ........................................................................................................... 9
4.6 Cause and Effect (Ishikawa) ................................................................................... 10
4.7 Theory of constraints (TOC) ................................................................................... 10
4.8 Lean Manufacturing ................................................................................................ 11
4.9 Simulation modelling .............................................................................................. 14
4.10 Selection of Appropriate Method, Tools and Techniques ....................................... 15
5 Investigation phase ........................................................................................................ 16
5.1 System overview .................................................................................................... 16
5.1.1 Layout .............................................................................................................. 16
5.1.2 Product positioning strategy ............................................................................ 16
5.1.3 System flow ..................................................................................................... 17
5.2 Worksite analysis .................................................................................................... 19
5.3 Current mitigation actions ....................................................................................... 20
5.4 Cause & Effect ........................................................................................................ 20
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5.5 Investigation conclusion ......................................................................................... 21
6 Quantification phase ...................................................................................................... 22
6.1 Data gathering ........................................................................................................ 22
6.2 Time study .............................................................................................................. 22
6.2.1 Cycle time ........................................................................................................ 23
6.2.2 Allowance and Additional time ........................................................................ 24
6.2.3 Standard time and improvement objective ...................................................... 24
6.3 Value stream mapping ............................................................................................ 25
6.4 Present Man Machine chart .................................................................................... 26
6.5 Quantification phase conclusion ............................................................................. 27
7 Solution phase ............................................................................................................... 28
7.1 Tools analysis ......................................................................................................... 29
7.1.1 Tool sort analysis ............................................................................................ 29
7.1.2 Tool layout analysis ......................................................................................... 30
7.1.3 Tool setup time reduction calculation .............................................................. 32
7.2 Part analysis ........................................................................................................... 32
7.2.1 Part layout analysis ......................................................................................... 33
7.2.2 Part setup time reduction calculation .............................................................. 35
7.3 Signalling system .................................................................................................... 35
7.4 Procedure optimization ........................................................................................... 36
7.4.1 Unnecessary activity elimination ..................................................................... 36
7.4.2 Reduction of time wastage due to part shaping .............................................. 37
7.4.3 Tool and part layout effect ............................................................................... 37
7.4.4 Operator idle time gaps ................................................................................... 39
7.4.5 Sequence optimization .................................................................................... 39
7.5 Solution phase conclusion ...................................................................................... 42
8 Proposed state illustration ............................................................................................. 43
8.1 Proposed Man-machine chart ................................................................................ 43
9 Project conclusion .......................................................................................................... 45
10 References ................................................................................................................. 46
v
List of Figures
Figure 1: Map of power station locations ................................................................................ 2
Figure 2: ACC system and parallel flow modules ................................................................... 3
Figure 3: Systematic Layout Planning procedure ................................................................... 8
Figure 4: Kanban system diagram ........................................................................................ 12
Figure 5: 5S philosophy diagram .......................................................................................... 13
Figure 6: Value stream mapping diagram ............................................................................. 14
Figure 7: M4 production flowchart ......................................................................................... 18
Figure 8: Assembly operation cause & effect diagram ......................................................... 20
Figure 9: Belgium versus HTSA tool layout .......................................................................... 31
Figure 10: Kitting pallet ......................................................................................................... 32
Figure 11: Ring brackets ....................................................................................................... 33
Figure 12: Part layout schematic .......................................................................................... 34
Figure 13: Signal system network diagram ........................................................................... 36
Figure 14: Proposed state Man-machine chart ..................................................................... 44
List of Tables
Table 1: Operations analysis .................................................................................................. 6
Table 2: Status at start of time study .................................................................................... 22
Table 3: M4 Assembly operator allowance ........................................................................... 24
Table 4: Needed versus unnecessary tools .......................................................................... 29
Table 5: Unnecessary activity elimination ............................................................................. 37
Table 6: Cycle time reduction due to part shaping ................................................................ 37
Table 7: Time reduced per activity due to tool and part layout ............................................. 38
Table 8: Proposed optimal assembly procedure ................................................................... 40
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List of Appendices
Appendix A: Present assembly department layout ................................................................ vii
Appendix B: Delivery/Production schedule ........................................................................... viii
Appendix C: Job Worksite analysis ......................................................................................... ix
Appendix D: Assembly operations procedural data ............................................................... xii
Appendix E: Value Stream Map of M4 system ................................................................... xviii
Appendix F: Present Man-Machine chart .............................................................................. xix
Appendix G: Proposed assembly department layout ............................................................ xxi
Appendix H: Tool setup time analysis .................................................................................. xxii
Appendix I: New shelf design .............................................................................................. xxiii
Appendix J: Shelf part allocation and setup time ................................................................ xxiv
Appendix K: Off-shelf part allocation and setup time ........................................................... xxv
1
1. Introduction
1.1 Company brief History and Background
Hansen Transmissions South Africa is a subsidiary company of Hansen Transmission
International, who specializes in providing cutting edge technology industrial gearbox units
worldwide and serves as the market leader in South Africa.
Hansen Transmissions started as a small workshop in Antwerp Belgium, "La-
Mécanique Générale" (LMG) in 1923, manufacturing backup parts for gear units. Gradually
the company's actions changed towards the manufacturing of customised gearbox units,
mainly due to the influence of young engineer David Hansen.
In 1950, David Hansen innovated and later perfected the unique concept for
standardisation of gear units. The company was soon recognised as a world leader and
trend-setter in industrial power transmission technology. In 1972, the company name was
changed to reflect its international renown and continuing expansion, becoming “Hansen
Transmissions International” (HTI).
HTI outsourced to South Africa in 1976 where it became a subsidiary of HTI under
the registered name Hansen Transmission (Pty) Ltd. Today Hansen Transmissions South
Africa (HTSA) is situated in Jetpark Johannesburg, supplying customized gearbox drive
packages for the mining, water treatment, cooling tower, mixer and material handling
industries in Southern Africa.
“We support our customers to move the world forward with innovative gear technology”
- HTI Mission Statement
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1.2 Project background
HTSA provide gearbox units to a wide variety of companies due to the flexible nature of their
products. Currently their products are divided into 5 series categories as determined by
Hansen over the years, namely P4, I4 and M4 being manufactured internally and S4 and L4
being manufactured externally by other companies.
The P4 series is a general purpose multi industry gearbox with gear ratio’s ranging
from 1.2:1 to 600:1 and torque ratings ranging from 6 to 800 kilo-Newton-meter (kNm).
The M4 series is special gearbox units that is similar to the P4 series but differs in
terms of cheaper manufacturing smaller range gear ratio’s and torque ratings and more
difficult maintainability. The M4 series gear ratio’s range between 5:1 and 100:1 and torque
rating range between 23 and 100 kNm.
The I4 series is specially designed invertible gear units
which can be rotated 180˚ in order to cater for both left
and right orientated gearbox drive applications. It has
gear ratio’s ranging from 7:1 to 90:1 and torque ratings
ranging from 15 to 100 kNm.
The S4 and L4 series are gearbox units that are
similar to each other with small dimensions and gear
ratio’s ranging from 2.8:1 to 1250:1 and torque ratings
ranging from 0.1 to 25 kNm. The difference being S4 is
manufactured by the company Rexnord Stephan and L4 is manufactured by the company
Leroy Somer.
One of HTSA’s primary customers is Eskom, having an order of 768 similar M4 gearbox
units that need to be produced over an approximated 4 year period for two new power
stations being built in South Africa consisting of Medupi and Kusile situated in Ellisras and
Witbank respectively.
Figure 1: Map of power station locations
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These two power stations, which are called super critical coal fired power plants, are the
largest fossil power plants ever built in Southern Africa with power output of 4800 MW being
generated by each. It is estimated that the combination of these power plants will generate
25% of South Africa’s current electricity, each power plant is 20% to 25% more efficient than
current power stations, CO2 usage is reduced by 10% per kWh power produced and water
usage is also greatly reduced per unit
power generated.
The reason for the reduction of
water usage is due to the great water
shortage in South Africa. This is
accomplished by using an air-cooled
condenser (ACC) system, with dry cooling
towers, instead of the wet cooling tower
system most often encountered with
power stations in South Africa. Wind,
instead of water, is used as an external
element to reduce the temperature of
incoming steam and to condensate the steam in to water in order to complete the Rankin
cycle. This is done by utilizing massive wind turbines that blow cool wind against a series of
parallel flow and counter-flow modules containing the incoming steam.
The primary components used for the ACC system are the air cooled steam
condenser modules (consisting of galvanized air-cooled condenser tubes, tube sheets and
steam and condensate collection headers) and the air moving sub-system. The air moving
sub-system includes fans, gearboxes, couplings, electric motors, fan support bridges,
condensate tanks, drain pumps, steam ejectors, rupture discs and a bundle cleaning system.
HTSA provides the electric motors and gearbox units (gearboxes and couplings)
which are used in the air moving sub-system, namely the M4 gearbox units.
Figure 2: ACC system and parallel flow modules
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2 Project Problem Definition
2.1 Problem Statement
The Project Manager for the Medupi and Kusile project at HTSA, Mr Ludwig Maier, is
concerned that the project does not reach its milestones as stated in the order contract with
Eskom. Hansen Transmissions have to pay penalty costs if the project doesn’t reach its
milestones in time. This poses a problem in terms of monetary loss and possible bad future
relations with the client.
2.2 Project Aim
The main aim of this project is to reduce total lead time of each M4 gearbox unit in order for
Hansen Transmissions to reach its milestones in time which can save the company the
penalty costs, increase client satisfaction and possibly decrease labour costs.
Secondary aim may include increasing general productivity, optimizing the assembly
workstation and improving material handling operations.
2.3 Project Scope
As determined by Mr. Maier, thorough analysis should be done in the following areas in
order to address the problem:
• Review of pre-assembly item preparation in order to improve preparation time by as
much as possible to get to the desired 40% reduction in kitting time (as previously
determined).
• Analyse the assembly operations and recommend solutions to improve assembly
time per unit.
• Review the post-assembly operations including cleaning, painting, peripheral fitment
and packaging
It is thus proposed from HTSA that the problem lies within and that the scope of my project
revolves around these departments:
An initial analysis form my part shall confirm whether or not the problem actually lays within
these departments and what the core focus of the project will be.
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3 Deliverables
The following can be expected to be delivered by this project:
• A review of the pre assembly kitting operations for the M4 system in Department A
• A review of the post assembly operations for the M4 system in Department C
• An illustration of the current state of the M4 system operations in each department
• Recommendations on how to reach previously stated project aim
• A illustration of the M4 system if recommendations would be implemented
• Final project report containing the above mentioned and all necessary information
regarding this project in detail
4 Literature Review
Due to uncertain factors inherent in this project, extensive research had to be done as to
what approaches can be used to solve the problems in this project. The following techniques
and analysis tools are considered for the purpose of analysing and solving the problem
previously stated.
4.1 Job/Worksite analysis guide
This analysis technique is used before any quantitative data can be collected. It identifies
problems within an area, workstation or department by observing the operators, tasks,
behaviours, workplace and work environment and capturing all observations on a form. This
gives the analyst general perspective on the situation and serves as foundation for the
analyst in order to determine which other analysis techniques must be further used.
(Freivalds & Niebel, 2009)
4.2 Operations Analysis
Operation analysis is an effective process of studying all productive and non-productive
elements of an operation in order to improve productivity per unit time and reduce unit cost
while maintaining or improving product quality. This analysis technique focuses of nine
systematic approaches that allows the analyst to ask the questions why, how, who, where
and when. These nine approaches are illustrated in the following table:
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Table 1: Operations analysis
Approach Description
1. Operation
purpose
It should be determined whether each operation is necessary. “An analyst’s cardinal
rule is to eliminate or combine an operation before trying to improve it” (Freivalds &
Niebel, 2009)
2. Manufacture
sequence
and process
The analyst should consider the following in order to improve manufacturing:
• Changing operation sequences and procedures.
• Mechanization of manual operations.
• Getting more efficient mechanical facilities.
• Using mechanical facilities more efficiently.
• Consider Robot Automization.
3. Setup and
Tools
Setup times should be reduced by using Just In time (JIT) techniques. The following,
relating to tools, should be considered and reviewed by the analyst:
• Are the correct tools used for each operation?
• Are there better tools available which can increase productivity?
• Are the current tools being used efficiently?
• Is each machine utilized to maximum capacity?
4. Material
Handling
“Materials handling is the art and science of moving, storing, protecting and controlling
materials.” (Tompkins, 2009) These materials include parts, raw materials, in process
materials, finished products and supplies. The analyst must ensure the following:
1. All materials are moved cyclically between locations.
2. No manufacturing process or client is troubled by early or late deliveries.
3. Materials are moved to the correct locations and on time.
4. The correct quantities are delivered without any damage to the materials
being delivered.
5. There is sufficient temporary and permanent storage space.
The following can be done in order to reduce time concerning material handling:
• Reduce time spent lifting materials.
• Mechanization and Automization.
• Use current material handling equipment more efficiently.
• Materials should be handled with better care in order to reduce accidents. “A
safe factory is an efficient factory.” (Freivalds & Niebel, 2009)
• Consider bar-coding for inventory and related applications.
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8. Plant Layout
The analyst should also have a Facilities Planning approach to determine if the layout
of the plant allows for productive manufacturing. This approach is discussed in
following sub sections.
4.3 Facilities Planning
Facilities’ planning is a vital component in any company as it is a method of identifying the
opportunities for cost reduction and productivity improvement. It utilizes a company’s
resources in such a manner that it maintains and achieves the overall business objectives.
Facilities’ planning is an on-going process that can never be seen as a project with a
completion date as there is always room for improvement. Alternative solutions to problems
can come to light because of the ever developing information and technology environment in
today’s world. As a result it is important to identify a strategic facility plan in a corporation.
The strategic facility plan is about encompassing an entire portfolio of the owned space that
sets strategic facility goals based on the organization’s strategic and business objectives.
The strategic facilities goals, in turn, determine short-term tactical plans, including
prioritization of, and funding for, annual facility related projects. (Roper & Jun Ha, 2009)
Effective implementation of facilities planning in any company can only be achieved with full
cooperation of the entire work force. The facility layout and material handling in facilities can
be affected by several attributes which include the product mix and design, handling, storage
and processing technology, production volumes, schedules and routing, as well as
management philosophies. (Tomkins, 2010)
Systematic Layout Planning (SLP)
SLP is a tool developed by Richard Murther and Associates that provides procedural
guidelines that can be followed when designing a facility’s layout. There are 3 fundamental
elements of layout planning namely relationships between activities, space of every activity
and adjustment of relationships and space into an efficient layout. These elements should
be continuously considered and implemented according to the SLP procedure as depicted in
figure1.
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The input data required consists of information regarding product, quantity, route,
support, time and production activities. This information is used to identify constraint &
limitations and define relationships between activities and space required for each activity
which is necessary in order to eventually create space relationship diagrams. The latter is
the foundation for developing alternative layout solutions in order to compare the alternatives
to the present layout and ultimately choose the best layout to be implemented.
4.4 Time standards and work measurement techniques
Time standards are established standard durations for performing certain given tasks with
the purpose of determining how long it takes to ultimately produce certain materials or
complete certain processes. Each process has a human/operator factor and one of the
fundamental principles in industry is that each employee is entitled to a fair day’s work and
thus no man can be treated as a machine.
These standards include allowances due to fatigue, personal duties and delays due
to external factors. According to (Freivalds & Niebel, 2009), there are 7 types of allowances
that can be categorized in 3 categories:
Figure 3: Systematic Layout Planning procedure
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• Constant allowances
� Personal needs
� Basic fatigue
• Variable fatigue
• Special allowances
� Unavoidable delays
� Avoidable delays
� Extra allowances
� Policy allowances
Time standards are usually used to implement wage payment schemes and are closely
related to production control, plant layout, purchasing, cost accounting and control and
process and product design. “Time standards are fundamental to the operation of any
manufacturing enterprise or business, providing the one common denominator from which all
elements of cost evolve” (Freivalds & Niebel, 2009). These standards can be determined by
using estimates, historical records or work measurement techniques such as time studies,
pre-determined motion time systems (PMTS), standard data, formulas, queuing theory and
work sampling.
Time studies are the most common of the techniques. One of the best methods for
time studying is using a camcorder in order to record operations. In this way one can review
the operation if one might have missed details or cycle periods. It is however important that
the operator is informed of being time studied and his/her consent should be given before
initialising video recording.
4.5 Activity charts
Activity charting is a technique most commonly used in work study and ergonomic analysis.
Process charts and flow diagrams give a picture of the various steps in the process, but it is
often desirable to have a breakdown of the process or of a series of operations plotted
against a time scale. Thus activity charts is used to serve this purpose. One such activity
chart specifically deals with operations where operators and machines work intermittently at
the same time.
The Man-Machine chart is necessary in order to eliminate idle time of operator while
machine is in operation, while letting machine operate as close to full capacity as possible.
In order to create a Man-Machine chart, data should be recorded as to when each operator
and each machine works and what each does. This data is then represented in a time
scaled bar chart, showing the total time of the operation, critical path tasks, improvement
gaps of opportunity and when each task of man and machine begins and ends in
conjunction with each other.
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4.6 Cause and Effect (Ishikawa)
Cause and effect diagram, also known as fishbone diagram, is a technique used when a
problem is identified, where the analyst defines the event of the problem (the effect) and
then defines the factors contributing to the problem (the cause). There may be various
causes for a single problem and each cause can be sub-categorized in sub causes. The
purpose of this technique is to determine primary causes and sub causes for the problem
and could even lead to a solution.
4.7 Theory of constraints (TOC)
Theory of constraints is a technique ideal for complex and large environments that is
dominated by high uncertainty. The base principle of TOC is: Every complex system is
governed by inherent simplicity (Goldratt, Barnard, & Goldratt, 2004). The more complex a
system, the more interdependencies there are between processes and the higher the
chance that impacting one point in the system will have affect on other parts of the system.
The actual throughput of a system is dependent on only a few elements in the system. This
inherent simplicity resides in two aspects of the system namely:
• Physical aspects: Flow of critical processes
• Logical aspects: Flow of cause and effect
There are only a few factors that govern the performance of the aspects of the system which
is called constraints.
The following steps can be followed in order to solve problems with TOC:
1. Identify the constraints.
2. Decide how to exploit the system constraints.
3. Subordinate everything else to that decision.
4. Elevate the system constraints.
5. If the constraints have been broken, go back to Step 1, but do not let inertia
become the system constraint.
TOC Rules of production and scheduling serve as guidelines when using TOC in practice:
• Balance flow, not capacity.
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• The level of utilization of a non-bottleneck is not determined by its own potential, but
by some other constraint in the system.
• Utilization and activation of a resource are not synonymous.
• An hour lost at a bottleneck is an hour lost in the total system.
• An hour lost at a non-bottleneck is a mirage.
• Bottlenecks govern both throughput and inventory in the system.
• A transfer batch may not and often should not be equal to the process batch.
• A process batch should be variable both along its route and over time.
• Schedules (priorities) should be determined by analyzing all of the system constraints
simultaneously. Lead times are the result of the schedule and cannot be
predetermined.
4.8 Lean Manufacturing
Lean manufacturing is a manufacturing strategy that seeks to increase efficiency and cut
costs while improving quality by means of eliminating waste. According to Fujio Cho, there
are seven types of waste that needs to be minimized namely: Overproduction, waiting,
transportations, excess inventory, over processing, unnecessary motion and defects.
(Abdullah, 2003)
Here are a few lean manufacturing tools, techniques and principles that are used in the
manufacturing industry:
• Cellular manufacturing: a Single product or a group of similar products are processed
from beginning to end by using an efficient workstation and equipment layout that
allows for smooth movement of inventories and materials in order to reduce waste.
Such a workstation and equipment are known as a cell, hence the name.
• Total quality management (TQM): TQM is a continuous improvement system which
is based on participative management and focuses on customer satisfaction. TQM
methods include employee training, statistical methods (quality control charts),
problem solving teams, long term goals and strategic thinking and identification of
whether inefficiencies are caused due to the system (normal causes of variation) or
due to the people using the systems (special causes of variation).
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• Just in Time (JIT): JIT is a pull system strategy where signals (Kanban) between
different points in the system are used in order to notify certain processes when to
initiate. JIT has the philosophy of getting the right materials in the right place at the
right time. It focuses on inventory reduction, continuous improvement of quality and
efficiency and waste reduction.
• Kanban system: Kanban is a scheduling system used in order to achieve JIT by
means of using kanban signal cards which tells you when, how and what to produce.
A Kanban card is a message which signals the depletion of parts, products or stock
and triggers the replenishment of the parts, product or stock. This allows the
manufacturing process to continue with production without the delay of having to wait
for parts. One such use is the Three- bin system. Three hypothetical or physical
bins are placed in the system, one at the production department (demand point), one
at the storage department and one with the suppliers. A portable kanban card is
placed within each bin which contains the product details and other relevant
information. When the production department’s bin is empty, the empty bin is
returned to storage department which will replenish the empty bin and return it to the
production department. If storage becomes empty, they send their empty bin to the
suppliers for replenishment. There is a wide variety of equipment that can be used to
implement the kanban system naming a few:
� Electronic LCD display screens.
� Using different coloured lights.
� 2 way radio system.
� Special sound system.
Figure 4: Kanban system diagram
13
• Setup reduction: a Continuous attempt at minimizing setup times by any means
necessary.
• Housekeeping (5s): Good
housekeeping is maintaining an
organized workplace and utilizing
consistent methods in order to
reduce waste and optimize
productivity on a daily basis. Good
housekeeping is a westerns term
that originated from the 5s
Japanese philosophy. The 5s
philosophy is based on 5 Japanese
terms with the following translation
and is explained in the following
figure:
� Seiri (Sort)
� Seiton (Straighten)
� Seiso (Shine)
� Seiketsu (Standardization)
� Shitsuke (Sustain)
Housekeeping has the benefits of reducing workloads and human errors, maximizing
operation efficiency, increasing quality of work, enhancing employee morale,
simplifying processes and creating a healthier and safer work environment.
Housekeeping may be implemented by using the SDSA cycle which has four stages:
� Standardize: This stage involves teaching the employees to understand the
most critical factors that has an effect on their daily work methods. It allows
the employee to develop best practises by only focusing on the value added
actions and eliminating the non-value added actions they perform on a daily
bases. Flow charts, Ishikawa diagrams and Simulations are useful tools to
achieve this.
� Do: This stage involves implementing possible methods on a trial basis and
collecting data and measurements on key indicators with the purpose of
determining the optimal configuration of best practise method.
Figure 5: 5S philosophy diagram
14
� Study: This stage involves studying the data and measurements in order to
calculate the effectiveness of the best practise method.
� Act: This stage involves establishing the best practise method, illustrating it
on a standardized flow chart and training all applicable employees according
to this best practise method.
• Total Preventative Maintenance (TPM): The operators should be included in
maintenance and monitoring activities in order to prevent and provide warning of
malfunctions. The focus should be shifted from fixing problems to preventing them.
• Value stream mapping (VSM): a Value stream is a combination of all actions and
information required to bring a product through the main flow from the raw material to
the consumer. VSM is a method for creating a one page picture of all activities that
occur in a company when a product or service is demanded by a customer and the
company have to provide the product or service to the customer. VSM documents all
processes (value adding (VA) and non-value adding (NVA)), process times, lead
time, transportation between processes, inventory and procedures.
VSM allows the analyst to:
� Create a current “as is” state of the value stream
� Identify time wastages and responsible causes.
� Find ways to reduce time wastages and improve process flow.
� Create a future “to be” state reflecting the improved value stream.
4.9 Simulation modelling
Simulation modelling assumes that we can describe a system in terms acceptable to a
computing system. A key regard is that of a system state description. If a system can be
Figure 6: Value stream mapping diagram
15
characterized by a set of variables, with each combination of variable values representing a
unique state or condition of the system, then manipulation of the variables simulates
movement of the system from state to state. A simulation experiment involves observing the
dynamic behaviour of a model by moving it from state to state in accordance with well-
defined operating rules designed into the model.
Simulation modelling approaches:
• Monte Carlo Simulation (static, stochastic)
• Continuous simulation (dynamic, deterministic)
• Discreet simulation (dynamic, stochastic)
Discreet simulation utilizes random distributions in order to manage for the element of
uncertainty, inherent in all systems and processes, on a dynamic (time continuous) bases.
This allows for statistical accurate modelling of real time reality in order to illustrate the
present operations of a system or a proposing estimation of how operations of a system can
be. Specific software package are designed to accommodate discreet simulation, of which
Arena is the most popular and familiar.
4.10 Selection of Appropriate Method, Tools and Techniques
After doing research and while bearing in mind the problem definition, project plan and initial
general analysis of the M4 system, the following methods, tools and techniques are
considered appropriate for approaching this project:
I. Investigation phase
• Job worksite analysis
• Ishikawa technique
II. Quantification phase:
• Time study
• Value Stream Mapping (VSM)
• Layout analysis
• Man Machine chart
III. Solution phase:
• Operations analysis
• Setup time reduction
• JIT principle
• Housekeeping (5S)
IV. Proposed state illustration phase:
• Man Machine chart
16
5 Investigation phase
5.1 System overview
In order to investigating the M4 unit system, a basic understanding should be obtained of
what actually happens in the current system.
5.1.1 Layout
At HTSA, it is evident that a Product Layout is in use. Machines are dedicated to a particular
product (M4 unit) and each stage of production is distinct from the next. The product has
few stages, as shown in the figure7, and each stage has its one station as to where the
operation is performed.
Focusing attention to the M4 assembly department, the layout is depicted in a way
which allows all machines and tools to be close to the product being assembled and it is
mostly done on a single assembly platform machine known as a manipulator. The assembly
bay also has 3 test stations which allows for testing of up to three units to occur while
another unit is being assembled on the manipulator. The operator moves all around the
workstation while assembling in order to get parts, tools and material handling equipment.
Two overhead cranes, 20 ton and 5 ton, is situated above the workstation which is used for
all heavy lifting purposes. At least two M4 unit’s components are available in the assembly
department at all times which includes: a fully fledged kit, housing, lantern housing, coupling
and LSS. An illustration of the current layout of the workstation is illustrated in appendix A.
5.1.2 Product positioning strategy
The M4 unit system is an operations/production system, specifically an assembly system,
with a make-to-stock (MTS) product positioning strategy. An order contract was closed with
the customer at the initiation of the project (December 2008) from which a production plan
was developed which included a delivery schedule as illustrated in Appendix B. From the
delivery schedule the following information was obtained:
• The M4 project delivery dates stretches from 13 January 2009 to 15 November 2012
(3 years,10 months) with 34 milestones
• Units are delivered in batches of 16 units per batch
• The building factor (required building rate in days per unit) is determined for each
milestone. The average building rate equals 1.8 days per unit (0.55 units per day)
• The following 5 milestones, stretching between 1 November 2011 and 13 March
2012, are all critical milestone with required building rates ≤ 1 unit per day.
• The most critical milestone of the following 5 requires a building rate of 0.7 days per
unit (1.4 units per day).
17
A target building rate is required in order to have an aim to improve the system towards. It
would be ideal to be able to produce M4 units at a building rate of 1.4 units per day, which is
required for the most critical milestone, but it is unnecessary because if a batch is complete,
the operators don’t wait for the deadline to be over before continuing on the following batch.
Calculating the average between the coming 5 critical milestones, a value of 0.9 days per
unit (1.139 units per day) is determined.
Thus it would be more accurate to assume a target building rate of 1.139 units per day. This
target building rate will serve as a benchmark for the project as to what the goal is to
achieve.
5.1.3 System flow
After knowing what the target building rate is, it is necessary to know what exactly this
building rate entails. In this case, the term building is defined as every process that plays a
role in the assembly of the M4 unit from the procurement of all parts up to the packaging of
the final product for shipping. A flow chart of the flow of production of the M4 unit is
illustrated in figure 7.
As previously stated in the project scope, it was proposed that only operations 3 to 8
(Department A, B and C) should be considered for the scope of this project. A further
investigation into these three departments will determine whether possible improvement
opportunities exist in order to reach the target building rate.
18
Figure 7: M4 production flowchart
19
5.2 Worksite analysis
A worksite analysis was done in each of the three departments in order to get an overview
understanding of operations. In order to complete worksite analysis, observations was done
in each department over a 3 day period. The worksite analysis guides of each department
can be viewed in Appendix C. From the worksite analysis in each department the following
information was obtained:
• A basic idea of what happens in each department.
• A basic idea of each department’s environment and working conditions.
• Basic background of each operator.
• The tools, PPE and material handling equipment which are typically used.
• The amount of operators working in each department.
• There are no standard times available and cycle times are unknown in each
department.
• Department B is the time critical (bottle neck) department in the system.
� Department A operations initialisation is dependent upon department B’s
demand. (Pull process)
� Department C operations initialisation is dependent upon department B’s
supply and doesn’t constraint the lead time (Push process)
� The cycle time of the assembly operation is by far longer than any other
operations.
• A 3-bin kanban system is used between department A and B
From considering TOC principles in conjunction with the above mentioned information,
department B determines either the greatest portion of the throughput of the system or the
total throughput of the system. Thus it is clear that in order to reduce lead time of the
system, the reduction in lead time of department B will have an effect on the total system
lead time reduction.
As there are no time standards available, time studies need to be done on the
assembly operation in detail. These time studies will not only give time standard data, but
also opportunity to determine where possible improvement can be made and whether the
right procedure is being followed in order to assemble the product.
Cleaning operations up to storage, which succeeds the assembly operation within
scope, happens simultaneously as the following units are being assembled. The assembly
operation rate may serve as the building rates which can be compared with the target
building rate given the preceding operations don’t take longer than the assembly operation.
20
To determine whether this might be the case, standard time for operations 5 to 8 to should
also be determined and analysed.
5.3 Current mitigation actions
Current HTSA actions to solve the problem include making operators work over time and on
weekends and allowing an extra employee to help the operators from time to time. This
solution is feasible because overtime and extra employee wages is less expensive than
penalty costs that might be incurred due to missing the deadline, but the following
disadvantages related to this solution makes it unviable:
• Unnecessary costs are still being incurred.
• Operators are over utilized and become fatigued. This affects their work performance
which causes their productivity to drop and building time to escalate.
• When working after hours, operator has no supervision to check whether he is
working productive.
• When working after hours, operator has no support for when a problem occurs.
This solution is a tactical short term approach to solving the problem which can be classified
as damage control. What the M4 system needs is a strategic long term approach that
should be classified as process improvement.
5.4 Cause & Effect
While observing the assembly department, a few improvement opportunities were noted.
The following Ishikawa diagram illustrates the causes identified for the overall problem in
assembly operations.
Figure 8: Assembly operation cause & effect diagram
21
5.5 Investigation conclusion
After doing investigation of the M4 system, the following can be concluded:
• The benchmark lead time required for M4 production is 1.139 units/day
• This lead time can be measured by determining the standard time of assembly
operations.
• The latter is true due to assembly operations being the critical constraint (bottle neck)
in the M4 system.
• To solve the project problem, the assembly operations throughput should be more
than 1.4 units/day
• The latter is only true if the operations after assembly don’t take longer than
assembly operations.
• Current solutions to the problem are unviable.
22
6 Quantification phase
6.1 Data gathering
In order to establish a standard time of operations in the assembly department, relevant data
should be gathered and this data should be converted into usable information. This data
was gathered by means time study observation of the assembly operations by using a video
camcorder. Before recording the footage, proper introduction to the operator and
explanation the operator for the reason for the time study was given. The operator was
informed of the procedure of the time study and he gave his consent to participate.
The M4 unit assembly operation was recorded over 2 days totalling 9 hours of video
footage. The recorded footage was intensely analysed and converted into useful information.
This information serves as the baseline for the total project analysis.
For the time study, the assumption was made to record each task done by the
operator from the time he begins with a gearbox unit, up until the time he starts with the
following gearbox unit, not necessarily when a gearbox unit leaves the M4 assembly
department. The reason for this being, three gearbox units are being assembled and
operated at the same time by the same operator. While the new unit is still being
assembled, a previously assembled unit leaves the assembly department. Each of the three
units has a different status at the beginning of the time study and each are identified
throughout the study by the following means:
Status at start of time study
M4 unit A New unit initiation
M4 unit B Post internal assembly
M4 unit C Post testing Table 2: Status at start of time study
6.2 Time study
By completion of the time study, 10 stages with a total of 102 activities were identified with
their respective time, dependent activities, type, tools and material handling equipment used
and a description of the activity or anything worth noting. The type indicates the necessity
and value of the activity and this is represented by using 3 statuses namely: Value added
(VA), Non-Value added (NVA) and Waste/Waiting (W). The following background is
important in order to understand the M4 assembly operations:
23
• The manipulator is a machine used as the station where all internal assembly
operations occur. The manipulator has the ability to rotate the housing of the unit
being assembled by 180°.
• Three testing stations are available in the M4 assembly department, but only 2 are
used at the same time. One for external assembly procedures and one for testing
procedures.
• For quality testing to occur, each M4 unit has to run on a motor for 12 to 24 hours in
order for the gearbox system to reach working conditions. Afterwards vibration, heat
and unit input and output speeds are measured and tested to specifications.
• Six bearings, a coupling, two gears and a backstop are components which undergo
heating in order for components to be assembled. Induction heaters are machines
utilized for this purpose. These operations are time dependent.
• After fitting the latter components, a cooling fan is used to shrink the components
and cool the unit down. This operation is time dependent.
• Two overhead cranes are used for all lifting and transport purposes of heavy
components and gearbox units within the M4 assembly department. These
transportation operations are time dependent.
The operator was observed again through a full operations cycle after the video footage time
study was completed. The reason for this was to confirm the accuracy of the procedure and
times earlier recorded. The final time study results are shown in appendix D.
6.2.1 Cycle time
The total cycle time to complete a gearbox was calculated as 7.53 hours. However this
alone is not an accurate representation of the standard time. The following formula is used
for calculating standard time:
24
6.2.2 Allowance and Additional time
Allowances are taken into account due to human factors affecting the total time of the
assembly operations. According to expert opinion (Meyer, 2011), the industry standard for
allowances is usually 14%. Table 3 shows the allowances that were identified in order to
confirm the latter amount.
Allowances Amount
Constant allowances
Personal Needs 5%
Basic fatigue 4%
Variable fatigue
Abnormal posture 1%
Muscular force 1%
Mental strain 1%
Special allowances
Attention time to quality 1%
Unavoidable delays 3%
Total 16%
Table 3: M4 Assembly operator allowance
The allowance values are as determined by (Freivalds & Niebel, 2009). Personal needs
include lunch breaks, water breaks and idle time due to operator general well-being. Basic
fatigue is allowance given due to general energy expenditure while working. Variable fatigue
includes abnormal postures, muscular strain and mental strain due to high complex work.
Special allowance is given due to operator giving a great deal of attention to quality of parts
being fitted. Unavoidable delays include supervisor interruptions, parts being defective,
incomplete kit, machine breakdowns and tools being shared.
Additional time is delays due to employee meetings. In each week approximately 60
minutes are spent in meetings. Thus with the current allowance, 4.6 units are built per week
which means 13 minutes of additional time should be added to each unit.
6.2.3 Standard time and improvement objective
Having the cycle time, allowance and additional time, the standard time is calculated to be
8.96 hours per unit (rounded to 9 hours per unit). Converting the benchmark of 1.139 units
per day (8 hour day) to hours per unit will cause the value to be 7 hours per unit. The
difference between the actual and the required time is 2 hours per unit.
Thus in order to reach the required building time (benchmark), 2 hours should be
eliminated through process improvement, assuming that a standard 8 hour days is
maintained, no addition employee is added to the assembly operations and the post-
assembly operations don’t take longer than assembly operations.
25
6.3 Value stream mapping
To address the assumption whether post-assembly operation take longer than assembly
operations, a VSM should be developed. In order to develop a VSM, the standard times for
each operation are necessary which requires time studies to be done on these operations.
Less intensive time studies were conducted on these operations in comparison with
the assembly operations due to only needing the standard times data associated with these
operations. The following are a few things worth noticing in regards to the post- assembly
operations:
Usually two M4 units undergo cleaning operation at the same time. The cleaning
department can accommodate up to 6 units at a time if necessary.
Usually two M4 units undergo painting operation at the same time. The painting department
can accommodate 4 units if necessary.
Each department has independent operators focusing on that specific operation.
Cleaning and painting operations standard times per unit varies in accordance with different
batch size operated. The more units are operated per operation, the smaller the standard
time per unit is within each operation. Thus the calculation of the standard times in these
operations was determined by the assumption that only 2 units are operated per operations.
The times are calculated as follows:
Operation Batch size Cycle Time Standard time
Cleaning 2 40 min 20 min
Painting 2 6 hours 3 hours
Peripheral fitment 1 10 min 10 min
Packaging 1 10 min 10 min
These standard times where used in accordance with other observations to develop the
VSM illustrated in appendix E. The summation of these standard times and the average
delays determined between each department equals to 400 minutes per unit, which is less
than the 9 hours per unit (540 minutes per unit) in assembly operations.
Thus the latter assumption is correct and the building lead time is solely determined by the
assembly operations.
26
6.4 Present Man Machine chart
After doing a complete time study of the M4 assembly operations, a step by step procedure
of the operations is known together with the total lead time of the assembly department.
Due to a few important machines operating at the same time as the operator in the assembly
department and these machine operations being time dependent, it is necessary to create a
Man-machine chart of the present assembly department which shows the correlated
operations of the operator and the machines on a time scale.
The procedural data of the time study is used to create this Man-machine chart,
which is illustrated in appendix F. The machines having most affect on the assembly
operations is the overhead crane(s), small induction heater, large induction heater and
cooling unit. The following is important to take notice of considering the Man-machine chart:
• The small induction heater takes an average of 5 minutes to heat each bearing from
room temperature to 120°c and 30 minutes to heat the HSG from room temperature
to 150°c.
• The large induction heater only heats 2 components through assembly operations.
• If the induction heaters complete their heating operations, the components losses
heat and start to crimp. Thus if the components are not fitted in a reasonable time
after heating operations are done, it has to be heated up again. This causes the
operator to be idle in that time.
• Cooling operations starts over each time a heated gear of bearing is fitted to a
component in the housing.
• Overhead crane has a lot of setup time. Thus crane usage should be kept to a
minimum.
In order to reduce setup time using the Man-machine chart the following should be
considered:
• Eliminate the gaps where the operator is idle
• Try to reduce the time of the activities taking the longest time
• Create a Man-machine chart illustrating the proposed state if recommendations
would be implemented
27
6.5 Quantification phase conclusion
After doing quantification of the M4 system, the following can be concluded:
• Data was gathered and time study was done intensely on the assembly operations
• The standard time determined for assembly operations are 8.96 hours per unit.
• The amount of time that needs to be eliminated through process improvement is 2
hours per unit.
• The building lead time of the M4 system is only dependent on the assembly
operations.
28
7 Solution phase
Due to Hansen Transmissions being part of an international company, research was done as
to how long it takes other assembly plants to produce the M4 unit. It was determined that
the assembly plant in Belgium takes approximately 4 hours to assemble one M4 unit.
Comparing this with HTSA’s standard time of 9 hours per unit, it is evident that there is
massive room for improvement. There are however a few factors playing a major role which
explains the massive difference between the two lead times:
• The operators in Belgium have a higher education and skill level than the operators
in SA.
• The operators are better paid due to their higher skill level and are thus more
motivated. (less allowance)
• Belgium has better technology and more money to afford better technology.
• SA’s operators also place a restriction on the technology being used due to the lack
of skill.
• Belgium has fewer operators and more machines doing the work of operators. This is
not applicable in SA due to the high unemployment.
• Cultural differences of operators.
The latter factors restrict HTSA from improving operations and reducing lead times. But
there are also elements from Belgium operations that are applicable and some of these
elements will be considered.
In order to reduce lead time of assembly operations, the elements affecting
allowances should be investigated and the areas of opportunity determined with the fishbone
diagram and Man-machine chart should be exploited in order to reduce cycle time. It should
be noted that a reduction in cycle time will decrease the lead time even more due to
allowances being a dependent percentage of the cycle time.
The following elements and areas of opportunity were identified to solve the problem:
1. Setup time can be reduced by improving tool layout and orientation.
2. Setup time can be reduced by improving part layout and orientation.
3. Idle time due to defective parts, incomplete kit and machine breakdown can be
reduced by implementing a signalling system.
4. Idle time due to wrongly followed procedure and machine waiting time can be
reduced by optimizing assembly procedures.
These areas of opportunity is addressed based on lean manufacturing techniques such as
the 5s principles of good housekeeping, setup time reduction and JIT principles.
29
7.1 Tools analysis
While doing time study, it was noted that a great deal of setup time is wasted due to
searching of the right tools and parts. This setup time is divided in the following three
activities:
• Get: The time it takes to move between the item storage location and the item usage
location.
• Search: The time it takes to search for the right items.
• Store: The time it takes to take the tool back to its storage location.
The get and store activities are highly dependent on the distance between the storage
location and the item usage location. The search and store activities are dependent on the
orientation of the tools in their storage location. Thus in order to reduce the tool setup time,
the latter distance should be reduced and the tool orientation should be improved.
This can be accomplished by following the seiri(sort), seiton(straighten) and
seiso(shine) housekeeping principles. According to these principles it is important for any
workstation layout to be clean, neat and constructed in such a manner in order for needed
items to be placed in such away to allow for quick and easy retrieval when needed.
7.1.1 Tool sort analysis
It is important to divide the needed from the unnecessary tools. It was determined
from the video recordings which tools are actually used and tool stocktaking determined
which tools are not used. Table 4 illustrates the latter and also indicates at what location
each tool is currently located. (Appendix A indicates locations)
Table 4: Needed versus unnecessary tools
Needed tools Location Unnecessary tools Location
PPE gloves Central shelf Steel shearing scissors WT Drawer
Airgun Central shelf Vacuum cleaner head WT Drawer
Rubber Hammer Central shelf Steel saw mount WT Drawer
Steel hammer Central shelf Old gauge Steel cabinet
Gear turning bracket Central shelf Unused Thermometer: Digital Steel cabinet
Circlip Plier: Small Central shelf Hammer handle SC Middle drawer
Circlip plier: Large Central shelf Spacer SC Middle drawer
Crowbar Central shelf Cell phone charger SC Middle drawer
Torque wrench Central shelf Camera SC Middle drawer
Old shaft used as hammer Central shelf Old temperature sensor SC Middle drawer
Big clamp Central shelf Hammer head SC bottom drawer
Stanley knife Central shelf Measuring tape SC bottom drawer
30
Silicon gun Central shelf
Monkey wrench/Pipe wrench WT Drawer
Steel file WT Drawer
Wrench: # 50, 30 WT Drawer
Steel Mallet WT Drawer
Airgun socket WT Drawer
Steel # engraving kit Worktable
Wrench: # 8 to # 36 (13) Steel cabinet
Alignment gauge Steel cabinet
Safety glasses Steel cabinet
RPM laser scanning unit Steel cabinet
Infrared thermometer Steel cabinet
Micrometer Steel cabinet
Flashlight Steel cabinet
Vernier calliper SC top drawer
Ruler SC top drawer
Pair of compasses SC top drawer
Allan key set SC Bottom drawer
Vice grip wrench SC Bottom drawer
Tongs SC Bottom drawer
Chisel SC Bottom drawer
Steel brush SC Bottom drawer
Nose tongs SC Bottom drawer
Screwdriver SC Side door
The 12 items identified as unnecessary impedes the operator from getting the right tools
when needed which increases setup time according to the search activity. Removing these
items from the workstation decreases setup time.
7.1.2 Tool layout analysis
One of the success elements of Belgium operations, that might also be applicable to HTSA
operations, is the tools and part layout which addresses the orientation of the items.
Images were obtained from Belgium which illustrates the workstation layout of the M4
assembly department in Belgium. Figure 9 illustrate the difference between Belgium’s tool
layout and HTSA’s tool layout.
31
Figure 9: Belgium versus HTSA tool layout
Belgium HTSA
Work table drawer
Central shelf
Steel cabinet
32
It is clear that Belgium’s tool layout is better organized, more accessible and allows for quick
and easy retrieval and storage of items. A similar layout schematic can be implemented at
HTSA by still using the tool storage units currently used at the M4 assembly department,
reducing search and store setup time.
Only the steel cabinet and work table drawer can be used for storing all the needed
tools, leaving the central shelf clear of all tools. The steel cabinet can be moved closer to
the manipulator, just above the work table drawer. This will allow the operator to retrieve
necessary tools without having to walk any distance, reducing get and store setup time.
Appendix G shows a proposed workstation layout illustrating the latter.
7.1.3 Tool setup time reduction calculation
It was determined from the video recordings approximately how much setup time it takes for
each tool to be used and in how many activities each tool is used. This was summed to
calculate an estimation of the total present tool setup time as illustrated in appendix H.
The setup time for each tool was estimated if the following would be implemented and the
total proposed tool setup time was calculated:
• Removing unnecessary tools from the workstation
• Belgium’s tool orientation schematic within in steel cabinet and worktable drawer
• Reorganizing workstation layout in order to have the steel cabinet just above the
worktable drawer
It was estimated that 60 minutes are currently spent on tool setup time per cycle and only 23
minutes will be spent if the latter would be implemented. Thus 38 minutes can be saved on
the cycle time.
7.2 Part analysis
At the moment all components of the M4 unit are
temporarily kept at the inventory area which is located
quite a distance from where these components need to
be fitted. Smaller components are located within a box
on the kitting pallet and these are also not properly
organized within the box, thus impeding the operator
from finding the correct component when needed. In
order to reduce part setup time, the distance should be
reduced and the part orientation should be improved.
Figure 10: Kitting pallet
33
7.2.1 Part layout analysis
Instead of letting the operator go to the kitting pallet to retrieve components when needed,
the components should be brought as close as possible to the workstation in order to
minimize the walking distance of the operator and moving distance of the crane.
The central shelf, which should be cleared of all tools and junk, should be outfitted to
host the WIP components instead of a kitting pallet. The employee responsible for kitting
operations should ensure that the parts are transported from the kitting pallet to the central
shelf and sorted according to a part layout schematic as presented in figure 11.
The following things should be noted while considering this layout schematic:
• The shelf is redesigned to incorporate ring brackets and bins as illustrated in
appendix I. The shelf is already outfitted to host the eight bins. Three ring brackets
should be welded to the structure according to the design.
• The layout schematic is drawn according to scale.
• The layout schematic is designed to host up to three M4 unit kits, one serving as WIP
and the other two serving as a buffer and safety stock.
• The numbers on the layout schematic may be referenced with the table in appendix J
which indicates the identity of each component.
• Number 23 indicates the positioning of components on
the ring brackets. The numbering may be referenced with
the ring bracket table in appendix K which shows which
component is allocated to which position. (An example of
the latter application is illustrated in Figure 11)
• Number 25 indicates the positioning of parts in the small
component bins. The numbering may be referenced with
the bin allocation table in appendix K which shows which
component is allocated in which bin.
• Number 26 indicates the positioning of the box containing
small parts that are allocated to neither the ring brackets
nor the bins. These components are illustrated in the box
components table in appendix K.
• There are four components which should not be removed from the kit in the inventory
area and these parts are illustrated in kit table in appendix K. The gears are too big to
fit on the central shelves and the V-belt and tube are assembled in the inventory
area.
Figure 11: Ring brackets
34
Figure 12: Part layout schematic
This layout schematic allows the assembly operator to easily retrieve the right component at
the right time in the right location. Appendix G also illustrates the proposed assembly
department layout if the above part layout schematic would be implemented.
35
7.2.2 Part setup time reduction calculation
It was determined from the video recordings approximately how much setup time it takes for
each component to be fitted. This was summed to calculate an estimation of the total
present part setup time of 97 minutes per cycle.
It was also estimated that a total of 43 minutes would be spent on part setup time if
the above layout schematic would be implemented. Thus approximately 54 minutes can be
saved on the cycle time. (See appendix J)
7.3 Signalling system
From the time study a few idle times presented itself due to the operator being dependent on
an external party’s service. Most of these idle times happen only on rare occasions but
when they do happen, they give a great contribution to the building time. These idle times
include the following:
• Defective component:
The operator searches and waits for the quality officer in the warehouse to inspect
the components and verify whether to proceed with the part or whether to use
another.
• Incomplete kit:
The component kit may be incomplete and the operator walks all the way to the
inventory storage warehouse to fetch the missing components.
• Machine breakdown:
When machines stop working and the operator searches and waits for the
maintenance technician to inspect and repair or replace the machine.
These delays contribute to the cycle time by way of special allowance as illustrated in
section 6.2.2 and should be reduced.
A solution to this problem may present itself in allocating a foreman to the M4
assembly department and implementing a signalling system by using a 2-way radio system
to communicate with the foreman. The foreman should also use this system to
communicate with the other departments in order to address the problem as fast as possible.
The network diagram in figure 13 illustrates the allocation of the radios throughout
the warehouse. It is evident that 4 radios are necessary to implement the signalling system.
Based upon expert opinion, this system may reduce the special allowance by 2%.
36
Figure 13: Signal system network diagram
7.4 Procedure optimization
In order to optimize the M4 assembly procedures the Man-machine chart tool is used by
monitoring the changes in the activities due to implementation of recommended solutions
and changing the sequence of activities in an optimal configuration to account for operator
idle gaps and possible simultaneous machine usage.
The following steps are taken to optimize the assembly procedure:
1 Determine and remove unnecessary activities.
2 Determine and apply activity time wastage reduction opportunities.
3 Determine and apply activity time reduction due to tool and part layout implementation.
4 Analyse Man-machine chart with the latter changes to see whether there are any
operator idle times or simultaneous machine usage.
5 Find an optimal sequence which will reduce idle times as far as possible and eliminate
simultaneous machine usage.
7.4.1 Unnecessary activity elimination
During the time study a few activities were identified as being unnecessary to be performed
by the assembly operator. These tasks are not the assembly operator’s responsibility and
should be allocated to other employees. The activities identified with their related
responsibility re-allocations are shown in table 5.
37
Table 5: Unnecessary activity elimination
Act no Activity description Time Re-allocation
1.1 Compare BOM with actual parts and kit 4 Kitting operator's
responsibility 1.9 Remove empty kitting pallet and shift other pallets closer 3
10.1 Search for man having forklift keys 4 Inbound transport's
responsibility 10.2 Transport M4 unit C to washing bay 7
10.3 Transport Lantern housings to assembly bay 4
Total reducing cycle time: 22
The operator wastes 4 minutes checking whether all the components are in the kit and 3
minutes to remove empty kitting pallet and shift others closer. If the part layout is
implemented, the responsibility must shift to the kitting operator to ensure all parts
accounted for and pallets are removed.
The operator spends approximately 15 minutes to transport finished M4 unit to the
washing bay. An inbound transport operator should be elected to remove finished units from
the M4 assembly department.
From the table it is evident that removing these activities, approximately 22 minutes
may be reduced on cycle time.
7.4.2 Reduction of time wastage due to part shaping
During time studies and part layout analysis, it was discovered that two components are not
accurately shaped. The operator wastes time, having to shaping these components while it
doesn’t have to be his responsibility. The responsibility should shift to the kitting operator,
which will reduce part setup time even further. The two components, the activities being
affected and the cycle time reduced are shown in table 6.
Table 6: Cycle time reduction due to part shaping
Act affected Description Time Tool used
1.18 Grind oil pipe(E40-PF1201C002) to size 5 Grinder
6.4 Cut the rim of oil seal (U65-EC25015) 2.5 Stanley knife
Total reducing cycle time: 7.5
The oil pipe is too long and should be grinded at the tip and shaped to the right size. The
rim on the oil seal rim is too big which impedes the operator from fitting it to the housing.
If this responsibility is shifted to the kitting operator, 7.5 minutes cycle time may be reduced
from assembly operations.
7.4.3 Tool and part layout effect
If the part and tool layouts would be implemented, the assembly operations processes will
be affected due to the reduction in setup time of certain activities. In some cases these
activities causes idle times to appear due to the machines being dependent on time.
38
Table 7 illustrates the activities affected by the tool and part layout implementation
and the respective time saved on each activity.
Table 7: Time reduced per activity due to tool and part layout
Act no Activity description Time reduced
1.3 Prep High Speed Pinion Gear (HSPG): Cleaning 3
1.7 Prep tools for sealing Unit B 5
1.11 Prep housing: Cleaning 2
1.12 Prep V-seal fitting (pos. 6542) 2
1.14 Prep Low Speed Pinion Gear (LSPG): Cleaning 3
1.16 Prep M4 unit B transfer from manipulator 1.5
1.17 Fit bearing (pos. 6004) to LSPG and prep cooling 2
1.18 Fit oil pipe (pos. 9222) to Housing 2
1.20 Prep LSS: Cleaning 2
1.23 Prep High Speed Gear (HSG): Cleaning & Heating 4
1.24 Prep Low Speed Gear (LSG): Cleaning & Heating 4
1.25 Transfer housing from metal mount to manipulator and clean 2
1.26 Prep High Speed Pinion Gear (HSPG): cleaning 2.5
1.27 Fit O-ring (pos. 5425)and key (pos. 4124) on HSPG 0.5
2.5 Fit spacer, circlip and retaining rings on HSPG 2
3.6 Prep pump housing (pos. 9206) and fit 2
4.2 Fit bearing (pos. 6002) to LSS 2
5.2 Prep and fit filter block and flat sealing on M4 unit B 5
5.4 Fit spacer and then key (pos. 4124) M4 unit B 2
5.5 Fit test coupling bracket to LSS shaft of M4 unit B 1
5.7 Prep pumping operation 2
6.1 Prep retaining rings: Inspect and clean 2
6.3 Fit retaining rings (pos. 5404, 2404) and end cap on LSPG 1
6.4 Fit oil seals (pos. 6522, 6502) on LSS in housing 4
6.6 Prep bearing inner ring (pos. 6001): Heating 2.5
7.2 Prep components and check temperature 6
7.4 Prep Low Speed Coupling: heating 4
7.5 Fit bearing outer ring (pos. 6003) 1
7.6 Fit bearing outer ring (pos. 6001) 2
7.7 Fit retaining ring (pos. 5401) 1.5
8.1 Prep cover fitting: Cleaning 1.5
8.6 Prep Lantern housing: cleaning, transport, surface treatment 3
8.7 Fit Lantern housing 6
8.8 Prep and Fit oil seal (pos. 6525) to lantern housing 2
9.1 Check vibration 2
9.4 Remove testing motor, tighten grease hose 2
Total time reduced: 92
39
The total time reduced due to tool and part layout implementation is 92 minutes. Note that
this value is the same as the summation of the values illustrated in appendix H and J.
7.4.4 Operator idle time gaps
After removing the unnecessary activities (table5) and taking into account the activity time
reductions (table 6&7), the Man-machine chart were analysed revealing no simultaneous
machine usage but discovering operator idle time gaps in the following situations:
• While heating bearing 6006 on small induction heater, operator idles 3 minute
between activity 1.3 and 1.4
• While heating bearing 6005 on small induction heater, operator idles 5 minutes
between activity 1.5 and 1.6
• While heating LSG on large induction heater, operator idles 7 minutes between
activity 3.3 and 3.4
• While heating bearing 6002 on small induction heater, operator idles 2 minutes
between activity 4.1 and 4.2
• While heating bearing 6003 on small induction heater, operator idles 5 minutes
between activity 6.11 and 6.12
• While heating LSC on large induction heater, operator idle 10 minutes between
activity 7.9 and 7.10
A total wastage of 32 minutes is due to idle time… of so iets….
7.4.5 Sequence optimization
The assembly operations sequence should be changed to account for the latter idle time
gaps. The changes made should not only take into account simultaneous machine usage,
but also the dependencies between the activities as illustrated in appendix D.
The following sequence changes are made to optimize the procedure:
• Activity 1.8 is moved between activity 1.3 and 1.4, eliminating 3 minutes idle time.
• Activities 1.10 and 1.11 are moved between activity 1.5 and 1.6, eliminating 5
minutes idle time.
• Activities 3.6, 3.7, 3.8 and 4.1 are moved between activity 3.3 and 3.4 and then
activity 3.7 is moved between activity 4.1 and 3.4, eliminating 7.5 minutes idle time
but still retaining 1.5 minutes idle time.
Note: This move addressed both the LSG and bearing 6002 issue
• Activity 7.4 is moved between activity 6.11 and 6.12, eliminating 15 minutes idle time.
Note: This move addressed both the bearing 6003 and LSC issue.
40
• Activity 1.23 is moved between activity 4.2 and 4.4 and activities 4.10 and 4.11 are
moved between activity 4.7 and 4.8, eliminating activity 4.3 (2 minutes idle time)
These sequence changes produces the following optimal procedure as illustrated in table 8:
Table 8: Proposed optimal assembly procedure
Act no Activity description Time Depend Type
1.2 Prep bearing (pos. 6006): Heating 2 - NVA
1.3 Prep High Speed Pinion Gear (HSPG): Cleaning 2 - NVA
1.8 Seal Lantern housing and cover of M4 unit B with Tech 7 4 1.3 VA
1.4 Fit bearing (pos. 6006) to HSPG 1 1.2, 1.3 VA
1.5 Prep bearing (pos. 6005): Heating 1 - NVA
1.10 Transfer housing from wooden mount to metal mount 3 - NVA
1.11 Prep housing: Cleaning 3 - NVA
1.6 Fit bearing (pos. 6005) to HSPG 1 1.3, 1.5 VA
1.12 Prep V-seal fitting (pos. 6542) 4 - NVA
1.13 Fit V-seal to drywell flange cylinder (pos. 8602) 6 1.12 VA
1.14 Prep Low Speed Pinion Gear (LSPG): Cleaning 3 - NVA
1.15 Prep bearing (pos. 6004): Heating 2 - NVA
1.16 Prep M4 unit B transfer from manipulator 2 - NVA
1.17 Fit bearing (pos. 6004) to LSPG and prep cooling 1 1.14, 1.15 VA
1.18 Fit oil pipe (pos. 9222) to Housing 6 1.6 NVA
1.19 Inspect Low Speed Shaft (LSS) for defects 6 - NVA
1.20 Prep LSS: Cleaning 6 1.19 NVA
1.21 Fit key (pos. 4101) to LSS 1.5 1.20 VA
1.22 Transfer M4 unit B from manipulator to testing station 7.5 1.16 NVA
1.24 Prep Low Speed Gear (LSG): Cleaning & Heating 4 - NVA
1.25 Transfer housing from metal mount to manipulator and clean 7 1.21 NVA
1.26 Prep High Speed Pinion Gear (HSPG): cleaning 2 - NVA
1.27 Fit O-ring (pos. 5425)and key (pos. 4124) on HSPG 2 1.3 VA
2.1 Fit outer bearing (pos. 6006) in housing 2 1.24 VA
2.2 Fit pump housing mount (pos. 9206) to HSPG 2 1.26 VA
2.3 Fit HSPG in housing 1 1.24 VA
2.4 Fit outer bearing ring (pos. 6005) in housing 1 2.3 VA
2.5 Fit spacer, circlip and retaining rings on HSPG 2 2.4 VA
2.6 Check HSPG alignment 5 2.5 NVA
3.1 Lubricate v-seal (pos. 8602) 2 1.11 NVA
3.2 Rotate Housing 180◦ with manipulator 1.5 1.22 NVA
3.3 Prep LSS for housing fitting 3 1.18 NVA
3.6 Prep pump housing (pos. 9206) and fit 3 1.26 VA
3.8 Fit brass plug seal (pos. 9220) in housing 1.5 1.18 VA
4.1 Fit key (pos. 4103) in LSPG 1.5 1.14 VA
3.7 Prep bearing (pos. 6002): Heating 2 - NVA
3.4 Fit LSG in housing 2 1.26 VA
3.5 Fit LSS in housing 3.5 3.3, 3.4 VA
41
4.2 Fit bearing (pos. 6002) to LSS 1 3.5, 3.7 VA
1.23 Prep High Speed Gear (HSG): Cleaning & Heating 4 - NVA
4.4 M4 unit C pump disconnection and fit magnetic plug (pos. 7200) 2 - VA
4.5 M4 unit C engraving and pump disconnection 2 - NVA
4.6 Fit hydraulic filter on M4 unit C 1 - VA
4.7 Do administrative work on M4 unit C 8 testing NVA
4.10 Prep M4 unit C transfer from testing station 6 4.7 NVA
4.11 Transfer M4 unit C from testing station to Steel mount 7 4.1 W
4.8 Fit HSG in housing 1.5 1.23 VA
4.9 Fit LSPG in housing 3.5 4.8 VA
5.1 Prep and fit plug connector (pos. 7200) on M4 unit B 3.5 1.22 VA
5.2 Prep and fit filter block and flat sealing on M4 unit B 8 1.22 VA
5.3 Attach M4 unit B to testing station and fit testing hydraulic filter 4 5.2 NVA
5.4 Fit spacer and then key (pos. 4124) M4 unit B 2 1.22 VA
5.5 Fit test coupling bracket to LSS shaft of M4 unit B 1 5.4 NVA
5.6 Fit testing motor to M4 unit B 7 5.5 NVA
5.7 Prep pumping operation 2 5.6 NVA
5.8 Pump grease 18 5.7 NVA
5.9 Initiate testing of M4 unit B 2 5.8 NVA
6.1 Prep retaining rings: Inspect and clean 2 4.2 NVA
6.2 Fit retaining ring (pos. 5402) on LSS in housing 1 6.1 VA
6.3 Fit retaining rings (pos. 5404, 2404) and end cap on LSPG 2 4.9 VA
6.4 Fit oil seals (pos. 6522, 6502) on LSS in housing 4 6.2 VA
6.5 Rotate Housing 180◦ with manipulator 1.5 6.4 NVA
6.6 Prep bearing inner ring (pos. 6001): Heating 1 - NVA
6.7 Fit retaining rings (pos. 5421 and pos. 5403) 1.5 6.5 VA
6.8 Check and mitigate gear alignment 2 6.7 NVA
6.9 Clean inside of gear unit 2 6.8 NVA
6.10 Fit bearing inner ring (pos. 6001) 1.5 6.6 VA
6.11 Prep bearing (pos. 6003): Heating 1 - NVA
7.4 Prep Low Speed Coupling: heating 5 - NVA
6.12 Fit bearing (pos. 6003) 1.5 6.11 VA
6.13 Prep inner ringspan fen (pos. 7405): Heating 1 - NVA
6.14 Prep Backstop (pos. 7405): Cooling 2.5 - NVA
7.1 Prep low speed coupling: transport, cleaning 7 - NVA
7.3 Prep disc: surface treatment 2 - NVA
7.5 Fit bearing outer ring (pos. 6003) 1 6.13 VA
7.6 Fit bearing outer ring (pos. 6001) 2 6.6 VA
7.7 Fit retaining ring (pos. 5401) 3 7.6 VA
7.8 Fit end cap (pos. 6501) on housing 1 VA
7.9 Fit inner ringspan fen (pos. 6505) to HSPG shaft 1 6.14 VA
7.10 Fit Coupling and disc 18 7.4 VA
8.1 Prep cover fitting: Cleaning 1.5 NVA
8.2 Prep cover fitting: Apply silicon 5 8.1 NVA
8.3 Fit cover to housing 2 8.2 VA
42
8.4 Cleaning after cover fitting 3 8.3 NVA
8.5 Fit Backstop (pos. 7405) to HSPG shaft 3 7.9 VA
8.6 Prep Lantern housing: cleaning, transport, surface treatment 5 8.5 NVA
8.7 Fit Lantern housing 26 8.6 VA
8.8 Prep and Fit oil seal (pos. 6525) to lantern housing 2 8.7 VA
8.9 Fit temperature sensor 2 - VA
8.10 Fit vibration plug 2 - VA
9.1 Check vibration 4 5.9 NVA
9.2 Check shaft speeds 6 5.9 NVA
9.3 Check temperature 4 5.9 NVA
9.4 Remove testing motor, tighten grease hose 9 9.1, 9.2,
9.3
NVA
9.5 Prep and initiate test grease removal from M4 unit B 5 9.4 NVA
Total = 330.5 min
Cycle time = 5.51 hours
Allowance = 14%
Additional = 13 min
Proposed standard time = 6.50 hours
7.5 Solution phase conclusion
During the solution phase a systematic procedure was followed in order to find ways in
reducing lead time. The following four ways were identified and quantified as to how much
lead time will be reduced:
• Sort the needed from unnecessary tools and organize tools according to the layout
used by Belgium assembly operations. Reduces cycle time by ±38 minutes
• Organize the M4 components according to the layout schematic illustrated in
figure12. Reduces cycle time by ±54 minutes.
• Implement a radio signalling system between the foreman and the assembly,
inventory storage and quality department. Reduces special allowance by 2%.
• Change assembly procedures according to the proposed optimal procedure
illustrated in table 8.
It is estimated that if all the latter solutions are implemented, the standard time for building a
M4 gearbox unit will be approximately 6 hours and 30 minutes.
Comparing this with present standard time of approximately 9 hours per unit, it is
evident that 2 hours and 30 minutes are reduced. This is more than the required 2 hours per
unit. Thus the objective will be accomplished.
43
8 Proposed state illustration
8.1 Proposed Man-machine chart
The following Man-machine chart illustrates the final proposed state with the implemented
optimal assembly procedure:
TS Small Heater Large Heater CoolingMan Crane
10
20
30
40
50
60
70
80
90
100
110
120
130
140
150
160
170
180
190
200
1.2 21.3 2
1.8 41.4 11.5 11.10 3
1.11 31.6 11.12 4
1.13 6
1.14 31.15 21.16 21.17 1
1.18 6
1.19 6
1.20 6
1.21 1.5
1.22 7.5
1.24 4
1.25 7
1.26 21.27 22.1 22.2 22.3 12.4 12.5 2
2.6 5
3.1 23.2 1.53.3 3
3.6 33.8 1.54.1 1.53.7 2
3.4 23.5 3.54.2 11.23 4
4.4 24.5 24.6 1
4.7 8
4.10 6
4.11 7
4.8 1.54.9 3.5
5.1 3.5
5.2 8
5.3 4
5.4 25.5 1
5.6 7
5.7 2
5.8 18
5.9 26.1 26.2 16.3 2
6.4 46.5 1.56.6 16.7 1.56.8 26.9 26.10 1.5
Move housing 3
Inspect LSS 6
Prep LSS: clean 6
Fit key LSS 1.5
Move Unit B to test station 7.5
Prep LSG: clean 4
Move Housing to maniptr 7
Prep HSPG: clean 2
Prep LSS: fitting 3
Fit LSG 2Fit LSS 3.5
Prep HSG: clean 4
Prep Unit C removal 6
Move Unit C for despatch 7
Fit LSPG 3.5
Unit B pre test fitments 3.5
Unit B pre test fitments 8
Fit testing motor to Unit B 7
Heat bearing 6006 (120°c) 5
Heat bearing 6005 (120°c) 5
Heat bearing 6004 (120°c) 5
Heat bearing 6002 (120°c) 5
Heat HSG to 150°c 25
Heat bearing 6001 (120°c) 5
Heat bearing 6003 (120°c) 5
Heat LSG (150°c) 40
Cool HSPG B 77.5
Cool housing B 15
Cool housing HSG 69
44
This chart confirms that the proposed optimal assembly procedure is acceptable.
Comparing the proposed state Man-machine chart with the present state Man-machine chart
(appendix F), the differences between the two states are evident.
210
230
240
250
260
270
280
290
300
310
320
330
340
6.10 1.56.11 1
7.4 5
6.12 1.56.13 16.14 2.5
7.1 7
7.3 27.5 17.6 27.7 37.8 17.9 1
7.10 18
8.1 1.5
8.2 5
8.3 28.4 3
8.5 3
8.6 5
8.7 26
8.8 28.9 28.10 2
9.1 4
9.2 6
9.3 4
9.4 9
9.5 5
Move, Prep LSC: cleaning 7
Fit LSC and disc 18
Prep lantern housing 5
Fit lantern housing 18
Remove testing motor 9
Post testing ops 5
Heat bearing 6003 (120°c) 5
Heat rgspn fn 7405 (120°c) 5
Heat LSC (120°c) 30
Cool housing B 6
Cool housing B 34
Figure 14: Proposed state Man-machine chart
45
9 Project conclusion
The primary objective of this project was to find ways in order for HTSA to reach the
milestones of the M4 Eskom project. It is necessary to quantify this objective in order to
solve the problem.
The investigation phase determined where the bottleneck in the M4 system lays and
what exactly the lead time per M4 unit should be in order to reach the project milestones. It
was determined that the bottleneck in the M4 system lies in the M4 assembly department
and that the required lead time was calculated to be 7 hours per unit in order to reach the
project milestones. Thus the objective of the project, in quantified terms, was to acquire a
lead time of 7 hours.
In order to know how much lead time should be reduced, it is necessary to know
what the present standard time of the assembly operations are. This value was unknown
and intense time study was conducted in the Quantification phase to estimate a present
standard time of approximately 9 hours per unit. Thus the objective was to reduce lead time
by 2 hours, which serves as an even better definition of the primary objective.
In the solution phase, four interrelated solutions presented themselves as to reduce
lead time of the M4 assembly department and ultimately of the M4 system. These solutions
included implementation of recommended tool and part layouts, implementation of a radio
signalling system between departments and the implementation of an alternative M4
assembly procedure. It was estimated that these recommendations may reduce the lead
time of assembly operations by 2 hours and 30 minutes per unit, which is 30 minutes more
than required for the project objective. This gives a lead time improvement of approximately
28% and will allow HTSA to reach the project milestones in time, preventing penalty costs to
be incurred and customer satisfaction to increase.
During the solution phase, the Man-machine chart tool was used to monitor the
implementation of the recommended solutions and to confirm whether the recommendations
will be viable. The Proposed state phase illustrates the final proposed Man-machine chart
which can be compared to the present Man-machine chart (appendix F) in order to see the
difference between the as-is and the to-be state of the M4 system.
46
10 References
Abdullah, F. (2003). Lean manufacturing tools and techniques in the service industry with a
focus on steel. University of Pitzburg.
Freivalds, A., & Niebel, B. (2009). Niebel's Method, Standards, and Work Design (12 ed.).
New York: The McGraw-Hill Company, Inc.
Gapp, R., Fisher, R., & Kobayashi, K. (2008). Implementing 5S within a Japanese context.
An integrated management system , 46 (4), 565-579.
Gitlow, H. S., Oppenheim, A. J., Oppenheim, R., & Levine, D. M. (2005). Quality
Management. New York: McGraw-Hill/Irwin .
Goldratt, E., Barnard, A., & Goldratt, R. (2004). Overview of Theory of Constraints. Retrieved
September 05, 2011
Meyer, T. (2011, September 6). (R. Eloff, Interviewer)
Richard Murther and Associates. (2005). Overview of Systematic Layout Planning (SLP).
Georgia: High Performance Concepts, Inc.
Rother, M. (2010). Toyota Kata. New York: The McGraw-Hill Company, Inc.
Tompkins, J. A. (2009). Facilities Planning. New York: John Wiley & Sons.
[Online].Available. <http://www.mtm.org/> [Accessed 21/01/2011]
[Online].Available. <http://www.modapts.org/> [Accessed 21/01/2011]
[Online].Available. <http://www.siliconfareast.com/ > [Accessed 24/01/2011]
[Online].Available. <http://beyondlean.wordpress.com/> [Accessed 24/01/2011]
[Online].Available. <http://www.manufactus.com/en/> [Accessed 25/01/2011]
[Online].Available.<http://www.alstom.com/WorkArea/>[Accessed 03/05/2011]
[Online].Available.<http:// http://www.goldratt.co.za//>[Accessed 05/09/2011]
vii
Appendix A: Present assembly department layout
viii
Appendix B: Delivery/Production schedule
M4 unit - PROJECT DELIVERY SCHEDULE vs BUILDING TIME and CAPACITY
Period Medupi Kusile Days to
Build Total Units to
Build Build
Factor Job No. Delivery Job No. Delivery
1 J3545-1 2009/01/13 16
2 J3545-2 2009/03/15 61.00 16 2.5
3 J3545-3 2009/05/15 61.00 16 2.5
4 J3545-4 2009/07/15 61.00 16 2.5
5 J3545-5 2009/09/14 61.00 16 2.5
6 J3545-6 2009/11/15 62.00 16 2.6
7 J3545-7 2010/01/15 61.00 16 2.5
8 J3701-1 2010/02/22 38.71 16 1.6
9 J3545-8 2010/03/15 J3701-2 2010/03/29 35.00 32 0.7
10 J3545-9 2010/05/14 J3701-3 2010/05/03 45.29 32 0.9
11 J3701-4 2010/06/07 24.71 16 1.0
12 J3545-10 2010/07/15 J3701-5 2010/07/05 37.29 32 0.8
13 J3701-6 2010/08/09 25.71 16 1.1
14 J3545-11 2010/09/15 J3701-7 2010/09/13 36.29 32 0.8
15 J3701-8 2010/10/18 33.71 16 1.4
16 J3545-12 2010/11/15 J3701-9 2010/11/15 28.00 32 0.6
17 J3545-13 2011/01/15 J3701-10 2011/02/15 92.00 32 1.9
18 J3545-14 2011/03/14 J3701-11 2011/03/22 35.00 32 0.7
19 J3701-12 2011/04/19 28.00 16 1.2
20 J3545-15 2011/05/15 J3701-13 2011/05/17 28.00 32 0.6
21 J3701-14 2011/06/21 35.00 16 1.5
22 J3545-16 2011/07/15 J3701-15 2011/07/26 35.00 32 0.7
23 J3701-16 2011/08/30 35.00 16 1.5
24 J3545-17 2011/09/15 J3701-17 2011/09/27 28.00 32 0.6
25 J3545-18 2011/11/15 J3701-18 2011/11/01 48.29 32 1.0
26 J3701-19 2011/12/06 21.71 16 0.9
27 J3545-19 2012/01/15 J3701-20 2012/01/10 39.29 32 0.8
28 J3701-21 2012/02/07 23.71 16 1.0
29 J3545-20 2012/03/14 J3701-22 2012/03/13 35.29 32 0.7
30 J3701-23 2012/04/17 34.71 16 1.4
31 J3545-21 2012/05/15 J3701-24 2012/05/22 35.00 32 0.7
32 J3545-22 2012/07/15 53.29 16 2.2
33 J3545-23 2012/09/15 62.00 16 2.6
34 J3545-24 2012/11/15 61.00 16 2.5
1402.00 768
Average required building rate for on time deliveries: 1.8 days per unit
Note: 50% allowance given for delivery time versus production rate
Red blocks indicate critical milestones with building rates ≤ 1 day per unit
ix
Appendix C: Job Worksite analysis
Department A
Worksite analysis guide
Worksite: Department A Analyst: R. Eloff Date: 27/06/11
Description: Analysis of M4 storage warehouse operations
Worker Factors
Name: Anonymous Age: 20 to 30 Gender: Male Female
Motivation: High Med Low Job Satisfaction: High Med Low
Education level: High Med Low Fitness Level: High Med Low
Personal Protection Equipment: Safety glasses Hard hat Safety boots Ear plugs Gloves
Task Factors
What happens? How do parts flow in/out?
The various parts of the M4 unit are gathered together on a kitting pallet and transported from
department A to department B with a forklift.
Note: While assembling the kit, some parts goes through washing operations and preparations.
What kinds of motions are involved?
Walking, lifting, carrying, turning, crouching, bending
Are there any jigs/fixtures? Automation?
Crane and gear washing machine is being used
What tools or material handling equipment are being used?
Cloth, pallet jack, forklift
Is there any lifting involved?
Yes. Heavy lifting is done by crane and pallet jack
Is the worker fatigued? Physical workload?
No
How long is each cycle? Any standard time available?
No standard time available. Cycle time varies by demand from department B.
Note: Gives indication that department A doesn’t constrain the value chain
Work Environment Factors
Is the illumination acceptable? Is the noise level acceptable?
Yes Yes
Is there heat stress? Is there vibration?
No Minimal
Administrative Factors
Are there wage incentives?
Yearly bonuses, Christmas incentives, extra pay over time
Is there job rotation?
Yes. Three people are able to do kitting operations and these rotate weekly.
Note: Kitting operation is only a small part of operators’ daily work.
Is training or work hardening provided?
Yes. Training for procedures of kitting operations provided.
x
Department B
Worksite analysis guide
Worksite: Department B Analyst: R. Eloff Date: 28/06/11
Description: Analysis of M4 assembly operations
Worker Factors
Name: Anonymous Age: 20 to 30 Gender: Male Female
Motivation: High Med Low Job Satisfaction: High Med Low
Education level: High Med Low Fitness Level: High Med Low
Personal Protection Equipment: Safety glasses Hard hat Safety boots Ear plugs Gloves
Task Factors
What happens? How do parts flow in/out?
Receive component kit from department B and begin assembly procedures.
Three units are assembled at the same time: one being started, one being tested and another being
prepared for departure to department C.
What kinds of motions are involved?
Walking, lifting, carrying, turning, crouching, bending.
Are there any jigs/fixtures? Automation?
3 and 20 ton overhead cranes, manipulator, cooling unit, testing station, induction heater.
What tools or material handling equipment are being used?
All sorts (See Appendix B)
Is there any lifting involved?
Yes. Heavy lifting is done by overhead cranes
Is the worker fatigued? Physical workload?
Minimal
How long is each cycle? Any standard times available?
No standard times available. There is however a benchmark: Belgium assembles same unit in 4 hours.
Cycle time varies and is unknown to management. A rough estimation is 8 to 9 hours
Work Environment Factors
Is the illumination acceptable? Is the noise level acceptable?
Yes Yes
Is there heat stress? Is there vibration?
Minimal exposure Minimal exposure
Administrative Factors
Are there wage incentives?
Yearly bonuses, Christmas incentives, extra pay over time
Is there job rotation?
Yes. Two people are trained and capable of doing assembly operations and these rotate on a daily basis.
Is training or work hardening provided?
Yes. Training was provided at the beginning of the project.
xi
Department C
Worksite analysis guide
Worksite: Department C Analyst: R. Eloff Date: 30/06/11
Description: Analysis of M4 cleaning, painting, peripheral fitment and packaging operations
Worker Factors
Name: Anonymous Age: 25 to 40 Gender: Male Female
Motivation: High Med Low Job Satisfaction: High Med Low
Education level: High Med Low Fitness Level: High Med Low
Personal Protection Equipment: Safety glasses Hard hat Safety boots Ear plugs Gloves
Task Factors
What happens? How do parts flow in/out?
Receive assembled M4 unit from department B for cleaning operations at cleaning bay, after which
painting commences in the painting bay and then peripheral fitment and packaging in storage area.
What kinds of motions are involved?
Walking, lifting, turning, crouching, bending.
Are there any jigs/fixtures? Automation?
None
What tools or material handling equipment are being used?
Forklift, painting gun, cleaning equipment.
Is there any lifting involved?
Yes. Heavy lifting is done by forklifts
Is the worker fatigued? Physical workload?
No
How long is each cycle? Any standard times available?
No standard time available. Cycle time varies by supply from department B. Lots of delays exist where
units are waiting to be operated, although these delays have no effect on the lead time of the system.
Note: Gives indication that department C doesn’t constrain the value chain.
Work Environment Factors
Is the illumination acceptable? Is the noise level acceptable?
Yes Yes
Is there heat stress? Is there vibration?
Minimal exposure No
Administrative Factors
Are there wage incentives?
Yearly bonuses, Christmas incentives, extra pay over time
Is there job rotation?
No. One person at each bay is responsible for all work done at that bay.
Is training or work hardening provided?
Yes. Training is provided if a new operator is employed.
xii
Appendix D: Assembly operations procedural data
Act no Activity description Time Depend Type Note
Pre-assembly preparation 126
1.1 Compare BOM with actual parts and kit 4 - NVA
1.2 Prep bearing (pos. 6006): Heating 2 - NVA Place bearing on induction heater: takes 4 min
to 6 min to heat up to 120°c
1.3 Prep High Speed Pinion Gear (HSPG): Cleaning 5 - NVA Time waste due to doing nothing while bearing heats
up: (2 min W)
1.4 Fit bearing (pos. 6006) to HSPG 1 1.2, 1.3 VA
1.5 Prep bearing (pos. 6005): Heating 1 - NVA Place bearing on induction heater: takes
4 min to 6 min to heat up to 120°c
1.6 Fit bearing (pos. 6005) to HSPG 6 1.3, 1.5 VA/W Time waste due to doing nothing while bearing
heats up: (5 min W)
1.7 Prep tools for sealing Unit B 5 - NVA
1.8 Seal Lantern housing and cover of M4 unit B with Tech 7 4 1.7 VA
1.9 Remove empty kitting pallet and shift other pallets closer 3 - W Not necessary too move pallets
1.10 Transfer housing from wooden mount to metal mount 3 - W/T
1.11 Prep housing: Cleaning 5 - NVA Waste time in getting and ripping up cloth (3 min W)
1.12 Prep V-seal fitting (pos. 6542) 6 - NVA Stretch rubber band and load Dow Corning into
silicon gun / Tool search and insufficiency (4 min W)
1.13 Fit V-seal to drywell flange cylinder (pos. 8602) 6 1.12 VA Leave to dry for 2 hours
1.14 Prep Low Speed Pinion Gear (LSPG): Cleaning 6 - NVA TOOL note: Needs long round brush /
Tool insufficiency (3 min W)
1.15 Prep bearing (pos. 6004): Heating 2 - NVA Place bearing on induction heater: takes 4 min to
6 min to heat up to 120°c
1.16 Prep M4 unit B transfer from manipulator 3.5 - NVA Remove eye-bolts and cover bracket / Tool search
(1.5 min W)
xiii
1.17 Fit bearing (pos. 6004) to LSPG and prep cooling 2.5 1.14, 1.15 VA Assembled LSPS put in cabinet and cooling unit
positioned in front of cabinet in order to cool bearing
1.18 Fit oil pipe (pos. 9222) to Housing 8 1.11 NVA Wastes time tool search (2min)
1.19 Inspect Low Speed Shaft (LSS) for defects 6 - NVA 5% of the shafts has defects, call supervisor for
approval (+10 to 15min W). Transfer time (3 min T)
1.20 Prep LSS: Cleaning 8 1.19 NVA Clean shaft and position next to manipulator
1.21 Fit key (pos. 4101) to LSS 1.5 1.20 VA
1.22 Transfer M4 unit B from manipulator to testing station 7.5 1.16 W
1.23 Prep High Speed Gear (HSG): Cleaning & Heating 8 - NVA Clean, repair and polish out minor scratches and
fractures / Tool search (4 min W) / (30min H)
1.24 Prep Low Speed Gear (LSG): Cleaning & Heating 8 - NVA Clean, repair, polish out minor scratches and
fractures / Tool search (4min W) / (30min H)
1.25 Transfer housing from metal mount to manipulator and clean 9 1.22 W Vacuum clean the inside of housing (2 min W)
1.26 Prep High Speed Pinion Gear (HSPG): cleaning 4.5 - NVA Tool search (2 min W)
1.27 Fit O-ring (pos. 5425)and key (pos. 4124) on HSPG 2.5 1.6 VA
Assemble and fit High Speed Pinion Gear (HSPG) 15
2.1 Fit outer bearing (pos. 6006) in housing 2 1.25 VA
2.2 Fit pump housing mount (pos. 9206) to HSPG 2 1.27 VA
2.3 Fit HSPG in housing 1 1.25 VA
2.4 Fit outer bearing ring (pos. 6005) in housing 1 2.3 VA
2.5 Fit spacer, circlip and retaining rings on HSPG 4 2.4 VA/W Measuring thickness with micrometer (1 min W) /
Tool & component search (5 min W)
2.6 Check HSPG alignment 5 2.5 NVA
Assemble Low Speed Shaft (LSS) 22.5
3.1 Lubricate v-seal (pos. 8602) 2 1.13 NVA
3.2 Rotate Housing 180° with manipulator 1.5 1.25 NVA
3.3 Prep LSS for housing fitting 5 1.21 NVA Lift LSS, inspect and apply Dow Corny below
key whole (pos. 4101)/ Time waste (3 min W)
3.4 Fit LSG in housing 2 1.24 VA/W Waste time heating gear up again (1 min W)
xiv
3.5 Fit LSS in housing 3.5 3.3, 3.4 VA
3.6 Prep pump housing (pos. 9206) and fit 5 2.2 VA/W Prep: Fits rubber seal to pump housing /
Tool search (2 min W)
3.7 Prep bearing (pos. 6002): Heating 2 - NVA
3.8 Fit brass plug seal (pos. 9220) in housing 1.5 1.18 VA/W Waste time (1 min W)
Assemble LSPG and M4 unit C removal operations 37.5
4.1 Fit key (pos. 4103) in LSPG 1.5 1.14 VA
4.2 Fit bearing (pos. 6002) to LSS 3 3.5, 3.7 VA/W Waste due to forgetting procedure (1.5 min W)
4.3 Prep HSG: Heating AGAIN 2 1.23 W Could heat up both gears at the same time
4.4 M4 unit C pump disconnection and fit magnetic plug (pos. 7200) 2 - VA
4.5 M4 unit C engraving and pump disconnection 2 - NVA Engraves serial number on already assembled M4
unit C after testing
4.6 Fit hydraulic filter on M4 unit C 1 - VA Check oil levels and replaces the testing hydraulic
filter with the new hydraulic filter
4.7 Do administrative work on M4 unit C 8 testing NVA Does admin work while waiting for gears to
cool down
4.8 Fit HSG in housing 1.5 4.3 VA
4.9 Fit LSPG in housing 3.5 4.8 VA/W Waste time: Inspecting & cleaning LSPG again
(1 min W)
4.10 Prep M4 unit C transfer from testing station 6 4.7 NVA Loosen bolts and get steel mount closer to
workstation
4.11 Transfer M4 unit C from testing station to Steel mount 7 4.1 W
Pre testing operations M4 unit B 60.5
5.1 Prep and fit plug connector (pos. 7200) on M4 unit B 3.5 1.22 VA
5.2 Prep and fit filter block and flat sealing on M4 unit B 14 1.22 VA/W Tool search (3 min W)
5.3 Attach M4 unit B to testing station and fit testing hydraulic filter 4 5.2 NVA Bolt M4 unit B to test station, attach grease hose to
connector and fit testing hydraulic filter
5.4 Fit spacer and then key (pos. 4124) M4 unit B 4 1.22 VA/W Sometimes key not right size, waste 5 min to grinder
to fix/Tool search (2 min W)
5.5 Fit test coupling bracket to LSS shaft of M4 unit B 4 5.4 NVA Tool search (1 min W)
xv
5.6 Fit testing motor to M4 unit B 7 5.5 NVA
5.7 Prep pumping operation 4 5.6 NVA Tool search (2 min W)
5.8 Pump grease 18 5.7 NVA
5.9 Initiate testing of M4 unit B 2 5.8 NVA Testing operations run for 12 to 24 hours. Usually
through the night
Small component assembly 34
6.1 Prep retaining rings: Inspect and clean 4 4.2 NVA Hammers in bearing outer cover (pos. 6002),
clean and inspect thickness with micrometer
6.2 Fit retaining ring (pos. 5402) on LSS in housing 1 6.1 VA
6.3 Fit retaining rings (pos. 5404, 2404) and end cap on LSPG 3 4.9 VA Retaining rings, oil seal, end cap
6.4 Fit oil seals (pos. 6522, 6502) on LSS in housing 8 6.2 VA/W Have to cut oil seals to size with knife (2.5 min W).
Faulty components
6.5 Rotate Housing 180° with manipulator 1.5 6.4 NVA
6.6 Prep bearing inner ring (pos. 6001): Heating 3.5 - NVA Place bearing on induction heater: takes
4 min to 6 min to heat up to 120°c
6.7 Fit retaining rings (pos. 5421 and pos. 5403) 1.5 6.5 VA
6.8 Check and mitigate gear alignment 2 6.7 NVA Turn bracket and rectify alignment with hammer
and chisel
6.9 Clean inside of gear unit 2 6.8 NVA
6.10 Fit bearing inner ring (pos. 6001) 1.5 6.6 VA
6.11 Prep bearing (pos. 6003): Heating 1 - NVA Place bearing on induction heater: takes
4 min to 6 min to heat up to 120°c
6.12 Fit bearing (pos. 6003) 1.5 6.11 VA
6.13 Prep inner ringspan fen (pos. 7405): Heating 1 - NVA
6.14 Prep Backstop (pos. 7405): Cooling 2.5 - NVA Shrink ring in dry ice in order for ring to fit.
Low speed coupling assembly 49.5
7.1 Prep low speed coupling: transport, cleaning 7 - NVA/
W
Time waste due to transport of crane to coupling
(3 min T).
7.2 Prep components and check temperature 6 - W Get spacers, retaining ring and end cap. Waste time
waiting for heating and cooling procedures. (4 min W)
xvi
7.3 Prep disc: surface treatment 2 - NVA
7.4 Prep Low Speed Coupling: heating 4 - Takes time to heat: (30 min H)
7.5 Fit bearing outer ring (pos. 6003) 2 6.13 VA
7.6 Fit bearing outer ring (pos. 6001) 4 6.6 VA/W Time waste due to bearing inner ring not being cold
enough: (2 min W)
7.7 Fit retaining ring (pos. 5401) 4.5 7.6 VA Should fit ring to outside housing.
7.8 Fit end cap (pos. 6501) on housing 1 VA
7.9 Fit inner ringspan fen (pos. 6505) to HSPG shaft 1 6.14 VA let it cool for a while
7.10 Fit Coupling and disc 18 7.4 VA
Cover and Lantern Housing assembly 62
8.1 Prep cover fitting: Cleaning 3 NVA Clean housing and cover surface
and inside housing
8.2 Prep cover fitting: Apply silicon 5 8.1 NVA Note: Automization opportunity
8.3 Fit cover to housing 2 8.2 VA Wright with marker date of fitting and fit bracket to
cover/ Dry for 12 hours
8.4 Cleaning after cover fitting 3 8.3 NVA
8.5 Fit Backstop (pos. 7405) to HSPG shaft 3 7.9 VA
8.6 Prep Lantern housing: cleaning, transport, surface treatment 8 8.5 NVA Note: 6 min allowance for fixing airgun
8.7 Fit Lantern housing 30 8.6 VA Tighten 8 bolts with torque wrench
8.8 Prep and Fit oil seal (pos. 6525) to lantern housing 4 8.7 VA Clean before fitting seal
8.9 Fit temperature sensor 2 - VA
8.10 Fit vibration plug 2 - VA
Testing quality check on M4 unit B 30
9.1 Check vibration 6 5.9 NVA Average value of 0.5 mm/sec (Should be less than
2 mm/sec)/ Time waste fetching vibr meter (2 min W)
9.2 Check shaft speeds 6 5.9 NVA HSS: 1409 RPM / LSS: 104.04 RPM
9.3 Check temperature 4 5.9 NVA Test HSS, LSS, Oil temp, Ambient room
9.4 Remove testing motor, tighten grease hose 9 9.1, 9.2,
9.3
NVA
xvii
9.5 Prep and initiate test grease removal from M4 unit B 5 9.4 NVA Loosen test station bolts / Lift unit in the air to
allow grease to flow out of unit / wooden block
for support
M4 unit C transport to Cleaning operations 15
10.1 Search for man having forklift keys 4 4.11 W Note: Needs a kanban push system
10.2 Transport M4 unit C to washing bay 7 W Note: Should not be assembly operators
responsibility
10.3 Transport Lantern housings to assembly bay 4 W
Total = 452 min
Cycle time = 7.53 hours
Allowance = 16%
Additional = 13 min
Standard time = 8.96 hours
xviii
Appendix E: Value Stream Map of M4 system
xix
DM
Small Heater Large Heater CoolingMan Crane
15
30
45
60
75
90
105
120
135
150
165
180
195
210
225
1.1 4
1.2 2
1.3 5
1.4 11.5 1
1.6 1
1.7 5
1.8 4
1.9 3
1.10 3
1.11 5
1.12 6
1.13 6
1.14 6
1.15 21.16 3.5
1.17 2.5
1.18 6
1.19 6
1.20 8
1.21 1.5
1.22 7.5
1.23 8
1.24 8
1.25 9
1.26 4.5
1.27 2.52.1 22.2 22.3 12.4 12.5 4
2.6 5
3.1 23.2 1.5
3.3 5
3.4 23.5 3.5
3.6 5
3.7 23.8 1.54.1 1.5
4.2 34.3 24.4 24.5 24.6 1
4.7 8
4.8 1.54.9 3.5
4.10 6
4.11 7
5.1 3.5
5.2 14
5.3 4
Move housing 3
Inspect LSS 6
Prep LSS: clean 8
Fit key LSS 1.5
Move Unit B to test station 7.5
Prep HSG: clean 8
Prep LSG: clean 8
Move Housing to maniptr 9
Prep HSPG: clean 4.5
Prep LSS: fitting 5
Fit LSG 2Fit LSS 3.5
Fit LSPG 3.5
Prep Unit C removal 6
Move Unit C for despatch 7
Unit B pre test fitments 3.5
Unit B pre test fitments 14
Heat bearing 6006 (120°c) 5
Heat bearing 6005 (120°c) 5
Heat bearing 6004 (120°c) 5
Heat HSG (150°c) 30
Heat bearing 6002 (120°c) 5
Heat HSG to 150°c again 10
Heat LSG (150°c) 40
Cool HSPG B 100
Cool housing B 15
Appendix F: Present Man-Machine chart
xx
240
255
270
285
300
315
330
345
360
375
390
405
420
435
450
5.4 4
5.5 4
5.6 7
5.7 4
5.8 18
5.9 2
6.1 46.2 16.3 3
6.4 8
6.5 1.56.6 3.56.7 1.56.8 26.9 26.10 1.56.11 1
6.12 1.56.13 16.14 2.5
7.1 7
7.3 2
7.4 4
7.5 2
7.6 4
7.7 4.57.8 17.9 1
7.10 18
8.1 3
8.2 5
8.3 28.4 3
8.5 3
8.6 8
8.7 30
8.8 4
8.9 28.10 2
9.1 6
9.2 6
9.3 4
9.4 9
9.5 5
10.1 4
10.2 7
10.3 4
Fit testing motor to Unit B 7
Move, Prep LSC: cleaning 7
Fit LSC and disc 18
Prep lantern housing 8
Fit lantern housing 15
Remove testing motor 9
Post testing ops 5
Heat bearing 6001 (120°c) 5
Heat bearing 6003 (120°c) 5
Heat rgspn fn 7405 (120°c) 5
Heat LSC (120°c) 30
Cool housing HSG 83.5
Cool housing B 6
Cool housing B 34
xxi
Appendix G: Proposed assembly department layout
Induction heaters
Housing Housing
Lantern housings
Low Speed Shafts
Grease barrel
Couplings
Air pump switch
Vacuum
Cleaner
Gear inserting
device
WT drawer
xxii
Appendix H: Tool setup time analysis
Item Frequency Setup time Before(s) Setup time After(s)
Chisel 16 25 400 10 160
Rubber Hammer 14 35 490 10 140
Steel hammer 12 35 420 10 120
Gloves 11 30 330 20 220
Silicon gun 5 40 200 15 75
Airgun 4 55 220 20 80
Wrench: # 8 to # 36 4 30 120 10 40
Torque wrench 3 30 90 10 30
Gear turning bracket 3 25 75 10 30
Micrometer 3 60 180 20 60
Monkey wrench/Pipe wrench 2 40 80 10 20
Steel Mallet 2 60 120 10 20
Allan key set 2 50 100 15 30
Circlip plier: Large 2 30 60 10 20
Circlip Plier: Small 2 40 80 10 20
Alignment gauge 2 50 100 20 40
Crowbar/Gwala 1 20 20 10 10
Wrench: # 50, 30 1 40 40 10 10
Rotation speed laser scanning unit 1 35 35 20 20
Steel file 1 30 30 10 10
Vice grip wrench 1 35 35 10 10
Steel brush 1 30 30 20 20
Steel # engraving kit 1 25 25 15 15
Old shaft used as hammer 1 35 35 10 10
Infrared thermometer 1 35 35 20 20
Flashlight 1 20 20 10 10
Safety glasses 1 20 20 10 10
Vernier caliper 1 45 45 15 15
Stanley knife 1 35 35 15 15
Big clamp 1 30 30 10 10
Pair of compasses 1 20 20 20 20
Nose tongs 1 20 20 10 10
Airgun socket 1 25 25 15 15
Screwdriver 1 25 25 10 10
Ruler 1 30 30 15 15
Total tool setup time (seconds): 3620 1360
Total tool setup time (minutes): 60 23
Tool Setup time reduced: 38
xxiii
Appendix I: New shelf design
xxiv
Appendix J: Shelf part allocation and setup time
Component layout schematic
No Item Description Qty Setup time before Setup time after
1 U60-32036XQ Bearing 32036 1 100 100 60 60
2 U60-NJ228EQ Bearing NJ228 1 100 100 60 60
3 U60-32316QQ Bearing 32316 2 100 200 60 120
4 U60-32314QQ Bearing 32314 2 100 200 60 120
5 U41-531857031 Key AB 18x5, 7x31 Spec AF 1 50 50 20 20
6 U41-12040022242 Key U41-12040022242 1 50 50 20 20
7 U41-13040022110 Key AB 40x22x110 HAN. 1 50 50 20 20
8 U41-23025014070 Key AB 25x14x70 HAN. 1 50 50 20 20
9 U41-03018011094 Key AB 18x11x94 DIN 6885 1 50 50 20 20
10 109-F461001 Pomp SWH 12L/MIN 1 60 60 35 35
11 U19-V600C011 Cover 1 40 40 25 25
12 119-TT127070 Ringspan fen (backstop) 1 140 140 30 30
13 U65-EC25015 End cap EC 250x15 1 30 30 20 20
14 U65-EC17015 End Cap EC 170x15 1 30 30 20 20
15 E40-PF1202C001 Housing cover bracket/tube 1 45 45 20 20
16 256-7373020 Filter element Mahle Type HC9 1 40 40 20 20
17 U24-4301000 Lifting Eye Bolt M30 DIN580 3 30 90 20 60
18 E27_0419C501 Pinion shaft SRC33TA5-E2 (HSPG) 1 200 200 120 120
19 E27-0618C131 Pinion shaft SRE36BB5+SRF43BB5
(LSPG) 1 200 200 120 120
20 U40-0003C004 Filter Block 1 30 30 20 20
21 341-1011499011 NIV.+Temo.Schak.1011499 L=490 1 40 40 30 30
22 U87-4010022 Dipstick R1" x 500 1 20 20 20 20
23 Ring bracket Circular shaped items which can hang 1015 380
24 Kitting pallet Gears and 2 parts used at kit area 1200 1200
25 Bins Box parts in bins 1330 389
26 Box Box parts not in bins 455 235
Total part setup time (seconds): 5815 2580
Total part setup time (minutes): 97 43
Part Setup time reduced: 54
xxv
Appendix K: Off-shelf part allocation and setup time
23 Ring bracket allocation
Pos Item Description Qty Setup time before Setup time after
1 U21-5156035 Support ring 140/170x3.5 DIN 2 40 80 50 100
2 U54-1165000 RETAINING RING Ext 165E 1 150 150 30 30
3 U54-5250000 RETAINING RING Ext 250I 1 150 150 30 30
4 U54-5150000 RETAINING RING Ext 150I 1 150 150 30 30
5 U54-5280000 RETAINING RING Ext 280I 1 150 150 30 30
6 U54-A070000 Circlips DIN7993 Uitw.70E 1 120 120 25 25
7 X65-0307011012 Oil seal Vit Basl 70x110x12 2 30 60 20 40
8 U54-1095000 Circlip UITW.95E 1 45 45 25 25
9 U40-V025C011 Flat sealing 1 30 30 20 20
10 U21-5154035 Support ring 120/150x3.5 DIN 1 30 30 20 20
11 U59-25028001000 Spacer 250x280x10 1 50 50 30 30
Total part setup time (seconds): 1015 380
24 Kit components No Item Description Qty Setup time before Setup time after
1 C27-0462C501 Gear SRC33TA5 (HSG) 1 300 300
2 F27-0679C031 Gear SRF43BB5 (LSG) 1 300 300
3 E40-PF1201C002 Tube 1 240 240
4 U65-V250L00 V-seal V250L 1 360 360
Total part setup time (seconds): 1200 1200
26 Box components
No Item Description Qty
Setup time
before
Setup time
after
1 319-3WT100U100 Temperature sensor 1 30 30 10 10
2 U21-7970030 Disc spring D70/30.5x3 DIN6796 2 40 80 20 40
3 257-0184001 Drukschakel Suco 0184457033003 1 40 40 20 20
4 251-01090613 Right angle coupling R1/4"-DIA 1 45 45 25 25
5 U40-V010C011 Filter plug 1 50 50 30 30
6 U86-0093100 Plug DIN 910 1" 1 50 50 30 30
7 U86-0093114 Plug DIN 910 1 1/4" 1 50 50 30 30
8 U86-0123100 Magnetic plug DIN 910 R1" 1 50 50 30 30
9 U40-0014C051 Lubrication block 1 30 30 10 10
10 U59-06507504500 Spacer 65X75X45 1 30 30 10 10
Total part setup time (seconds): 455 235
xxvi
25 Bin part allocation
Position No Item Description Qty Setup time before Setup time after Replenish Qty
Bin1
1 256-77998073 Verloopnipple 3/4"UNF 2A-M22X1.5 1 35 35 10 10 6
2 330-32000QQ SPM-Nipple NR 32000 (M8x24) 1 30 30 5 5 6
3 U21-4310000 Lubricating nipple M10x1 DIN 71 1 25 25 10 10 6
Bin2 4 S24-2061025 Hex socket screw M6x25 DIN 912 1 25 25 8 8 6
5 S24-2081025 Hex socket screw M8x25 DIN 912 4 35 140 8 32 24
Bin3 6 S24-2081020 Hex socket screw M8x20 DIN 912 2 30 60 8 16 12
7 S24-2061016 Hex socket screw M6x16 DIN 912 3 25 75 8 24 18
Bin4 8 S24-0081020 Hex head bolt M8x20 DIN 933 4 30 120 8 32 24
9 U24- G061016 Verz. Bizk Bout M6x16 DIN 7991 6 20 120 8 48 36
Bin5
10 S21-2508000 Thrust washer A8.3 DIN 125 2 35 70 10 20 12
11 U21-6022000 Oil seal R1/2" + M20x1.5 1 30 30 5 5 6
12 U21-6028000 Oil seal R3/4" 1 30 30 8 8 6
Bin6 13 U21-6035000 Oil seal R1" 3 25 75 5 15 18
14 U21-6113200 Oil seal 13x17x2 DIN7603A 1 30 30 8 8 6
Bin7
15 U76-0034200 O-ring 34x38x2 2 35 70 5 10 12
16 U76-0110300 O-ring 110x116x3 1 30 30 8 8 6
17 X76-0033262 Oil ring 33x2.62 Viton 1 30 30 10 10 6
Bin8 18 Z24-2161050 Cap screw M16x50 DIN 912 7 25 175 8 56 42
19 G24-2520000 M20 plat washer 8 20 160 8 64 48
Total part setup time (seconds): 1330 389
