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Military-Madrasa-Mullah Complex 49
India Quarterly, 66, 2 (2010): 133–149
Article
Optimization of Work-in-ProgressInventory of Bottleneck Process:A Case Study of Passenger
Car Industry
S.G. Mani
Bhimaraya Metri
Abstract
The manufacturing of motor vehicle involves series of processes starting from welding steel sheetsto form a welded body, painting and assembling sequentially to finally give it a sellable form. The
nature and the intricacy involved in each processes determine the rate of production. Also, factors
such as machine/equipment breakdowns result in alteration of the production rates further affecting
the smooth manufacturing flow. This case study discusses how mismatches in the production rates
(designed and altered) in a high-speed conveyors of various processes (starvation/blockages) could be
minimized by ensuring optimized buffer storages by building WIP and minimizing risk of demand loss
and optimizing inventory costs keeping the productivity also into consideration.
Keywords
Work-in-progress, energy cost, starvation/blockage, buffer, probability
Introduction
Now-a-days, due to competitive pressure in the automotive manufacturing industry, the drive for lower
costs and a technical edge are vital for survival and growth. An automotive industry consists of many
important processes such as weld shop, paint shop and assembly shop and the units progress from one
shop to the next in a sequence as shown in Figure 1. These shops in themselves are the business units and
serves as internal customers to each other. Any line stoppage or difference in production rate results in
the starvation/stuffing on the line and impacts the overall balance of the manufacturing ecosystem.
Moreover, since the shape of the body is formed in weld shop and moved to paint shop and subsequently
moved into assembly shop to make a complete vehicle, it is of paramount importance and significance
in manufacturing. In rest of the manufacturing shops (engines), stock and supply are possible due to the
compact size. Therefore, in ideal scenario one can say that three shops should work in conjugation with
Global Business Review15(4S) 49S–58S
© 2014 IMISAGE Publications
Los Angeles, London,New Delhi, Singapore,
Washington DCDOI: 10.1177/0972150914550547
http://gbr.sagepub.com
S.G. Mani is Research scholar at International Management Institute (IMI), New Delhi, 110016, India.
E-mail: [email protected]
Bhimaraya Metri is Professor and Dean (Academics) at International Management Institute (IMI), New Delhi,
110016, India. E-mail: [email protected]
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Global Business Review, 15, 4S (2014): 49S–58S
50S S.G. Mani and Bhimaraya Metri
each other and should be designed at similar job rates. However, this is not always true. The fact that the
assembly output could be enhanced because the nature of the shop in it is labour intensive while the weld
and paint shop are highly process-intensive shops; therefore whenever the market demand increases
the paint shop pose a bottleneck as the process time could not be increased or decreased drastically. The
minimum incubation time for each operation and the equipment breakdown losses further increase the
production rate mismatches in the shop.
To neutralize the difference in the production rate, the difference in jobs per hour at paint shop and
assembly, excess buffer of paint shop WIP is maintained. However, the inventory holding cost ofmaintaining such buffer is not evaluated and this needs a control measure and optimization to reduce the
cost of inventory versus cost of stoppage. Also, there is an inverse relationship between inventory and
productivity, therefore keeping a larger inventory does not benefit (Lieberman and Asaba, 1997;
Lieberman and Demeester, 1999).
By modelling paint shop line process and optimization of buffer inventory of paint shop for assembly
shop production schedule, the WIP can be optimized. Line stoppage occurs because of inherent failures
and blockage/starvation (Holmström, 1994). Blockage occurs when the buffer is full and starvation
occurs when buffer is empty. This case study finds the impact of various constraints and reduces such
non-inherent line stoppages through tools such as linear programming and simulation and gives the
guidance as to what should be the optimized level of painted body storage to get the maximum benefits
for the company (Schleich et al., 2007).
Process Flow Diagram
A typical paint shop comprises various sections and subsections seamlessly interconnected with each
other by conveyors. Paint shop is a highly equipment-intensive shop and employs state-of-the-art
painting equipments and also multiple robots to ensure even painted surface and excellent surface finish.
Process flow diagram of paint shop under consideration is given in Figure 2a. In the paint shop set-up,
usually provisions for WIP buffer is created to accommodate the Jobs Per Hour (JPH) mismatch within paint operations and also to ensure that the line runs smoothly in case of any equipment breakdown. The
depiction of WIP buffers is indicated in Figure 2a, where circles show the buffers between the processes
and arrows show the direction of flow of the units.
After gaining the understanding of the number of the buffer spaces, it is important to study the buffer
capacities and the Takt times of each process in light of the impact of the breakdowns that makes
the availability low and hence affect the output. An insight into the breakdown patterns helps identify the
realistic Takt times. Studying the data for past 6 months, critical inferences between the mean time
between failure (MTBF) and mean time to repair (MTTR) is derived.
Figure 1. The Sequence of Typical Automobile Manufacturing Source: Prepared by the authors.
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Global Business Review, 15, 4S (2014): 49S–58S
Optimization of Work-in-Progress Inventory of Bottleneck Process 51S
The method used for the calculation of the MTTR and MTBF is as follows:
MTBF = (Total time considered – Total cumulative time of line stoppage)/Total number
of failures observed
MTTR = Total cumulative time of line stoppage/Total number of failures observed
Availability = MTBF/(MTBF + MTTR)
Apart from MTBF and MTTR, the standard deviations in repair times were calculated.
Now, the system is modelled as shown in Figure 2b.
Figure 2a. Process Flow Diagram of Paint Shop
Source: Prepared by the authors.
Figure 2b. Model diagram
Source: Prepared by the authors.
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Global Business Review, 15, 4S (2014): 49S–58S
52S S.G. Mani and Bhimaraya Metri
Objective Function:
Maximize:21
i (not empty) Pi(not full)P121
121 #R P
Subject to:
Bi Bci121 #R ….(Capacity constraint)
0Bi121 $R …..(Non-negativity constraint)
where
Pi (not empty) = Probability buffer is not empty
Pi (not full) = Probability buffer is not full
After solving the linear programming equations, optimum buffer inventory was calculated for the
current capacities.
Definition of Terms
Ideal capacity = capacity for 99.9 per cent availability
Ideal buffer = buffer for ideal capacity (99.9 per cent availability)
Optimal buffer = buffer for current level of capacity (solver solution)
Current buffer = current level of buffer inventory.
Depending on the v-buffer values and target, buffer availability was set at 99.9 per cent. Buffer
distribution was assumed to be normal distribution with n as the number of units in the buffer at the start
of the day and v as v-buffer.
Now for 99.9 per cent availability, Z value corresponds to 3.1.
Hence the ideal capacity is
(n + z v-buffer) – (n – z v-buffer) = 2 z v-buffer = 6.2 v-buffer.
where v-buffer was calculated considering the process i and process i + 1 cases as shown in Table 1.
Table 1. Multiple Possibilities Probability Matrix
Process i Process i + 1 Probability
Working Not working 0.006Not working Working 0.010Not working Not working 0.000Working Working 0.984
Source: Prepared by the authors.
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Global Business Review, 15, 4S (2014): 49S–58S
Optimization of Work-in-Progress Inventory of Bottleneck Process 53S
As shown in Table 1, all four possible conditions between any process i and its immediate next stage
(process i + 1) was considered and probabilities of that occurrences were checked and derived. This was
done for all the points.
For each case, v-buffer was evaluated as the sum of standard deviation due to working process and a
standard deviation due to the variation in repair times of not working process. A weighted average wastaken to be final v-buffer for that buffer.
To find out v-repair, historical data was taken and arranged in descending order. Extreme values of
repair times were removed (those having Z value > 3 v-repair) and v-repair was recalculated until all the
values were under Z < 3.
External factors causing line stoppage were also ignored, for example, lack of power supply and
reasons from weld shop because the occurrences seldom happen. Finally, the system was modelled as
discussed in the next section.
Paint Shop WIP Optimization Model
Figure 3 shows a visual model depicting the ideal capacities, current capacities, buffer availabilities
under current conditions and optimum conditions along with MTBF, MTTR and standard deviations of
all the areas.
After calculating the buffer availabilities, all those buffers with availabilities < 99.9 per cent were
identified as system bottlenecks. The identification was kept dynamic in order to find the bottlenecks
depending on the demand of the assembly. The system identified five critical buffers during a lean
demand and 11 critical buffers during a peak demand.
After this, the buffers were ranked in order of importance depending on the difference between the
ideal buffer and optimum buffer. The more the difference, the more was the design flaw and more lossexpected due to equipment failure.
Linear Programming
The output of the linear programming is shown in Table 2. After finding out the critical buffers, the
processes before and after the buffer were noted and the difference between optimum and ideal buffers
was given the priority rank of the processes. Only negative values were considered as positive values
meant excess capacity.
Inclusion of Process Constraint
So far the calculations were based on the assumption of paint shop being able to match assembly demand
and keeping the speed of flow as required. However, due to process constraints, paint shop cannot match
assembly demand when it is very high. Considering a Takt time of 49 seconds, paint shop can theoretically
produce 3600/49 = 73.46 units per hour leading to production of 1,285 units per day for 17.5 working
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Global Business Review, 15, 4S (2014): 49S–58S
54S S.G. Mani and Bhimaraya Metri
Figure 3. Details of v-Buffer for All Points of WIP
Source: Prepared by the authors.
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M i c r o s o f t E x c e l - P S W I P O p t i m i z a t i o n M o d e l . x l s x
A
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. T h e O u t p u t o f L i n e r P r o g r a m m i n g t o I d e n t i f y t h e C r i t i c a l S t a g e s
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Global Business Review, 15, 4S (2014): 49S–58S
56S S.G. Mani and Bhimaraya Metri
hours per day of paint shop. That is equivalent to approximately 80 units per day demand of assembly.
In addition, the timings of the supplier shop and customer shop were different and that also need to be
taken into the account.
As a result, to meet the assembly demand of 1,600 units per day, more units need to be kept in paint
shop as reserve. Also, there are equipment failures which cause gaps in units reaching the assembly sothey need to be compensated. Also, in the case of bottlenecks, the deficit of optimum and ideal buffer
inventory should be compensated through reserve.
Technical Constraints on Buffers
After the painting process the unit needs to immediately go to oven or else the paint coagulates and does
not bind well with the surface, also the finish of the paint is affected. As a result, after the I/C booth, T/C
booth, U/C booth and ED area, it immediately goes to its respective oven with only a buffer space of
1 to 2 units that can be kept in between.
Calculation of WIP Needed for Paint Shop-1 for
Meeting Assembly Demand
A simulation was prepared in the MS excel sheet to depict the importance of standard deviation of
the buffers in the availability of the units between processes and also to get the sense of the system.
A speedometer was prepared with black indicator as shown in Figure 4 depicting number of units in
the buffer. In this speedometer, area A indicates the danger zone which would lead to shortages. If the
pointer reaches there, it indicates that the number of units is approaching full or empty. They were kept
at 10 per cent of the buffer capacity. Random numbers in excel were used to simulate the effect of
deviation from mean. Area B shows the possible WIP levels which is safe and the range on which one
can operate. Area C indicates the suggesting optimum area of WIP levels.
Figure 4. Simulation Output to Identify the Optimal WIP Levels
Source: Prepared by the authors.
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Global Business Review, 15, 4S (2014): 49S–58S
Optimization of Work-in-Progress Inventory of Bottleneck Process 57S
Conclusion
The article presents how to ensure a seamless flow between two differential flow rate manufactur -
ing processes with optimized inventory in a bottleneck sub-processes. It also discusses how to manage
sudden increased output in our automotive industry as India is poised for more growth (Bhattacharya,2009).
It also presents an interactive speedometer dashboard with alarm levels set to bring to the notice of
the concerned department whenever it tends to reach 10 per cent mark on both sides. A priority matrix
has been made for focusing the area on which the improvement needs to be done for the equipment
breakdowns as well as to reduce the mean time taken to repair.
As a future scope, the model shall be further made accurate by considering other constraints such as
total number of units within the processes which are dependent on the specific type of processes, whether
the units are stacked and moved close to each other, whether it is manual or automated. Some processes
have fixed number of units irrespective of assembly demand whereas some others have a fixed processing
time, which means the number of units inside the process decrease when the speed of the flow decreases
and there are more gaps between consecutive units. By considering all these constraints, the final model
shall be made much more robust and accurate.
List of Abbreviations
AB Assembly body
AS Assembly shop
Bi Buffer i
MTBF Mean time between failures
MTTR Mean time to repair
PB Paint body
PS Paint shop
v Standard deviation
SD Standard deviation
TL Table lift
WB Weld body
WIP Work-in-process
WS Weld shop
References
Bhattacharya, A.K. (2009). Discreet manufacturing is India going to be the next global hub for high tech manu-
facturing? Proceedings of the 38th Annual Meeting of Northeast Decision Sciences Institute, Mohegan Sun,
Connecticut.
Holmström, J. (1994). The relationship between speed and productivity in industry networks: A study of industrial
statistics. International Journal of Production Economics, 34(1), 91–98.
at INDIAN INSTITUTE OF TECH on October 3, 2015gbr.sagepub.comDownloaded from
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Global Business Review, 15, 4S (2014): 49S–58S
58S S.G. Mani and Bhimaraya Metri
Lieberman, M.B., & Asaba, S. (1997). Inventory reduction and productivity growth: A comparison of Japanese
and US automotive sectors. Managerial and Decision Economics (Special issue on Japanese Technology
Management), 18(2), 73–85.
Lieberman, M.B., & Demeester, L. (1999). Inventory reduction and productivity growth: Linkages in the Japanese
automotive industry. Management Science, 45(4), 466–485.
Schleich, H., Schaffer, J., & Scavarda, L.F. (2007). Managing complexity in automotive production. ICPR – 19th International Conference on Production Research, Valparaiso, Chile.
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Summer Internship Program
Final Report
Optimization of Work in Process Inventory ofPaint Shop-1 using Linear Programming &
Modelling Tools
(Company: Maruti Suzuki India Ltd.)
By:
Shaunak Laad
12P024
Management Development InstituteGurgaon 122 007
May, 2013
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Page 2 of 53 MDI Gurgaon
Summer Internship Program
Final Report
Optimization of Work in Process Inventory ofPaint Shop-1 using Linear Programming &
Modelling Tools
(Company: Maruti Suzuki India Ltd.)
By:
Shaunak Laad
12P024
Under the guidance of:
Mr. S G Mani
DDVM Plant-1
Gurgaon Plant
Management Development Institute
Gurgaon 122 007May, 2013
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Page 3 of 53 MDI Gurgaon
Certificate of Approval
The following Summer Internship Report titled "Optimization of Work in Process Inventory of
Paint Shop-1 using Linear Programming & Modelling Tools" is hereby approved as a certified
study in management carried out and presented in a manner satisfactory to warrant its
acceptance as a prerequisite for the award of Post-Graduate Diploma in Business
Management for which it has been submitted. It is understood that by this approval the
undersigned do not necessarily endorse or approve any statement made, opinion expressed
or conclusion drawn therein but approve the Summer Internship Report only for the purpose
it is submitted.
Summer Internship Report Examination Committee for evaluation of Summer Internship
Report
Organizational Guide : Signature…………………………………….
: Name Mr. S G Mani
: Designation: DDVM Plant-1
: Address: Maruti Suzuki India Ltd.,
Sector 18, Old Palam Gurgaon Road
Udyog Vihar, Gurgaon-0124 234 6730
Tel No: 9811099190Email: [email protected]
Name: Shaunak Laad
Roll No.: 12P024
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Page 4 of 53 MDI Gurgaon
Acknowledgement
First of all I want to thank Maruti Suzuki India Ltd. for giving me this excellent opportunity of
doing my summer project in such an esteemed organisation. It is my pleasure to be
indebted to various people who directly or indirectly contributed in the development of this
work and have provided me the support during the entire summer internship.
I express my sincere gratitude to Mr. S G Mani for his guidance and constant supervision as
well as for regularly motivating me to find my full potential providing necessary direction
regarding the project along with his support in completing the project.
I would also like to express my gratitude and special thanks to Mr. Chandan Kumar in
Assembly Shop and Mr. Sachin Gupta & Mr. Alok Agrawal in Paint Shop for giving me
attention and their valuable time and input without which I would not be able to
successfully complete my project.
Lastly I would extend my thanks to my professors at MDI who have guided me in the
completion of my summer project at Maruti Suzuki India Ltd.
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Page 5 of 53 MDI Gurgaon
Executive Summary
The Gurgaon Plant of Maruti Suzuki India Ltd. is made of 3 Plants. A Plant consists of Weld Shop,
Paint Shop and an Assembly Shop and cars progress from one shop to the next in that sequence.
Now in Plant-1 Assembly Shop, there are 3 assembly lines, namely Line-1 Line-4 and Line-5 each
independently producing cars provided by Paint Shop. The design Takt times for them are 140
seconds, 90 seconds and 78 seconds respectively which cumulatively result in Overall design takt
time of around 33 seconds for assembly-1 meaning that a car leaves Assembly-1 in every 32
seconds during maximum demand. However the design takt time for Paint Shop-1 is 49 seconds
causing Paint Shop-1 to be the process bottleneck.
Line stoppages occur due to many factors like equipment failures during a process or
unavailability of raw materials for processing, worker unable to finish his work on time, power
failures etc. Since assembly produces almost 2 cars in a minute each having an average ticket
size of around 4 lakhs, every minute line stoppage costs the company around 8 lakhs in sales
which is a huge amount. Hence it becomes very critical to maintain availability of the cars in
every stage and to maintain smooth flow throughout the process.
Because of Line Stoppages and the difference in Jobs per hour at Paint Shop & Assembly, excess
buffer of Paint Shop WIP is maintained. However the inventory holding cost of maintaining such
buffer is not evaluated and this needs a control measure and optimization to reduce the cost of
inventory vs cost of stoppage. By Modelling of Paint Shop Line Process & Optimization of Buffer
Inventory of Paint Shop-1 for Assembly Shop-1 Production Schedule, the WIP can be optimised.
Line stoppage occurs because of inherent failures & blockage/starvation. Blockage/Starvation
occurs if the buffer is full, and if buffer is empty. This project tries to reduce such non-inherent
line stoppages through tools like linear programming and simulation.
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Table of Contents
Certificate of Approval---------------------------------------------------------------------------------------3
Acknowledgement---------------------------------------------------------------------------------------------4
Executive Summary-----------------------------------------------------------------------------------------------5
Table of Contents----------------------------------------------------------------------------------------------6
List of Figures----------------------------------------------------------------------------------------------------7List of Tables---------------------------------------------------------------------------------------------------8
List of Appendices---------------------------------------------------------------------------------------------8
List of Abbreviations-----------------------------------------------------------------------------------------9
1. About the Company-----------------------------------------------------------------------------------------10
1.1.
Company Profile---------------------------------------------------------------------------------------10
1.2. History & Timeline---------------------------------------------------------------------------------------10
1.3. Future Plan----------------------------------------------------------------------------------------------12
1.4.
Vision-----------------------------------------------------------------------------------------------------13
1.5. Core Values---------------------------------------------------------------------------------------------13
1.6.
Products & Services-----------------------------------------------------------------------------------131.7.
Work Culture-------------------------------------------------------------------------------------------18
1.7.1. Organizational Heirarchy-------------------------------------------------------------------------------18
1.8. Production Management System- 3G 3K 5S--------------------------------------------------------19
1.9.
3M Avoidance------------------------------------------------------------------------------------------19
1.10. DOL (Direct On Line)-----------------------------------------------------------------------------------19
1.11. JIT (Just In Time)----------------------------------------------------------------------------------------19
1.12.
Poka Yoke-----------------------------------------------------------------------------------------------19
1.13. Pika Pika------------------------------------------------------------------------------------------------20
1.14. Vehicle Tracking System-------------------------------------------------------------------------------20
1.15.
Awards & accolades------------------------------------------------------------------------------------20
1.16. Current Challenges in Indian Automotive Sector--------------------------------------------------20
2. Introduction---------------------------------------------------------------------------------------------------------21
2.1.
Literature Review--------------------------------------------------------------------------------------21
2.2. Process Flow Diagram---------------------------------------------------------------------------------26
2.3. MTBF, MTTR & Standard Deviation of Repair Times----------------------------------------------28
2.4. Definition of terms-------------------------------------------------------------------------------------28
3.
Paint Shop-1 Optimization Model--------------------------------------------------------------------------------30
4. Linear Programming-----------------------------------------------------------------------------------------31
4.1.
Inclusion of Process Constraint-----------------------------------------------------------------------334.2.
Timings of Assembly-1 & Paint Shop-1--------------------------------------------------------------33
4.3. Technical Constraints on Buffers--------------------------------------------------------------------33
4.4. Simulation-----------------------------------------------------------------------------------------------33
5.
WIP in Processes-----------------------------------------------------------------------------------------------35
6. Total Paint Shop-1 WIP Needed---------------------------------------------------------------------------36
7. As Is Analysis--------------------------------------------------------------------------------------------------38
7.1.
Influence of Weld Shop-1 and Assembly Shop-1 on WIP of Paint Shop-1---------------------39
8. Findings----------------------------------------------------------------------------------------------------------40
9. Key Learning--------------------------------------------------------------------------------------------------41
10.
Conclusion & Recommendations----------------------------------------------------------------------------------42
References---------------------------------------------------------------------------------------------------43
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List of Figures
1. Figure 1: 5 Pillars of Maruti---------------------------------------------------------------------------------18
2. Figure 2: Process Flow Diagram of Paint Shop-1--------------------------------------------------------------26
3.
Figure 3: PS-1 WIP Optimization Model -------------------------------------------------------------------30
4. Figure 4: Output of Linear Programming ------------------------------------------------------------------31
5.
Figure 5: Simulation Buffer Indicators-----------------------------------------------------------------------34
6. Figure 6: PS-1 WIP% Needed----------------------------------------------------------------------------------37
7. Figure 7: Actual PS-1 WIP% for May ----------------------------------------------------------------------38
8.
Figure 8: Cumulative Overproduction of Weld Shop & Assembly S-----------------------------------39
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List of Tables
1. Table 1: Areas responsible for stoppage------------------------------------------------------------------------27
2. Table 2: Duration of data ------------------------------------------------------------------------------------------27
3.
Table 3: Working Duration------------------------------------------------------------------------------------------27
4. Table 4: MTBF, MTTR & Standard Deviation of Repair Times----------------------------------------------28
5. Table 5: Classification of Events possible------------------------------------------------------------------------29
6.
Table 6: Difference between optimal and ideal buffers ----------------------------------------------------32
7. Table 7: Bottlenecks & their Ranks, Ideal Capacities --------------------------------------------------------32
8. Table 8: Optimum Buffer Availability of PS-1, 2, 3------------------------------------------------------------33
9.
Table 9: Working Hours Assembly & Paint Shop, Plant-1------------------------------------------------33
10. Table 10: Cars in Processes-----------------------------------------------------------------------------------36
11.
Table 11: A & B shift actual WIP%---------------------------------------------------------------------------38
12.
Table 12: Weld & Assembly Plan vs. Actual Production--------------------------------------------------39
List of Appendices
1. Appendix A -----------------------------------------------------------------------------------------------53
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List of Abbreviations
1. Bi---------------------------------------------------------------------------------------------------------------Buffer i
2.
PS-------------------------------------------------------------------------------------------------Paint Shop
3. WS--------------------------------------------------------------------------------------------------------Weld Shop
4. AS---------------------------------------------------------------------------------------------Assembly Shop
5.
σ---------------------------------------------------------------------------------------Standard Deviation
6. SD----------------------------------------------------------------------------------------------Standard Deviation
7.
U/C--------------------------------------------------------------------------------------------Under Coat
8.
T/C-------------------------------------------------------------------------------------------------Top Coat
9. I/C----------------------------------------------------------------------------------------------Intermediate Coat
10.
ED--------------------------------------------------------------------------------------Electro Deposition
11. AB------------------------------------------------------------------------------------------Assembly Body
12. WB-----------------------------------------------------------------------------------------------Weld Body
13.
PB------------------------------------------------------------------------------------------------Paint Body
14. TL--------------------------------------------------------------------------------------------------Table Lift
15. PBS--------------------------------------------------------------------------------------Paint Body Storage
16.
MTBF-----------------------------------------------------------------------Mean Time Between Failure
17. MTTR--------------------------------------------------------------------------------Mean Time to Repair
18.
WIP---------------------------------------------------------------------------------------Work In Process
19. PTA-----------------------------------------------------------------------------------Pre Treatment Area
20. DS----------------------------------------------------------------------------------------------Dry Sanding
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1.
About the Company
1.1 Company ProfileMaruti Suzuki India Ltd (formerly Maruti Udyog Ltd) is India's largest passenger car company,
accounting for over 50 per cent of the domestic car market. The company offers full range of cars
from entry level Maruti 800 & Alto to stylish hatchback Ritz, A-star, Swift, Wagon R, Estillo and
sedans DZire, SX4 and Sports Utility vehicle Grand Vitara. It is a subsidiary of Suzuki Motor
Corporation of Japan and is engaged in the business of manufacturing, purchase and sale of motor
vehicles and spare parts (automobiles).
The other activities of the company include facilitation of pre-owned car sales, fleet management
and car financing. They have four plants, three located at Palam Gurgaon Road, Gurgaon, Haryana
and one located at Manesar Industrial Town, Gurgaon, Haryana. The company has seven subsidiary
companies, namely Maruti Insurance Business Agency Ltd, Maruti Insurance Distribution Services
Ltd, Maruti Insurance Agency Solutions Ltd, Maruti Insurance Agency Network Ltd, Maruti Insurance
Agency Services Ltd, Maruti Insurance Agency Logistics Ltd and True Value Solutions Ltd. The first six
subsidiaries are engaged in the business of selling motor insurance policies to owners of Maruti
Suzuki vehicles and seventh subsidiary, True Value Solutions Ltd is engaged in the business of sale of
certified pre-owned cars under the brand 'Maruti True Value'.
1.2 History & Timeline
Maruti Suzuki India Ltd was incorporated on February 24, 1981 with the name Maruti Udyog Ltd.The company was formed as a government company, with Suzuki as a minor partner, to make apeople's car for middle class India. Over the years, the company's product range has widened,
ownership has changed hands and the customer has evolved.
In October 2, 1982, the company signed the license and joint venture agreement with SuzukiMotor Corporation, Japan.
In the year 1983, the company started their productions and launched Maruti 800.
In the year 1984, they introduced Maruti Omni and during the next year, they launched MarutiGypsy in the market.
In the year 1987, the company forayed into the foreign market by exporting first lot of 500 cars to
Hungary.
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In the year 1990, the company launched India's first three-box car, Sedan.
In the year 1992, Suzuki Motor Corporation, Japan increased their stake in the company to 50%.
In the year 1993, they introduced the Maruti Zen and in the next year they launched MarutiEsteem in the market.
In the year 1995, the company commenced their second plant.
In the year 1997, they started Maruti Service Master as model workshop in India to look after salesservices.
In the year 1999, the third plant with new press, paint and assembly shops became operational.
In the year 2000, the company launched Maruti Alto in the market.
In the year 2002, Suzuki Motor Corporation increased their stake in the company to 54.2%.
In January 2002, the company introduced 10 finance companies (8 + 2JVs) in Mumbai.
In the year 2005, the company launched the first world strategic model from Suzuki MotorCorporation 'the SWIFT' in India.
In the year 2006, they launched WaganR Duo with LPG and also the New Zen Estillo.
During the year 2006-07, the company commenced operations in the new car plant and the dieselengine facility at Manesar, Haryana.
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1.3 Future PlansThe company plans to establish Plant C at Manesar, which will have an installed capacity of 250,000
units per annum. The plant is likely to be ready by end of fiscal 2012/ early 2013. The company plans
to set up Rs 1700 crore diesel engine plant at Gurgaon. They are going to double the diesel engine
capacity at their Gurgaon facility to six lakh units by 2014. Of this, Rs 950 crore is being invested for
the first phase of 1.5 diesel engines by mid-2013. Maruti Suzuki's Rs 4,000 crore plant at Bechraji inMehsana district of north Gujarat is likely to be commissioned by mid-2015.
With Becharaji unit,
In November 2006, they inaugurated a new institute of Driving Training and Research (IDTR),which was set up as a collaborative project with Delhi Government at Sarai Kale Khan in SouthDelhi. During the year 2007-08, the company signed an agreement with the Adani group forexporting 200,000 units annually through the Mundra port in Gujarat. They launched Swift Dieseland SX4- Luxury Sedan with Tag line 'MEN ARE BACK' during the year.
In July 2007, the company launched the new Grand Vitara, a stylish, muscular and 5-seater in theMUV segment. The company changed their name from Maruti Udyog Ltd to Maruti Suzuki India
Ltd with effect from September 17, 2007. During the year, the company entered into a jointventure agreement with Magneti Marelli Powertrain SpA and formed Magneti Marelli
Powertrain India Pvt Ltd for manufacturing Electric Control Units. Also they entered into another joint venture agreement with Futaba Industrial Co Ltd and formed FMI Automotive Components
Ltd for manufacturing Exhaust Systems Components. During the year, the company made pactwith Shriram City Union Finance Ltd, a part of Shriram Group, Chennai, to offer easy, transparentand hassle-free car finance to their customers, particularly in semi urban and rural markets. The
agreement is a joint initiative of the two companies for providing competitive car finance topeople in Tier-II and Tier-III cities across the country.
During the year 2008-09, the company launched a new A2 segment car, branded the A-star in Indiaand in Europe as the new Alto. They raised their production capacity to a landmark 1 million cars.
In June 2008, the company launched Maruti 800 Duo, which is a dual fuel (LPG-cum- petrol) modelcar. In March 2009, the company launched A-star or Suzuki Alto at Geneva Motor Show sales begin
at EU. In April 2009, the company revealed new Ritz K12M engine at Gurgaon plant.
During the year 2009-10, the company raised the capacity of their next generation K-series engine
plant to more than 500,000 units per annum. They started work on an additional plant of 250,000cars per annum capacity at Manesar. The company launched their fifth world strategic model, theRitz. They also came out with the spacious multi purpose van, Eeco and the all new WagonR with
a K-series engine.
During the year 2010-11, the company launched refreshed variants of WagonR and Alto with thenew K-series engines. SX4 was offered with a Super Turbo Diesel engine. The Company launched
the Suzuki Kizashi, India's first sports luxury sedan. It sports a 2.4 litre engine and is endowed withbest-in-class features. The Company developed in-house i-GPI (Integrated Gas Port Injection)
Technology and launched factory-fitted CNG variants for five of its models: Alto, WagonR, Eeco,
Estilo and SX4. Apart from launching new products, the company added 131 new sales outlets toreach 933 outlets in 668 cities and increased its service reach to 1,395 cities with 2,946 outlets.
The company's network is now servicing about 1.2 million vehicles every month.
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total production of cars of the company will go up to 20 lakh per year. The company will set up 4 to
5 ITIs in Gujarat for meeting the requirement of skilled manpower. Upcoming R&D facility at Rohtak
that shall be operational by 2014 shall contain stockyards, spare parts warehouses, ports and 16
regional offices.
1.4 Vision
1.5 Core Values
1.6 Products and services
Current Automobiles
1. Alto K10 (Launched 2010)
2. A-star (Launched 2008)
Core Values
CustomerObsession
Fast, Flexible &First Mover
Innovation &Creativity
Networking &Partnership
Openness &Learning
The Leader in Indian Automobile Industry, Creating Customer Delight and Shareholders
Wealth; a Pride of India
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3. Eeco (Launched 2010)
4.
Ertiga(Launched 2012)
5.
Estilo (Launched 2006)
6. Gypsy (launched 1985)
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7. Maruti 800 (Launched in 1983)
8.
Maruti Alto 800(Launched 2012)
9.
Omni (Launched 1984)
10. Ritz (Launched 2009)
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11. Swift DZire (Launched 2008)
12.
Swift (Launched 2005)
13.
SX4 (Launched 2007)
14. WagonR (Launched 1999)
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Imported automobiles
15.
Grand Vitara (Launched 2007)
16. Kizashi (Launched 2011)
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1.7 Work Culture at Maruti Suzuki India Ltd.
Figure 1: 5 Pillars of Maruti
1.7.1 Organisation Heirarchy
Managing Director & CEO
Director & MEO
MEO/EO
DVM/SFM 2
DDVM/ SFM 1
DPM/FMGR
SR. MANAGER
MANAGER
DY. MANAGER
ASST. MANAGER
SUP/A. SUP
TECH./ASSOCIATE
Safety CostProductivityQualityEnvironment
5 Pillars of Maruti
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1.8 Production Management System - 3G 3K 5S Approach
1.9 3M Avoidance
Reduction of the 3M Production Affecting Problems
1.10DOL (Direct On Line)
With complete faith in the supplier, the material is directly supplied on the line which
reduces the storage costs as much as possible. It is an effort towards reducing inventory to
as little as possible.
1.11 JIT (Just In Time)
This is a method of reducing waste. Waste in scrap & rework is obvious but inventory is also
a form of waste so this is a simple method that indicates how wastes maybe minimized or
even eliminated. It suggests methods of inventory reduction including the concept of zero
inventory, that is, availability of the right thing, at the right place and at the right time.
1.12 Poka Yoke
A literal translation means fool proofing. This system is in connection with the torque
wrenches, which are directly connected with the conveyor. Poka yoke ensures completionof a critical activity such as tightening of a nut. Thus till the time the worker does not use the
said wrench a light keeps blinking. The line will be allowed to continue past the said station
only when the light stops blinking.
1.13 Pika Pika
A literal translation means ―blink-blink. This system ensures correct selection of similar
looking items to an assembly. It makes use of motion sensors to ensure the same.
1.14 Vehicle Tracking System (VTS)
Major role of the tracking system in an automobile manufacturing industry is to be able to
make dynamic changes to the existing schedule. Its main objectives are to enable mixproduction & production in one unit. Issue of broadcasts in the form of sequence prints &
3G
•Genchi (Go to the actualspot)
•Genbutsu (See the actual
problem)•Genjitsu (take decisionbased on the actualproblem)
3K
•Kimerareta Koto Ga(What has been decided)
•Kichin To Mamoru (What
must be followed)•Ktion Dori Ni (As per the
standards)
5S
•Seiri (Sort)
•Seiton (Arrange)
•Seiso (Clean)
•Seiketsu (Standardize)
•Shitsuke (Self-Discipline)
Muri•Inconvenience
Mura•Wastage
Muda•Inconsistency
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display monitors is an added responsibility. Tracking of the vehicles from start to finish is the
main aim.
1.15 Kaizen ActivitiesKaizen are small improvements which can be done within 30 days. They are continuous
improvements and changes with realistic constraints. Employees are constantly asked to give their
input to process improvements and this method is a bottom up approach towards waste removal
1.16 Awards & Accolades1. Business Standard Company of The Year 2010-11
2.
In the 2009 Global Reputation Pulse Study – MSIL’s global reputation ranking up from 77 to
49 – all companies and all sectors. Global reputation ranking up from 4 to 3 –global car
companies category
3.
Maruti Suzuki India Ltd. ranks 91 in Forbes Magazines List of worlds top 200 most reputed
companies. In the automotive sector Maruti Suzuki ranked 7 in 2005
4. Won Gold in Manufacturing Excellence Awards (IMEA)2009 organised by Economic Times in
partnership with Frost & Sullivan
5. ICSI National Awardfor Excellence in Corporate Governance,2009
6.
Golden Peacock Award for excellence in field of Environment Management in Automotive
Sector in 2007
7. Golden Peacock Award for Sustainability in 2012
8. The Economic Times & Avaya Global Connect Limited award – Customer Responsiveness
Awards in automotive category in 2006 & 2007
9.
Ranked 4th in an Index of thought leaders in India published by London based
communication agency Globe Scan.
10.
NHRDN Trailblazer Award 2010 for HRD Excellence
11.
“ Hall of Fame” award for single handedly changing the face of Indian Automobile Industry
by Car India 201112. Golden Peacock Award – 2012 for ‘ Occupational Health & Safety ‘ performance in
Automobile Sector in 2012
13. Ranked as India’s Most Respected Automobile Company by leading business magazine
Business World, 2007
1.16 Current Challenges in Indian Automotive Sector1. Rapid Expansion of the existing capacities as the current capacities are getting exhausted
2.
Shrinking Product Life Cycle of a car which is because of technological developments and
rapidly changing customer demands coupled with higher income levels of individuals
3. Cost Pressure shared by entire supply chain fuelled by sticky inflation in countries like India
4.
Talent Crunch as young employees joining this industry need lots of training to meet the
demanding quality standards and retaining them is also a big challenge in this sector
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2.
Introduction
An automobile plant consists of Weld Shop, Paint Shop and Assembly Shop in that order. Assembly
Shop has a constant and a regular requirement of cars which are provided by Paint Shop and its
demand fluctuates from around 1200 cars per day during the lean period to a demand of 1600 cars
per day during the peak period. However due to the difference in the capacities (jobs per hour) of
assembly and paint shops, there are process constraints and bottlenecks. In this case, Paint Shop is
the bottleneck and the following project is to identify the number of cars required in Paint Shop inorder to fulfil both lean and peak demand of assembly for a given pattern of equipment failures.
2.1
Literature Review
Sr.
No.
Title Authors Summary
1
Modeling-Of-Hybrid-
Production-Systems-
With-Constant-WIP-And-
Unreliable-Equipment
Mehmet
Savsar, Kuwait
University,
Kuwait
1. Push-Pull and Purely Push systems are modelled
2. Stoppages are classified as either from starvation or
blockage or by inherent failures
3.
An algorithm is developed for WIP optimization
maximum output
4.
An Unreliable Equipment is considered in beginning,
middle & in the end and for each case the buffer space
is allocated for maximum output
5. Number of Stations are varied and the buffer space
optimization is analyzed again
6.
Effects of Preventive Maintenance along with
Corrective Maintenance is seen vs Only Corrective
Maintenance
2
A Heuristic Procedure
For The Automobile
Assembly – Line
Sequencing Adopting
Ecodesign Practices –
Case Study Of A Midsized
Automotive Supplier
F.-Y. DING*
and J. HE
1.
A sequence is considered in assembly line and various
penalty weights are assigned to cost impact of various
parameters.
2.
Iterative Method then is applied of Constructive-
Swapping-Resequencing to obtain the best Objective
Value
3
An Exploratory Study On
Implementation Of Lean
Manufacturing Practices
Er. Rajesh
Kumar MEHTA
Faculty-RIT,
Indore, INDIA
Dr.
Dhermendra
MEHTA
Faculty-FMS-
Pt.JNIBM,
Vikram
University,
Ujjain (MP),
INDIA
Dr. Naveen K.
MEHTA
Faculty-MIT,
Ujjain (MP),
INDIA
1. A Questionnaire is prepared to analyse the problems in
effectively implementing Lean Manufacturing System.
2. The Results show that 81% employees are well aware
of Lean,
3.
Half of the employees know about Kaizen, 20% know
about 5S.
4. Dependency on traditional system of working is one the
biggest barrier in the implementation of LMS.
5. Over processing generates most waste.
6.
QC department is the most efficient in elimination of
wastes
4
Capacity Building As A
Tool For Assessing
R. Krishnaveni
and B.
1.
Participatory organization evaluation tool POET was
modified and used for capacity assessment. The survey
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Training And
Development Activity -
An Indian Case Study
Sripirabaa was conducted consisting of 46 questions.
2. A scaled capacity score on the x-axis and the scaled
consensus score on the y-axis gives the Guided
Reflections for Institutional Development (GRID) for the
seven areas of the Training & Development
Assessment.
3. Achieving HC –HC in all the assessment areas of the TDA
implies that the members agree that they are
implementing the common TDA practices to their
maximum capacity.
4.
It helped the organization to have all the capacity
assessment areas of the TDA in the HC –HC quadrant,
indicating that the organization is implementing the
common TDA practices along with the consensus of its
members.
5
Critical Success Factors
Of Sustainable
Competitive Advantage -
A Study In Malaysian
Manufacturing Industries
Gowrie
Vinayan,
Sreenivasan
Jayashree &
Govindan
Marthandan
1. Objective of this research paper is to provide a
measurement criterion for Sustainable Competitive
Advantage for Malaysian manufacturing organizations.
2. Operationalization of Sustainable Competitive
Advantage was carried out considering following
factors:
a.
The Structural Approach
b. The Resource-based View
c. Dynamic- Capability View
d. The Blue Ocean Strategy
3.
The Following Hypothesis were tested:
a.
H1: Effective Supply Chain Management is one
of the measures of Sustainable Competitive
Advantage
b. H2: Organizational Responsiveness is one of the
measures of Sustainable Competitive
Advantage
c.
H3: Product Differentiation and Innovation is
one of the measures of Sustainable
Competitive Advantage
d. H4: Cost Leadership is one of the measures of
Sustainable Competitive Advantage
4. Likert-Style Rating Scale was chosen
5.
Study used cross-sectional design which captured the
perceptions of managers at a point in time
6. Findings obtained indicate that the theoretically
formulated measurement criteria or dimension of SCA
are significantly and positively linked with the construct
‘Sustainable Competitive advantage’.
6
Discreet Manufacturing
Is India Going To Be The
Next Global Hub For High
Tech Manufacturing
Anindya K.
Bhattacharya,
Brooklyn
College/The
City University
of New York,
(212) 427-
1733,
anindyab@bro
oklyn.cuny.edu
1. This paper examines some political economy and
corporate strategy policy issues relating to “discreet
manufacturing” or the application of high-tech skills to
selected manufacturing sectors in India such as
automobiles, automotive components and
pharmaceuticals.
2.
The paper argues that the Indian strategy of moving
down the value chain from high-end areas to more
labour-intensive production at the bottom has not
been able to ensure large-scale job creation.
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3. The paper also maintains that in spite of some
impressive achievements in “pockets of excellence”,
Indian companies still have not reached the stage
where they are able to commercialize new, innovative
manufactured products that could sell in global
markets.
4. Unlike China where manufacturing is moving up the
value chain from low-skilled, labour-intensive
operations to higher-skilled, technology-intensive
areas, India’s strategy appears to be the reverse,
moving down the value chain from high-end, niche
areas that require highly skilled, technologically-
sophisticated labour to more labour-intensive,
assembly-line mass production at the bottom.
5.
Therefore, the employment potential of the high-tech
manufacturing sector in alleviating India’s enormous
unemployment problem cannot be taken for granted.
7
Effects-Of-Vendor-
Managed-Inventory-On-
The-Bullwhip-Effect
Susanne
Hohmann,
University of
Applied
Sciences of
Gelsenkirchen
and FOM
University of
Applied
Sciences,
Germany
Stephan
Zelewski,
University of
Duisburg-
Essen,
Germany
1. The appearance of the bullwhip effect can be attributed
to five reasons in total:
a.
Demand distortion
b. Misperceptions of feedback
c.
Batch ordering
d. Price fluctuations
e. Strategic behaviour
2. The analysis is based on a simple supply chain
consisting of a producer, a wholesaler, a retailer and a
consumer.
3.
Lead Time is considered between Producer Wholesaler
and Retailer but not between retailer & consumer
4. The use of forecast methods and the right perception
of outstanding orders (β = γ) leads to a decreased
bullwhip effect in the supply chain.
5.
The producer’s bullwhip effect is reduced; the retailer’s
bullwhip effect does not occur anymore.
6. The wholesaler is thus not needed in VMI; they even
lead to increased inefficiency in the supply chain.
8
Ergonomic And Usability
Analysis On A Sample Of
Automobile Dashboards.
Raíssa
Carvalho*and
Marcelo
Soares
Departament
of Design,
Federal
University of
Pernambuco,
Av. Prof
Moraes
Rego,1235
Cidade
Universitária,
PE – Brazil
1.
The sample consisted of three dashboards, of three
different makes and characterized as being
a. a popular model
b. an average model
c. a luxury model
2.
The examination was conducted by
a.
observation
b. with the aid of photography
c. notes and open interview
d. questionnaires and
e. performing tasks with users
3. From this it was possible to point to the existence of
problems such as: complaints about the layout, lighting,
colours, available area, difficult access to points of
interaction, such as buttons, and the difficult
nomenclature of dials.
4.
Ergonomic Comparisons were made between the
models regarding serious, medium or mild impact on
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various parameters
5. Comparison was made of usability between models
regarding good, average or poor
9
Frugal Engineering - An
Emerging Innovation
Paradigm
Nirmalya
Kumar and
Phanish
Puranam
1. 6 underlying principles or pillars on which such frugal
engineering efforts often seem to rest:
a. Robustness
b.
Portability
c.
De-featuring
d.
Leapfrog technology
e. Mega scale production
f. Service Ecosystems
2. The article demonstrates how developed world and
developing world have followed different trajectories.
3.
The developed world’s innovators are building for an
ever-expanding bandwidth network and spiralling
toward fancier, costlier, more network-hungry and
status-giving devices.
4. In contrast, emerging market innovators are constantly
seeking new uses for the cheap and basic mobile
phone, which are used for banking, weather forecasts,
market reports, and finding employment.
5.
And the developed world’s domestic demand for ever-
sleeker, faster, fancier devices makes it harder for them
to innovate for the larger, much-less affluent world
outside, one still dominated by frugal wants. It is in this
domain where Indian innovation can make a difference
10
Green Accounting And
Management For
Sustainable
Manufacturing In
Developing Countries
Sherine
Farouk, Jacob
Cherian & Jolly
Jacob
1. The main purpose of the paper is to examine the
literatures that deals with Environmental accounting or
green accounting and sustainability.
2.
The advantage of corporate environmental accounting
initiative is identified as the ability to determine and
create awareness regarding costs related to
environment, which in turn helps in identifying the
techniques for reducing and avoiding costs of such
type.
3.
Due to this advantageous feature, the performance of
the environment has also been improved.
4. The study also makes an attempt to understand how
green accounting has been considered and evaluated
by different authors who have done researches in the
same field.
5.
Based on different studies considered, a procedural
model suitable for most of the developing countries is
selected.
11
Green Value Chain In The
Context Of Sustainability
Development And
Sustainable Competitive
Advantage - A
Conceptual Framework
Jason Tan
Suhaiza
Zailani
1. This article describes the differences between a value
chain and a supply chain.
a.
Value is perceived by the customers rather than
objectively determined by the seller;
b. Value is a subjective experience that is
dependent on context and varies in the eyes of
the beholder;
c. Value occurs when needs are met through the
provision of products, resources, or services;
and
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d. Value is an experience, and it flows from the
customers.
e.
Value typically involves a trade-off between
what the customers receive and what they give
up to acquire and use a product or service.
2. Because value is derived from customer needs,
activities that do not contribute to meeting these needs
are being considered as “non value added” waste which
deserved attention and actions
3.
Grouped the benefits into eight broad categories i.e.
a.
Clean and green operation;
b. Effective operations;
c. Profitability;
d. Competitive product or service;
e.
Market expansion;
f.
Improvement in company image;
g.
Improvement in management; and
h. Others.
4. Indicators of Sustainable Competitive Advantage:
a.
Financial Performance
b. Environmental Performance
c.
Social Performance
14
Human Factors
Identification And
Classification Related To
Accidents ‘Causality On
Hand Injuries In The
Manufacturing Industry
Rosa María
Reyes-
Martínez , Aide
Maldonado-
Macías and
Lilia Roselia
Prado-León
1. The aim of this research was to identify and classify the
human factors that influence human errors and failures
that cause accidents and injuries specifically on hands.
2.
Talking while walking & using hands jewellery were top
2 reasons in personal factors category & performing
tasks without gloves & distraction of worker were top 2
reasons in Human error category
3. Little attention to preventive security & The low
involvement of supervisor in monitoring and risk
detection were top 2 reasons in organisational factors
whereas Poor condition equipment for lack of
maintenance & Lack of safety guards on equipment
were top 2 reasons in Unsafe Conditions
15
Kaizen And Ergonomics -
The Perfect Marriage.
Martin
Antonio
Rodriguez, Luis
Fernando
Lopez
1.
In the beginning, each Team Member of the Kaizen
Circle Group is assessed on issues such as Working
environment, team work, problem solving tools, quality
conscience, quality tools, etc
2. They use the Ishikawa diagram to root out the main
causes that produce the problem
3.
Company’s Ergonomist helps groups to evaluate jobs
and operations, giving advice and general solutions to
the possible cause, developing countermeasures by
themselves.
4. Team Members use the before and after pictures taken
in the workplace after taking the countermeasure.
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2.2
Process Flow DiagramProcess Flow Diagram of Paint Shop – 1 is given below. After Visiting the PS-1, the buffers are
incorporated in its process flow diagram as follows:
Figure 2: Process Flow Diagram of Paint Shop-1
Where, Circles show the buffers between the processes and arrows show the direction of flow of the
cars. In all there were 21 buffers and 22 processes including assembly.
Now based on This Process Flow Diagram, The Areas causing line stoppages are identified and are
grouped as Internal & External as follows
Areas Responsible for StoppageSr. No. Internal External
1 TL-1 Weld Shop-1
2 TL-2 Power Supply
3 TL-3 IT
4 TL-4
5 TL-5
6 PBS-TL
7 Pre-Treatment Area
8 Electro Deposition Area
9 ED Oven
10 SOL Sealing Area11 PVC
TL-1PreTreatment Area
TL-2 Electro-Deposition Area
TL-3
ED Oven SOL Sealing Area
PVCU/C Oven U/C Area
Dry Sanding-1
B6
TL-4
TL-5B10
Interm. Coat BoothI/C Oven
Dry Sanding -2
Top Coat BoothT/C Oven
Touch Up Line
Final Inspection
TL-PBS
B15
B18
B21
Paint Shop-1 Process Flow Diagram
B20
B11
B14
B17
B19
B16
B13
B12B9 B8
B7
B5
B4B3
B2 B1
Assembly
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12 U/C Area
13 U/C Oven
14 Dry Sanding - 1
15 Intermediate Coat Booth
16 I/C Oven
17 Dry Sanding - 2
18 Top Coat Booth
19 T/C Oven20 Touch Up Line
21 Final Inspection
Table 1: Areas responsible for stoppage
After this, the data of 6 months of line stoppages
was collected and categorised into Areas
Responsible for Stoppage and based on when the
line stopped, which area was responsible for
stoppage, how long it took to repair; the MTBF &
MTTR were calculated as shown below:
Months Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 Total
Holidays (A) 8 10 7 5 9 5 44
Days (B) 30 31 31 28 31 30 181
Working (C=B-A) 22 21 24 23 22 25 137
Shifts/Day 2 2 2 2 2 2 2
Working Duration
(mins)/Day960 960 960 960 960 960 960
Working Duration
(mins)21120 20160 23040 22080 21120 24000 131520
Table 3: Working Duration
MTBF = (Total Time Considered-Total Cumulative Time of Line Stoppage)/Total Number of FailuresObserved
MTTR = Total Cumulative Time of Line Stoppage/Total Number of Failures Observed
Availability = MTBF/ (MTBF+MTTR)
Apart from MTBF and MTTR, the standard deviations in repair times were calculated
External Factors influencing line stoppage i.e. Weld, Power & IT were removed for this calculation
Total Days Considered 6 months
Start Date 1st November 2012
End Date 30-April 2013
Total Stoppages 591
Table 2: Duration of data
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2.3
MTBF, MTTR & Standard Deviation of Repair Times
Process MTBF (mins) MTTR (mins)Standard Deviation of
Repair Times (mins)
PBS-TL 2859 14.47 9.02
Final Inspection 43840 8.67 2.31
Touch Up Line 8768 15.53 7.29
T/C Oven 13152 11.7 9.42
T/C Booth 2055 9.72 7.14
Dry Sanding-2 16440 11.38 5.71
I/C Oven 18789 6.86 2.97
I/C Booth 2684 10.81 8.83
TL-5 5978 8 3.91
TL-4 32880 12 12.75
Dry Sanding-1 16440 11.38 5.71
U/C Oven 131520 7 0
U/C Booth 7736 10.1875 4.56
PVC 4384 8.62 6.44
Sol Seal Area 8768 11.79 6.68ED Oven 131520 17 0
TL-3 32880 9 7.44
ED Area 3288 5.84 3.18
TL-2 16440 8.88 5.59
PTA 4871 8.35 4.19
TL-1 7736 11 6.52
Table 4: MTBF, MTTR & Standard Deviation of Repair Times
Now, the system was modelled as following
2.4 Definition of terms
Ideal capacity = capacity for 99.9% availability
Ideal Buffer = buffer for ideal capacity (99.9% availability)
Optimal Buffer = buffer for current level of capacity (solver solution)
Current Buffer = Current level of buffer inventory
Depending on the σbuffer values and Target buffer availability was set at 99.9%. Buffer distribution
was assumed to be Normal Distribution with µ as the number of cars in the buffer at the start of the
day and σ as σbuffer.
Now for 99.9% Availability, Z value corresponds to 3.1
Hence the ideal capacity is (µ+zσbuffer) - (µ-zσbuffer) = 2zσbuffer = 6.2σbuffer
σbuffer was calculated as follows:
Cases were considered for processi and processi+1 as following
Processi Processi+1 ProbabilityWorking Not Working 0.006
Ai Assembly (Y)Ai+1Bi Bi+1
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Not Working Working 0.010
Not Working Not Working 0.000
Working Working 0.984
Table 5: Classification of Events possible
For Each case, σbuffer was evaluated as the Root of sum of squares of standard deviation due to
working process and a standard deviation due to the variation in repair times of not working
process. A weighted average was taken with weights being the probability of that event happening.Finally σbuffer for that buffer was calculated by taking root of the sum of squares of standard
deviations obtained as they were independent events.
For finding out σrepair, historical data was taken and arranged in descending order. Extreme Values of
Repair times were removed (those having Z value >3 σrepair) and σrepair was recalculated till all the
values were under Z<3
External factors causing line stoppage were also ignored like lack of Power Supply and reasons from
Weld Shop-1 & IT.
Finally, the system was modelled as follows
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3.
Paint Shop-1 WIP Optimization ModelVisual Model depicting the ideal capacities, current capacities, buffer availabilities under current
conditions and optimum conditions along with MTBF, MTTR and standard deviations of all the areas
Figure 3: PS-1 WIP Optimization Model
After calculating the buffer availabilities all those buffers with availabilities < 99.9% were identified
as system bottlenecks. The identification was kept dynamic in order to find the bottlenecks
depending on the demand of the assembly. The system identified 5 critical buffers for a lean
demand whereas 11 critical buffers during peak demand.
After this, the buffers were ranked in order of importance depending on the difference between the
ideal buffer and optimum buffer. The more the difference, the more was the design flaw and moreloss expected due to equipment failure.
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4.
Linear Programming
Objective Function:
Maximize:
∑ ∏ ( )×( )
21
Subject to:
1.
∑ Bi211 ≤ Bci….(Capacity Constraint)
2.
∑ Bi ≥ 0211 …..(Non Negativity Constraint)
Where,
Pi(not empty) = Probability buffer is not empty
Pi(not full) = Probability buffer is not full
After Solving the linear programming equations Optimum buffer inventory was calculated for the
current capacities
The output of the Linear Programming was as following:
Figure 4: Output of Linear Programming
After finding out the critical buffers, the processes before and after the buffer were noted and
difference between optimum and ideal buffers gave the priority ranks of the processes. Onlynegative values were considered as positive values meant excess capacity.
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Rank Process Δ (Optimum-Ideal)
1 T/C Booth -14.9
2 I/C Booth -11.9
3 T/C Oven -9.7
4 I/C Oven -7.7
5 ED Area -6.2
6 TL-2 -6
7 Dry Sanding-2 -5.28 Final Inspection -4.4
9 TL-5 -4.2
Table 6: Difference between optimal and ideal buffers
After visiting Paint Shop-2 & Paint Shop-3, their buffer capacities were compared with that of PS-1.
PS-2 & PS-3 had I/C Booth Process followed by Dry Sanding Process without having table lifts. PS-2
had Pre Treatment Area followed by Electro Deposition Area without having Table Lifts. They were
collectively called PT-ED Area.
Buffer
Buffer
CapacityPS-2
Buffer
CapacityPS-3
Buffer
CapacityPS-1
Ideal
Capacities
Bottlenecks
or Non-Bottlenecks
Δ(Opt-
Ideal)
Pre Buffer
Process
Post
BufferProcess
Rank
B1 73 87 114 23Non-
Bottleneck87.0 PBS-TL Assembly 21
B2 3 3 13 12Non-
Bottleneck0.4
Final
InspectionPBS-TL 11
B3 9 7 38 5Non-
Bottleneck30.1
Touch Up
Line
Final
Inspection17
B4 29 30 49 6Non-
Bottleneck40.3 T/C Oven
Touch Up
Line18
B5 1 5 1 13 Bottleneck -6.0 T/C Booth T/C Oven 1
B6 6 50 10 13 Bottleneck -1.3Dry
Sanding-2T/C Booth 7
B7 38 15 53 2Non-
Bottleneck 49.2 I/C OvenDry
Sanding-2 19
B8 3 4 2 10 Bottleneck -4.1 I/C Booth I/C Oven 2
B9 XX XX 9 12 Bottleneck -1.7 TL-5 I/C Booth 5
B10 XX XX 8 4Non-
Bottleneck2.0 TL-4 TL-5 13
B11 1 6 7 2Non-
Bottleneck3.4
Dry
Sanding-1TL-4 15
B12 11 16 8 2Non-
Bottleneck3.9 U/C Oven
Dry
Sanding-116
B13 12 2 1 3 Bottleneck -1.1U/C
BoothU/C Oven 8
B14 1 4 6 8 Bottleneck -0.8 PVCU/C
Booth9
B15 2 6 9 8Non-
Bottleneck0.7
Sol Seal
AreaPVC 12
B16 64 79 75 3Non-
Bottleneck68.6 ED Oven
Sol Seal
Area20
B17 1 2 1 1Non-
Bottleneck0.0 TL-3 ED Oven 10
B18 1 2 1 5 Bottleneck -1.9 ED Area TL-3 4
B19 3 5 2 5 Bottleneck -1.7 TL-2 ED Area 6
B20 XX 4 1 5 Bottleneck -2.1 PTA TL-2 3
B21 6 5 11 7Non-
Bottleneck2.0 TL-1 PTA 14
Table 7: Bottlenecks & their Ranks, Ideal Capacities
PS-1 PS-2 PS-3
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Optimum Buffer Availability 87.51% 87.16 94.72%
Assembly Demand (Cars/Hr) 74 44 45
Table 8: Optimum Buffer Availability of PS-1, 2, 3
Comparing the three paint shops we understand that PS-2 and PS-3 are able to provide better
availability of buffers due to lower assembly demands of AS-2 & AS-3 along with having more buffer
capacities for similar failure distributions.
4.1 Inclusion of Process ConstraintSo far the calculations were based on the assumption of Paint Shop being able to match assembly
demand and keeping the speed of flow as required. However due to process constraints, Paint Shop
cannot match assembly demand when it’s too high. Considering a takt time of 49 seconds, Paint
Shop can theoretically produce 3600/49=73.46 cars per hour leading to production of 1285 cars per
day for 17.5 working hours per day of Paint Shop. That is equivalent to approximately 80 cars per
day demand of assembly.
4.2 Timings of Assembly-1 & Paint Shop-1
Assembly-1 Paint Shop-1
Time(Mins) From To From To Time(Mins)
105 6:30:00 am 8:15:00 am 6:30:00 am 8:22:30 am 112.5
162.5 8:22:30 am 11:05:00 am 8:22:30 am 11:35:00 am 192.5
145 11:35:00 am 2:00:00 pm 11:35:00 am 2:07:30 pm 152.5
202.5 2:07:30 pm 5:30:00 pm 2:07:30 pm 5:37:30 pm 210
152.5 5:37:30 pm 8:10:00 pm 5:37:30 pm 8:40:00 pm 182.5
95 8:40:00 pm 10:15:00 pm 8:40:00 pm 10:22:30 pm 102.5
97.5 10:22:30 pm 12:00:00 am 10:22:30 pm 12:00:00 am 97.5
960 1050
Total Time (Hrs) 16 Total Time(Hrs) 17.5
Table 9: Working Hours Assembly & Paint Shop, Plant-1
As a Result for meeting the assembly demand of 1600 cars per day, more cars need to be kept in
Paint Shop as Reserve. Also, there are equipment failures which cause gaps in cars reaching the
assembly so they need to be compensated. Also, in the case of bottlenecks, the deficit of optimum
and ideal buffer inventory should be compensated through reserve.
4.3 Technical Constraints on Buffers:After the painting process the car needs to immediately go to Oven or else the paint coagulates and
doesn’t bind well with the surface. Also the finish of the paint is affected. As a result After the I/C
Booth, T/C Booth, U/C Booth & ED Area it immediately goes to its respective ovens with only a
buffer space of 1 to 2 cars in between.
4.4 SimulationA Simulation was prepared in the excel sheet to depict the importance of standard deviation of the
Buffers in the Availability of the cars between processes and also to get the feel of the system. A
Speedometer was prepared with black indicator depicting number of cars in the buffer and yellow
marker suggesting the optimum level to keep.
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Figure 5: Simulation Buffer Indicators
Red Area indicated that the Number of cars is approaching full or empty. They were kept at 10% of
the Buffer Capacity. Random Numbers in excel were used to simulate the effect of deviation from
mean.
4.13
Near
Full
99.04
Near
Full
4.62
Near
FullNear
Empty
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5.
WIP in ProcessesTotal number of cars in processes depends on the type of process and whether the cars get stacked
and move close to each other, whether it is manual or automated. Some processes have fixed
number of cars irrespective of assembly demand whereas some processes have a fixed processing
time which means the number of cars inside the process decrease when the speed of the flow
decreases and there are more gaps between consecutive cars.
After visiting the line the number of cars in the processes was calculated as follows
Process Cars in the
process
Cars before it
reaches
assembly
Time for gap to
reach assembly
(hrs)
Time for buffer to empty (mins)
PBS-TL 1 100 1.36 81
Final Insp. 8 106 1.44 5
Touch Up Line 15 146 1.99 26
T/C Oven 42 205 2.79 35
T/C Booth 19 247 3.37 0
DS-2 7 271 3.69 4
I/C Oven 42 329 4.47 41
I/C Booth 14 372 5.06 1
TL-5 1 390 5.31 4
TL-4 1 395 5.38 3
DS-1 5 401 5.46 4
U/C Oven 30 411 5.59 4
U/C Booth 2 441 6.00 0
PVC 2 446 6.07 2
Sol Seal Area 11 453 6.16 4
ED Oven 32 534 7.27 57
TL-3 1 566 7.71 0
ED Area 22 568 7.73 0
TL-2 1 591 8.04 1
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PTA 32 592 8.06 0
TL-1 1 630 8.58 5
Table 10: Cars in Processes
The ones which are marked yellow are the ones which depend on assembly demand
After this, from the linear programming solution, the total number of cars ahead of a particular car
in a process was calculated and also the time taken for a car gap to reach assembly was evaluated.
6. Total Paint Shop-1 WIP neededTotal WIP needed by Paint Shop depends on:
1. Buffers (α)
o
Cars that are between two consecutive processes
2.
Buffer Capacity Compensation(α1)
o
Compensation for the cars which we cannot keep in buffers due to inadequate
capacities
o This is to tackle the failures which are transferred due to blockage or starvation
3. Reserves (β)
o
These are the cars which are out from final inspection and kept as reserve when
assembly demand is higher than what Paint Shop can supply
4. Failure Compensation (β1)
o
These are the cars to be kept for compensating the gaps occurring due to inherent
failures of processes
5.
Processes (γ)
o
These are the cars which are inside the processes and work is being done on them
After solving the linear programming equations varying the assembly demand from 960 (60 cars/hr)
to 1600 (100 cars/hr) cars per day and adding the components we get the following graph:
PS WIP = α+α1+β+β1+γ
No of Cars = Max Capacity x Min Cycle time/Current Cycle
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Figure 6: PS-1 WIP % Needed
From the graph we can see that the WIP % reaches a minimum of 52.73% when assembly demand
approaches 80 cars/hr and then again increases to a maximum of 61.84% as assembly demand
reaches 100 cars/hr.
0.00
10.00
20.00
30.00
40.00
50.00
60.00
70.00
60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 100
W I P a s % o f A s s e m b l y D e m a n d
Assembly Demand (Cars/hr)
PS-1 WIP needed
% of Assembly Demand
Total Cars in Buffers "α" as % of Assembly Demand
Total Cars in Reserve "β" as % of Assembly Demand
Total Cars in Processes as % of Assembly Demand
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7.
As Is AnalysisActual WIP in Paint Shop-1 for the month of May is given in the following Graph:
Date A Shift B Shift PLAN PBON PBOKA Shift
WIP%
B Shift
WIP%
01-May 592 615 1266 1234 1248 46.8 49.8
02-May 610 627 1266 1292 1278 48.2 48.5
03-May 652 663 1110 1154 1131 58.7 57.5
04-May 634 596 1266 1181 1203 50.1 50.506-May 602 601 1221 1215 1215 49.3 49.5
07-May 623 606 1221 1216 1232 51.0 49.8
08-May 638 621 1221 1208 1207 52.3 51.4
09-May 673 618 1222 1154 1145 55.1 53.6
10-May 651 606 1221 1185 1224 53.3 51.1
13-May 595 625 1222 1230 1186 48.7 50.8
14-May 539 550 1221 1116 1099 44.1 49.3
15-May 574 585 1221 1239 1234 47.0 47.2
16-May 615 602 1239 1213 1207 49.6 49.6
17-May 634 617 1239 1201 1238 51.2 51.4
20-May 632 575 1239 1162 1164 51.0 49.5
21-May 553 552 1239 1272 1166 44.6 43.4
22-May 564 532 1238 1176 1190 45.6 45.2
23-May 575 521 1238 1181 1150 46.4 44.1
27-May 476 478 1239 1145 1185 38.4 41.7
28-May 547 533 1239 1221 1237 44.1 43.7
29-May 555 571 1239 1213 1197 44.8 47.1
30-May 609 576 1239 1200 1216 49.2 48
Total 597.4 585.0 1230.3 1200.4 1197.8 48.6 48.8
Table 11: A & B shift actual WIP%
Figure 7: Actual PS-1 WIP% for May
From this graph, we can clearly see that WIP in Paint Shop-1 is clearly below optimum levels of 55%
and the average WIP % for month of May was 48.7%
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
% o f A s s e m b l y D e m a n d
Actual PS WIP% for May
A Shift WIP% B Shift WIP% Optimum
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7.1 Influence of Weld Shop-1 and Assembly Shop-1 on WIP of Paint
Shop-1The following graph depicts the plan versus actual of Weld Shop-1 and Assembly Shop-1 which
influences the WIP of Paint Shop-1
Date PLAN
WB
OK
AB
ON
Weld
Overproduction
Assembly
Overproduction
Weld
Cummulative
Overproduction
Assembly
Cumulative
Overproduction
01-May 1220 1223 1283 3 63 3 63
02-May 1220 1185 1287 -35 67 -32 130
03-May 1070 1198 1118 128 48 96 178
04-May 1220 1221 1253 1 33 97 211
05-May 1221 1204 1253 -17 32 80 243
07-May 1221 1204 1228 -17 7 63 250
08-May 1220 1257 1231 37 11 100 261
09-May 1221 1221 1229 0 8 100 269
10-May 1222 1265 1204 43 -18 143 251
11-May 1221 1219 1240 -2 19 141 270
13-May 1222 1223 1238 1 16 142 28614-May 1221 1239 1232 18 11 160 297
15-May 1221 1256 1240 35 19 195 316
16-May 1239 1240 1249 1 10 196 326
17-May 1239 1244 1238 5 -1 201 325
20-May 1239 1177 1245 -62 6 139 331
21-May 1240 1240 1247 0 7 139 338
22-May 1238 1229 1251 -9 13 130 351
23-May 1238 1217 1246 -21 8 109 359
27-May 1191 1182 1187 -9 -4 100 355
28-May 1190 1261 1198 71 8 171 363
29-May 1189 1219 1205 30 16 201 379
30-May 1189 1217 1204 28 15 229 394
Total 27912 28141 28306 229 394
Table 12: Weld & Assembly Plan vs Actual Production
Figure 8: Cumulative Overproduction of Weld Shop & Assembly Shop, Plant-1 for May
-100
0
100
200
300
400
500
N u m b e r o f C a r s
Date
Cumulative Overproduction -Weld & Assembly
Assembly Cumulative Overproduction Weld Cummulative Overproduction
Plan
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8.
FindingsSome of my findings are as follows:
From the above graph we can clearly observe that Assembly Shop-1 has been regularly
overproducing which has been the main cause of low WIP % of Paint Shop-1.
Out of 23 working days only 1 day assembly has produced cars which are less than its Plan
and the rest 22 days it has over produced.
The Cumulative Overproduction of Assembly for month of May was 394 cars.
Weld shop-1 also has a cumulative overproduction of 229 cars but still that has meant a WIP
loss of 165 cars (nearly 13.75%) for Paint Shop-1 over the course of a month.
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9. Key Learning
Some of the key learning includes:
Acquaintance with Automotive Industry and its working.
Working of a Paint Shop in an automobile plant.
Important of maintaining flow of cars and the subsequent role of buffers in facilitating a
regular flow to maintain system availability for a mass production system.
Criticality of bottlenecks and process constraints while meeting the demand of products.
Importance of Reserves and compensation for gaps in the process flow.
When we try to maximize the output of local system it is not necessary to result in global
maximum output. In this case, overproduction of assembly caused less WIP in Paint Shop
causing it to be inefficient. Hence it is very important to have a global perspective and a
global control which is the need of the hour.
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10.
Conclusion & Recommendations
Conclusion (Identifying the key issues)After analyzing the process WIP of Paint Shop-1 it can be said that:
The buffer capacities of the paint shop are designed for minimization of transfer of line
stoppages however they are far from ideal and as the equipments fail in a more dynamic
way the capacities are however inflexible for such adjustment
Paint Shop process control includes having enough cars in its system as work in process
at the beginning of the day so that it is able to successfully meet the demand of the
assembly
From the calculations stated above it can be concluded that WIP% is also dynamic
depending on the demand of the assembly and from the graph we can see that it
decreases to a minimum of 52.73% for assembly demand of 1280 cars/day to a
maximum of 61.84% for 1600 cars/day
Although Assembly, Paint and Weld Shop receive the same Plan from Production
Planning & Control, the actual productions for the day are different from the plan and
because of this the WIP of Paint Shop is affected.
Recommendations
The following recommendations are suggested by me from my findings:
By knowing where the line stoppage has occurred we know the time it would take for
the gap to reach the assembly. So the cars can be kept ready for transfer accordingly
instead of a reactive approach
Hourly update of Assembly Shop to Weld Shop about the level of production achieved so
that if there is a case of overproduction by assembly, the same can be matched by weld
shop causing the WIP of Paint Shop to remain optimum.
Buffer inventory to kept as suggested by the Linear Programming outcome whichconveys that enough buffer should be kept so that there is a combined least probability
of becoming empty or full
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References:1. http://www.indiainfoline.com/Markets/Company/Background/Company-Profile/Maruti-
Suzuki-India-Ltd/532500
2. http://articles.economictimes.indiatimes.com/2013-01-03/news/36130684_1_diesel-cars-
maruti-suzuki-s-gujarat-gujarat-plant
3.
http://www.marutisuzuki.com/accolades.aspx#
4.
http://www.mdi.ac.in/elibrary/Online_Resources.html
5. http://www.marutisuzuki.com/vision-core-values.aspx
6. http://en.wikipedia.org/wiki/Maruti_Suzuki
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Appendix A: Line Stoppage DataS.No Date Shift Shop Fault Line Downtime (Min.)
1 1-Nov-12 B PS1 L-5 HIGH VOLTAGE TROUBLE 8
2 1-Nov-12 B PS1 R-1 SYSTEM ERROR TROUBLE 10
3 1-Nov-12 A PS1 R-1 SYSTEM ERROR TROUBLE 5
4 1-Nov-12 A PS1 ST-11B TROUBLE 13
5 1-Nov-12 B PS1 WBS HANGER STOP 8
6 1-Nov-12 A PS1 WBS HANGER STOP 4
7 1-Nov-12 A PS1 WBS HANGER STOP 38 1-Nov-12 A PS1 WBS POWER TRIP 15
9 1-Nov-12 B PS1 WBS YV4 OUT 7
10 1-Nov-12 A PS1 WBS ZERO 20
11 2-Nov-12 C PS1 IC ROBOT R-4 TURBINE FAULT 5
12 2-Nov-12 A PS1 P-18 OVERLOAD 25
13 2-Nov-12 A PS1 R-1 SYSTEM ERROR TROUBLE 7
14 2-Nov-12 B PS1 R-1 SYSTEM ERROR TROUBLE 7
15 2-Nov-12 A PS1 ROBOT HIGH VOLTAGE 15
16 2-Nov-12 B PS1 ST1C CLAMP NO 4 TROUBLE 5
17 3-Nov-12 A PS1 R-1 SYSTEM ERROR TROUBLE 15
18 3-Nov-12 B PS1 R-1 SYSTEM ERROR TROUBLE 6
19 3-Nov-12 B PS1 ST11B CLAMP NO 1 TROUBLE 4
20 5-Nov-12 A PS1 R-1 SYSTEM ERROR TROUBLE 1021 6-Nov-12 B PS1 ALTO MODEL OUT AT PT HANGER 10
22 6-Nov-12 B PS1 RITZ MODEL OUT AT PT HANGER 10
23 6-Nov-12 B PS1 RITZ MODEL OUT AT PT HANGER 5
24 6-Nov-12 A PS1 T/C DATA SHIFT WIPING ZONE TROUBLE 10
25 7-Nov-12 A PS1 PBS TL-1 HANGER STOP OVER HAD 13
26 7-Nov-12 B PS1 ST-11B CLAMP PROBLEM 5
27 7-Nov-12 B PS1 WBS GAP 10
28 9-Nov-12 B PS1 CAR BODY STRUCK IN PVC TL 6
29 9-Nov-12 C PS1 SEALER PUMP - AIR TROUBLE 15
30 9-Nov-12 B PS1 ST IC TROUBLE 5
31 9-Nov-12 B PS1 ST-1B CAR OUT 5
32 9-Nov-12 B PS1 WBS ALTO OUT 5
33 9-Nov-12 B PS1 WBS HANAGER STOP 434 10-Nov-12 B PS1 NP-6 trouble 3
35 10-Nov-12 A PS1 P_16 Conveyor trouble 4
36 10-Nov-12 A PS1 PVC shuttle trouble 12
37 10-Nov-12 C PS1 WBS hanger stop 10
38 11-Nov-12 C PS1 LIGHT TROUBLE - T/UP & T/C 10
39 11-Nov-12 A PS1 NP3 DOG MISS 10
40 11-Nov-12 B PS1 NP-8 EXIT STOPPER TROUBLE 7
41 11-Nov-12 A PS1 PVC SHUTTLE ALTO OUT 6
42 11-Nov-12 A PS1 ST11B CLAMP NO.2 TROUBLE 5
43 11-Nov-12 C PS1 SWR-2M & p-21 OVER LOAD 10
44 11-Nov-12 C PS1 SWR-2M & p-21 OVER LOAD 10
45 11-Nov-12 B PS1 T/C ROBOT L-5 TROUBLE 3
46 11-Nov-12 B PS1 T/C ROBOT R-1 SYSTEM ERROR TROUBLE 347 11-Nov-12 A PS1 TL-2 SEQUENCE TROUBLE 8
48 17-Nov-12 A PS1 F01 TROUBLE 5
49 17-Nov-12 B PS1 F-1 EXIT PAUSE TROUBLE 5
50 17-Nov-12 B PS1 F-1 EXIT PAUSE TROUBLE 5
51 17-Nov-12 A PS1 NP-9 OVERLOAD 15
52 17-Nov-12 A PS1 P-21 OVERLOAD 30
53 17-Nov-12 A PS1 ST-11M TROUBLE 20
54 17-Nov-12 A PS1 T/C DATA COUNT TROUBLE 10
55 17-Nov-12 A PS1 TL-3 TROUBLE - LINK ERROR 20
56 17-Nov-12 B PS1 WBS ALTO OUT 12
57 19-Nov-12 B PS1 Alto body out in PVC 5
58 19-Nov-12 B PS1 F-1 entrance body out Yv-4 5
59 19-Nov-12 A PS1 F-3 TROUBLE 1560 19-Nov-12 C PS1 IC L 5 HIGH VOLTAGE TROUBLE
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61 19-Nov-12 A PS1 IC R-4 & 5 HIGH VOLTAGE TROUBLE 15
62 19-Nov-12 B PS1 L-5 high voltage trouble 9
63 19-Nov-12 B PS1 R-1 station ES gun two not working 10
64 19-Nov-12 B PS1 R-1 system Error –Top Coat 10
65 19-Nov-12 A PS1 SEALER PUMP NOT WORKING 8
66 19-Nov-12 A PS1 T4 - 1 TROUBLE 7
67 19-Nov-12 A PS1 T4 - 6 TROUBLE 10
68 19-Nov-12 A PS1 T4 - 6 TROUBLE 7
69 19-Nov-12 A PS1 T4 - 6 TROUBLE 4
70 19-Nov-12 A PS1 T4 - 6 TROUBLE 371 19-Nov-12 A PS1 T4 - 6 TROUBLE 3
72 19-Nov-12 A PS1 T4 - TROUBLE 10
73 19-Nov-12 A PS1 WBS HANGER STOP 10
74 20-Nov-12 C PS1 IC ROBOT L-5 HIGH VOLTAGE 24
75 20-Nov-12 A PS1 NP HK TROUBLE 15
76 20-Nov-12 B PS1 PBS OVER HEAD HANGER 19
77 20-Nov-12 B PS1 PVC TL LOADING TROUBLE 10
78 20-Nov-12 A PS1 SWR 3N TROUBLE 15
79 20-Nov-12 A PS1 T/C AUTO SELECTION TROUBLE 30
80 20-Nov-12 B PS1 T/C AUTO SELECTION TROUBLE 10
81 20-Nov-12 B PS1 TL-5 ST-2H TROUBLE 8
82 21-Nov-12 A PS1 Pipe burst (pencil) gun left side trouble 12
83 21-Nov-12 A PS1 PVC pump problem 584 21-Nov-12 A PS1 sealer pump probllem 5
85 21-Nov-12 A PS1 T/C oven trouble 28
86 21-Nov-12 A PS1 T/C selection trouble 20
87 21-Nov-12 B PS1 WBS car out 5
88 22-Nov-12 A PS1 PVC gun proble 10
89 22-Nov-12 A PS1 Robot trouble 10
90 22-Nov-12 A PS1 T/C selection trouble (100 times) 10
91 22-Nov-12 A PS1 YV4 body out at pvc shuttle 4
92 22-Nov-12 A PS1 YV4 body out at pvc shuttle 4
93 23-Nov-12 B PS1 P.B.S conveyor stop many times 15
94 23-Nov-12 A PS1 PBS -TL power problem 130
95 23-Nov-12 C PS1 PBS -TL Trouble 10
96 23-Nov-12 B PS1 PL 2S Trolly sturk to pussar area 12
97 24-Nov-12 A PS1 F-2 entrance trouble 4
98 24-Nov-12 A PS1 ST 11 B Body out 9
99 24-Nov-12 A PS1 U/C PVC pump stop 3
100 26-Nov-12 A PS1 WBS All model zero 77
101 26-Nov-12 B PS1 WBS All model zero 15
102 26-Nov-12 B PS1 WBS Body out 3
103 26-Nov-12 B PS1 Wrong model in PVC shuttle (two times) 25
104 27-Nov-12 A PS1 PBS over head convayor stop due to overload. 39
105 27-Nov-12 A PS1 WBS All model zero 60
106 29-Nov-12 A PS1 WBS All model zero 25
107 3-Dec-12 A PS1 BODY DRAILED AT NP 8 EXIT 5
108 3-Dec-12 A PS1 F-3 SEQUENCE TROUBLE 7
109 3-Dec-12 B PS1 PBS OVER HEAD STOP
110 3-Dec-12 A PS1 PVC SHUTTLE SEQUENCE TROUBLE 7
111 3-Dec-12 A PS1 T/C ROBOT POWER OFF 13
112 3-Dec-12 A PS1 TC GROUPING AREA STOPPER NOT OPEN 6
113 4-Dec-12 B PS1 R-1 ROBOT TROUBLE 6
114 4-Dec-12 B PS1 WBS GAP 13
115 5-Dec-12 B PS1 STIC ALTO CLAMP NOT OPEN 3
116 5-Dec-12 A PS1 WBS ALTO OUT 4
117 5-Dec-12 A PS1 WBS EECO OUT 5
118 5-Dec-12 B PS1 WBS GAP 6
119 5-Dec-12 A PS1 WBS HANGER STOP 6
120 5-Dec-12 A PS1 WBS HANGER STOP 4
121 5-Dec-12 A PS1 WBS HANGER STOP 3
122 5-Dec-12 B PS1 WBS PART TROLLEY OUT 5
123 6-Dec-12 A PS1 WBS HANGER STOP 6
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124 6-Dec-12 A PS1 ST-IB WAGON R OUT 4
125 6-Dec-12 B PS1 PST-IH TROUBLE 10
126 6-Dec-12 A PS1 PVC SHUTTLE ALTO OUT 7
127 6-Dec-12 A PS1 F-3 GROUP TROUBLE 5
128 7-Dec-12 A PS1 IC YV4 MODEL MANUAL OPERATE 10
129 7-Dec-12 A PS1 PVC LIFT TROUBLE 5
130 7-Dec-12 A PS1 TL-3 CAR BODY OUT 4
131 7-Dec-12 A PS1 TL-5 UNLOADING FAULT - CAR MODEL 10
132 8-Dec-12 A PS1 PT HANGER NO. 7 ALTO OUT 12
133 8-Dec-12 A PS1 SEALER PUMP NOT WORKING 12134 8-Dec-12 B PS1 ST1C TROUBLE 15
135 8-Dec-12 A PS1 WBS ALTO BODY OUT 3
136 8-Dec-12 A PS1 WBS CAR OUT 7
137 8-Dec-12 B PS1 WBS HANGER STOP 5
138 8-Dec-12 A PS1 WBS TROUBLE ( TL-1) 3
139 8-Dec-12 A PS1 WBS TROUBLE YR-9 OUT 3
140 10-Dec-12 A PS1 PT HANGER NO. 6 NG 12
141 10-Dec-12 A PS1 ST-11D ALTO OUT 7
142 10-Dec-12 A PS1 ST-1D CLAMP NG 5
143 10-Dec-12 B PS1 TL-2 PART TROLLEY CLAMP NG 5
144 10-Dec-12 B PS1 TL-4 CLAIN FAULT 10
145 10-Dec-12 B PS1 WBS ALTO OUT 3
146 10-Dec-12 B PS1 WBS YV4 OUT 3147 11-Dec-12 A PS1 CB-2K PROBLEM 5
148 11-Dec-12 A PS1 F-3 FAULT 4
149 11-Dec-12 A PS1 IC ROBOT L-5 TROUBLE 7
150 11-Dec-12 A PS1 PVC TL-1 RITZ OUT 10
151 11-Dec-12 A PS1 ST-1B BODY OUT 4
152 11-Dec-12 A PS1 TL-1 ATTATCHMENT TROUBLE 15
153 11-Dec-12 B PS1 WBS YV4 OUT 6
154 11-Dec-12 B PS1 WBS ZERO 6
155 12-Dec-12 B PS1 L0-2 ROBOT - HIGH VOLTAGE 10
156 12-Dec-12 A PS1 PVC SHUTTLE TL-1 ALTO OUT 12
157 14-Dec-12 A PS1 UNDERCOAT PUMP A & B VALVE TROUBLE 5
158 14-Dec-12 A PS1 WBS GAP 8
159 14-Dec-12 A PS1 WBS GAP 7
160 14-Dec-12 A PS1 WBS GAP 5
161 15-Dec-12 A PS1 IC ROBOT R-5 TURBINE FAULT 10
162 15-Dec-12 A PS1 PVC TL-1 ALTO OUT 5
163 17-Dec-12 B PS1 F-3 GROUP-3 ENTRANCE TROUBLE 10
164 17-Dec-12 B PS1 PVC SHUTTLE- ALTO OUT 5
165 17-Dec-12 A PS1 PVC SHUTTLE TROUBLE 33
166 20-Dec-12 A PS1 WBS All model zero 88
167 3-Jan-13 C PS1 BOTH SELAER PUMP NOT WORKING 195
168 3-Jan-13 A PS1 OH3 OVERLOAD 7
169 3-Jan-13 B PS1 POWER TRIP RPS PS-1 45
170 3-Jan-13 A PS1 TL-1 LOADING FAULT 27
171 3-Jan-13 A PS1 TL-1 LOADING FAULT 25
172 5-Jan-13 C PS1 IC ROBOT L02 PAINT SPITTING TROUBLE 8
173 5-Jan-13 B PS1 L-3 ROBOT TROUBLE 17
174 5-Jan-13 A PS1 LINE STOP BY TAKISHA 10
175 5-Jan-13 A PS1 LINE STOP BY TAKISHA 10
176 5-Jan-13 B PS1 PBS OVER HEAD CONVEYOR TROUBLE 28
177 5-Jan-13 C PS1 PBS TL LOADING ERROR 25
178 5-Jan-13 B PS1 PT PANEL TRIP 13
179 5-Jan-13 A PS1 R-6 ROBOT TROUBLE 30
180 5-Jan-13 B PS1 SEQUENCE ERROR 15
181 5-Jan-13 A PS1 ST-1C TROUBLE 10
182 5-Jan-13 A PS1 TL - 5 LOADING TROUBLE 20
183 7-Jan-13 A PS1 IC R-2 & R3 HIGH VOLTAGE TROUBLE 25
184 7-Jan-13 B PS1 F-2 OVERLOAD 13
185 7-Jan-13 A PS1 HANGER SHORTAGES 15
186 7-Jan-13 B PS1 IC ROBOT L-5 HEAD BOLT BROKEN 5
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187 7-Jan-13 B PS1 IC ROBOT R-4 PIPE PUNCTURE 5
188 7-Jan-13 B PS1 PBS ;OADING TROUBLE 10
189 7-Jan-13 B PS1 RITZ OUT IN T/C 10
190 7-Jan-13 A PS1 SKR-2L TROUBLE - GROUPING AREA 10
191 7-Jan-13 B PS1 TL-1 PHOTO CELL TROUBLE 10
192 7-Jan-13 A PS1 VTS SYSTEM DOWN 15
193 8-Jan-13 B PS1 BODY DERAILED IN T/C OVEN 208
194 8-Jan-13 B PS1 BODY DERAILED IN T/C OVEN 85
195 8-Jan-13 A PS1 HANAGER NO 36 NG 3
196 8-Jan-13 A PS1 OH1 ENTRANCE TROUBLE 3197 8-Jan-13 A PS1 OH-1 LIMIT SWITCH OVERLOAD 10
198 8-Jan-13 A PS1 ST11B VY4 BODY OUT 3
199 8-Jan-13 A PS1 ST-1D EECO CLAMP NOT OPEN 5
200 9-Jan-13 A PS1 F-1 ENTRANCE TROUBLE 5
201 9-Jan-13 A PS1 F-1 ENTRANCE TROUBLE 4
202 9-Jan-13 B PS1 OH2 OVERLOAD 15
203 9-Jan-13 B PS1 OH3 OVERLOAD 5
204 9-Jan-13 C PS1 P-16 CONVEYOR STOP 28
205 9-Jan-13 A PS1 ST11B OMNI CLAMP NOT OPEN 4
206 9-Jan-13 C PS1 ST-2B HANGER TROUBLE 10
207 9-Jan-13 A PS1 STIC YV4 CLAMP NOT OPEN 3
208 9-Jan-13 A PS1 TL-2 CYCLE STOP IN PART TROLLEY 5
209 9-Jan-13 B PS1 WBS HANGER STOP 6210 10-Jan-13 A PS1 OH1 ENTRANCE TROUBLE 5
211 10-Jan-13 A PS1 OH-1 IC TROUBLE 19
212 10-Jan-13 A PS1 PBS BODY STOP 10
213 10-Jan-13 A PS1 R-8 SYSTEM ERROR 5
214 11-Jan-13 B PS1 PBS QHC STOP 5
215 11-Jan-13 A PS1 ST1C CLAMP NO.1 TROUBLE 5
216 11-Jan-13 A PS1 TL-2 PART TROLLEY OUT 7
217 11-Jan-13 B PS1 WBS ZERO 12
218 11-Jan-13 A PS1 WBS ZERO 10
219 12-Jan-13 A PS1 DUMMY OMNI OUT AT RPS 5
220 12-Jan-13 A PS1 ED OVEN ENTRANCE TROUBLE 17
221 12-Jan-13 A PS1 PBS OVER HEAD CONVEYOR STOP 8
222 12-Jan-13 A PS1 PBS OVER HEAD CONVEYOR STOP 4
223 12-Jan-13 B PS1 ST-11B BODY OUT 4
224 12-Jan-13 B PS1 ST-IC CLAMP TROUBLE 4
225 12-Jan-13 A PS1 TL-5 LIMIT SWITCH FAULT 5
226 14-Jan-13 A PS1 Dog stuck at NP-9 exit 20
227 14-Jan-13 A PS1 PBS Hanger stop during lunch time
228 14-Jan-13 A PS1 PT Hanger stop 4
229 14-Jan-13 B PS1 R1 Hight voltage trouble 20
230 14-Jan-13 B PS1 R1 Hight voltage trouble 10
231 14-Jan-13 C PS1 R1 system error trouble 6
232 14-Jan-13 A PS1 Under coat SGC off 15
233 14-Jan-13 A PS1 WBS Omni out 5
234 15-Jan-13 B PS1 BR Robot high voltage 5
235 15-Jan-13 B PS1 BR Robot paint control not for passion red 15
236 15-Jan-13 A PS1 F-7 Stop due to latch trouble 9
237 15-Jan-13 A PS1 NP-4 overload due to LS 4
238 15-Jan-13 B PS1 OH-1 STOP 10
239 15-Jan-13 B PS1 P-21 coneyor not runing 20
240 15-Jan-13 A PS1 PBS -OHC trouble 5
241 15-Jan-13 A PS1 T/C Robot l-8 system error trouble 8
242 15-Jan-13 B PS1 WBS Eeco out 6
243 15-Jan-13 B PS1 WBS Omni out (two time ) 10
244 16-Jan-13 B PS1 GR.7 FAULT 16
245 16-Jan-13 B PS1 ST11B TROUBLE 4
246 16-Jan-13 B PS1 UNDER COAT MODIFICATION 10
247 17-Jan-13 B PS1 1B trouble 12
248 17-Jan-13 A PS1 Dolly stopper broken at TL-1 10
249 17-Jan-13 A PS1 DS-1 Syncro trolly panel wire loose 10
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250 17-Jan-13 B PS1 P-21 not running 8
251 17-Jan-13 B PS1 PBS OK conveyor trouble 17
252 17-Jan-13 A PS1 PBS STOP 15
253 17-Jan-13 C PS1 PBS TL CPU ERROR 140
254 17-Jan-13 C PS1 PBS TL CPU error 60
255 17-Jan-13 B PS1 PBS TL HANGER STOP 20
256 17-Jan-13 B PS1 PBS TL HANGER STOP 5
257 17-Jan-13 A PS1 Sealer line main panel trip 25
258 17-Jan-13 B PS1 Sealer Pump not working 23
259 17-Jan-13 B PS1 WBS Eeco out 5260 19-Jan-13 C PS1 H/ROOF EECO L-3 LIGHT ERROR 20
261 19-Jan-13 B PS1 L-5 T/C ROBOT HIGH VOLTAGE 10
262 19-Jan-13 B PS1 PART TROLLEY TROUBLE 10
263 19-Jan-13 A PS1 PBS LOADING STOP 10
264 19-Jan-13 A PS1 PS-IK TROUBLE 6
265 19-Jan-13 B PS1 TL-4 BODY OUT 30
266 19-Jan-13 B PS1 WBS ALTO OUT 11
267 21-Jan-13 C PS1 P-21 OVER LOAD 30
268 21-Jan-13 C PS1 IC ROBOT R-3 HEAVY ERROR 10
269 21-Jan-13 A PS1 PAINT SPOT ( L-7/R-7 ROBOT) 11
270 21-Jan-13 A PS1 PBS OVERLOAD CONVEYOR STOP 10
271 21-Jan-13 A PS1 POWER TRIP LOW AIR PRESSURE 6
272 21-Jan-13 C PS1 SWR TROUBLE AT PBS 20273 22-Jan-13 C PS1 OH1 EXIT PAUSE TROUBLE 31
274 22-Jan-13 B PS1 OH1 EXIT PAUSE TROUBLE 10
275 22-Jan-13 A PS1 S.K R 2N Problem 10
276 22-Jan-13 B PS1 SKR IB TROUBLE 6
277 22-Jan-13 A PS1 ST 11 M problem 12
278 22-Jan-13 B PS1 ST 11B CLAMP NO.2 DOLLY PIN BROKEN 5
279 22-Jan-13 A PS1 VTS not working problem 20
280 23-Jan-13 A PS1 ED body repair 20
281 23-Jan-13 A PS1 Line-1(Omni Line) problem 10
282 23-Jan-13 C PS1 PVC Auto spray Gun problem 5
283 23-Jan-13 A PS1 PVC Sealer gun problem 15
284 23-Jan-13 B PS1 pvc Shuttle YV4 body out 7
285 23-Jan-13 A PS1 ST-12B stopper problem 12
286 23-Jan-13 A PS1 TL-1 loading Fault 5
287 24-Jan-13 A PS1 NP9 GYPSY DOOR OPEN 10
288 24-Jan-13 B PS1 PAINT NOT COMING - PASSION RED LINE 15
289 24-Jan-13 C PS1 PBS - OHC STOP 10
290 24-Jan-13 A PS1 STORAGE FRICITION STOP 6
291 24-Jan-13 A PS1 WBS YE3 OUT 4
292 24-Jan-13 A PS1 YV4 LINE NO. STOP 15
293 25-Jan-13 B PS1 DS-1 SYNCRO TROLLEY TROUBLE 5
294 25-Jan-13 B PS1 F-4 ENTRANCE TROUBLE 7
295 28-Jan-13 A PS1 IC R-3 ,R-5 ROBOT TROUBLE 20
296 28-Jan-13 A PS1 FST2A TROUBLE 4
297 28-Jan-13 A PS1 I/C NP-3 EXIT TROUBLE 18
298 28-Jan-13 B PS1 IC ROBOT HIT WITH AUTHO CLEANING SYSTEM 15
299 28-Jan-13 A PS1 PVC GUN NOT WORKING 10
300 28-Jan-13 A PS1 ST1C CLAMP NO.4 TROUBLE 5
301 28-Jan-13 A PS1 UNDER COAT CONVEYOR EXIT TROUBLE 15
302 28-Jan-13 C PS1 WBS HANGER STOP 12
303 29-Jan-13 C PS1 BODY DERAIL IN T/C SETTING ZONE 10
304 29-Jan-13 A PS1 OH1 ENTRANCE TROUBLE 5
305 29-Jan-13 B PS1 PBS TL STOP 10
306 29-Jan-13 C PS1 ST-10L TROUBLE 3
307 29-Jan-13 C PS1 TL-2 TROUBLE 20
308 29-Jan-13 B PS1 TL-5 BREAKDOWN 25
309 29-Jan-13 A PS1 WBS GAP ( CB4 EMERGENCY STOP) 14
310 29-Jan-13 B PS1 WBS HANGER STOP 6
311 29-Jan-13 C PS1 WBS TL-1 TROUBLE 20
312 29-Jan-13 A PS1 WIPING ZONE DATA SHIFTING TROUBLE 5
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313 30-Jan-13 C PS1 CL ROBOT HIGH VOLTAGE 85
314 30-Jan-13 B PS1 P-16 TROUBLE 5
315 30-Jan-13 A PS1 VTS PBOK TERMINAL NOT WORKING 15
316 30-Jan-13 B PS1 WBS BODY OUT -ALTO 3
317 30-Jan-13 B PS1 WBS BODY OUT -CAR 5
318 30-Jan-13 B PS1 WBS HANGER STOP 8
319 31-Jan-13 B PS1 IC ROBOT TROUBLE 5
320 31-Jan-13 A PS1 L-2 ROBOT HIGH VOLTAGE 20
321 31-Jan-13 B PS1 NP-9 STOP 6
322 31-Jan-13 A PS1 PBS OHC STOP 16323 31-Jan-13 B PS1 PBS OHC STOP 5
324 31-Jan-13 A PS1 R-1 ROBOT MGP TROUBLE 4
325 31-Jan-13 B PS1 T/C ROBOT HIGH VOLAGE 27
326 31-Jan-13 A PS1 TL-2 TROUBLE 6
327 31-Jan-13 A PS1 TL-3 ALTO BODY OUT 5
328 1-Feb-13 B PS1 I/C ROBOT L-5 TURBINE FAULT 5
329 1-Feb-13 B PS1 IC - ROBOT R-3 ROBOT ALARM TROUBLE 5
330 1-Feb-13 C PS1 NP-4 TROUBLE 5
331 1-Feb-13 C PS1 ROBOT L-2 HIGH VOLTAGE 5
332 1-Feb-13 C PS1 SGC GUN NOT WORKING 9
333 1-Feb-13 B PS1 T/C - GYPSY HOOD & TRUNK OPEN TROUBLE 5
334 1-Feb-13 A PS1 TL-5 GYPSY OUT 27
335 1-Feb-13 C PS1 WBS EECO OUT 7336 1-Feb-13 A PS1 WBS YR9 OUT 28
337 2-Feb-13 B PS1 NP-2 OVER LOAD 10
338 2-Feb-13 B PS1 PBS - OHC STOP 20
339 2-Feb-13 B PS1 T/C HOOD & TRUNK OPEN GYPSY MODEL 3
340 2-Feb-13 B PS1 T/C ROBOT L-2 HIGH VOLTAGE TROUBLE 5
341 2-Feb-13 B PS1 T/C ROBOT L-5 HIGH VOLTAGE TROUBLE 5
342 4-Feb-13 A PS1 TL-5 UNLOADING TROUBLE 10
343 4-Feb-13 A PS1 WBS AHANGER STOP 7
344 4-Feb-13 A PS1 WBS AHANGER STOP 4
345 4-Feb-13 A PS1 WBS EECO OUT 3
346 5-Feb-13 A PS1 All model WBS zero 10
347 5-Feb-13 C PS1 L-10 & L-6 Robot hight voltage 7
348 5-Feb-13 B PS1 OH-2 Stop due to welding 7
349 5-Feb-13 A PS1 P-21 Stop due to extra body 10
350 5-Feb-13 A PS1 ST-7M Trouble (production) 12
351 5-Feb-13 A PS1 T/C Robot R-10 4
352 5-Feb-13 A PS1 WBS Alto out 3
353 5-Feb-13 A PS1 WBS omni out 5
354 6-Feb-13 B PS1 L-3 ,R-1 MGP srip trouble 5
355 6-Feb-13 B PS1 NP-4 body stag 5
356 6-Feb-13 C PS1 R-4 Robot heavy error 15
357 6-Feb-13 A PS1 Sealer pump B not working 7
358 6-Feb-13 A PS1 ST -13 to 14 trouble 8
359 8-Feb-13 A PS1 F-3 FRICITION EXIT TROUBLE 20
360 8-Feb-13 B PS1 L-2 ROBOT TROUBLE 15
361 8-Feb-13 B PS1 NP-3 FALSE EXIT TROUBLE 10
362 8-Feb-13 B PS1 ST-4H TROUBLE 5
363 8-Feb-13 A PS1 WBS BODY GAP 20
364 11-Feb-13 A PS1 WBS TL-1 trouble 15
365 11-Feb-13 A PS1 L2 turbine fault & R5 high voltage trouble (I/C) 15
366 11-Feb-13 B PS1 OH1 ENTRANCE TROUBLE 5
367 11-Feb-13 A PS1 PB-ON dock miss 16
368 11-Feb-13 B PS1 WBS GYPSY OUT 5
369 12-Feb-13 A PS1 P-21 TROUBLE 5
370 12-Feb-13 A PS1 TL-2 fork lifter overload 15
371 12-Feb-13 A PS1 TL-2 trouble 5
372 13-Feb-13 A PS1 P-21 OVERLOAD 22
373 13-Feb-13 A PS1 WBS EECO OUT 6
374 14-Feb-13 A PS1 L-2 ROBOT - BELL OUT 5
375 14-Feb-13 C PS1 PVC - TL2 LIVER BROKEN 8
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376 14-Feb-13 C PS1 PVC TL-2 LIMIT SWITCH PROBLEM 10
377 15-Feb-13 C PS1 DOG MISS AT PBOK 12
378 15-Feb-13 C PS1 F-3 PAUSE NOT WORKING 5
379 15-Feb-13 C PS1 IC ROBOT R-3 ALARM 5
380 15-Feb-13 A PS1 IC YV4 CLAMP OPEN TROUBLE 4
381 15-Feb-13 C PS1 MGP STRIP IN R-1 ROBOT 2
382 15-Feb-13 A PS1 OH-2 TROUBLE 8
383 15-Feb-13 B PS1 PBS BODY VTS NOT WORKING 25
384 15-Feb-13 C PS1 ST-2K TROUBLE 10
385 15-Feb-13 A PS1 WBS EECO OUT 4386 16-Feb-13 A PS1 F-3 PAUSE NOT WORKING 15
387 16-Feb-13 B PS1 T/C DOLLY STUCK - WITH GRATING 10
388 16-Feb-13 A PS1 T/C L-2 ROBOT BELL DOWN IN BOOTH 20
389 16-Feb-13 B PS1 TOP COAT DATA SHIFT 5
390 18-Feb-13 B PS1 PVC TL-1 TROUBLE 8
391 18-Feb-13 A PS1 T/ COAT WIPING MACHINE NOT WORKING 10
392 18-Feb-13 B PS1 T/C DATA SHIFTING TROUBLE 5
393 19-Feb-13 B PS1 F-5 ENTRANCE FAULT 18
394 19-Feb-13 A PS1 F5 Friction not working 15
395 19-Feb-13 A PS1 L-1,R1,L-3 Robot High Voltage 15
396 19-Feb-13 A PS1 Overhead Conveyor Stop 4
397 19-Feb-13 A PS1 Sealer pump not working 10
398 19-Feb-13 B PS1 TL-5 UNLOADING TROUBLE 6399 20-Feb-13 A PS1 NP-8 OVER LOAD 10
400 20-Feb-13 A PS1 TL-5 UNLOADING FAULT 5
401 20-Feb-13 B PS1 WBS HANGER STOP 9
402 20-Feb-13 B PS1 WBS ZERO 13
403 22-Feb-13 B PS1 F-5FRICITION TROUBLE 8
404 22-Feb-13 B PS1 WBS EECO OUT 7
405 22-Feb-13 B PS1 WBS EECO OUT 3
406 22-Feb-13 A PS1 WBS ZERO 50
407 23-Feb-13 A PS1 WBS HANGER STOP 12
408 23-Feb-13 A PS1 WBS ZERO 19
409 23-Feb-13 A PS1 WBS ZERO 8
410 23-Feb-13 B PS1 WBS ZERO 6
411 24-Feb-13 A PS1 Alto 800 out at TL-3 7
412 24-Feb-13 A PS1 R-5 Robot HV trouble (I/C) 5
413 24-Feb-13 A PS1 ST-11B YV-4 out 6
414 24-Feb-13 A PS1 TL-4 Part trolley out 8
415 24-Feb-13 A PS1 WBS ZERO 43
416 25-Feb-13 B PS1 F-5 ENTRANCE TROUBLE 20
417 25-Feb-13 A PS1 WBS HANGER STOP 22
418 25-Feb-13 A PS1 WBS ZERO 21
419 26-Feb-13 C PS1 WBS ZERO 60
420 26-Feb-13 B PS1 F-1 ENTRANCE TROUBLE 4
421 26-Feb-13 C PS1 OH-3 Conveyor Overload 5
422 26-Feb-13 B PS1 TL-1 TROUBLE (GYPSY body out from WBS) 8
423 26-Feb-13 B PS1 TL-6 TROUBLE 7
424 26-Feb-13 C PS1 Top Coat L-1 Robot High Voltage 5
425 26-Feb-13 A PS1 WBS ZERO 47
426 27-Feb-13 B PS1 Master CPU Link Trouble 40
427 27-Feb-13 A PS1 OH-1 STOP 5
428 27-Feb-13 B PS1 PBS SCANER FAULT 25
429 27-Feb-13 A PS1 PBS TL LOADING TROUBLE 10
430 27-Feb-13 A PS1 T/C ROBOT TROUBLE 30
431 27-Feb-13 A PS1 WBS ZERO 51
432 28-Feb-13 B PS1 L-5 ROBOT START TROUBLE 5
433 28-Feb-13 B PS1 PBS LOADING FAULT 20
434 28-Feb-13 B PS1 ST-11B trouble 5
435 28-Feb-13 C PS1 T/C ROBOT HIGH VOLTAGE 5
436 28-Feb-13 A PS1 WBS BODY OUT 4
437 28-Feb-13 B PS1 WBS EECO out 4
438 28-Feb-13 A PS1 WBS gap 5
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439 28-Feb-13 A PS1 WBS ZERO 18
440 1-Mar-13 C PS1 CST3B LIMIT SWITCH TROUBLE 5
441 1-Mar-13 C PS1 OH1 ENTRANCE TROUBLE 5
442 1-Mar-13 A PS1 PBS LOADING FAULT 40
443 2-Mar-13 A PS1 OH-2 TROUBLE 6
444 2-Mar-13 A PS1 PBS TL LOADING TROUBLE 12
445 2-Mar-13 A PS1 PBS TL LOADING TROUBLE 7
446 2-Mar-13 A PS1 PBS TL LOADING TROUBLE 7
447 2-Mar-13 A PS1 WBS - WAON-R OUT 3
448 4-Mar-13 A PS1 L2 BELL CUP DOWN 40449 4-Mar-13 A PS1 L2 BELL CUP DOWN 40
450 4-Mar-13 A PS1 TL1 PART TROLLY OUT 6
451 4-Mar-13 A PS1 TL1 PART TROLLY OUT 6
452 4-Mar-13 A PS1 WBS OMNI OUT 8
453 4-Mar-13 A PS1 WBS OMNI OUT 8
454 4-Mar-13 A PS1 WBS OMNI OUT 6
455 4-Mar-13 A PS1 WBS OMNI OUT 6
456 4-Mar-13 C PS1 WBS ZERO 13
457 4-Mar-13 C PS1 WBS ZERO 13
458 5-Mar-13 C PS1 IC ROBOT R-4 BELL ZAM 5
459 5-Mar-13 B PS1 WBS PAINT TROLLY OUT 6
460 5-Mar-13 B PS1 WIPING MACHINE EECO CARRY HIT IN T/C 10
461 7-Mar-13 B PS1 SGC PUMP NOT WORKLING 45462 8-Mar-13 A PS1 SGC ROBOT TROUBLE 13
463 8-Mar-13 A PS1 WBS HANGER STOP 9
464 11-Mar-13 B PS1 BODY OUT TROUBLE - RITZ 3
465 11-Mar-13 A PS1 DATA SHIFTING TROUBLE 7
466 11-Mar-13 A PS1 PVC BODY OUT - YV4 6
467 11-Mar-13 B PS1 SGC AUTO MACHINE NOT WORKING 10
468 11-Mar-13 B PS1 TL-5 UNLOADING TROUBLE 7
469 11-Mar-13 A PS1 WBS GAP 7
470 12-Mar-13 B PS1 MGP STRIP TROUBLE 3
471 12-Mar-13 B PS1 SEALER PUMP NOT WORKING 5
472 12-Mar-13 B PS1 ST11B CLAMP TROUBLE 10
473 12-Mar-13 B PS1 WBS HANGER STOP 10
474 13-Mar-13 B PS1 FEATHER MACHINE TROUBLE 5
475 13-Mar-13 B PS1 NP-8 ENTRANCE TROUBLE 10
476 13-Mar-13 B PS1 TL-5 UNLOADING FAULT 15
477 13-Mar-13 B PS1 WBS ZERO 14
478 13-Mar-13 B PS1 WBS ZERO 4
479 14-Mar-13 B PS1 OH-1 STOP 4
480 14-Mar-13 B PS1 WBS PART TROLLEY OUT 7
481 14-Mar-13 A PS1 WBS ZERO 25
482 15-Mar-13 B PS1 OH-1 STOP 10
483 15-Mar-13 B PS1 PART TROLLEY OUT 8
484 15-Mar-13 B PS1 TOP COAT BOOTH TRIP 25
485 15-Mar-13 A PS1 WBS PART TROLLEY OUT 20
486 18-Mar-13 A PS1 NP-3 WBS OMNI OUT 5
487 18-Mar-13 A PS1 P-21 LIMIT SWITCH NOT WORKING 12
488 18-Mar-13 A PS1 R-3 High voltage problem 5
489 18-Mar-13 A PS1 Surface white paint drain 10
490 18-Mar-13 A PS1 T/C L-1 MGP SRIP TROUBLE 5
491 18-Mar-13 A PS1 T/C OVEN NOT PROPERLY 10
492 19-Mar-13 A PS1 BODY DETECTION UNMACTHED IN I/C 41
493 19-Mar-13 A PS1 PVC PUMP NOT WORKING 5
494 19-Mar-13 A PS1 OVEN TEMPRATURE LOW 5
495 19-Mar-13 A PS1 WBS HANGER STOP 6
496 19-Mar-13 A PS1 SEALER PUMP PB NOT WORKING 5
497 19-Mar-13 A PS1 HIGH STOPPER ERROR TL-5 7
498 19-Mar-13 A PS1 L-2 ROBOT HV ABNORMAL 7
499 19-Mar-13 B PS1 T/C WIPING MACHINE MISS SELECTION 5
500 19-Mar-13 B PS1 WBS PART TROLLEY OUT 7
501 21-Mar-13 A PS1 F-7 TROUBLE 10
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502 21-Mar-13 A PS1 F-7 TROUBLE 8
503 21-Mar-13 A PS1 NP-1 STOPPER NOT OPEN 5
504 21-Mar-13 B PS1 PVC SHUTTLE TRANSFER NOT WORKING 50
505 21-Mar-13 A PS1 T/C ROBOT HIGH VOLTAGE TROUBLE 5
506 22-Mar-13 A PS1 NP-6 OVER LOAD 4
507 22-Mar-13 A PS1 ST-11R TROUBLE - RITZ OUT 3
508 23-Mar-13 A PS1 COUNTER SHIFT DATA T/C 4
509 23-Mar-13 A PS1 ROBOT TURBINE TROUBLE 10
510 23-Mar-13 A PS1 ST-1C CLAMP TROUBLE 6
511 25-Mar-13 B PS1 F-5 ENTERANCE TROUBLE 10512 25-Mar-13 B PS1 L-9 ROBOT TURBINE TROUBLE 10
513 25-Mar-13 B PS1 ST4B STOPPER NOT WORKING 7
514 29-Mar-13 A PS1 CL ROBOT HIGH VOLTAGE TROUBLE 10
515 29-Mar-13 A PS1 ROBOT R-2 LIGHT TROUBLE 10
516 29-Mar-13 A PS1 RPS SGC AUTO NOT WORKING 12
517 29-Mar-13 A PS1 T/C L-1 MGP STRIP TROUBLE 10
518 29-Mar-13 B PS1 WBS ALL MODEL ZERO 46
519 30-Mar-13 A PS1 WBS ZERO 8
520 2-Apr-13 A PS1 IM STOPPER NOT OPEN 8
521 2-Apr-13 A PS1 NP-4 STOPPER NOT OPEN 10
522 2-Apr-13 B PS1 ROBOT - LIGHT ERROR 5
523 2-Apr-13 B PS1 ST1A TROUBLE HANGER NO.1 6
524 2-Apr-13 A PS1 ST-1C LIMIT SWITCH TROUBLE 23525 2-Apr-13 A PS1 TOP COAT - MASTER TROUBLE 4
526 2-Apr-13 B PS1 WBS ZERO 5
527 3-Apr-13 A PS1 IC HIGH VOLTAGE TROUBLE 36
528 4-Apr-13 A PS1 PART TROLLEY OUT OF TL-1 8
529 4-Apr-13 A PS1 PVC PUMP NOT WORKING 5
530 4-Apr-13 A PS1 TOP COAT BOOTH NOT RUN 36
531 6-Apr-13 B PS1 NP-1 OVERLOAD 12
532 6-Apr-13 A PS1 NP-2 AND NP-3 SKIP TRANSFER FAULT 17
533 6-Apr-13 A PS1 NP-21 OVER LOAD 13
534 6-Apr-13 B PS1 OH-2 OVERLOAD 7
535 6-Apr-13 B PS1 S K R 2 J LIMIT SWITCH (NOT WORKING) 14
536 6-Apr-13 A PS1 T/C COAT L-9 TURBINE FAULT 5
537 6-Apr-13 A PS1 T/C COAT ROBOT R-4 ROBOT ALARAM PROBLEM 5
538 6-Apr-13 B PS1 WBS HANGER STOP 4
539 8-Apr-13 B PS1 FRICTION GROUP PROBLEM -2 PROBLEM 2
540 8-Apr-13 A PS1L-9 HIGH VOLTAGE,CLN - HIGH VOLTAGE ,THREE
TIME L-2 HIGK VOLTAGE10
541 8-Apr-13 B PS1 RITZ MODEL OUT ON HANGER 17 5
542 8-Apr-13 A PS1 S III B DOG MISS 4
543 8-Apr-13 B PS1 T/C ROBOT R-9 LIGHT ERROR PROBLEM 7
544 8-Apr-13 B PS1 TL-5 UNLOADING FAULT 4
545 8-Apr-13 A PS1 WBS CAR OUT 3
546 18-Apr-13 A PS1 BODY OUT IN WBS (THREE TIME) 12
547 18-Apr-13 A PS1 BOTH SEALER PUMP NOT WORKING 18
548 18-Apr-13 A PS1 MGP STRIP TROUBLE IN R-3 ROBOT T/C 4
549 19-Apr-13 B PS1 OH-4 LS OVERLOAD 15
550 19-Apr-13 B PS1 PCP/1F FRICTION GROUP-5 5
551 19-Apr-13 A PS1 SGC SPRAY ON ALL MODEL 8
552 19-Apr-13 B PS1 TL-5 UNLOADING FAULT (MANY TIMES) 5
553 20-Apr-13 B PS1 P-21 &P-16 OVERLOAD WBS A11 MODEL ZERO 8
554 20-Apr-13 B PS1TOUCH-UP AREA UPPER LINE DOLLY LEFT SIDE
WHEEL BROKEN (DOLLY NO. 172)26
555 20-Apr-13 B PS1 14
556 20-Apr-13 B PS1 6
557 22-Apr-13 A PS1 ALL MODEL WBS ZERO (8 TIMES) 43
558 22-Apr-13 A PS1 NP-6 PROBLEM 5
559 22-Apr-13 B PS1 OH-2 OVERLOAD 8
560 22-Apr-13 A PS1 TL-5 UNLOADING FAULT FOR CAR (4 TIME) 6
561 22-Apr-13 B PS1TL-5 UNLOADING FAULT MANY TIMES TILL THE
SHIFT6
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562 23-Apr-13 A PS1 I/C R-4 ROBOT HIGH VOLTAGE 7
563 23-Apr-13 A PS1 POWER CUT 75
564 24-Apr-13 B PS1 DATA COUNT TROUBLE IN T/C 3
565 24-Apr-13 B PS1 NP-7 TRANSFER PROBLEM 4
566 24-Apr-13 B PS1OH-2 C/V OVERLOAD DUE TO PT HANGER NO.-6
STUCK WITH STOPPER11
567 24-Apr-13 B PS1 PVC SEALER GUN NOZZEL BROKEN 4
568 24-Apr-13 B PS1 SGC AUTO M/C CONTINOUS SPRAY PROBLEM 5
569 24-Apr-13 B PS1 T/C ROBOT L-5 HIGH VOLTAGE (TWO TIME) 3
570 10-Apr-13 A PS1 F-1 ENTRANCE TROUBLE 5571 10-Apr-13 B PS1 FRICTION GROUP NO.-6 DRIVE OVERLOAD 6
572 10-Apr-13 B PS1 TL-1 OMNI OUT 10
573 10-Apr-13 A PS1 TL-1 TROLLEY NO-3 STOPPER BROKEN 9
574 15-Apr-13 A PS1 CL ROBOT HIGH VOLTAGE 30
575 15-Apr-13 A PS1 OVER LOAD 1 PCP-1L 4
576 15-Apr-13 B PS1 T/C ROBOT CL PROBLEM 15
577 15-Apr-13 A PS1 WBS OMNI OUT 10
578 15-Apr-13 B PS1 YV-4 BODY OUT AT ED HANGER NO.32 6
579 16-Apr-13 A PS1 BODY OUT IN WBS (TWO TIME) 9
580 16-Apr-13 A PS1 DOLLY CATCH PROBLEM BEHIND TL-5 5
581 16-Apr-13 A PS1 PBS LOADING ERROR 9
582 16-Apr-13 A PS1 STEAM NOT AVILABLE 10
583 16-Apr-13 A PS1 T/C ROBOT L-6 SYSTEM ERROR 10584 17-Apr-13 A PS1 I/C BOOTH TRIPPED 2
585 17-Apr-13 A PS1 ST-11 B RITZ MODEL OUT 8
586 9-Apr-13 B PS1 FRICTION GROUP-2 TROUBLE(THREE TIME) 5
587 9-Apr-13 B PS1 FRICTION GROUP-3 TROUBLE(ONE TIME) 3
588 9-Apr-13 A PS1 R-6 ROBOT PAINT SPOT 10
589 9-Apr-13 B PS1 RITZ BODY OUT AT ED HANGER (FOUR TIME) 12
590 3
591