1

PROJECT REPORT

SUMMER TRAINING(31.05.2010-10.06.2010)

-PROJECT TITLE –

TO PROPOSE MEASURES TO IMPROVE THE

PRODUCTIVITY OF THE DOOR LINE

SUBMITTED BY:

SHIVAM GOYAL(PROJECT TRAINEE)TICKET NO. ET08105

DEPT.- KAIZEN PROMOTION OFFICE, TCF SHOP,

TATA MOTORS LTD., AHMEDABAD

UNDER THE VALUABLE GUIDANCE OF MY PROJECT GUIDE

MR. ALOK DWIVEDI (MANAGER, KAIZEN PROMOTION OFFICE)

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CERTIFICATE

This is to certify that Shivam Goyal, a student of B.Tech (Manufacturing

Engg.) from National Institute of Foundry & Forge Technology has

undergone a 6 week summer training at KAIZEN PROMOTION OFFICE,

TCF in Tata Motors Ltd., Sanand under my guidance and has successfully

completed the project titled “To Suggest Measures To Improve the

Productivity of The Door Line”.

He has shown full interest during his training and took initiative in the work

allotted. I wish him all the best for his future.

Mr. ALOK DWIVEDI

( MANAGER)

KAIZEN PROMOTION OFFICE

TATA MOTORS LTD.

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PROJECT- PREFACE

The Summer-Vacational Industrial Training of at least 4 weeks at the end of the 3rd

year is a compulsory part of my B. Tech (Manufacturing Engineering) Curriculum at

my college National Institute of Foundry and Forge Technology, Ranchi.

During my Summer Training at Tata Motors Ltd., Ahmedabad, I aimed at maximum

learning and experience, I could be able to gain, of the working environment in

Industry. Here, at Tata Motors Ltd., I was assigned a project under Mr. Alok Dwivedi

(Manager) in the Kaizen Promotion Office for 8 weeks. As, I was new to the

Industrial Environment, I stay confused, but gradually in the course of time and in the

supervision of my guide and support of other employees at TATA MOTORS LTD., I

gained confidence.

Needless to say, I made a lot of mistakes, some of them showed my disobedience

too, but with every mistake I learnt some lessons and tried to inculcate them.

My project included the study of the Door Line Assembly, then in order to increase

the rate of production, suggesting some Kaizens. Kai- zen is a Japanese word that

means “Development for Good”. During my project period, I gained valuable learning

of TBEM (Tata Business Excellence Model) and TPS (Toyota Production System)

both of which aims at increasing the production, by removal of Muda’s (waste).

During my project I tried learnt about the organizational structure, its working, the

manufacturing system, & the importance of team work.

I thank everyone at the Tata Motors Ltd., for their kind help and support during my

stay there.

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ACKNOWLEDGEMENT

I take this opportunity with much pleasure to thank each and every one who, directly

or indirectly helped me a lot to complete my project.

But first of all, I thank Tata Motors Ltd., Ahmedabad to allow me such a great project

under a wonderful guide Mr. Alok Dwivedi(Manager, Kaizen Promotion Office.)

I am thankful to Dwivedi Sir, for his guidance, unless which I would have been

unable to complete my project. Despite being busy, Mr. Dwivedi could always find

time to mentor me.

Next, I should pay my gratitude to Mr. Takashi Shimura. His visits during the Kaizen

Event for Fatigue Reduction of Operators at Trim-2, TCF Shop (21.06.2010-

25.06.2010) taught me some of the vital practical lessons. The most important

lesson I learnt from him was to think out of the box, and that No- one is ever too

experienced to be perfect or we can say that Age of learning ever ends.

Next, I would be thanking Mr. Surojit Mandal and all the operators of the Door Line

Assembly, as without there active supports, the project wont have been

accomplished.

Finally, I would like to extend my greeting to each and every employee over here,

who in some way or the other, have helped me. Because, of the co- operation and

support I got here, I was able to complete my project in the stipulated time, and got

to learn a lot of things.

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INDEX

S.No. CONTENT PAGE NO.

1. SYNOPSIS 6

2. PROJECT DETAILS 7

3. ACTIVITY PLANNING 8

4. DOOR LINE ASSEMBLY 9

5. TIME STUDY 12

6. LOAD CHART 14

7. OBSERVATIONS 16

8. WHY WHY ANALYSIS 17

9. MUDA IDENTIFICATION 18

10. PROPOSALS 25

11. CONCLUSION 27

12. EFFECT ON THE PRODUCTIVITY 28

13. STATION WISE IMPROVEMENT IN CYCLE TIME 29

14. MY LEARNINGS 30

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SYNOPSIS

To improve the Productivity, one must be able to either reduce the manpower or

increase the number of deliveries.

As PRODUCTIVITY = NO. OF DELIVERIES/OPERATOR /MANHOUR

The target kept was to increase the no. of deliveries of the existing system by

reducing the maximum cycle time (bottle neck).

Muda (Waste) Analysis, Muri (over burden), and MOST (Maynards Operation

Sequence Techniques) were the tools, that were used to increase the productivity of

the door line. For which, the time study was done at every station to see the actual

time taken at each station.

With elimination of some Muda and Load Balancing at each station, the results are

proposed.

The Bottle Neck of the Door Line is reduced to 59.8 seconds from 91.09 seconds.

The Cycle time at each station is brought down to Takt Time (58 seconds) with Bottle

neck of 59.8 seconds.

The productivity iof the Door Line is thus increased without increasing the operator.

i.e. from (existing) 40 vehicles per hour to the proposed 60 vehicles per hour.

.

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PROJECT DETAILS

PROJECT NAME: “TO PROPOSE MEASURES TO IMPROVE THE

PRODUCTIVITY OF THE DOOR LINE”

”.

OBJECTIVE

“Identification of the Muda’s, their Elimination along with the

Load Balancing at each station of the Door Line such that,

Cycle time at each station could be reduced to the Takt Time.”

DETAILS

A STUDY OF DOOR ASSEMBLY LINE

Layout of door line,

Movement of material,

Distribution of workforce, and

Work load at each station.

TIME STUDY OF EACH STATION

Time- study of operations at each station,

Preparation of Load Chart,

ANALYZATION OF DATA

Analyzing the data,

Muda’s Identification,

Muda’s Elimination Measure Suggestion (Brain Storming).

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ACTIVITY PLANNING

The activity planning during my stay at the Tata Motors, Ahmadabad is as given

below

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DOOR LINE ASSEMBLY

MEANS OF DATA COLLECTION :

1. VISUAL INSPECTION.

2. WORK INSTRUCTION SHEET

3. MASTER BILL OF MATERIAL (MBOM)

4. STATIONWISE LOAD DISTRIBUTION TABLE

PLANNED

Total number of stations. = 12 (for operations) + 1 (for Quality check)

Total number of planned workforce = 45/ shift.

CURRENT STATUS

Total number of stations. = 2 (for black tape installation) + 11 (for door operations)

Total number of workforce = 26/ shift (for 11 stations, door operations)

The 2 stations for black tape installation are well managed by operators from Paint

shop. Other 11 stations are managed by the 26 Operators from the TCF shop.

The Planned Work Distribution for each station is given as below

LH Station No. RH--- same as in RH ---

1. Black tape application (LX

only)--- same as in RH ---

2. Black tape application (LX

only)--- same as in RH --- 3. Door Wiring Harness

Installation (LX only). Outer Door Handle

Installation (Body Color for LX and Black For CX/Std.).

Plastic Flap installation. Installation of Pop-Up Knob

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Grommet. --- same as in RH ---

4.

Door Latch installation. Connection of Wiring

harness to Door Latch (LX only)

Foam Pasting(Rear only). Fitment of inner opening

lever handle.--- same as in RH ---

5.

Foam pasting to door(Front only).

Installation of Bell-Crank lever subassembly.

Fitment of Glass Guide Channel.

Fitment of Pop-Up Knob.--- same as in RH --- 6 Glass Run Mould Fitment.--- same as in RH ---

7. Glass Insertion Window Winding

Mechanism installation.--- same as in RH ---

8.

Installation of Inner Door Weather Strips

Installation of Outer Door Weather Strips

--- same as in RH ---9.

Installation of Inner Corner Trim

Installation of Outer Corner Trim

--- same as in RH ---

10.

Winding Mechanism Tightening

Secondary Seal Fitment. Wiring Harness Connection

to Power Window.--- same as in RH ---

11.

Pasting of Plastic membrane.

Fitment of Inner Door-Pull Handle.

Fitment of Inner Door-Pull Bracket.

--- same as in RH ---12.

Installation of Door Trim. Door Pull-Cup Fitment.

--- same as in RH ---(excluding fitment of

ORVM) 13.

Installation of Winding Handle

Fitment of Bezel Fitment of Outer Rear View

Mirror(ORVM)

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DOOR HANDLING

The Doors are handled by the Hangers (non- split type) that move on the Over-

head Power Train type conveyor.

The path of the conveyor to handle the Door is clearly depicted in the figure below:

DR Door Assembly Line TRIM 1 Trim 1 Line MECH Mechanical Line

THE OUTLINE OF MOVEMENT OF CONVEYOR SYSTEM OF DOOR LINE

1. The over head conveyor de- elevates to

ground height at this point and enters the

Door Assembly Line.

2. The conveyor elevates carrying the

completely assembled Doors.

3. The conveyor de- elevates to ground

height. RH side doors are fitted on the car

4. The conveyor de- elevates to ground

height. LH side doors are fitted on the car.

5. The conveyor de- elevates at Trim 1. Here

RH side doors are dismantled from the body

& fitted on the Hanger.

6. Same as 5 for the LH doors.

7. Here, the extra hangers can exit the

conveyor line.

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TIME STUDY OF THE DOOR ASSEMBLY LINE

The Time Study was made between 14.06.2010 to 17.06.2010

OBJECTIVE OF TIME STUDY:

The objective of the time study was to calculate the normal time taken by any

operator to get an operation done.

As the work distribution at both LH and RH side is equal with only an increment of

Installation of ORVM at Station 13 RH.

The time study was made on the workers of RH side only. And, if 2 workers are doing same job independently than the time study was done on either of them.

SAMPLE FORMAT

The complete data of Time Study was collected and compiled as follows.

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Time chart of the door assembly

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LOAD CHART

42.73

38.705 38.705

60.58 60.58

91.09

32.77 32.77

69.58 68.393 68.393

62.84 62.84

39.5275 39.5275

68.393 68.393 68.393

68.393

91.09

40.3325 40.3325

0

10

20

30

40

50

60

70

80

90

100

STATION NO.

TIME(S

ECS) cx.

lx.

Takt Time 58 secs.

3 4 5 6 7 8 9 10 11 12 13

LOAD CHART PER STATION

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Time taken for OPTN. Per door

15

19.13

26.85

8.6

21.37

27.88

15.1917.5

5.268.759.34

57.84

3.41

41.68

49

53.25

23.18

15.05

31.4

6.18

36.39

8.96

4.52

45.545

12.3113.56

5

19.38

13.0814.91

8.67

28.35

12.03

0

10

20

30

40

50

60

70

Time T

aken (

secon

ds)Time taken per OPTN. Per door

LOAD CHART PER OPERATION

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OBSERVATIONS

1. The following observations were made during the study of the door assembly line.

Station

no.

No. of

operators

Operators per

door

*Operators

per door per

station

3 4 1 1

4,5 4 1 0.5

6,7,8 4 1 0.333

9,10 2 0.5 0.25

11 2 0.5 0.5

12,13 4 1 0.5

*Operator per door per station. This means that at one station how many

operators are handling operations on 1 door.

2. The Bottle neck is at station no. 11 of 91.09 seconds.

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WHY WHY ANALYSIS

SAMPLE FORMAT

The Why Why analysis was done for every Muda recognized and then the required

solution was stated in the table below.

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MUDA IDENTIFICATION

SAMPLE FORMAT

19

20

21

22

23

24

*All time in seconds. ** based on the time study data.

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PROPOSALS

Sr. No.

STATION NO.

Problems / Issues /

ObservationsReference Suggestions

1 3cycle time for lx

greater than takt time.

Load chart per station

LOAD BALANCING:movement of Installation of Pop Up Grommet to Station no. 4

2 3door wiring

harnes installation time large

load chart per operation

OPERATORS EXPERTISE: with increase in operators expertise a reduction of 2.5secs can be easily made.

3 4Power door

latch installation

load chart per operation

OPERATORS EXPERTISE: with increase in operators expertise a reduction of 3 secs can be easily made.

4 6GRM fittment

(Material handling)

Muda's Placing GRM on the Kitting Bin.

5 6GRM fittment

(Process fittment by hand)

Muda's Use of a roller / pneumatic gun

6 7

Glass insertion (Material handling : from the material table)

Muda's Reducing the

Transportation Distance

7 7Window Winding Mech (Bolts Tightening)

Load Chart per Operation

OPERATORS EXPERTISE: with increase in operators expertise a reduction of 5 secs can be easily made.

8 8Door Weather Strip (Material Handling)

Muda's Placing Door Weather Strip On the KittingBin

9 9

Secondary Seal Installation (Material Handling From the KB)

Muda's Reorganising the KB.

10 10 Outer Corner Trim Uncovering

Muda's OPERATORS EXPERTISE: with increase in operators expertise to uncover the

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Trim

11 11

Plastic Membrane( Material handling Adhesive Seal)

Muda's Giving Operator a pouch to keep The Seal

12 11

Plastic Membrane( Material handling to Material Table picking up RR and FR Flaps)

Muda's Process : The operator should pick up both the RR and FR flaps at once.

13 11

Plastic Membrane Fittment time exceeding the Takt time

Load Chart

shifting the RR door plastic Membrane fitment to the Station no 12 RR operator.

14 12Window Winding + Lever Fitment (Time constraint)

Load chart by operation

The Lever shouldbe installed first then it should be winded.

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CONCLUSION LOAD CHART

42.73

38.705 38.705

60.58 60.58

91.09

32.77 32.77

69.58 68.393 68.393

62.84 62.84

39.5275 39.5275

68.393 68.393 68.393

68.393

91.09

40.3325 40.3325

0

10

20

30

40

50

60

70

80

90

100

STATION NO.

TIM

E(S

EC

S)

cx.

lx.

Takt Time 58 secs.

3 4 5 6 7 8 9 10 11 12 13

BEFORE

34.1

41.5 41.5

48.3

40 40

59.7 59.8 59.8

38.4 38.4

57.657.655.9 55.9 55.9

55.955.955.9

48.343.1 43.1

0

10

20

30

40

50

60

70

STATION NO.

TIM

E(S

EC

S)

cx.

lx.

Takt Time 58 secs.

3 4 5 6 7 8 9 10 11 12 13

PROPOSED

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STATION WISE IMPROVEMENT IN CYCLE TIME

STATION

NO.

BEFORE AFTER PERCENT CHANGE%

CX LX CX LX CX LX

3 42.73 69.58 34.1 59.7 20.1965832 14.19948261

4 38.71 40.33 41.5 43.1 -7.221289239 -6.861712019

5 38.71 40.33 41.5 43.1 -7.221289239 -6.861712019

6 68.39 68.39 55.9 55.9 18.26648926 18.26648926

7 68.39 68.39 55.9 55.9 18.26648926 18.26648926

8 68.39 68.39 55.9 55.9 18.26648926 18.26648926

9 60.58 62.84 57.6 59.8 4.91911522 4.837683004

10 60.58 62.84 57.6 59.8 4.91911522 4.837683004

11 91.09 91.09 48.3 48.3 46.97551872 46.97551872

12 32.77 39.53 40 38.4 -22.06286237 2.852444501

13 32.77 39.53 40 38.4 -22.06286237 2.852444501

ALL TIME IN SECONDS

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EFFECT ON THE PRODUCTIVITY

Before

Bottle neck = 91.09 seconds (station no. 11)

No. of deliveries per 1 man hour= 3600seconds/ bottleneck time

= 3600/91.09

= 40 vehicles per hour.

Proposed

Bottle neck = 59.8 seconds (station no. 9, 10)

No. of deliveries per 1 man hour= 3600seconds/ bottleneck time

= 3600/59.8

= 60 vehicles per hour.

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MY LEARNINGS DURING THE PROJECT

1. My first Learning during the Project is About Tata Nano. The world’s cheapest

car, which is manufactured in this plant. Its Total assembly and various parts.

2. I got to see the actual working of many components of which I only possessed

the theoretical Knowledge.

3. I Learnt how “Continuous process Flow” is followed effectively.

4. The Principles of Nano Operating System, TBEM, and Toyota Production

System.

5. Cost Cutting at various Levels through Kaizen.

6. A Proper Emphasis over Quality of the product is given.

7. Waste reduction.

8. Management of Resources (Cost Cutting).

9. About Professional Life and Industrial culture.

10.About co-ordination of work between different departments in an Industry..

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THANK YOU