Project Report TAFE final

A Study on Effectiveness of Existing Layout at TAFE Ltd., 1
ST.JOSEPH’S COLLEGE OF BUSINESS ADMINISTARATION
18, Residency Road, Bangalore 560 025
A Study on Effectiveness of Existing Layout
at TAFE Limited
Project Report
Submitted in partial fulfillment of the requirements
for the award of
The Post Graduate Diploma in Management
(A TWO YEAR FULL TIME PROGRAM IN MANAGEMENT)
Submitted by
Polisetty Sai Chaitanya
Roll No. 14023
PGDM 2014-16

ST.JOSEPH’S COLLEGE OF BUSINESS ADMINISTARATION
18, Residency Road, Bangalore 560 025
CERTIFICATE
This is to certify that the project report entitled “A Study on
Effectiveness of Existing Layout at TAFE Ltd.,” is an authentic record
of the project carried out by Mr.Polisetty Sai Chaitanya (Reg.No.14023)
in partial fulfillment of the requirements for the award of The Post
Graduate Diploma in Management.
Prof. V.J.Lawrence
Associate Professor
Rev.Dr.S.Peter S.J. Prof.Edwin L Castelino
Director Dean

DECLARATION
I hereby declare that the project report entitled “A Study on effectiveness of Existing
Layout at TAFE Limited” has been prepared by me during the period from 15 April
2015 to 30 May 2015 under the guidance or Mr.Kumaresan Deputy Manager, TAFE
Limited and Prof. Lawrance, Faculty Member, St.Joseph’s College of Business
Administration, Bangalore.
I also declare that this project has not been submitted nor shall it be submitted in
future to any other University or Institution for the award of any other Degree or
diploma.
Signature …………………………………..
Polisetty Sai Chaitanya
Dated the 30th May, 2015

ACKNOWLEDGEMENT
Words are only representations of our regards and gratitude that we have
towards our actions and their inherent associations. As a matter of fact, without co-
operation, no thought could be coined into real action. Consistent motivation and
invaluable support throughout any project is an issue that cannot be quantitatively
measured. These acknowledgements are only a fraction of regards towards their
gestures.
“Vital to every operation is co-operation”. We really agree to this wonderful
quotation put forth by Mr. Frank Tyger. This project was successful due to the co-
operation extended by people who have truly contributed towards it. We gratefully
acknowledge Mr.Lawrence, St. Joseph’s College of Business Administration
Bangalore who’s deep sharing and synergy has moved us many levels beyond our
own thinking. We express our deep sense of gratitude to ma`am who has been a
source of inspiration throughout the course of this work with her inestimable advice
and moral encouragement.
We are thankful to following persons for their valuable inputs and their kind
co-operation and guidance which helped us in carrying out this project study.
• Mr. Prem Ramesh, Deputy General Manager, Production Engineering Department
TAFE Ltd.,
• Mr. Kumaresan, Deputy Manager, Production Engineering Department TAFE Ltd.,
• Mr. Nirmal Kumar, SeniorEngineer, Production Engineering Department TAFE
Ltd.,
We take this responsibility to express our profound and sincere gratitude to
St. Joseph’s College of Business Administration, Bangalore for providing us
with the opportunity to explore the corridors of the corporate world and gather
invaluable knowledge and practical experience via the Production and Operations
Management project. Finally, we would like to thanks those people who all are
attached to this Project directly or indirectly.

Table of content
S.No. Description Page No.
1 Executive Summary …………………………………………………. 8
2 Company Profile …………………………………………………….
• AGCO ………………………………………………………….
• Warwick Manufacturing Group, UK …………….…………..
• Nature of Business …………………………………………..
• Nature of Products …………………………………………..
• Other Information about the Plant …………………………
9
11
11
11
12
13
3 Introduction to the project …………………………………………..
• Topic of Study ……………………………………………….
• Background of the research topic ………………………….
• Review of Literature in the area of study ………………….
• Existing practices of the organization in the area of study..
14
14
14
15
16
4 Design of Study ………………………………………………………
• Objectives of the Study ……………………………………...
• Scope of the Study …………………………………………..
• Tools and Techniques for collection of data ……………….
• Operational definition of concepts …………………………..
19
19
19
20
26
5 Analysis of Data ………………………………………………………
• Data Collection ………………………………………………..
• Man activity chart ……………………………………………..
• Cell Ergonomics ………………………………………………
29
29
33
33
6 Conclusion ……………………………………………………………. 57
7 Bibliography ………………………………………………………….. 58

List of Tables and Graphs
SNo. Description Page No.
1 Table -1 Cycle time details for machines …………………………. 29
2 Graph - 1 Cycle time ………………………………………………… 30
3. Table - 2 Production volume details for machines ………………. 30
4. Graph - 2 Production Volume ……………………………………... 31
5. Graph - 3 Comparison of Cycle time and Production Volume …. 32
6. OIB Axle Housing Assembly ………………………………………... 34
7. OIB Wheel Axle Bolt Press …………………………………………. 38
8. Axle Housing Sleeve Press …………………………………………. 40
9. Turkey End Cover Assembly ……………………………………….. 42
10. End Cover Assembly ………………………………………………… 45
11. HLC Cylinder Sub Assembly ……………………………………….. 59
12. HLC Assembly ………………………………………………………... 52

Executive summary
Now-a-days there is a tremendous growth in the industrial sector, particularly
the manufacturing sector. The project is about how effectively the plant layout is
performing at the TAFE ltd., who is the 3rd largest manufacture of tractors.
In the current scenario, the fast growing needs the company have to deliver
the products on the due date or earlier to the due date to gain the customers and
increase the market share. In order to achieve the peak of the production the
company have to design the layout according to the some standards which would
help the company to meet the target.
In this project, it presents about how effectively the company is performing, to
find the performance of the company there are several parameters are to be
considered. They are operator movements, ergonomics of operator by using these
parameter we can find the efficiency of the plant layout. The organization and
education institution should keep on research on the plant layout design and find the
easier way for high production and new technology which should benefit for the
company and the customers.

Company Profile
COMPANY PROFILE
Tractors and Farm Equipment Limited (TAFE), is an Indian tractor major
incorporated in 1960 at Chennai, with an annual turnover of INR 96 billion
(2013-14). The third-largest tractor manufacturer in the world and the second
largest in India by volumes, TAFE wields 25% market share of the Indian tractor
industry with a sale of over 170,000 tractors (domestic and international)
annually.
TAFE's partnership with AGCO Corporation and the Massey Ferguson
brand for 53 years is a stellar example of its commitment to building long-term
relationships with its stakeholders, through fair and ethical business practices.
TAFE has earned the trust of customers through its range of products that
are widely acclaimed for its quality and low cost of operation. A strong
distribution network of over 1000 dealers effectively backs TAFE's three iconic
tractor brands of Massey Ferguson, TAFE and Eicher. TAFE exports tractors,
both in partnership with AGCO and independently, powering farms in over 75
countries which includes developed countries in Europe and the Americas.
From a humble beginning with just one tractor model in 1961, TAFE today
is recognized as a high quality mass-manufacturer with an extensive product
range to meet the expectations of every farmer and every farm mechanization
need. TAFE's R&D facilities are centers of excellence renowned for their
innovative design and engineering expertise and have been recognized by the
Department of Scientific and Industrial Research, Government of India.
Extensive research and testing ensures that TAFE's products meet its exacting
performance standards.
TAFE's plant at Turkey manufactures a range of tractors for distribution in
Turkey through AGCO's dealer network, while another new facility has been
setup at China to cater to TAFE's ever growing global sourcing needs and value
addition to its Indian and worldwide operations. TAFE acquired Eicher's tractors,
gears and transmission components and engines business in 2005 through a
wholly owned subsidiary, TAFE Motors and Tractors Limited (TMTL).

Company Profile
With six tractor plants, an engine’s plant, two gears and transmission
components plants, two engineering plastics units, two facilities for hydraulic
pumps and cylinders and one batteries plant besides other facilities, TAFE
employs over 2500 engineers apart from a number of specialists in other
disciplines.
TAFE believes in sound corporate governance and is reputed for being a
consistent profit-making company and ethical business practices. TAFE's
commitment to CSR involves contribution to the environment and society while
facilitating growth of all stakeholders with equal fervor, embodying the role of a
responsible corporate citizen. TAFE's social focus has been significant since
inception and it contributes towards education, healthcare, agriculture,
community development and supporting traditional art forms.
TAFE is committed to the Total Quality Movement (TQM). In the recent past
various plants of TAFE have garnered, three 'TPM Excellence Awards' from the
Japan Institute of Plant Management, the 'Frost & Sullivan - IMEA Award' for
significant progress towards reliable processes, the 'Regional Contributor Award' for
quality supplies from Toyota Motor Company, Japan, and the 'Manufacturing Supply
Chain Operational Excellence - Automobiles Award' at the second Asia
Manufacturing Supply Chain Summit for its supply chain transformation, as well as a
number of other regional awards for TPM excellence. Its tractor plants are certified
under ISO 9001 and under ISO 14001 for their environment friendly operations. In
2008, Business Standard awarded TAFE the 'Star Award for Unlisted Companies'
and in 2013the Public Relations Council of India conferred TAFE with the 'Corporate
Citizen of the Year'
TAFE is a part of the Amalgamations Group based at Chennai, one of India's
largest light engineering groups, comprising of 41 companies, involved in the design,
development and manufacture of diesel engines, automobile components, light
engineering goods, plantations and services.
TAFE has a number of associations with industry and technology leaders
such as AVL of Austria, Warwick Manufacturing Group of the UK, Carraro and
Ricardo from Europe and from Massey Ferguson in its pursuance of product quality
and overall excellence. TAFE Motors and Tractors Limited has technology transfer

Company Profile
agreements with Ricardo of UK for engines and with SISU of Finland for higher HP
tractors.
AGCO
TAFE has an ongoing collaboration with AGCO Corporation, Duluth,
Georgia. AGCO is one of the world's largest manufacturer and distributor of
Agricultural Equipment, selling its products in over 140 countries. The
collaboration has lasted for 50 years and is built on mutual trust and respect for
each other's competencies. These competencies are individually and collectively
leveraged for mutual benefit across geographies through innovative
arrangements for specific markets.
Warwick Manufacturing Group, UK
At TAFE we have been working with the Warwick manufacturing Group
now known as WMG since the late nineties in managing change at TAFE
through company wide initiatives. With their wide exposure to manufacturing
technologies, materials and sustainability and operations and business
management, they have facilitated TAFE to manage the changing environment
in our industry through collaboratively devised approaches to our business that
have helped ensure sustainable success despite its cyclic nature.
Nature of Business
1. TAFE Motors and Tractors Limited (TMTL)
2. Application Business
3. Engineering Plastics
4. Power Sources
5. TAFE Access
6. TAFE Reach
7. Southern Tree Farms

Company Profile
Nature of Products
1. Tractors
2. Harvesters
3. Engines &Gensets
4. Gears & Transmission System
5. Batteries
6. Hydraulic Pumps
Players in the Industry along with the Market Share
The study conducted in the Tractor Division, where assembly of tractor and
painting is done. Here two brand name tractors are assembled. They are
1. TAFE
2. Massey Ferguson
M&M
46%
TAFE
23%
Escorts
13%
John Deere
11%
Sonalika
2%
HMT
3%
Others
2%
Market Shares

Company Profile
Other Information about the Plant
Current operation = 200 Tractors per day
Capacity operation = 230 Tractors per day
Time Taken to assemble a tractor is 4 minutes
Product Range = 25 HP to 100 HP
Models
National = 70 Models and 45 variants
Export = 55 Models and 275 variants
No.of Components = 9932
No.of Employees = 1200 persons

Introduction to the project
Introduction to the Project
Topic of Study
Facility layout means planning for the location of all machines, utilities,
employee workstations, customer service areas, material storage areas, offices and
computer rooms and for the flow pattern of materials and people around into and
within the buildings. Through facilities layouts, the physical arrangement of these
process within and around the buildings, the space necessary for the operation of
these process and provided the space required for support functions. As process
planning and facility layout planning information continuous interchange between the
two planning activities, because each affects the other objective of the facility layout
study is to minimize the total cost, the cost comprises of construction cost,
installation cost, material handling cost, ease of future expansion, production cost,
machine down time cost, in-process storage cost, safety cost, ease of supervision.
Operation layout design criteria
1. Efficient loading and unloading
2. Ease of inventory counts
3. Effective stocking
4. Effective use of layout
5. Increase the productivity
Background of the research topic
Facilities should be designed so that they can be easily expended or adjusted
to meet changing production needs. Flexible manufacturing system most often are
highly automated facilities having intermediate-volume production of a variety of
products. Their goals to minimize changeover and setup times for producing the
different products while still achieving close to assembly line production rates.
Objectives of a good layout
1. Movement of people and material
2. Production capacity
3. Labour efficiency in terms of ergonomics

4. Space utilization
5. Ease of supervision and maintenance
Principles for Ideal Layout
1. Minimum travel
2. Sequence
3. Usage and flexibility
4. Safety and satisfaction
5. Compactness and minimum investments
Provide optimum space to organize equipment and facilitate of goods and to
create safe and comfortable work environment. To promote order in production
towards a single objective and optimum use of work force and equipment.
Review of Literature in the area of study
Efficiency of a plant layout can be increased by redesigning the plant layout
using string diagram and layout planning. It provide basic details about the flow of
material through shop floor and the interrelation of various activities.
One such research explain about the planning methods and procedures for
various types of production facilities. The type of layout design to be adopted and
implemented during layout design and has also provided the key elements for the
layout design. The type of flow of material and requirement of basic process is also
explained. Many industries use Activity Relationship Charts (ARC) and diagrams for
layout redesign and layout planning. The use of activity relationship charts in
designing the layout as provided a basic steps for layout planning.
A research conducted to identify and improve the plant layout of pulley’s
factory to eliminate obstructions in material flow and thus obtain maximum
productivity.
Another research focuses on the problems occurred during designing flexible
plant layout for manufacturing facilities were product demands are subjected to
variability. A flexible layout is one that maintains low material handling cost despite
fluctuations in the product demand levels.

A research conducted in the industry explains about the warehouse redesign
of a manufacturing plant layout and also problems faced during the redesign of
layouts.
A case study explains in detailed redesign of an existing production facility the
design of production differs from that of manufacturing layout and the analysis done
using group technology.
Existing practices of the organization in the area of study
1. Poka - Yoke
2. Cellular Manufacturing
3. Process layout
Poka – Yoke
• Poka – Yoke that help operators avoid mistakes in their work caused by
choosing the wrong part, leaving out a part , installing a part backwards etc.,
• It involve the implementation of fail – safe ways methods that detect or
prevent human machine error.
• It provides instant feedback and prevention of quality problems.
• It helps the operator and process work right the first time.
• Poka – Yoke refers to techniques that make it impossible to make mistake
and it also helps to drive defects out of product and process and substantially
improve quality and reliability.
• It helps the company of simple Poka – Yoke ideas and methods in product
and process design can eliminate both human and mechanical errors.

Cellular Manufacturing
Cellular manufacturing is a lean manufacturing approach that helps
company’s build a variety of products as little waste as possible. Equipment and
workstations arranged in a sequence that supports smooth material flow through
process with minimal transport or delay.
A manufacturing cell consists of people and machines of workstations
required for performing the process steps.
For example :
If a process for a product requires cutting, followed by drilling and
finishing, the cell could include the equipment for performing steps arranged in that
order.
It helps the company achieve to important goals of lean they are One-piece
flow and High-variety production.
One-piece flow
One-piece flow is the state that exists when products move through a
manufacturing process one unit at a time at a rate determined the needs of
customer.
High-variety production
By grouping similar products into families that can be processed on same
equipment in the same sequence. It helps to shorten change over time between
products.

Process layout
This type is generally used in systems where a product has to be
manufactured or assemble in large quantities. In process layout the machinery and
auxiliary services are located according to the processing sequence of the product
without any buffer storage within the line itself.

Design of the Study
Design of the Study
1. Objectives of the study
2. Scope of the Study
3. Tools and Techniques for collection of data
4. Operation definition of concepts
Objectives of the Study
To study the current flow pattern and relation of overall plant layout
Relocating the workstations for simpler flow and reduction in check points.
To improve the efficiency of the plant layout using facility layout planning
To increase production capacity of the plant.
To ensure optimum utilization of workforce and equipment.
To reduce movement of workers, raw materials and equipment.
Scope of the Study
Production and operations management concern with the conversion of inputs
into outputs, using physical resources, so as to provide the desired utilities to the
customer while meeting the other organizational objectives of effectiveness,
efficiency and adoptability. It distinguishes itself from other functions such as
personnel, marketing, finance etc., by its primary concern for conversion by using
physical resources.
Plant layout deals with the arrangement of machines and plant facilities. The
machines should be arrange that the flow of production remains smooth. There
should not be overlapping, duplication or interruption in production flow. Product
layout, where machines are arranged in a sequence required for the processing of a
particular product and in process layout, where machines performing the similar
process are group together are two popular methods of layout. The departments are
laid out in such a way that the cost of material handling is reduced. They should be
proper choice of material handling equipment. There are many software for planning
the process layout.
Group Technology, cellular manufacturing systems and flexible manufacturing
have made our concepts of layout planning undergo a tremendous change.

Design of the Study
In short, manufacturing facilities must be able to exhibit high levels of flexibility
and robustness despite significant changes in the operating requirements. However
the plant layout improvement, could be one of the tools to response to increasing
industrial productivity. Plant layout has became a fundamental basis of today’s
industrial plants which can influence parts of work efficiency. It is needed to
approximately plan and position employees, materials, machines, equipment and
other manufacturing supports and facilities to create the most effective plant layout.
Tools and Techniques for collection of data
1. Time study
2. String diagram
Time Study
Time study methods were originally proposed by Frederick Taylor and were
later modified two include a performance rating adjustments. They have now
became one of the most widely used means of work measurement. Basically by
using time study an analyst is taking a small sample of one worker’s activity and
using it to derive a standard for tasks of that nature time study or stopwatch, time
study is performed by timing a worker as the job is performed, summing the times for
the necessary element of the job, adjusting if an abnormal workspace was observed,
and then adding time for personal and rest breaks.

Design of the Study
The time study approach to work measurement use a stopwatch are other
timing device to determine the time required to complete given tasks. Assuming a
standard is being set the worker must be trained and must use the prescribed
method while the study is being conducted.
String Diagram
The string diagram is one of the simplest techniques of method study for
recording and examining movement of workers and materials. It is a tool for
analyzing the designing workspace in a such a way that the movement of material,
men, equipment etc., During a specified sequence of events the string diagram is
thus a form of flow diagram.
In this a thread is used to measure distance it is necessary that the string
diagram be drawn correctly to scale. It is most often used to supplement the flow
process chart. A string diagram can be used to plot the movement of material and is
done especially when a work study person wants to find out easily just how far the
materials travelled. The complete plan containing all the equipments, doorways,
pillars and partitions, which affect path of movement, are drawn to scale. A
measured length of thread is then taken and tide around the pins at the string points
of movement thus the string diagram is useful aid in explaining proposed changes to
company management, problem supervisors and employees.
1. Location of facilities
2. Plant layouts and material handling
3. Product design
4. Process design
5. Production and planning control
6. Quality control

Design of the Study
7. Materials management
8. Maintenance management.
LOCATION OF FACILITIES
Location of facilities for operations is a long-term capacity decision which
involves a long term commitment about the geographically static factors that affect a
business organization. It is an important strategic level decision-making for an
organization. It deals with the questions such as ‘where our main operations should
be based?’ The selection of location is a key-decision as large investment is made in
building plant and machinery. An improper location of plant may lead to waste of all
the investments made in plant and machinery equipments. Hence, location of plant
should be based on the company’s expansion plan and policy, diversification plan for
the products, changing sources of raw materials and many other factors. The
purpose of the location study is to find the optimal location that will results in the
greatest advantage to the organization.
PLANT LAYOUT AND MATERIAL HANDLING
Plant layout refers to the physical arrangement of facilities. It is the
configuration of departments, workcentres and equipment in the conversion process.
The overall objective of the plant layout is to design a physical arrangement that
meets the required output quality and quantity most economically.
According to James Moore, “Plant layout is a plan of an optimum
arrangement of facilities including personnel, operating equipment, storage space,
material handling equipments and all other supporting services along with the design
of best structure to contain all these facilities”. ‘Material Handling’ refers to the
‘moving of materials from the store room to the machine and from one machine to
the next during the process of manufacture’. It is also defined as the ‘art and science
of moving, packing and storing of products in any form’. It is a specialized activity for
a modern manufacturing concern, with 50 to 75% of the cost of production. This cost
can be reduced by proper section, operation and maintenance of material handling
devices. Material handling devices increases the output, improves quality, speeds up
the deliveries and decreases the cost of production. Hence, material handling is a
prime consideration in the designing new plant and several existing plants.

Design of the Study
PRODUCT DESIGN
Product design deals with conversion of ideas into reality. Every business
organization have to design, develop and introduce new products as a survival and
growth strategy. Developing the new products and launching them in the market is
the biggest challenge faced by the organizations. The entire process of need
identification to physical manufactures of product involves three functions: marketing,
product development, manufacturing. Product development translates the needs of
customers given by marketing into technical specifications and designing the various
features into the product to these specifications. Manufacturing has the responsibility
of selecting the processes by which the product can be manufactured. Product
design and development provides link between marketing, customer needs and
expectations and the activities required to manufacture the product.
PROCESS DESIGN
Process design is a macroscopic decision-making of an overall process route for
converting the raw material into finished goods. These decisions encompass the
selection of a process, choice of technology, process flow analysis and layout of the
facilities. Hence, the important decisions in process design are to analyse the
workflow for converting raw material into finished product and to select the
workstation for each included in the workflow.
PRODUCTION PLANNING AND CONTROL
Production planning and control can be defined as the process of planning the
production in advance, setting the exact route of each item, fixing the starting and
finishing dates for each item, to give production orders to shops and to follow up the
progress of products according to orders.
The principle of production planning and control lies in the statement ‘First
Plan Your Work and then Work on Your Plan’. Main functions of production planning
and control includes planning, routing, scheduling, dispatching and follow-up.
Planning is deciding in advance what to do, how to do it, when to do it and
who is to do it. Planning bridges the gap from where we are, to where we want to go.
It makes it possible for things to occur which would not otherwise happen.

Design of the Study
Routing may be defined as the selection of path which each part of the
product will follow, which being transformed from raw material to finished products.
Routing determines the most advantageous path to be followed from department to
department and machine to machine till raw material gets its final shape.
Scheduling determines the programme for the operations. Scheduling may be
defined as ‘the fixation of time and date for each operation’ as well as it determines
the sequence of operations to be followed.
Dispatching is concerned with the starting the processes. It gives necessary
authority so as to start a particular work, which has already been planned under
‘Routing’ and ‘Scheduling’. Therefore, dispatching is ‘release of orders and
instruction for the starting of production for any item in acceptance with the route
sheet and schedule charts’.
The function to report daily the progress of work in each shop in a prescribed
proforma and to of follow-up is investigate the causes of deviations from the planned
performance.
QUALITY CONTROL
Quality Control (QC) may be defined as ‘a system that is used to maintain a
desired level of quality in a product or service’. It is a systematic control of various
factors that affect the quality of the product. Quality control aims at prevention of
defects at the source, relies on effective feed back system and corrective action
procedure.
Quality control can also be defined as ‘that industrial management technique
by means of which product of uniform acceptable quality is manufactured’. It is the
entire collection of activities which ensures that the operation will produce the
optimum quality products at minimum cost.
• The main objectives of quality control are:
• To improve the companies income by making the production more acceptable
to the customers i.e., by providing long life, greater usefulness,
maintainability, etc.
• To reduce companies cost through reduction of losses due to defects.

Design of the Study
• To achieve interchangeability of manufacture in large scale production.
• To produce optimal quality at reduced price.
• To ensure satisfaction of customers with productions or services or high
quality level, to build customer goodwill, confidence and reputation of
manufacturer.
• To make inspection prompt to ensure quality control.
• To check the variation during manufacturing.
MATERIALS MANAGEMENT
Materials management is that aspect of management function which is
primarily concerned with the acquisition, control and use of materials needed and
flow of goods and services connected with the production process having some
predetermined objectives in view.
The main objectives of materials management are:
• To minimize material cost.
• To purchase, receive, transport and store materials efficiently and to reduce
the related cost.
• To cut down costs through simplification, standardisation, value analysis,
import substitution, etc.
• To trace new sources of supply and to develop cordial relations with them in
order to ensure continuous supply at reasonable rates.
• To reduce investment tied in the inventories for use in other productive
purposes and to develop high inventory turnover ratios.
MAINTENANCE MANAGEMENT
In modern industry, equipment and machinery are a very important part of the
total productive effort. Therefore, their idleness or downtime becomes are very
expensive. Hence, it is very important that the plant machinery should be properly
maintained.

Design of the Study
The main objectives of maintenance management are:
1. To achieve minimum breakdown and to keep the plant in good working
condition at the lowest possible cost.
2. To keep the machines and other facilities in such a condition that permits
them to be used at their optimal capacity without interruption.
3. To ensure the availability of the machines, buildings and services required
by other sections of the factory for the performance of their functions at optimal
return on investment.
Operational definition of concepts
1. Job shop production
2. Batch production
3. Mass production
4. Continuous production
5. Effectiveness
6. Efficiency
7. Productivity
8. Lead-time
9. Work station
10.Material Handling
11.Benchmarking
12.Brainstorming
Job shop production
Job shop production are categories by manufacturing of one or few quantity of
products designed and products as per the specification of customers within prefixed
time and cost.
A job shop comprises of general purpose machines arranged into different
departments. Each job demands unique technology requirements, demands
processing on machines in a certain sequence.

Design of the Study
Batch production
Batch production is a form of manufacturing in which the job process through
the function departments or batches and each lot may have a different routing. It is
characterized by the manufacture of limited number of products produced at regular
intervals and stocked awaiting.
Mass Production
Manufacture of discrete parts or assemblies using a continuous process are
called Mass production. This production system is justified by very large volume of
production. The machines are arranged in a line or product layout. Product layout
and process standardization exists and all outputs follow the same path.
Continuous production
Production facilities are arranged as per the sequence of production
operations from the first operation to the finished product. The items are made to
flow through the sequence of operation through material handling devices such as
conveyors, transfer devices etc.,
Definition of key terms
Effectiveness
Effectiveness means doing the right things to create the most value for the
company. It can be measured by the actual outputdivided with the expected output.
Efficiency
Efficiency means doing something at the lowest possible cost. It can be
measured by dividing resources planned to be used with resources actually used.
Productivity
Productivity is a common measure of how well a country, industry, or
business unit is using its resources. This can be measured by dividing the outputs
with the inputs.

Design of the Study
Lead-time
This is the time between placing an order and receiving the finished goods or
service.
Workstation
The space or area of a facility in which individuals or operators perform tasks.
This ranges from an assembly station in a factory to a cube in an office.
Material handing
Material handing is defined as providing the right amount of the right material,
in the right condition, at the right place, at the right time, in the right position, in the
right sequence, and for the right cost, by using the right methods.
Benchmarking
A tool to improve business processes by looking what other companies are
doing. It is often beneficial to observe firms in other branches.
Brainstorming
Brainstorming is one of the simplest and familiar creativity techniques. It helps
to generate the ideas for a solution of the problem. The outcome of brainstorming
can be a list of ideas, which lead to an approach or the solution itself.

Analysis of Data
Analysis of Data
Data Collection
To determine the effectiveness of the layout, the details regarding the
performance of the cell or needed. So by doing the times study, information is
collected. Time study was conducted by taking number or trails. The complete cycle
of events have been divided into work elements. The time required for carrying out
each element is measured using a stop watch in continuous mode. Trails were taken
in different periods to have a good accuracy. The results of the time study are shown
all the details regarding, the cell layout and ergonomics like loading and unloading
points were collected and presented. The table below shows the cycle time of each
station for the final product of their respective parts.
Cycle time details for machines :
S.
No.
Work Element
Machines
Machining
Time
(Sec)
Loading
Time
(Sec)
Unloading
Time
(Sec)
Cleaning
Time
(Sec)
Cycle
Time
(Sec)
1 PTO shaft press
110 5 5 4 124
2 Center Housing
assembly 200 15 60 NA 275
3 OIB wheel axle
bolt press
300 17 10 5 332
4 OIB axle housing
assembly 150 12 7 NA 169
5 Axle housing
sleeve press
360 7 10 NA 377
6 Turkey end
cover assembly
240 8 5 NA 253
7 End cover
assembly
170 5 5 6 186
8 HLC cylinder sub
assembly
270 20 10 7 307
9 HLC assembly
650 10 15 NA 675
Table – 1 Cycle time details for machines

Analysis of Data
Production volume details for machines :
S.
No.
Parts Cycle
Time
(sec)
Output
per cycle
Total time
available
(sec)
Production
volume
per month
(Nos.)
1 PTO shaft press 124 1 1310400 10565
2 Center Housing assembly 275 1 1310400 4765
3 OIB wheel axle bolt press 332 1 1310400 3947
4 OIB axle housing
assembly
169 1 1310400 7754
5 Axle housing sleeve
press
337 1 1310400 3476
6 Turkey end cover
assembly
256 1 1310400 5180
7 End cover assembly 186 1 1310400 7045
8 HLC cylinder sub
assembly
307 1 1310400 4268
9 HLC assembly 675 1 1310400 1941
0
100
200
300
400
500
600
700
800
Cycle Time (Sec)

Analysis of Data
Calculation of cycle time and production volume
Cycle time = machining time + loading time + unloading time + cleaning time
= 110 + 5 + 5 + 4
= 124 seconds.
Production volume = Total time available (sec)
cycle time (sec)
= 1310400
124
= 10568 parts
0
2000
4000
6000
8000
10000
12000
PTO shaft
press
Center
Housing
assembly
OIB wheel
axle bolt
press
OIB axle
housing
assembly
Axle
housing
sleeve
press
Turkey end
cover
assembly
End cover
assembly
HLC
cylinder
sub
assembly
HLC
assembly
Production volume per month (Nos.)

Analysis of Data
Comparison of Cycle time (sec) and Production volume per month (Nos.)
From the data collection phase, information are collected directly by observing
shop floor and it indicates performance of the shop floor (viz., man and machine,
utilization, part travel, production volume etc.,) Hence they have to be further
process to obtain the performance of cell.
Any manufacturing cell includes, all the resources needed for product
manufacturing. The resources have to be utilized to maximum extent to obtain the
desired output from the cell. Hence to evaluate the performance of cells, the
utilization of resources, along with the factors that affects the utilization of the
resources. In order to do so, the following factors have to be considered to know
about the performance of the cell.
1. Man activity chart
2. Cell Ergonomics
0
2000
4000
6000
8000
10000
12000
PTO shaft
press
Center
Housing
assembly
OIB wheel
axle bolt
press
OIB axle
housing
assembly
Axle
housing
sleeve
press
Turkey
end cover
assembly
End cover
assembly
HLC
cylinder
sub
assembly
HLC
assembly
Cycle Time (Sec)
Production volume per month (Nos.)

Analysis of Data
Man activity chart
In the man activity chart we will look at the following stations, how they were
efficient and it also represent the ergonomics, movements of operator, distance
travelled and production volume. The data collected using the stop watch study and
string diagram.
Cell Ergonomics
The job of the operator is primary loading and unloading parts. Hence
ergonomics concern with lifting and placing parts in machines and operating work
holding devices. In this system, human performance in detecting and correcting cell
malfunctions will establish utilization and thus the production efficiency. The existing
cell has been studied and the ergonomics of a worker is designed. There are no
unnecessary movements and operator fatigue is less, when working continuously.
As far as the ergonomic concern in the company, they have been following
the standards which is feasible to the workers with less fatigue and strain. They were
following some techniques in order to enhance the productivity. They are
1. Machinery and controls, so as to minimize mental and physical strain on
the worker to enable the improvement in efficiency.
2. They were maintaining a peaceful environment for performing the task
most affectively and conducive.
3. They have designed the working environment in such a way that lighting,
ventilation, temperature, noise, vibrations, color, safety etc.,

Analysis of Data
OIB AXLE HOUSING ASSEMBLY ( in mts.,)
Operations Sequence Tools used Forward Backward Right Left Bending
Down
Stretching up Remarks
To Fro To Fro To Fro To Fro To Fro To Fro
Taking OIB
from TOD
Scanning the
sticker on the
moniter
Barcode
Scanner
0.5 0.5
Stretching
forward to pick
up the
barcode
scanner
Taking axle
shaft from the
trolley
0.5 0.5
Turning back
to pick up the
axle shaft
Taking friction
plate and
intermediate
plate from the
trolley
0.5 0.5 Turning back
Checking disc
length
Disc guage 0.5 0.5
Stretching
forward to pick
up the guage
Taking
reaction pin
from the
storage rack
0.5 0.5 0.75 0.75
Stretching
forward to pick
up the reaction
pin
Taking
accutator
from the
trolley
0.5 0.5
Turning back
to take the
accelator
Cont…

Analysis of Data
Taking friction
plate and
intermediate
plate from the
trolley
Putting
grease and
'O' ring and
again
applying
grease
0.75 0.75 1.00 1.00
Stretching
towards left for
taking 'O' ring
Taking brake
boot bracket
from the
trolley
1.5 1.5 1.00 1.00
Operator is
bending down
to pick up boot
bracket in the
trolley
Scanning the
brake boot
bracket for
checking
hours (4 hrs)
curing time
Barcode
Scanner
0.5 0.5
Putting
Gasket
0.5 0.5
Applying
loctite
0.5 0.5
Bending down
to pick up
loctite
Cont…

Analysis of Data
Putting brake
lever from the
trolley
0.5 0.5
Putting
fasteners and
washers from
the storage
rack
0.5 0.5
Tightening
fasterners
using Nut
runner
Nut runner
(Power tool)
0.5 0.5
Bending down
to pick up the
Nut runner
Tightening
the stud using
torque
wrench
Torque
wrench
0.6 0.6
Putting Nut
and cotter pin
0.5 0.5
Taking carrier
plate from the
pressing
machine
1.5 1.5
Travel back to
carry tip
carrier (heavy
weight)
Putting screw
and tightening
Power
screw driver
0.5 0.5 0.5 0.5
Stretching up
to catch the
power screw
driver
Cont…

Analysis of Data
Punching the
screw
Hammer
and rod
0.5 0.5
Checking the
gap with filler
gauge
Filler gauge
Moving to the
trolley for
main
assembly line
Cycle time = 169 seconds
Production volume = 7754 parts
Distance travelled by the operator = 31.2 meters

Analysis of Data
OIB WHEEL AXLE BOLT PRESS ( in mts.,)
Down
Wheel Axle
Pressing
Taking wheel
axle from trolley
2 2 0.5 0.5
Operater is
bending down
Taking seal
labrith plate
from storage
rack
0.5 0.5 1 1
Stretching
upward
towards left
Taking Bolt
from storage
rack and putting
on wheel axle
0.5 0.5
Taking bearing
from the trolley
and inserting on
the wheel axle
0.75 0.75
Travelling
towards right
side to pick up
bearing
Operating
Hydraulic
machine for
pressing
bolt
Taking drive
cover from right
side
Bearing
press tool
2 2
Carring heavy
weight
Pressing
the bearing
with
machine
Putting half ring
from storage
rack
Using
hammer
and screw
driver
0.5 0.5
Cont…

Analysis of Data
Checking
the half ring
Adjusting the
half ring
Filler gauge
tool
0.5 0.5
Putting 'O'
ring from
storage bin
0.5 0.5
Locating 'O'
ring
Spanner
Putting
wheet axle
in carrier
press
Taking carrier
from trolley
using hoist
1.5 1.5
Putting
bearing
Taking
bearing from
bearing stand
1 1
Pressing
the carrier
and bearing
using
pressing
machine
Forwarded to
the shim size
stickering
1 1 0.5 0.5
Stretching
upward to pick
up the sticker
Cycle time = 332 seconds Production volume = 3947 parts

Analysis of Data
AXLE HOUSING SLEEVE PRESS ( in mts.,)
Down
Scanning
the shim
using
scanner
Using barcode
scanner
travelling to
shimming
gauge
Barcode
Scanner
1.5 1.5
Moving
backward
diagonally
Putting shim on
axle according
to the size
mentioned
0.5 0.5
Putting 'O' ring
from the
storage rack
and locating
Spanner 0.5 0.5
Moving to the
sleeve press
machine
0.5 0.5
Pushing the
wheel axle
and carrier to
left
Pressing
the axle
sleeve with
40kg/cm2
Mounting
Ring gear
Taking ring
gear from
trolley
2 2
Travelling in
backward
direction
Cont…

Analysis of Data
Mounting
Carrier on
Ring gear
Taking Carrier
from carrier
press trolley
Hoist 1 1
Turning back
to pick up the
carrier
Putting washers
and bolts from
storage rack
0.5 0.5
Tightening stud
with Nut runner
Nut runner
(Power tool)
0.5 0.5 0.5 0.5
Bending down
to pick up the
Nut runner
Locking the bolt
with Torque
wrench from
storage rack
Torque
wrench
0.5 0.5

Analysis of Data
Turkey end cover assembly ( in mts.,)
Operations Sequence Tools
used
Forward Backward Right Left Bending
Down
Turkey end
cover
assembly
Picking end
cover from the
trolley and
keeping on the
pressing
machine
0.5 0.5
Operator
carrying heavy
weight
picking bearing
from stroage
rack and
inserting on the
end cover
0.5 0.5
Streching
forward to pick
up the bearing
Picking lock
tool and
pressing
bearing using
pressing
machine
End
cover
lock tool
0.5 0.5
Picking end
cover lock from
storage rack
and inserting in
the end cover
over bearing
0.5 0.5
Taking bearing
pressing guide
tool and
keeping over
the bearing
Bearing
pressing
guide
tool
0.5 0.5
Picking heavy
weight of
bearing press
tool
Cont…

Analysis of Data
Turning back
side of the end
cover
Picking end
cover oil seal
from storage
rack
0.5 0.5
Applying loctite
(603) inside the
oil seal
0.25 0.25
Bending down
to pick up the
loctite
Inserting oil
seal in the end
cover and
pressing with oil
seal pressing
tool
Oil seal
pressing
tool
Pasting the
barcode sticker
and waiting for
to dry the loctite
(15 minutes)
0.5 0.5
Streching
forward to
pickup the
barcode
sticker
Picking shaft
from the trolley
Hoist 0.5 0.5
Turning back
to pick up the
shaft
Inserting shaft
into the end
cover and
pressing with
machine
Cont…

Analysis of Data
Removing the
end cover from
pressing
machine and
putting into
TOD
0.5 0.5
Operator is
carrying heavy
weight of end
cover
Putting lock
washer into the
shaft
0.25 0.25
Bending down
to pick up lock
washer

Analysis of Data
END COVER ASSEMBLY ( in mts.,)
Operator 1
used
Down
End cover
assembly
Collecting end
cover from the
washing machine
using conveyor
1.5 1.5
Pulling the end
cover from the
right side to
the pressing
machine
Putting end cover
in the pressing
machine
0.5 0.5
Putting bearning
over the green oil
seal over the end
cover from the
trolley
0.5 0.5
Putting shim over
the bearing from
the storage rack
0.25 0.25 0.75 0.75
Putting circlip
guide tool over
the end cover
Putting circlip
from the trolley
0.5 0.5
Turning back
to pick up the
circlip
Pressing the
bearing
Bearing
press
tool
0.25 0.25
Cont…

Analysis of Data
Putting green oil
seal from the
trolley
0.5 0.5
Turning back to
pick up the green
oil seal
Pressing using
the machine
Oil seal
guide
tool
0.25 0.25
Stretching
forward to pick
up the oil seal
guide tool
Turning
backside of
the end
cover
Putting mud block
after turning the
end cover
Bearing
press
tool
0.25 0.25 0.5 0.5
Turning back to
pick up the mud
block from the
trolley
Taking shaft from
the trolley putting
on the end cover
Hoist 0.5 0.5
Turning back to
collect the shaft
from the trolley
Pressing the
shaft using press
machine
0.25 0.25
Pusing end
cover with shaft
into the pressing
machine
Forwarded to
TOD
Cont…

Analysis of Data
Operator 2
used
Down
End cover
sub
assembly
Collecting from
the TOD
0.5 0.5
Pulling end
cover with
shaft from the
TOD
Taking 'O' ring
from storage rack
0.75 0.75
Stretching
forward
towards right
to pick up 'O'
ring
Taking sleeve
from the storage
rack and putting
over the shaft
0.75 0.75
Stretching
forward to pick
up the sleeve
Applying loctite
from the storage
rack
0.5 0.5
Stretching
forward to pick
up the loctite
Putting sleeve
over the shaft
and tightening the
sleeve
Nut
tighter
tool
0.5 0.5 0.75 0.75
Stretching up
to catch the
nut tighter tool
Taking sleeve nut
from the storage
rack
0.5 0.5
Stretching
forward to
collect the
sleeve nut
Cont…

Analysis of Data
Tightening the
Sleeve nut
Nut
tighter
tool
0.5 0.5 0.75 0.75
Stretching up
to pick up the
tool
Moving end cover
to the main
assembly line

Analysis of Data
HLC CYLINDER SUB ASSEMBLY ( in mts.,)
used
Down
HLC
cylinder
sub
assembly
Taking piston
from the trolley
0.75 0.75
Turning back
to pick up the
piston
Taking piston
seal ring and
inserting over
the piston
0.5 0.5
Taking seal ring
guide tool and
putting over the
piston
0.6 0.6
Bending down
to pick up the
tool
Taking seal ring
from storage
rack and putting
over piston
Fitting the
piston using
seal ring guide
tool
Seal
ring
guide
tool
0.5 0.5
Taking cylinder
(outer body)
from the trolley
0.5 0.5
Carring heavy
weight
Cont…

Analysis of Data
Apply grease 0.5 0.5
Inserting piston
into the cylinder
Piston
guide
tool and
insert
tool
0.5 0.5
Putting stud
into cylinder
from storage
rack
0.5 0.5
Stretching
forward
Tightening the
stud
Nut
runner
(Power
tool)
0.5 0.5
Stretching
forward
Taking setting
bracket
0.5 0.5
Turning back
to correct the
setting bracket
Taking
fasterners from
the storage
rack
0.5 0.5
Stretching
forward
Putting
fasterners over
setting bracket
from the
storage rack
0.5 0.5
Cont…

Analysis of Data
Tightening the
Fasterners
Nut
runner
(Power
tool)
0.5 0.5
Stretching
forward to pick
up Nut runner
Taking PC and
DC lever from
the trolley
Tightening
fasterners of
PC and DC
levers
Nut
runner
(Power
tool)
0.5 0.5
Stretching
forward to pick
up Nut runner
Moving to HLC
main assembly

Analysis of Data
HLC ASSEMBLY ( in mts.,)
Operator 1
used
Down
HLC
assembly
Taking HLC from
the trolley using
hoist
2.5 2.5 0.5 0.5
Travelling in
backward
direction and
bending down
Putting HLC in
washing machine
Operator is
training due to
heat
Taking the HLC
from the washing
machine and putting
on the trolley
1.5 1.5
Travelling in
backward
direction
Mounting washers
and bolt the storage
rack on the HLC
1.00 1.00
Tightening the bolts
Spanner,
Torque
wrench
0.5 0.5
Bending down
to take the
washers and
bolts
Taking trolley from
behind the washing
machine
1.00 1.00 3.00 3.00
Traveling left
and then
forward to get
the trolley
Picking the cylinder
from trolley and
putting into washing
machine
Cont…

Analysis of Data
Picking cylinder
from washing
machine and again
keeping in trolley
2.00 2.00
Operator is
carrying heavy
weight
Removing water
droplets using air
gauge
Air
gauge
0.5 0.5
Again moving trolley
to the respective
station
1.00 1.00 1.5 1.5
Taking kitting trolley
and washing the
parts
1.5 1.5
Pulling kitting
trolley near to
washing
machine
Picking parts from
washing machine
and keeping in the
kitting trolley
0.5 0.5
Turning back
to keep parts
in the trolley
Picking end cover
from the end cover
tray and putting in
the washing
machine
Hoist 1.00 1.00 0.5 0.5
Operator is
bending down
to pick up end
cover
After washing
picking the end
cover using hoist
and keeping on the
conveyor
Hoist 0.75 0.75
Operator is
straning due to
heat
Cont…

Analysis of Data
Operator 2
used
Down
Putting bolt and
washers from
storage rack to fix
the HLC
0.5 0.5
Putting 'O' ring
and disc over
load plate from
storage rack
0.4 0.4 0.35 0.35
Operator is
bending to
take disc
cover load
plate
Taking kitting
trolley from the
trolley line to
station
2.5 2.5
Operator is
travelling
straight and
right to take
the kitting
trolley
Taking Arm Ram
and connecting
rod pressing
using machine
1.5 1.5
Turning back
for pressing
Putting allen
screw on HLC
from storage rack
1 1
Putting washers
from trolley
0.5 0.5
Inserting lift shaft
into HLC from
trolley
0.5 0.5
Cont…

Analysis of Data
Locating DC link
and PC link from
the trolley to the
HLC
Hammer
and rod
0.5 0.5
Putting link shaft
from storage rack
0.75 0.75
Putting bush from
storage rack and
locating it
Bush
guide
tool
1 1
Turning back
to pick up the
bush
Putting 'O' ring
and seal ring
Bush
guide
tool
0.5 0.5
Putting lift arm
from the trolley
0.75 0.75
Putting load
washer from
storage rack
0.5 0.5
Putting control
spring from the
trolley and
locating it
Screw
driver
0.5 0.5
Locating HLC
cylinder from the
HLC sub
assembly line
Hammer 1 1
Operator is
carring heavy
weight
Locating
quardant from the
storage rack
Screw
driver
and
centre
screw
allen key
3 3
travelling in
backward
direction
carring heavy
load
Cont…

Analysis of Data
Checking draft
control and
position control
Pounds
and
checking
tool
1.5 1.5
Moving to the
main assembly
line
Putting bolt and
washers from
storage rack to fix
the HLC
0.5 0.5
Putting 'O' ring
and disc over
load plate from
storage rack
0.4 0.4 0.35 0.35
Operator is
bending to
take disc
cover load
plate
Taking kitting
trolley from the
trolley line to
station
2.5 2.5
Operator is
travelling
straight and
right to take
the kitting
trolley
Taking Arm Ram
and connecting
rod pressing
using machine
1.5 1.5
Turning back
for pressing
Distance travelled by the operator = 72 meters

Findings and Recommendations
Findings
With the best knowledge of available techniques the solution to these type of
layout become more acceptable with the good points of different approach were
brought together.
As it was noted there are several points which make the problem more real.
The data that are posted in the operated movement chart has been carefully
collected and summarized.
The important factors should be assigned accurately to the type of movement
so that adjustment of the numbers in the travel chart could be affected
accordingly.
The data collection and posting into the operator movement chart is the most
important step before starting the analysis, because the techniques of
evaluation of layouts depends on the accuracy of the operator movement with
keeping the restrictions and assumptions in the mind.
we can find the effectiveness of the existing layout. From the data collected
using the methodology the existing layout of the rear axle assembly was doing
good in terms of productivity and ergonomically. Now the existing layout they
were achieving the peak of the desired production level in the rear axle
assembly.
Recommedations
For the main assembly line of tractor they can adopt the robotic technology.
By adopting the robotic technology they can reduce the human error and can
achieve the high precision.
With the help of robotic technology they can reduce the takt timeand the
production volume can be increased.

Bibliography
Bibliography
1. Dr.M.Khoshnevisan Francis, “Facility layout and location: An analytical
approach”, Prentice Hall, 2/E, Engle wood cliffs, NJ, 1993.
2. Shikdar A. Al-Hadhrami M., (2007) “Smart workstation design : an ergonomics
and methods engineering approach” International Journal of Industrial and
System Engineering.
3. Dr.V.Jayakumar, “Process planning and cost estimation”, Lakshmi
Publications, OMAN, 2011.
4. G.Sundaraja, Improving productivity of manufacturing using lean concepts,
International Journal of Lean Thinking.

Project Report TAFE final

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Destacado

Destacado (20)

Similar a Project Report TAFE final

Similar a Project Report TAFE final (20)

Project Report TAFE final