M.tech (Production and Industrial Engineering) Thesis Presentation

TO IMPROVE OEE OF MODULE IMPLANTING
MACHINE IN A SIM-CARD MANUFACTURING
COMPANY USING LEAN TOOLS
SUBMITTED BY: SANCHIT JAIN
M.TECH P&IE)
2016-18
UNDER THE SUPERVISION OF:
DR. RAHUL O. VAISHYA
ASSISTANT PROFESSOR

27-7-2018 BY- SANCHIT JAIN
INTRODUCTION
R1. Can Lean Tools be used to improve system performance of a SIM Card
manufacturing company?
R2. Can Overall Equipment Effectiveness be used as a measure to improve
equipment effectiveness?
RESEARCH QUESTATION

RESEARCH METHODOLOGY
RESEARCH DESIGN Defined as the framework for collecting and
analysing data.
 5 research designs suggested by Bryman and Bell (2003) are:
• Experimental Design - Comprising an experiment that is being conducted
in a laboratory or a natural setting in a systematic way.
• Cross-Sectional Design - A snap-shot of an on-going situation to investigate economic
characteristics of large numbers of people or organisations.
• Longitudinal Design - The approach that collects data for two or more distinct time
periods with the subjects being the same or comparable from
one period to the next.
• Comparative Design - Used to uncover contrasting findings between two or more
cases
• Case Study Design - An up-close, in-depth, and detailed examination of a subject of
study (the case), as well as its related contextual conditions.
Action Research – This approach allows the researcher to make a 'real-time'
contribution to the research in parallel to matching the expected academic rigour.

RESEARCH METHODOLOGY
Research opportunities
Literature Review
Research Methodology
Data Collection
Applying Lean Tools in
Case Studies
Analysis of Outcomes
OEE Improvement/ Achieving research objectives
RESEARCH DESIGN FOR THIS THESIS PROJECT
Case Study and Action Research both seems
useful approaches to be adopted for this
thesis. For this, a SIM card Manufacturing
Company is used as the sole case organisation
in order to be aware of what type of problems
can be met, and how to get around them. As
the main aim of this project is to improve the
effectiveness of a machine, some aspects
surrounding the machine will change. It could
be some technical devices, some operation
modification or some way to act, that could be
modified.
RESEARCH MODEL

OVERVIEW OF CASE
ORGANIZATION
The case organization specialises in Smart Cards manufacturing
INDUSTRY CHARACTERISTICS DETAILS ABOUT CASE ORGANIZATION
Company Name & Location Syscom Corporation Pvt Ltd, Noida (IDEMIA, France MNC)
Industry sector Telecommunication
Product SIM Cards/Telco Cards
Production volume and variety High Volume - High Variety
Manufacturing Type/ Process Batch Manufacturing / Make To Order process
MAIN UNIT CBC ULCC

PRODUCT RANGE
GOVT / Health ID
BANKING
BIOMETRIC
QUARTER
TELCO
ID1 HALF

PRODUCTION PROCESS
Module
lamination
Card Body
Milling
Module
Implanting
Chip
Personalisation
Card Body
PunchingWarehouse
(RM Stock)
Warehouse
(Finished
Stock)
Production Process Flow Value Stream.
The production process flow begins with
Cavity milling process on the card body
(CB) to host the module and an adjacent
process to prepare modules by Chip
module lamination before Implanting
Chip Module on CB. The next stage is
Card Personalization which includes
within itself the sequence of steps that
make every smart card unique. During
this process individual card holder data
are loaded into the chip memory. The
final stage is Card Breaking / Punching
where the plug-in of two types (Combi
SIM card: which comes with Mini SIM &
Micro SIM cards plug-in and Trio SIM:
which supports all three plug-in variants
of Mini SIM (2FF), Micro SIM (3FF) and
Nano SIM (4FF) all in one SIM) is punched
on SIM card and also the card is break in
half or quarters using a metallic tools.

AVAILABLE RESOURCE
Process (Pn)
Machine
Name (Xn)
Number of
machines
Hourly
Capacity
Module Lamination (P1) CML 3 36000
Card Body Milling (P2) JMD 5 40000
Module Implanting on Card body (P3) JED 5 36000
Chip Personalisation (P4) SYE 3 36000
Card Breaking / Punching (P5) CB+YMJ 3+1 36000
Theoretical Capacity per month = XBottleneck*(Base Hour/day)*(Planned Days/ Month)
= 36000*24*26 = 22.4 Mu/month
A review of the existing process indicated that data driven improvements and therefore
more process specific data was needed to understand the problems that indicate where
and what improvements could be made.
Actual Production (61% OEE) = 13.6 Mu

OVERALL EQUIPMENT
EFFECTIVENESS (OEE)
The accurate estimation of the equipment utilization is very important especially in a
capital-intensive industry (e.g. the semiconductor, SIM-card and chemical industries) and
Overall Equipment Effectiveness (OEE) is the best known indicator of equipment
performance.
YEAR AUTHOR THEME
1988-
89
Nakajima
Introduces OEE as the measure of TPM used for collecting and
analysing the combined effects of plant availability, performance
and quality.
1992 Hartmann
Concept of Hidden Factory and suggested TPM is the key to
unlock.
2000
Willmott and
McCarthy
Confirms the work of Nakajima on OEE and applied to achieve
best of the best equipment efficiency
2001 Jeong & Phillips
Redefined OEE based on capital intensive Industry and
introduced TPIS.
In a capital intensive industry managers want to utilize their equipment as effectively as
possible to get an early return on their investment.

Nakajima (1988) define OEE as a measure of the effective utilisation of capital assets by
expressing the impact of equipment losses based on six types of equipment losses
tracked in the OEE calculation.
NAKAJIMA’S OEE
CALCULATION

CRITIQUE ON OEE
CALCULATION
Nakajima’s OEE calculation does not include scheduled maintenance time for preventive
maintenance and non-scheduled time such as off-shift and holiday. These time losses are
however, important in capital-intensive industry. For example, to reduce nonscheduled
time, most SIM card manufacturers are operating three eight hour shifts.
1. Non Scheduled Time: time duration for which equipment is not scheduled to
operate. This time may include holiday and leave, etc.
2. Scheduled maintenance time: time spent for preventive maintenance in the
equipment.
3. Unscheduled maintenance time: time spent for breakdown.
4. R&D time: time spent for the purpose of research and development.
5. Engineering usage time: time spent for an engineering check-up.
6. Setup and adjustment time: time spent for setup and adjustment for operation.
7. WIP starvation: the time for which equipment is operating when there is no WIP to
process.
8. Idle time without operator: time for which WIP is ready; however there is no
operator available.

According to Jeong & Phillips (2001), the downtime category varies from company to
company and must be individually defined and categorized accordingly to meet the
requirements of OEE in their company.
Sr. No. Organization's D/T Categories Jeong & Phillips D/T Categories
1 Preventive Maintenance Scheduled Maintenance Time
2 No plan by PPC Non Scheduled Time
3 New product Trail R&D
4 Planned facility Down Scheduled Maintenance
5 Material not procured timely* N.A.
6 Machine breakdown Unscheduled maintenance time
7 No Milled Cards WIP starvation
8 Batch Change Setup & Adjustment
9 Machine Cleaning Engineering usage time
10 ATR Rejection Unscheduled maintenance time
11 Setup change Setup & Adjustment
12 Kanban buffer* N.A.
13 No Operator Idle Without Operator
CRITIQUE ON OEE
CALCULATION

OEE CALCULATION FOR
CASE ORGANIZATION
Preventive
Maintenance
No plan by PPC
New Product Trail
No milled Cards
Machine Cleaning
Machine Breakdown
Batch change
Setup change
No Operator
Throughput Loss
Total Time
Net Operation Time
Operating Time
Availability = Operating Time/ Total Time
OEE= Availablity x Performance x Quality
Valuable
operating
Time
Quality Loss
Performance = Net Operating Time/ Operating
Time
Quality = Valuable Operating Time/ Net
Operating Time

IMPLEMENTING TAKT TIME
Takt time is the maximum amount of time in which a product needs to be produced in
order to satisfy customer demand.
Steps To Implement TAKT Time
1. Measuring individual cycle times of each process.
2. Comparing each cycle time with the Takt time to identify bottleneck processes-
those with cycle time more than Takt time.
3. These bottleneck processes are made free from NVA in order to bring cycle time
below takt time and achieve customer demand.
The Calculation for takt time is as follows
• Available Production time = Total production time – (breaks + maintenance activities +
shift changeover + clean down time) (Eq2)
• Customer demand = amount of units required by customer/ time period (Eq3)
• Takt Time = Available Production Time/Customer demand (Eq4)
0
5
10
15
P1 P2 P3 P4
NVA
VA
Takt
Time
Cycle
0
5
10
15
P1 P2 P3 P4
VA
Takt
Time
0
5
10
P1 P2 P3 P4
Cycle
Time
Takt
Time

IMPLEMENTING TAKT TIME
Takt Time Calculation Based On One
Month Forecasted Loading:
• Available time (hour/month) = 705
• Forecast demand (card/month)
= 17000000
• Takt time (sec)
= 705*3600/17000000 = 0.149 sec
0.125
0.143
0.164
0.133 0.133
0.149
0.000
0.040
0.080
0.120
0.160
0.200
P1 P2 P3 P4 P5
C/T /card Actual
(sec)
Takt Time (sec)
Descriptions Formulae Used
Processes
P1 P2 P3 P4 P5
Declared Capacity/Mc/hr - 12000 8000 7200 12000 9000
Standard Time/Machine (Sec) =
Time sec
declared capacity
0.30 0.45 0.50 0.30 0.40
No. Of Machine - 3 5 5 3 4
Production efficiency %* =
Output ST
Loading time
80% 63% 61% 75% 75%
Declared Cycle Time/card(sec) =
Standard Time
no.of Machine
0.10 0.09 0.10 0.10 0.10
Actual Cycle Time/card (sec) * =
𝐃𝐞𝐜𝐥𝐚𝐫𝐞𝐝 𝐂𝐲𝐜𝐥𝐞 𝐓𝐢𝐦𝐞
𝐏𝐫𝐨𝐝𝐮𝐜𝐭𝐢𝐨𝐧 𝐞𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲
0.125 0.143 0.164 0.133 0.133
Actual Cycle Time VS Takt Time.

OEE ANALYSIS OF BOTTLENECK
PROCESS
1 M1 59% 95% 99.9992% 56%
2 M2 60% 97% 99.9994% 58%
3 M3 61% 97% 99.9992% 59%
4 M4 67% 97% 99.9993% 65%
5 M5 67% 97% 99.9997% 65%
Overall 63% 97% 99.9994% 61%
OEE Breakup Of Five Module Implanting Machines
1
Machine breakdown (unscheduled
maintenance time)
24535 25940 23480 19535 17650 111140
2 No Milled Cards (WIP starvation) 5895 9625 9575 2375 6035 33505
3 Batch Change 4700 5410 4090 5595 5430 25225
4 Machine Cleaning (Engg. usage time) 4735 4990 4950 5215 5150 25040
5 ATR Rejection 1510 405 660 3140 3245 8960
6 Setup change 4525 1460 1110 1765 60 8920
7 Kanban buffer 1020 230 0 2475 1905 5630
8 No Operator 0 580 720 0 0 1300
Total DT(Min.) 46980 48640 44585 40100 39475
DT(Hrs.) 783 811 743 668 658

111140
33505
25225 25040
8960 8920
5630
1300 60
51%
66%
77%
89%
93%
97% 99% 100%
0%
20%
40%
60%
80%
100%
120%
0
20000
40000
60000
80000
100000
120000
Mahcine
breakdown
No Milled
Cards
Batch
Change
Machine
Cleaning
ATR
Rejection
m/c
conversion
Kanban
buffer
No
operator
Other
DT(M)
Cum. DT
%age
Pareto Diagram Of Down Time Data Collected
OEE ANALYSIS OF BOTTLENECK
PROCESS

SINGLE MINUTE EXCHANGE OF
DIES (SMED)
SMED is a Lean Tool used to shorten the changeover time hence reducing total production
cost.
Year
Authors/
Organization
Theme
1950 Shigeo Shingo
Initial developments on the concept while working with Toyota
Industries.
1970
Shigeo Shingo
&Taichi Ohno
Improved setup process for a 1000 ton press at Toyota motors main plant
from 4 hours to 90 minutes and creating a systematic technique for
achieving SMED.
1980
Toyota Gosei
Plant, Japan
Setup time of cold forging machine was reduced by 69% from 100
minutes to 31 minutes using same approach.
1985 Shigeo Shingo
In his book ‘A revolution in manufacturing: The SMED system’ shared with
the world concept of SMED.
2001 McIntosh
Improving changeover performance: A strategy for becoming a lean,
responsive manufacturer
2008
Buket
Boztınaztepe
Lean Tools for Reducing Production Time and Satisfying Employees: A
Case Study.
2013 Aurelien Narses
Case study: Production and OEE improvement for an 800 tons stamping
press.
It is evident from all the examples that this approach could be applied to any factory and
on any machine.

APPLICATION OF SMED IN CASE
ORGANISATION
SMED on Setup Change of Module Implanting Machine
Stage 1. Data Collection
1. Interviewing operator, maintenance engineer and production supervisor:
• Questions to Production supervisor:
-When and how are you communicated that a machine is required to undergo conversion?
-Who all are involved in conversion activity and what are their roles?
-What is your role in conversion process after you are being communicated?
• Questions to maintenance engineer:
-When and how are you communicated that a machine is required to undergo conversion?
-What is the standard operating procedure of existing setup change process (if any)?
• Questions to operator:
-When and how are you communicated that your machine is required to undergo
conversion?
-What is your role in conversion process?
PPC plans &
share to prod.
Mail from Prod. to
maintenance
Machine &
equipments
preparation
Converting each
part of machine
Final adjustments
& trial run
Machine under
observation till
stable production
Mass productionMachine setup change process flow (Macro)

3.Final adjustments and trial runs (36%)
3.1 New Reel loading 3.2 Raising hot weld temp. to required limit 3.3 First card Inspection
2.Converting each part of machine (41%)
2.1 Change
module
punch
tool(Die)
2.2 Allign
Pick&Place
arm with
punch tool
2.3 Hot
weld
heads
shifting
2.4 Hot
weld base
plate
shifting
2.5 Cold
weld
tool
shifting
2.6 card
detection
sensor
shifting
2.7 Tacking
(Prepress)
station
shifting
2.8 Slot
tester
shifting
2.9 Module
detection
sensor
shifting
2.10 ATR
tester
Head
shifting
1.Machine and Equipment Preparation (23%)
1.1 Bring hand Tools (
L-key set, screw driver
etc.)
1.2 Bring module punch
die of new module type
from tool room
1.3 Make available test cards,
test module reel(laminated),
visual gauge template
1.4 Making the machine ready for conversion
(open covers ,turn off heating elements,
remove previous card box, remove old Reel,
install test reel etc.)
First stage Bifurcation of Setup Change Process & Percentage Contribution
2. Using stopwatch with intermittent Videotaping:

SMED on Setup Change of Module
Implanting Machine
Module implanting Machine-Setup Change Process
No. 1ststage Element Breakup 2nd Stage Element Breakup Activity Observed Time (sec)
1.1 Bring Test Material
Bring Test cards EXTERNAL 312
Bring test module reel EXTERNAL 210
Sub total 5% 522
1.2
Bring New Module punch Die from
tool room
Change fittings on the new die EXTERNAL 380
Sub total 4% 380
1.3 Prepare Machine for conversion
Turn off heating Elements and wait till it comes to room temperature, Open machine cover INTERNAL 680
remove previous batch card boxes INTERNAL 63
Remove & wind old reel INTERNAL 160
Install test reel INTERNAL 235
Sub total 12% 1138
2.1 Change module punch tool(Die)
Change fittings on the new die EXTERNAL 410
Remove previous die from the machine INTERNAL 220
placing and connecting new die to the machine INTERNAL 122
Insert test reel in die and trial run to test the punch position INTERNAL 170
Sub total 10% 922
2.5
Alignment of Pick & Place arm
with punch tool
Open front bolt by L-key INTERNAL 10
Back front bolt by L-key INTERNAL 21
lifting>shifting>placing>aligning INTERNAL 100
Adjustments INTERNAL 30
Close front and back bolt simultaneously INTERNAL 13
Sub total 2% 174
2.3 Hot weld head shifting
Place Test card under 1st weld head for reference INTERNAL 25
Move 1st weld head to new position with X & Y lead screws >visually check using test
card>adjust to finalize
INTERNAL 150
Place Test card under 2nd weld head for reference INTERNAL 24
Move 2nd weld head to new position with X & Y lead screws >visually check using test
INTERNAL 166
Place Test card under 3rd weld head for reference INTERNAL 26
Move 3rd weld head to new position with X & Y lead screws >visually check using test
INTERNAL 210
Place Test card under 4th weld head for reference INTERNAL 25
Move 4th weld head to new position with X & Y lead screws >visually check using test
INTERNAL 156
Sub total 11% 782
2.4 Hot weld base plate (BP) shifting
Open weld head INTERNAL 18
look for required L-key EXTERNAL 18
1st base plate (loosen the bolt>shift BP.>tighten bolts) INTERNAL 107
2nd base plate (loosen the bolt>shift BP.>tighten bolt) INTERNAL 87
Again1st base plate (tighten bolts) WASTE 25
3rd base plate (loosen the bolt>shift BP.>tighten bolt) INTERNAL 81
4th base plate (loosen the bolt>shift BP.>tighten bolt) INTERNAL 94
Sub total 4% 430
2.5 Cold weld tool shifting Loosen bolts>shift/adjust>tighten bolts INTERNAL 80
Sub total 1% 80
2.6 Card detection sensor shifting Loosen bolts>shift/adjust>tighten bolts INTERNAL 91
Sub total 1% 91
2.7 Tacking(Prepress) station shifting
Open front cover INTERNAL 11
loosen bolts by L-Key>shifting INTERNAL 50
Centring INTERNAL 43
Adjusting/Aligning Press Tool Tip with embedded module of test card INTERNAL 22
half tighten bolt>adjustment/aligning>full tighten Bolt INTERNAL 142
1st check (centring+tacking>observe>untack>visual check) INTERNAL 29
2nd check (centring+tacking>observe>untack>visual check) INTERNAL 39
Slight shifting(half tighten bolt>shifting>full tighten Bolt) INTERNAL 188
Sub total 5% 524
2.8 Slot tester shifting
open front cover INTERNAL 50
open front channel INTERNAL 107
Front Slot tester(loosen the bolt>shift gauge.>tighten bolt) INTERNAL 122
Back Slot tester(remove the bolt>shift gauge>tighten bolt) INTERNAL 150
close front channel and cover INTERNAL 225
Sub total 7% 654
2.9 Module detection sensor shifting Loosen bolts>shift/adjust>tighten bolts INTERNAL 91
Sub total 1% 91
2.10 ATR tester Head shifting
loosen the bolts>removing bolts INTERNAL 60
place test card for reference INTERNAL 12
alignment/shifting INTERNAL 40
tighten the bolts while aligning tester pins with card module INTERNAL 92
Sub total 2% 204
3.1 New Reel loading Replacing Test Module reel with New Module Reel INTERNAL 450
Sub total 5% 450
3.2
Raising hot weld temp. to required
limit
INTERNAL 718
Sub total 7% 718
3.3
First card Inspection, Trial run and
final adjustments
1st trial run on test card INTERNAL 140
CTQ parameters check. INTERNAL 340
Adjustments of critical parameters INTERNAL 185
2nd trial run on test card INTERNAL 137
1st test run on live card INTERNAL 164
Intermittent minor adjustments till mass production at stable rate INTERNAL 545
Sub total 23% 2187
Current Total Time (sec) 100% 9578
Current Total Time (min) 160
Stage 2. Separating Internal and External Elements
By the end of this stage of
improvement process, external
elements were separated from
internal. The percentage share of the
external elements was 15% of the
total time.

Stage 3. Streamlining Operations: Improvement of operations
A. Problem- Hot Weld Heads Shifting- (Step number 2.3 of Table 10)
Implanting Machine
The ‘Hot weld head’ is the most critical element of Module Implanting machine. Its function is the
permanent assembly (or Embedding) of module on the card body (CB) by the progressive heating
and fusion of tape layer (at the bottom side of module) with top surface of plastic (ABS material)
CB. The heating is done in four progressive steps with four weld heads maintained around 220°C
temperature. The position of heating element must be right above the module at all the time and
accuracy up to microns is required for effective heat transfer and plastic fusion. The conversion of
all the four weld head took a total of 50 minutes in the study done.
X-Axis Lead
Screws
Y-Axis Lead
Screws
Mounting Plate
Heating
Elements
Labelled image of
Hot Weld Heads

Solution- A brainstorming session held with the team resulted in a unique solution of
this problem. The solution was to modify design of plate where all weld heads are
mounted such that conversion could be simple, accurate, require less skill and need to
turn off heating elements was no more required. A 3D CAD design was prepared with
the modification suggested by the team. The main design modification was that of a
mounting change of weld heads. A new slider plate was introduces in the design
between weld heads and mounting plate. This will be enabling all the weld heads to
move simultaneously and accurately at the required position of new product. Figure
18 shows the 3D design created by author to the required specifications after several
reviews and modification with the team.
Sliding Guides
Slider Plate
Mounting
plate
Implanting Machine
CAD Design of
modified
Mounting

3D CAD Design of Modified Mounting using Solid Works
Implanting Machine

The modification required large capital expenditure which must be justified with the
amount of time reduction this modification would provide.
Some calculations shown below will clear that the investment required is justified.
• Estimated cost of expenses on modification = ₹15000 (1)
• Estimated time saved/ Conversion = 50 minutes = 3000 sec (2)
• Total conversion per month (estimated from previous data) = 3.5 times (3)
• Time saved per month = (2)*(3) = 10500 sec (4)
• Standard production throughput = 3600 cards/ hour = 1 card/ sec (5)
• Price per card = ₹ 2.4 (6)
• Total cost saved = (4)*(5)*(6) = ₹ 25200/ Month (7)
• Return To Investment (ROI) = (1)/(7) = 0.595 Month
The Calculation shows that it will take about half a month, i.e. not more than two
conversions, to start returning the profits of the design modification. This justifies the
expenditure of modification proposed.
Project Proposal
Implanting Machine

Improvement- Final modification of hot weld design mounting was successfully
made. Figure 19 shows the actual image of modified weld mounting with slider plate.
This innovative improvement reduces about 32% of total internal time.
Slider Plate
Linear guides
Mounting
Plate
Actual Modified Weld
Mounting
Implanting Machine

B. Problem- Slot Tester shifting - (Step number 2.8 of Table 10)
Slot tester is nothing but a depth gauge which measures depth of cavity milled on cards
during milling process. The function of slot tester is to ensure that the cavity milled is of
required depth, so that module is implanted with no defect. The problem with shifting
slot tester was a tedious job and can be understand with the image shown below. Slot
tester needs to be shifted towards right for new product (Red arrow). Before shifting the
slot tester, three more parts need to unbolt and removed i.e. first the front cover (Black),
then two T- shaped support columns (Behind cover) and then channel. These are all
necessary but wasteful activities. Total extra time in removing and then reassembling
after shifting slot tester is 4% of total changeover time (6.3 minutes).
Channel
Cover
Slot Tester
Back view of Slot
Tester Mounting
Implanting Machine

Solution- Taking feedback from the operators, a rather simple solution was applied to
the seemingly complex problem. The solution to eliminate this waste is to cut a
rectangular shaped slot on the channel. Now, no more dismantling of extra parts is
required. Final image after the improvement looks as shown below. It shows a cut
portion of channel. This enable direct access to slot tester mounting bolts which mere
needs to be shifted from one screw hole to another for shifting.
Cut Section
Mounting bolts
Slot tester mounting After
Improvement
Learning- The important aspects of such improvement are as follows:-
1. The active participation of operators in problem solving.
2. An effective and No-cost solution to a complex problem.
Implanting Machine

C. Problem- Screw type clamps used in weld head assembly are time consuming while
opening and closing heads. The frequent opening and closing of weld head, owing to
major and minor adjustments, require a quick and accurate clamping solution. Refer
figure 1 for previously used screw type clamp.
Screw Type Clamp
1. Screw Type Clamp on
weld assembly
Solution- New Toggle type clamp was used to simplify the operation and reduces time by
allowing quick clamping of the assembly. Figure 2 shows new type of clamp.
Toggle Clamp
2. New Toggle Clamp After
Improvement
Implanting Machine
Improvement- A rough estimation of the impact on internal time due to this
improvement is about 5-10 minutes reduction.

D. Problem- Ineffective manpower utilization-
The entire conversion process was carried out by two men: Maintenance engineer and
operator. Maintenance engineer is an expert in machine conversion and works actively to
perform all the elements, while operator plays a supportive role and his involvement is
passive most of the time owing to the complexity of operations as well as lower skill level.
Another factor contributing to low manpower utility is a lot of wasted motion moving from
front of machine to the back, and vice versa because most of the operations were performed
by one worker (the engineer). To understand the utility of both, following graph was made
from video recording. Figure 24 divides the total time of conversion in useful and idle time
for both men. This gives us their respective percentage utility: engineer =78% and operator
=31%.
Manpower utility graph
Implanting Machine

Solution- Since, major complex operations are now made simple and required lower
skill, the operator can easily perform such operations and have more active
participation in conversion process. With few more training sessions about the
modified processes, the operator’s utility would increase significantly. Training and
skill enhancement is a good but an old strategy and is discarded by Shingo. Instead, a
better solution of adopting parallel operations was suggested in his book. Since,
operator can now perform most of the task on his own. The concept of parallel
tasking will play an effective role in time reduction. Instead of performing each task in
series one after the other, a better strategy is to work parallel and perform two
different tasks simultaneously. Few important points were considered while
constructing the optimum flow.
1. Equal time distribution among both men.
2. Proper sequencing of operations based on essential precedence order.
For example: ‘Tacking tool (Prepress) shifting’ must follow after ‘Alignment of Pick &
Place arm’ and ‘Alignment of Pick & Place arm with punch tool’ must follow after
‘Change module punch die’ operation
Implanting Machine

Parallel Operations Flow
Card detection sensor shifting
Machine running stable
Prepare
machine for
conversion
Change
module punch
die
Hot weld head shifting
Cold weld tool shifting
Hot weld base plate shifting
Tacking tool (Prepress) shifting
Alignment of Pick &
Place arm with punch
tool
First card Inspection,
Trial run and final
adjustments
Bring new
module punch die
Start
Bring Test
Cards and
module Reel
Change Fitting on new die
Slot tester shifting
Module detection
sensor shifting
Stop machine
MAINTENANCE
ENGINEER
MACHINE
OPERATOR
E
X
T
E
R
N
A
L
I
N
T
E
R
N
A
L
ATR Tester shifting
The entire process is equally
divided among machine
operator and maintenance
engineer such that, they
perform separate operations
simultaneously which
consumes equal amount of
time.
Improvement- Using two
men working on front and back
jobs concurrently, the
implementation of parallel
operations had improved utility
of both operator and engineer
up to 95% each. Thus, the
reduction of 25% more internal
time was achieved.
Implanting Machine

Implanting Machine
Result Of SMED on Setup Change Process
After training the operators and engineers of
new setup change process, new video study on
setup change was conducted on same machine.
The total time taken to complete the setup
change process was close to 20 minutes. So, with
the application of SMED concept a reduction of
87.5% in setup change time has achieved.
160
20
0
50
100
150
200
Before After
Setup Time (minutes)
Setup Time
(minutes)
87.5%
Impact on OEE:
Following calculations were made to show impact on OEE :-
Total base time per day per machine = 1440 min;
Total time saved per machine per day = (160-20)*0.2 = 28 min
Increase in Availability = 28/1440 = 1.94 %
Increase in OEE = Increased Availability* Old Quality* Old performance rate
Therefore, Increase in OEE due to improvement using SMED = 1.9 %.

SMED On Batch Change Activity
Stage 1. Data Collection
• Data collection was
done using videotaping
and recording the entire
batch change process as
it is.
S.N. Element Description Activity
Observed
Time (sec)
1 Stop the machine and clear it of last batch material INTERNAL 42
2 Open the door and cut the module reel with cutter INTERNAL 11
3 Cut the module reels & make a roll of reels & keep them on trolley INTERNAL 60
4 Count Bad modules and keep them in the box. EXTERNAL 79
5 Entry in check sheet for closing batch EXTERNAL 42
6 Pick airgun and clean the m/c INTERNAL 36
7 Bring the IPA bottle to m/c for cleaning EXTERNAL 14
8 Clean die and suction pipes of module Transfer INTERNAL 20
9 Again go back to keep the IPA bottle EXTERNAL 16
10 Using command panel to clean the die INTERNAL 56
11 Filling log book, check sheet, downtime sheet and etc. EXTERNAL 150
12 Waiting for the correct module reel. EXTERNAL 140
13 Pick and installed the module reel on machine output side INTERNAL 190
14 Pick the scrap material and go to throw them in dustbin EXTERNAL 27
15 Pick the tape from OQC station EXTERNAL 22
16 Paste tape on bad module cup and correct the module reel INTERNAL 78
17 Pick and installed the module reel on machine input side INTERNAL 147
18 Paste tape to correct the module reel INTERNAL 76
19 Looking for the box of CB to run on machine EXTERNAL 14
20 Using air gun on fresh cards to segregate the burr on card INTERNAL 18
21 Pick the cards and feed to input magazine in three turns INTERNAL 16
22 Now close the machine and run INTERNAL 18
Total Time (Second) 1272
Total Time (Minutes) 21.2
• The elemental breakup of
entire operation was
done with the help of an
engineer from
maintenance department
such that a notable
difference can be easily
made between each
element

S.N. Element Description Activity
Observe
d Time
(sec)
Internal
(Sec)
Exter
nal
(Sec)
1 Stop the machine and clear it of last batch material INTERNAL 42 42 -
2 Open the door and cut the module reel with cutter INTERNAL 11 11 -
3
Cut the module reels & make a roll of reels & keep them on
trolley
INTERNAL 60 60 -
4 Count Bad modules and keep them in the box. EXTERNAL 79 - 79
5 Entry in check sheet for closing batch EXTERNAL 42 - 42
6 Pick airgun and clean the m/c INTERNAL 36 36 -
7 Bring the IPA bottle to m/c for cleaning EXTERNAL 14 - 14
8 Clean die and suction pipes of module Transfer INTERNAL 20 20 -
9 Again go back to keep the IPA bottle EXTERNAL 16 - 16
10 Using command panel to clean the die INTERNAL 56 56 -
11 Filling log book, check sheet, downtime sheet and etc. EXTERNAL 150 - 150
12 Waiting for the correct module reel. EXTERNAL 140 - 140
13 Pick and installed the module reel on machine output side INTERNAL 190 190 -
14 Pick the scrap material and go to throw them in dustbin EXTERNAL 27 - 27
15 Pick the tape from OQC station EXTERNAL 22 - 22
16 Paste tape on bad module cup and correct the module reel INTERNAL 78 78 -
17 Pick and installed the module reel on machine input side INTERNAL 147 153 -
18 Paste tape to correct the module reel INTERNAL 76 76 -
19 Looking for the box of CB to run on machine EXTERNAL 14 - 14
20 Using air gun on fresh cards to segregate the burr on card INTERNAL 18 18 -
21 Pick the cards and feed to input magazine in three turns INTERNAL 16 16 -
22 Now close the machine and run INTERNAL 18 18 -
Total Time (Second) 1272 768 504
Total Time (Minutes) 21.2 12.8 8.4
Stage 2. Separating
Internal from External
Elements
The data was then analysed
to look for elements that
can be categorised as
‘internal’ and ‘external’.
It was observed that 8.4
minutes out of 21.2
minutes was spent on doing
activities that could have
been done when the
machine was running i.e.
41%of total time.
Fractional share of Internal and
External Activities

To streamline operation,
all the elements were
analysed to know their
functional requirement
and whether a particular
element is actually
required to be performed
while doing batch change
S.N. Element Description Activity Function
Observe
d Time
(sec)
Internal +
Functional
1 Stop the machine and clear it of last batch material INTERNAL
Machine
Preparation
42 42
2 Open the door and cut the module reel with cutter INTERNAL Reel change 11 11
3
Cut the module reels & make a roll of reels & keep
them on trolley
INTERNAL Reel change 60 60
4
Count Bad modules and keep them in the rejection
box.
EXTERNAL Batch closing 79 -
5 Entry in check sheet for closing batch EXTERNAL Batch closing 42 -
6 Pick air gun and clean the m/c INTERNAL Machine cleaning 36 -
7 Bring the IPA bottle to m/c for cleaning EXTERNAL Machine cleaning 14 -
8 Clean die and suction pipes of module Transfer INTERNAL Machine cleaning 20 -
9 Again go back to keep the IPA bottle EXTERNAL Machine cleaning 16 -
10 Using command panel to clean the die INTERNAL Machine cleaning 56 -
11 Filling log book, check sheet, downtime sheet and etc. EXTERNAL Batch closing 150 -
12 Waiting for the correct module reel. EXTERNAL Wait for material 140 -
13 Pick and install the 1st module reel on machine INTERNAL Reel change 190 190
14
Pick the scrap material and go to throw them in
dustbin
EXTERNAL Machine cleaning 27 -
15 Pick the tape from OQC station EXTERNAL Waste 22 -
16 Paste tape on bad module and correct the module reel INTERNAL Reel Change 78 78
17 Pick and install the 2nd module reel on machine INTERNAL Reel Change 147 147
18 Paste tape to correct the module reel INTERNAL Reel Change 76 76
19 Looking for the box of CB to run on machine EXTERNAL CB change 14 -
20
Using air gun on fresh cards to segregate the burr on
card
INTERNAL CB change 18 18
21
Pick the cards and feed to input magazine in three
turns
INTERNAL CB change 16 16
22 Now close the machine and run first good part INTERNAL Final Adjustments 18 18
Total Time (Second) 1272 656
Total Time (Minutes) 21.2 10.9
Stage 3. Streamlining
operations and Operator
Training
These contribute 330
seconds i.e. 5.5 minutes
of total observed time
and 112 seconds of total
internal time. Hence, the
final effective time
remains 656 seconds or
10.9 minutes.

Brainstorming with team (production, maintenance and quality) was done and priority
of the tasks was decided such that machine cleaning was secondary to batch change
and could be avoided during batch change.
This yield following decisions:
1. To make available all the essentials such as Tape, cutter etc. on the machine all the
time to avoid motion and searching time loss.
2. Machine Cleaning is a separate regular activity of DPM (Daily Preventive
Maintenance) and must be done during that time only and must not be included
during batch change.
3. A standard work instruction needs to be prepared with new sequence of steps. This
is now used for training the operators about new process

After training the operators of new batch change
process, new video study was conducted on three
batch change done on similar machine by three
different operators. The total time taken was:
10.3 minutes, 10.5 minutes and 9.8 minutes
respectively i.e. an average 10.2 minutes. So, with
the use of SMED concept a reduction of 52% in
batch change time has achieved
Result Of SMED on Batch Change Process
Impact on KPI:
Following calculations were made to show impact on OEE :-
Total time per day per machine = 1440 min;
Total time saved per machine per day = (20-10.2)*3.5 = 34.3 min
Increase in Availability = 34.3/1440 = 2.38%
Increase in OEE = Increased Availability* Old Quality* Old performance rate
Therefore, Increase in OEE due to improvement using SMED = 2.26 %.

Aim is to reduce the time of activities done during Machine Cleaning.
CONTINUOUS IMPROVEMENT:
Kaizen on Machine Cleaning
1. Elemental breakup of the process such that proper distinguish can be made
between two activities.
2. Time Study by camera recording of the process. (stop watch can also be used)
3. Element wise time assigning from the recording (observed time).
4. Deciding which elements are useful and which one are wasteful i.e. distributing
data into three categories- Value added, Non value added and Waste.
5. Rating each activity based on level of commitment of the operator. This means
whether the operator is performing 100% or less to do a particular activity.
6. Multiply rating factor with observed time to get Normal Time.
7. Assign allowance to each task and multiply with normal time to get Standard
Operating time.
Step involved for data measurement and analysis:

Firstly open the door and cut the module reel with cutter 1 NVA 11.0 100% 11 11 11
Cut the module reel by hand & make a roll of reel & keep this on trolley (
From both side)
1 NVA 60.0 100% 60 60 60
Count Bad modules and keep them into a box. 1 Waste 79.0 100% 79 79 79
Entry in checksheet 1 NVA 42.0 100% 42 42 42
Pick airgun and clean the m/c 1 VA 36.0 100% 36 36 36
Pic the module & parallaly waiting for the new batch 1 Waste 72.0 100% 72 72 72
Pick the IPA and go back to m/c to clean it 1 Waste 14.0 100% 14 14 14
Clean die and suction pipes of IC T/F 1 VA 20.0 100% 20 20 20
Again go back to keep the ipa bottle on back trolley 1 Waste 16.0 100% 16 16 16
Now by using command on pannel clean the die 1 VA 56.0 100% 56 56 56
Again using air gun to clean the machine 1 NVA 74.0 100% 74 74 74
Now going to lineleader to confirm about the next batch module reel 1 Waste 20.0 100% 20 20 20
Now pick the module reel and go to lamination machine station to change
it
1 Waste 67.0 100% 67 67 67
Pick the cutter form input trolley and placed on back trolley 1 Waste 8.0 100% 8 8 8
Now going to the output of machine aand pick and fill the log
book,checksheet,production sheet and etc.
1 NVA 150.0 100% 150 150 150
Now still waiting for the correct module reel. 1 Waste 140.0 100% 140 140 140
Now pick and installed the actual module reel on output side 1 VA 190.0 100% 190 190 190
Pick the scrap material and go to fall them in dustbin 1 Waste 27.0 100% 27 27 27
Pick the tape from oqc station 1 Waste 22.0 100% 22 22 22
paste on bad module cup and correct the module reel 1 NVA 78.0 100% 78 78 78
Now pick the input module reel and go to installed 1 VA 153.0 100% 153 153 153
Now again pick the tape from oqc station 1 NVA 18.0 100% 18 18 18
and paste on moduel reel joint at output side and correct the module reel 1 Waste 76.0 100% 76 76 76
Now going to the trolley at input side and find the box to run on machine 1 Waste 14.0 100% 14 14 14
Now after finding the running box going to machine 1 Waste 20.0 100% 20 20 20
Using air gun on fresh cards to segregate the burr on card 1 VA 18.0 100% 18 18 18
Pick the cards and feed into the magzine in three turns 1 VA 16.0 100% 16 16 16
Now correct the machine and run 1 VA 18.0 100% 18 18 18
Sub Total 1515.0 1 1515 1515 507 433 575 25.3
8.45 7.22 9.58
S. N.
Process
Description
Element Description Task
1
Batch
Qty
1
Batch
Change
Observed
Time (sec)
VA NVA Waste Remarks
No. of
Operators
Rating
Normal
Time (sec)
Std. Time
(sec)
Machine
Cleaning

The report shows that only 33% of total time was utilised to perform useful activities
and 38% of time was invested in completely wasteful activity which needs immediate
elimination.
Module Implanting Machine Cleaning process
S.No. Problems Corrective Actions
Time
(s)
1
Wrong module reel feeding by the lamination
machine operator
Paste a machine name sticker on every
module reel
227
2 Count Bad Module Manually
No need to count the bad module just keep
them in pouch.(Because this is NVA activity
and we have no need to do this)
79
3 Waiting for new batch After doing preplanning for new batch 72
4
Pick and place the usable tools (Cutter,Tape
etc.) from here and there.
Make a cardboard tool box for keeping the all
using tools
48
5 Box finding problem Box no. identification by marker 34
6
Motion loss for finding the IPA bottle ( Come
and go timing)
Fix one IPA Bottle on every machine 30
7
To drop the scap material due to lack of
dustbins operator need to extra motion
Need to increase more numbers of dustbins
to avoid this delay
27
Total Time Saved per batch (Sec) 517
Total Time Saved per batch (Minutes) 8.62
Results of Kaizen:
1. Reduction in
cleaning time by
almost 50%.
2. Improvement
in OEE by 3%

CONCLUSION AND FUTURE SCOPE
Project Results
OEE improvement from all the applications of different lean tools:
1. Machine cleaning activity was reduced to half the time it used to take to complete
the activity. This improved process OEE of Module implanting machine by 3%.
2. SMED on Batch change reduced the total lost time by 52% i.e. now it takes 10
minutes to change the batch which was 21 minutes before the project. The impact
on process OEE of Module implanting machine is an increase of 2.2%.
3. SMED on Setup change process of reduced the lost time by 87.5% i.e. now it takes 20
minutes to completely change machine setup which was 160 minutes before the
start of project. The impact on process OEE of module implanting machine is an
increase of 1.9%.

CONCLUSION
Summing up of all the improvement activities shows a total of 7.1% OEE
improvement of Module implanting process in manufacturing SIM card.
Earlier, Module Implanting process was identified as system bottleneck with the
application of Takt time. Since, a bottleneck process the weakest part of system, any
improvement made will be reflecting at system level.
Therefore, it can be said that the OEE of SIM card manufacturing company was
improved by 7.1%. The Final OEE of system is 68.1%.
1. The application of Lean tools in the company in order to improve its performance
was a success. Hence, the answer to the first research question i.e. ‘R1. Can Lean
Tools be used to improve system performance of a SIM Card manufacturing
company?’ is obvious.
2. Also the second research question i.e. ‘R2. Can Overall Equipment Effectiveness be
used as a lean measure to improve equipment effectiveness?’ is made clear.
CONCLUSION AND FUTURE SCOPE

Academic Achievements
Publication/Journal Paper Title Indexed
Publication
Status
IJTIMES
Applying SMED to reduce Changeover
Time and Improve System
Performance
UGC
Published,
Volume 04 Issue
07, July-2018
Inderscience
Publication/ IJPQM
Case Study: Application of SMED in
SIM Card Manufacturing Company
SCOPUS, UGC
Screening for
Acceptance

Certification Of Publication

Plagiarism Report

M.tech (Production and Industrial Engineering) Thesis Presentation

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to M.tech (Production and Industrial Engineering) Thesis Presentation

Similar to M.tech (Production and Industrial Engineering) Thesis Presentation (20)

Recently uploaded

Recently uploaded (20)

M.tech (Production and Industrial Engineering) Thesis Presentation

Editor's Notes