The target changeover time for each automated stamping line (progressive die stamping with 6 dies) is 40 minutes. The changeover is to be done by 2 operators. Team Leader will assist in changing/loading coils in the de-coiler. Currently, the C/O process is taking 80-100 minutes on an average due to various factors. The target is to find the root causes, that is delaying the C/O process, considering C/O procedure, maintenance and set up issues, and come up with controls to reduce the delay in changeover process. The cells need improvement in terms of 5S. The cells are not audited for 5S on a periodic basis. The cells don’t have work instruction/expectation visuals to keep their cells organized

1. 1
Lean Manufacturing & Process Improvement
(06-92-590-34)
Winter 2019
Lean Manufacturing Course project
Process Improvement using Lean tool at DANA INCORPORATES
POWER TECHNOLOGIES
Submitted By: Group 10
Jalvir Patel (104915796)
Dhruvkumar Patel (104926541)
Bankimkumar Patel (104917406)
Krishn Patel (104912502)
Mihir Chokhawala (104957332)
Akash Patel (104936890)
VishalKumar Patel (104916674)
Submitted to:
Pro. Sardar Asif khan

2. 2
ACKNOWLEDGEMENT
It has been a sheer pleasure working under the guidance of our academic professor
“SARDAR ASIF KHAN”. Under his guidance, we were able to learn various lean
manufacturing concepts and apply them to our project to get the desired result. Secondly,
we would like to thank “DANA INCORPORATES POWER TECHNOLOGIES” for
providing us this wonderful opportunity to study the process plant and apply various lean
techniques to eliminate waste as required in our Lean manufacturing project. Also, we
would like to thank our project coordinator Mr. SATHWIK VASANTH, for providing
complete guidance in successfully carrying out the project. The support of both the GA’s
was immense, and we would like to appreciate it.

3. 3
ABSTRACT
Since the industrial revolution many years ago, the ideology of continuous improvement
evolved. Continuous improvement refers to maximizing productivity by eliminating waste.
Initially, lean manufacturing was developed for the automobile industry, but in today’s
world, it is applied to any field, production line or any type of business. To survive in this
competitive world and continuously changing business environment, it becomes very
necessary that the process should be free from all non-value adding activities and should
not possess any of the 7-manufacturing waste. Hence, lean manufacturing plays an
important role in achieving manufacturing excellence by eliminating non-value adding
activities and wastes. Almost all manufacturing companies are veer keen toward
implementing lean manufacturing to their process. As it helps to identify manufacturing
wastes and lean thinking helps to systematically eliminate it. Therefore, the following
study was carried out in a manufacturing plant at DANA INCORPORATED POWER
TECHNOLOGIES, Chatham, Ontario. This study is regarding applying various lean
manufacturing techniques to eliminate waste and reducing non-value adding activities.
The company undergoes around 20 changeovers per day. Therefore, the major focus
was on reducing change over time between the two parts and increasing productivity
using SMED lean manufacturing tool. Value stream mapping gives 100 feet above
overview of the process. Various other tools like 5s, fishbone diagram, 5-why, 5-W1-H
were used to identify the problem and fiddling the root cause of the problem. Also, some
major problem faced by the company and the consequences due to that problem has
been described supported by various data’s and figures. Finally, after various
brainstorming sessions and applying various lean tools and using SEMD a remarkable
reduction in change over time has been observed which ultimately increases productivity.
The study has been carried out by visual inspection on multiple visits to the plant.

4. 4
Table of Contents
ACKNOWLEDGEMENT............................................................................................................. 2
ABSTRACT................................................................................................................................ 3
List of Figures ............................................................................................................................ 5
List of Tables ............................................................................................................................. 5
1 INTRODUCTION .................................................................................................................... 6
1.1 Company background....................................................................................................... 6
1.2 Literature review............................................................................................................... 6
1.3 Plant Layout ..................................................................................................................... 8
1.4 Process Layout / Flow Chart............................................................................................. 9
2 Problem Description...............................................................................................................11
3 Value Stream Mapping...........................................................................................................12
4 Methodology ..........................................................................................................................13
4.1 Fish bone diagram...........................................................................................................13
4.2 Table of Chronology ........................................................................................................14
5 Robotic/Transfer Arm Failure .................................................................................................16
5.1 5W1H ..............................................................................................................................16
5.2 5 WHY...........................................................................................................................16
5.3 Kaizen Sheet...................................................................................................................18
5.4 Solution ...........................................................................................................................19
6 First run Capability .................................................................................................................23
6.1 5W1H ..............................................................................................................................23
6.2 5 WHY.............................................................................................................................23
6.3 Kaizen Sheet...................................................................................................................25
6.4 Solution ...........................................................................................................................26
7 Excessive Movement .............................................................................................................27
7.1 5W1H ..............................................................................................................................27
7.2 5WHY..............................................................................................................................27
7.3 Solution ...........................................................................................................................29
8 RESULT.................................................................................................................................33
8.1 OEE Calculation Current State ........................................................................................33
8.2 OEE Calculation Future State..........................................................................................34
8.3 Cost benefit .....................................................................................................................35
8.4 Conclusion.......................................................................................................................36
8.4 Project Timeline...............................................................................................................37
9 REFERENCES ......................................................................................................................38

5. 5
List of Figures
Figure 1 DANA customers ......................................................................................................... 6
Figure 2 Plant Layout................................................................................................................. 8
Figure 3 Flow Chart ..................................................................................................................10
Figure 4 Current VSM ...............................................................................................................13
Figure 5 Fishbone Diagram.......................................................................................................14
Figure 6 Kaizen Sheet for Robotic Arm Failure .........................................................................18
Figure 7 5S Sort for robot arm...................................................................................................19
Figure 8 5S Set for robot arm....................................................................................................20
Figure 9 Robot-1 arm blue and Robot-2 arm red pipe ...............................................................21
Figure 10 5S shine....................................................................................................................21
Figure 11 Kaizen Sheet for First run capability..........................................................................25
Figure 12 Spaghetti diagram.....................................................................................................30
Figure 13 Future spaghetti diagram ..........................................................................................32
List of Tables
Table 1 Table of Cronology.......................................................................................................15
Table 2 Present flow of work.....................................................................................................30
Table 3 Future flow of work.......................................................................................................31

6. 6
1 INTRODUCTION
1.1 Company background [1]
Dana Corporation is a manufacturer of various automobile product and energy
management solutions. It's business unit includes Light Vehicle Driveline Technologies,
Commercial Vehicle Driveline Technologies, Off-Highway Drive and Motion
Technologies.
Figure 1 DANA customers
Dana Canada Corporation is leading supplier of various kinds of Thermal Acoustic
Protective Shields (TAPS) for automobile engines for renowned Corporations as Ford,
GM, Chrysler. They also produce Value add assembly as isolators, washers and
brackets.
Plant is located at 1010 Richmond St, Chatham-Kent, ON N7M 5J5 and established in
2002 and later expanded in 2005. It has building area of 76000 square feet and annual
sale of $38.3M.
1.2 Literature review
Lean manufacturing deals with the elimination of waste (Muda) without decreasing
productivity, its goal is to increase manufacturing efficiency by reducing total lead time to
production. It was derived from Toyota Production Systems to eliminate seven major
wastes in the manufacturing industry, by using tools as poka-yoke, 5S, Single Minute
Exchange of Dies, Kaizen, Kanban and Value Stream Mapping. Lean manufacturing

7. 7
reduces wastes and lead time, improve manufacturing efficiency.
We have used three principles of lean manufacturing in this report
1. Kaizen
2. Single Minute Exchange of Dies
3. 5S
kaizen alludes to exercises that continuously improve all capacities and include all
workers aims to eliminate seven major waste. It is just not limited to productivity
improvement on a daily basis. It is additionally a procedure that, when done accurately,
adapts the working environment, eliminates the hard work (muri), and shows individuals
how to perform probes their work utilizing the logical strategy and how to figure out how
to spot and kill squander in business form [2].
Single minute exchange of die is an important lean tool, which is used to reduce waste in
the production line. It can be achieved by reducing change over time. The rapid
changeover is being essential to improve manufacturing capacity. It improves available
time, which leads to improving overall equipment efficiency of the process.
5S is a workplace organization process which focuses on orderly placement of necessary
equipment and removal of all unnecessary items from the workplace. It consists of five
words as Sort(seiri), Set in order(seiton), Shine(seiso), Standardize(seiketsu) and
Sustain(shitsuke). 5S was developed by Hiroyuki Hirano and adopted by Toyota Motor
[3].

8. 8
1.3 Plant Layout
Below figure shows the plant layout of DANA INCORPORATED POWER
TECHNOLOGIES company, which is one of the world’s most influential automotive
supplier for many MNC companies like Ford, General Motor, Nissan, FCA and many
more. The Plant consists of 9 Cells with 6 automated press, one HTC assembly line with
robotic and manual assembly line.
Figure 2 Plant Layout

9. 9
1.4 Process Layout / Flow Chart
To understand the process, it is more necessary to understand the flow of the process.
The below diagram shows the process flow of the industry and the sequence followed to
carry out the production. The initialization of the process takes place through feeding of
raw material into the press via an automated coil feeder. Coils are now aligned with the
feeder. After that, the material is split hemmed by the press one with the outer blank.
Now, the transfer arm transfers the part from press one to press two.

10. 10
Figure 3 Flow Chart
The next step is to add another layer to the part which is filler insulation. This insulation
is pressed and filled by blank inner filler. The edges of the two layers of the raw material
that is metal, and insulator are hemmed by the process called close and bead. Next step
is to form the part as per the required profile of trim line, making sure that there are no
splits left in inner and outer material.
Now the part is ready to be transferred to the final press for piercing. Necessary size and
shapes holes are pierced on the final part as per the requirement. Now, the robot picks
up the part from the press and dropped it for inspection, if all specifications are met then
only it is moved to the offline inspection which is done by the operator. Finally, part is
ready to be packed and shipped.

11. 11
2 Problem Description
Dana incorporates produces various heat shield for the engines for many leading
automobile companies. Thus, there are around 2000 different heat shield which is needed
to be manufactured. Plant undergoes around 5 changeovers per day per cell and the
target changeover time for each automated stamping line (progressive die stamping with
6 dies) is 40 minutes. The changeover is to be done by 2 operators. Team Leader will
assist in changing/loading coils in the de-coiler. Currently, the C/O process is taking 80-
100 minutes on an average due to various factors. Thus, it very clear that each time when
there is a changeover in the plant around 40 to 60 minutes are wasted and if we calculate
for whole day the figure of this non-productive time is around 120 minutes wasted per cell
and there are around 9 cells in the plant and this time can be considered as Machine
Downtime. This ultimately resulted in low yield and throughput. According to the process
design, the cell should attain 75% of OEE, but during observation per hours, the actual
OEE was around 65%. The target is to find the root cause, that is delaying the process
which includes changeover procedure, maintenance and setup issues. The cells need
improvement in terms of 5S. The cells are not audited for 5S on a periodic basis. The
cells don’t have work instruction/expectation visuals to keep their cells organized.

12. 12
3 Value Stream Mapping

13. 13
Figure 4 Current VSM
4 Methodology
This project of process Improvement has been carried out in three steps. The first step is
problem identification, this step is to identify the problem using various lean engineering
tools like 5W1H, 5 why and Ishikawa diagram for root cause analysis and most importantly
Kaizen method. To identify the actual root cause the team observed various changeovers
at the different cells of the plant after that the project continued by prioritizing the problem
which had a major impact on the process. The second step is to provide a feasible solution
which will reduce the changeover time and increase the throughput rate. The next step
was to apply the proposed solution and observe the changeovers. And, the final step was
to calculate the new results and the Overall Equipment Efficiency of the cell. On the basis
of the outcome of the process cost to benefit ratio was calculated to measure the
improvement of the process.
4.1 Fish bone diagram
Fishbone diagram was applied to find out the root cause of the problem, considering each
factor which affects the process. All the possible problem which are created by Man,
Machine, Method, Material, and environment were discussed and studied by observing
several changeovers. Each factor is shown below affects the changeover time. One
conducting root cause analysis, it was found out that the major reason which influenced
the most was robotic arm failure and first run capability which comes under Machine. The
other factors such as excessive movement and improper material handling, which are
mostly caused by human error. This factors also affect the productivity of the system and
increases the change over time.
Thus, these are the most basic reason causing the problem. now, the next step taken
was brainstorming session with the operator and team leader responsible for that cell.
The brainstorming session was helped to find out why this problem is occurring and how
can this problem be eliminated from the root cause.

14. 14
Figure 5 Fishbone Diagram
4.2 Table of Chronology
The following table gives an overview of how severe the problem is and how often does
it occur. Also gives an idea about their detection level. The benefit of this table is that it
helps us to decide which problem should be given priority and attention. As an excessive
movement and robotic arm failure occurs more often and has high occurrence and
detection level, therefore, these are the main root cause of longer changer over and
should be given more priority.
The study for the progress to find why this problem occurs often and what can be the
possible solution to solve this problem, from this step by using 5-why lean manufacturing
tool one can find out the reason behind the occurring of the problem.

15. 15
Sr,No Causes Severity Occurance Detection
Level
1 Material Handling Moderate High Moderate
2 Unskilled labour Low Low Low
3 Excessive
Movement
High High High
4 Standarized Work
Chart
Moderate High Low
5 Control Plan Moderate
6 Technical
Instructions
High Low Low
7 Robotic Arm
Failure
High High High
8 Automation Moderate Low Moderate
9 First Run
Capability
High Moderate High
10 Feed Rate Low Low Moderate
11 Material
Thickness
Moderate Low Moderate
12 Types of Material High Low Moderate
13 Space Low Moderate Low
14 Light Low Low Moderate
15 Dunage Low Moderate Low
Table 1 Table of Cronology

16. 16
5 Robotic/Transfer Arm Failure
5.1 5W1H
The following chart 5W1H is a basic lean manufacturing tool which gives a basic
understanding of the problem. It provides all the basic necessary information needed to
understand the problem. all the information related what is the problem? where and when
they are occurring? And who is responsible for it regarding robotic arm failure is described
below.
5.2 5 WHY
Here we applied 5WHY to the errors that we detected which hinder the productivity of the
plant. One of the first problem that we identified that caused failure in a changeover was
the robotic/transfer arms. It is one of the most important parts of the process which is
responsible for material handling. A typical cell comprises of a number of such transfer
arms for every different operation. There are two different robots which handle the
finished or unfinished part with the help of pick up arms operated by vacuum. Now each
part produced in the cell requires a dedicated transfer arm. When using the 5WHY method
to identify the root cause for the failure of the robotic arm to pick up the part we identified
that the problem causing is that operator cannot identify and differentiate between two
different arms and this often results into mix up between different parts. Also, sometimes
improper maintenance of the parts might result in failure of the component.
WHAT
• Robotic tranfer arm causing failure in changeover
WHEN
• After changover during first run of new part
WHERE
• In a cell which is going for changeover
WHO
• Operator
WHICH
• Every cycle/Repeatitive
HOW
• Assembling up the wrong robotic arm

17. 17
Counter
MeasuresWHYWHYWHYProblem
Robotics/Transfer
arm failure
Confusion between
Robotic transfer arm
for dedicated
Misplacement of
transfer arms after
each operation
Lack of dedicated
storage space for
parts
orgainizing a
starage space for
parts
Failure to recognize
dedicated part for
each operation
Improper labelling
Proper labelling and
colour coding the
part
Unable to pick the
part
Irregular
maintenance and
inspection
Regularly inspection
of the parts after
each run

18. 18
5.3 Kaizen Sheet
Figure 6 Kaizen Sheet for Robotic Arm Failure

19. 19
5.4 Solution
Solution through 5S
Sort
As discussed earlier the works were unable to locate respected arm for the respected
part, either they were missing or unable to locate. Therefore, sorting becomes very
important which will help the work to find the right robot/transfer arm for the respected
part. Also, we found that the company does not have a dedicated space were this transfer
arm can be stored. They were keeping those arms inside the robot DCS cells. A Proper
transfer/robot arm holding clamp should be built which will hold arms of different parts as
per the required changeover. From the below figure it can be also noticed that the robot
arm for robot two is missing, so at the time of change over the worker will spend some
valuable production time in finding those arms.
Figure 7 5S Sort for robot arm
There were two types of arms available at industries for two different kinds of robots.
We have suggested industry about improvement in robotic transfer arms and their
location, and distinct arms by coloring the arms in two different colors to help workers
identify arms easily.

20. 20
Set
Sometimes the arms are used by other cells also and due to this, the arms get missing
during the changeover. This step is setting all the items necessary items and parts in
some specific order and organized workplace to complete the necessary operation on
time. To solve this problem, we build a holding clamp which will hold all the arms of both
the robot of different parts required for changeover. This will help the workers to easily
find the required arm and pick up the necessary item. The one side of the holding clamp
will hold the arms of the robot one and the other side of the arm will be holding arms of
robot two.
Figure 8 5S Set for robot arm
The transfer/robotic arms are made of aluminum rod. To identify which arm is for which
part or robot the company just carved on the robot that is they ladled R1 and R2 on the
rod. Due to this, it was very difficult to differentiate between the different parts and robot.
The pipes which are attached on the arm is for the suction cup to pick up the part. To
solve the problem properly, we suggested the company to use blue pipes for robot one
and red pipes for robot two. After changing all the pipes, we labeled all the arms using
the labeling machine for different parts and robots.

21. 21
After for Robot one (with blue pipe) and robot two (with red pipe):
Figure 9 Robot-1 arm blue and Robot-2 arm red pipe
Shine
This step includes the cleanness of workplace, tools, and environment where the process
was carried out. During the changeover, we have observed the dies were cleaned after
placing on the bed. Wooden palates were lying around the cell which was causing
restriction of movements of operators, these wooden palates were from last material
used.
Figure 10 5S shine

22. 22
We are suggesting about cleaning dies before changeover because it is an external
activity and keep the floor clean from unnecessary items.
Standardise
We proposed a new standard SOP that all the worker should follow to maintain a standard
to complete the changeover. Workers were facing problem while running the first new
part, due to this, the workers were forced to remove die again clear all the scrap from the
die bed and install it again. By following this standard considerable amount of time was
saved and will ultimately reduce the changeover time.
Sustain
As per our proposed solution, the arms should remain in respected cell and should not
be exchanged within the cell. If the labels on the arms get deteriorated than it should be
labeled again, which come under total quality maintenance. The team leader should
ensure that all the above 5S step are maintained properly at the start of the changeover.
Also, a proper training session should be held to ensure that the workers sustain the
steps.

23. 23
6 First run Capability
6.1 5W1H
5W1H is a problem solving and planning tool which gives us the step by step information
like in below 5W1H the problem is high downtime so for that its clear that it occurs
randomly during changeover by the operator and team leader, which leads to die failure,
which is a crucial problem for an industry.
6.2 5 WHY
We observed that most of the time changeover process is successfully finished in desired
time but to get the first good part operators had to go through a series of fixing and error
proofing the process. So, we used 5WHY method to identify the root cause for failure to
get the good part in the first run after the successful changeover. The most common error
causing this problem was identified as die failure. We found that the dies need proper
maintenance after every operation, but that procedure is often skipped due to lack of
awareness and operators not following standardized operating procedure. In addition to
that other failures apart form dies can also be observed which are also caused due to
irregular maintenance of cell and failing to follow the predefined sets of procedure.
WHAT
• Improperly maintained die, increasing downtime
WHEN
• During changeover while switching dies
WHERE
• In a cell which is going for changeover
WHO
• Operator/Team leader
WHICH
• Random
HOW
• Die failing to perform the desired operation

24. 24
Counter
Measures
WHYWHYWHYProblem
First run
capability
Die failure
Dies are not
sharpen before
the operation
Failure in
inspecting
Use of labels to
identify dies that
needs
maintenence
after use
Improperly
cleaned surface
of dies
Improper
maintenence
Other Failure
causing High
downtime
High Mean time
between failure
Failure in
reporting to the
team leader
Precautions to
avoid unknown
failure
Failure to follow
SOP
lack of awareness
in operator
training
operators to
follow SOP

25. 25
6.3 Kaizen Sheet
Figure 11 Kaizen Sheet for First run capability

26. 26
6.4 Solution
A typical changeover for a particular cell lasts for approximately 45 minutes in an ideal
condition without any delays. But due to a considerable amount of time wasted in delays
getting the first good part takes almost more than 60 minutes over the ideal time. There
were many reasons for this delay but out of all the most time consuming was the failure
to die. After successfully following all procedures for changeover and starting the cell for
new part there were considerable errors caused by dies. For instance, in some cases, the
press fails to form the parts in desired shapes and sizes after which operator needs to
call the maintenance department to fix the die and sharpen it as per the requirement.
Another example of the failure was in one particular cell where one press failed to lock
the die to the press machine which needed special attention and fixing by operators. Also,
many times after fixing one particular problem a new problem arises for which special
attention was needed hence causing high Mean Time Between Failure.
For a press machine to operate ideally and produce desired parts the die needs to be
sharpened and well cleaned. According to a standard operating procedure, operators are
responsible for sending the dies to the maintenance after every run. Currently, after a
changeover, the forklift operator takes dies from the last run and stores it until it is taken
to maintenance. This can be resolved by sending the dies from the last run directly to the
maintenance department where it can be sharpened and cleaned. By following this
methodology dies will always be ready to use for the next run and will save a considerable
amount of time for the changeover.
The dies were stores on a three-layer rack where the number of dies is stored. So, it gets
difficult to identify the dies which were already used and dies with fault. For this, we
suggest the use of signal cards to identify the dies which needs maintenance. A red card
would mean that the die cannot be used for operation and needs fixing while a green one
would mean the die is ready to be used. This will result in attention to forklift operators so
that they can easily take out the parts that are required to be fixed without any confusion.
In one cell press failed to lock the die in position because of failure in the locking
mechanism, we found out that the cell is expecting apart that they have ordered to fix the
issue. Meanwhile, operators in the cell have to take their chances for the locking of the
die, in most case, the press will not lock the die and the operator was required to get help
form maintenance department. This can be avoided by calling out the maintenance
person to the cell in advance as a preventive measure for the cell that has a maximum
number of failures during the changeover. This will reduce a considerable amount of
waiting time for the operators and they can carry out their routine within a time.

27. 27
7 Excessive Movement
7.1 5W1H
5W1H of Excessive movement is described below, which shows switching of dies and
preparing date stamp are the main causes of excessive movement and repetitive pattern
by the operator, which leads to work on internal activity like preparing date stamp and try
to do it externally so now this is the area of focus in next 5 why the methodology.
7.2 5WHY
In addition to major reasons that was causing a delay in the changeover, there were also
some nonvalue-added activities that can be avoided by following proper procedure. One
of such activity causing excessive movement was the alignment die bed to the cell for
transferring new dies and removal of older ones. For this activity, one of the operators
must move the die bed with a console and align it perfectly with the cells so that the older
one can be removed and again moving the bed to a new position to add new dies to the
cell. This task should only require one operator while other operators can prepare the
new dies by cleaning. But as one operator cannot clearly see the cells while operating the
console, he/she requires another operator’s help. Also, several recalibrations need to be
done to obtain perfectly align the die bed because of communication errors. In another
case, the operator must remove parts lying in the cell form the last run before starting a
new operation but failed to collect all part at once results in excessive movement in and
out of the cell to gather scrapped parts.
WHAT • Excessive movement
WHEN
• During changeover while switching dies and preparing date stamp
WHERE
• In the cell which is going for changeover
WHO
• Operators
WHICH
• Repetitive
HOW
• while operating the console to move bed and preparing date stamp as
internal activity

28. 28
Counter
measures
WHYWHYWHYproblem
MISCELANEOUS
ACTIVITIES
(EXCESSIVE
MOVEMENT)
Aligning die bed to
the cell to remove
and insert dies
Need for another
operator to guide the
movement
One operator cannot
confirm alignment by
own
markings on the die
bed to align it to the
cells without any
help
Several recaliberation
for perfect
orientation of die bed
Absence of alignment
markings
Presence of scrap
material from last run
operators have to
remove scrap from
last run several times
operator failing to
gather all parts
Assigning task sheets
to operators
Preparing date stamp
for new part
operator fails to keep
the new date stamp
ready
providing a checklist
to operators od all
external activities

29. 29
7.3 Solution
During the changeover, the dies are required to be replaced for the new part. This is one
of the most important procedure in the whole changeover process which must be done
perfectly. Dies rests over a die bed which can be moved with the help of console. While
changing the dies, the die bed is required to be aligned to with the presses so that the
dies can be removed and placed in the cells. It needs to be aligned with two positions
with the respected cells, one for removing the older dies from the last run and another for
placing the newer dies. Now, in some cell operator handling the console cannot properly
see the position of the die bed with respect to the cells, so he needs help from another
operator and relies on it to position the bed. Also, to align the die bed two times, it takes
recalibration because of communication errors between two operators.
This can be avoided as one operator can solely operate the console and another operator
at the same time can prepare the dies by cleaning the surface. Two separate markings
can be placed on the die bed which defines the position for the die bed for two positions
and which can easily be seen while operating the console. The markings will be color-
coded so as the two positions can easily be identified. This will result in a considerable
amount of time-saving as one operator will be able to operate the die bed to the exact
position in the first try without any recalibration.
Irregular motion of operators increases the overall changeover time for the automatic
stamping line. It needs to regulate the flow of work by identifying the excessive flow
through a spaghetti diagram. Present spaghetti chart includes information regarding the
operator's works flow during the changeover process. It shows the excessive motion due
to the improper flow of work of operators. There are 3 operators who are responsible for
the changeover. The present flow of work sequence includes in the following table.
SR, NO WORK ELEMENTS
Operator 1
1 Exchange fiber optic station
2 Exchange robot arms and place die blocks in form and pierce
3 Take of MB2 arms and lay it on the shuttle
4 Remove cromac sprayer and date stamp
5 Lower transfer if necessary
6 Go to change over screen, select part number being changed over to
7 Unlock dies, raise transfer once dies are unclamped and presses ram lock
8 Pull out scarp bins and conveyors
9 Move die train down, exchange idle stations and transfer arms
10 Move dies train so all dies can be pulled out
11 Wipe off die beds and top of new dies going in
12 Pushed new dies in – ENSURE DIES HAVE NOTHING ON TOP
13 Push conveyors and scrap bins back in
14 Lower the transfer
15 Initiate presses, to lower-then initiate press 2 and 5
16 Ram lock presses, install MB2 arm-if applicable

30. 30
Operator 2
17 Remove material from press 1 and 2
18 Help 3rd
person change out material
19 Help operator 1 pull and push new dies- ensure nothing on top of dies
20 Change date stamp
21 Load new material
22 Stamp press 1, check for part stamp and date stamp
Table 2 Present flow of work
Spaghetti Diagram according to OLD SOP
Figure 12 Spaghetti diagram

31. 31
By identifying the different flow of works activities, it shows that due to the improper flow
of work and task responsibilities, idle time for operators was more than the qualitative
working time. It can be minimized by improving the motion of operators through regulating
the flow of work by improved spaghetti diagram. The following table shows the sequence
of the workflow for improved spaghetti diagram. According to the sequences of work
shows in the table, both operators are equally responsible for the changeover work
activities and it is done simultaneously by operator A & operator B.
SR, NO WORK ELEMENT
Operator 1
1 Exchange Fiber Optic Station
2 Change die and transfer arm of press 6
3 Unlock die from 1 to 5 press and move die train
4 Remove cromac sprayer and date-stamp
5 Go to change over screen, select part number being changed over to
6 Go to check for part stamp and date stamp and inspect first run capability
Operator 2
1 Remove scarp bin from press 1 and 2
2 Help operator 1, pull and push new dies-ensure nothing on top of die
3 Remove scarp material from press 1 and 2
4 Adjust scrap bin at press 1 and 2
5 Load material
Table 3 Future flow of work

32. 32
Spaghetti Diagram according to new SOP
Figure 13 Future spaghetti diagram

33. 33
8 RESULT
8.1 OEE Calculation Current State
Shift Length = 8 hours X 3 shifts = 24 hours X 60
= 1440 minutes
Short breaks 2@ 10 = 20 minutes
Meal break = 20 minutes
Actual Change Over time/Down time = 80 minutes
Total pieces required per day= 8000
Availability:
Availability is defined as a ratio of Operating time to planned production time,
Planned operating time= 1440 – 3(40)-5(50) = 1070 minutes
Actual operating time= 1070- 5(30) = 920 minutes
Availability = 920/1070 = 0.8592 (85.92%)
Performance:
Performance is defined as a ratio of multiplication of actual cycle time and actual
operating time to total pieces required per day
Performance= 8X920/8000= 0.92 (92%)
Quality:
The quality of the manufacturing capability is given by company it self which is 0.8217
(82.17%)
OEE:
OEE= Availability X Performance X Quality
= 0.8592X0.92X0.8217
= 0.65 (65%)
Targeted OEE of the company is 80%.

34. 34
8.2 OEE Calculation Future State
Shift Length = 8 hours X 3 shifts = 24 hours X 60
= 1440 minutes
Short breaks 2@ 10 = 20 minutes
Meal break = 20 minutes
Actual Change Over time/Down time = 71 minutes
Total pieces required per day= 8000
Availability:
Availability is defined as a ratio of Operating time to planned production time,
Planned operating time= 1440 – 3(40)-5(50) = 1070 minutes
Actual operating time= 1070- 5(21) = 965 minutes
Availability = 965/1070 = 0.902 (90.2%)
Performance:
Performance is defined as a ratio of multiplication of actual cycle time and actual
operating time to total pieces required per day
Performance= 8X965/8000= 0.965 (96.5%)
Quality:
The quality of the manufacturing capability is given by company it self which is 0.8217
(82.17%)
OEE:
OEE= Availability X Performance X Quality
= 0.902X0.965X0.8217
= 0.765 (76.5%)

35. 35
8.3 Cost benefit
Now, after the solution of Excessive movement we can save 5 minutes, in
robotic/transfer arm failure we can save 2 minutes and in first run capability
approximately 2 minutes can be saved so overall 9 minutes can be saved in total
operating time. Now the cycle time of the one part is on an average 8 second so at the
end of day we can make more 338 parts and the manufacturing cost of one piece is 4$
so in one day total saving is 1350$, yearly we can save $ 3,24,000.
• OEE increased by approximately 11.5%
• Overall time saved per day or time decreased during cell under going
change over is about 45 minutes per day
• The selling price of one part is Approximately $4 CAD thus,
Selling price: $4 CAD
Extra parts produce per day: 338 per day
Total benefit due to extra part: extra parts*selling price
=338*4
= $1352 CAD per day benefit
Therefore, annual benefit: $324000 CAD

36. 36
8.4 Conclusion
From any type of process improvement in the plant, it is necessary to observe the process. After
observing the process problem was identified and the action plan to improve the process was
created. Several lean techniques were applied to the DANA INCORPORATED POWER
TECHNOLOGIES production time to improve Available production time which will ultimately
increase Overall Equipment Efficiency.
With the help of 5S lean manufacturing tool we were able to address the problem and were able
to decrease changeover time by two minutes. This helped the organization in sorting the tool
and environment in the cell. By 5S work, the place remains organized. The problem of
displacement of the Robotic/Transfer arm was eliminated.
The company developed a design SOP which is to be followed by the workers. But some of the
steps were complicated and not followed by the workers. Due to that, the changeover was not
carried out in the desired time. Thus, after proposing a New SOP and spaghetti diagram and
carrying out several changeovers by New SOP around five minutes were saved.
In the case of dies failure, we can improve the first run capability by making sure the condition of
dies is ready to use during every changeover. This will reduce or remove the chances of any
small to a major failure can be easily avoided. With proper maintenance of the dies and the
regular sharpening after every use can result in high efficiency of the cell by decreasing
downtime and reducing errors caused due to improper working of dies. This solution is capable
of reducing the downtime of more than 60 minutes which is generally caused due to die failure
but also small errors like die locking or surface cleaning can also be removed saving almost 2
minutes in every run.
The Companies desired OEE is around 75% but they were only able to achieve 65-75%. Which
indicate that there is a clear problem and needed to be solved. Thus, after applying various
tools and the proposed solution we were able to achieve 75% of Overall Equipment efficiency.
Availability increased by 5.05% and performance was increased by 4%.
In cell 6 the company needed to produce 8000 parts per day according to the forecasting team,
but they were able to produce 6900. We increased 338 parts per day. Thus, it can be concluded
that the productivity of the cell increased.

37. 37
8.4 Project Timeline
The project timeline is described below in terms of Gantt chart, which shows the duration
of each process from Company tour and introduction to the understanding of process flow
through observation and current presented problem to documentation in terms of days.
18-Feb 23-Feb 28-Feb 05-Mar10-Mar15-Mar20-Mar25-Mar30-Mar 04-Apr
Company tour and introduction
Familiarizing the process layout and understanding…
Observing changeovers
Observind changeovers and meeting with the team…
SMED and kaizen design
Preparing Green Zone
Modifying Robot/transfer arms and designing new…
Observing changeovers with proposed modifications
Project presentation in the company
Documentation
Company
tour and
introducti
on
Familiarizi
ng the
process
layout and
understan
ding the
process
flow
Observing
changeov
ers
Observind
changeov
ers and
meeting
with the
team
leader
SMED and
kaizen
design
Preparing
Green
Zone
Modifying
Robot/tra
nsfer arms
and
designing
new SOP
Observing
changeov
ers with
proposed
modificati
ons
Project
presentati
on in the
company
Document
ation
START DATE 18-Feb20-Feb25-Feb04-Mar08-Mar11-Mar18-Mar20-Mar25-Mar27-Mar
DURATION 1374372515
Project Timeline

38. 38
9 REFERENCES
[1] D. I. P. Technologies, "http://www.dana.com/," [Online].
[2] "http://leanmanufacturingtools.org/category/lean-manufacturing-tools/kaizen/," [Online].
[3] http://leanmanufacturingtools.org/5s/. [Online].