Optimize Manpower by improving process flow and REDUCING NON Value added WORK CONTENT

1. 1© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
A Case Study on
Optimize Manpowerby improving process flow and REDUCING
NON Value added WORKCONTENT
A Case Study on
Optimize Manpowerby improving process flow and REDUCING
NON Value added WORKCONTENT

2. 2© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
AgendaAgenda

3. 3© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
 Tata Motors Limited is India's largest automobile company.Tata Motors Limited is India's largest automobile company.
 Tata Motors Limited is a market leader in the commercial vehicle in IndiaTata Motors Limited is a market leader in the commercial vehicle in India
INDIA
TATA INTERNATIONAL GLOBAL LOCATIONS
India Location

4. 4© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
A Vehicle for Every Need……A Vehicle for Every Need……
Product RangeProduct Range
India’s first and only fully integrated automobileIndia’s first and only fully integrated automobile
manufacturermanufacturer
Tata MotorsTata Motors
LimitedLimited
• Passenger Cars
• Utility Vehicles
• Commercial vehicles for carrying goods and Passengers
Product Range :Product Range :

5. 5© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Lucknow Plant FacilitiesLucknow Plant Facilities
EASTERN COMPLEX LUCKNOW WORKS
Weld ShopWeld Shop
Cowl & CabinCowl & Cabin
Assembly
Lines 2 & 3
Assembly
Lines 2 & 3
Paint ShopPaint Shop TCFTCF
Vehicle
Factory
Vehicle
Factory
Transmissio
n Factory
Transmissio
n Factory
Integral Bus
Factory
Integral Bus
Factory
FrameFrame
CowlCowl
Assembly
Line 1
Assembly
Line 1
MachiningMachining
Heat
Treatment
Heat
Treatment
Module
Assembly
Module
Assembly
Module
Fabrication
Module
Fabrication
PROLIFE
Metrology &
Metallurgy
Lab
Employee
Training
Center
Service
Training
center
Tata Motors
Marcopolo
Limited
ERC for Buses

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Analysis
Actions
Result

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Problem Definition
Problem Definition:
Disproportionate manpower distribution in IBF with respect to volume contribution
Problem Definition:
Disproportionate manpower distribution in IBF with respect to volume contribution

8. 8© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
2008 2009 2010
TATA Motors Got
Tender
Tender For DTC
buses Released
2012
Factory Remained Dead
for Two years 2011 & 2012
as NO order for Low floor
buses
Production Ramp-
up for low floor
buses
Order for 1600
DTC buses fulfilled in
time line
2011
Setup a Separate
factory in TML-
Integral Bus Factory
2013 2014
Started Manufacturing of
Light commercial Vehicles
such as LP 407,LP 909,LP
913
Order for Low floor buses
arrived at year end
Started Revisiting uniqueness of
Low floor buses through new
Work measurement Model-
MOST
Time Line of Case Background-Integral Bus Factory

9. 9© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
What Is Integral Bus factory??
Production capacity:-10 vehicles/Shift
Model Variant:-
1.LCV (Light Commercial Vehicles)
2.Low floor Buses (RELE)
SFC 407 LP 407 LP 912 LP 909LP 712
LPO 1623 RELE

10. 10© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
What Is Integral Bus factory??
Cross
member
Assembly
Module Assembly
Frame
dropping
Leaf Spring
Fitment
Axle
Dropping
Engine
Dropping
CNG Bank
Dropping
Tyre
Fitment
Final
Chassis
Cowl /Cab
Dropping
Station 1 Station 2 Station 3 Station 4 Station 5 Station 6 Station 7 Station 8
Long
member
from JSR
Move towards
Module Assembly
Module Fabrication
Gusset & Bracket
fitment
Punching
on LM
Riveting
On LM
Final
Frame
Post Body Move
towards Post
Body
Road Test on
Testing Track
Under Pit
Rectification
Tata PDIDispatch PAD

11. 11© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Gantt Chart

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Problem Measurement
Fresh time standard replace the old standards.Fresh time standard replace the old standards.
63 hrs-Online works(Fitment &
Assembly)
79 Hrs –non standard works /R & D
release/Customer Feedback
Rest 37 hrs- Offline works(data
management, vehicle booking ,P & I
Line 1, 70
Line 2, 63
Line 3, 65
IBF, 179
Area wise Manhours per Vehicle
Line 1,
42%
Line 2,
29%
Line 3,
26%
IBF, 4%
% Vehicle contribution
Line 1,
41%
Line 2,
25%
Line 3,
24%
IBF, 10%
Percentage Manpower Deployment

13. 13© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Problem Identification and Definition
Result
Action

14. 14© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Projects & Tools for study
79 Hrs –non standard works /R & D
release/Customer Feedback
37 Hrs Offline works(data
management, vehicle booking ,P & I
63 hrs-Online works(Fitment &
Assembly)

15. 15© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Task
observation
Individual
elements
Numerical
time values
Summation SMH
Work Measurement through MOST
SMH = Standard Man Hours
the time taken by a qualified worker, working at a pace that is ordinarily used by workers, to complete a
task by following a prescribed method without interruptions.
(Maynard Operations Sequence Technique) MOST Process

16. 16© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Work Content Reduction
Major concentration of work content is in Module AssemblyMajor concentration of work content is in Module Assembly
Module
Fabrication, 7%
Module
Assembly, 18%
Post Body Area,
52%
AreaWise work content Reduction after MOSTStudy
20% SMH Reduction
Major Reduction in Post
body area

17. 17© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Non value Added work in IBF
Station 3,5 & 6 contributes to major Non value added workStation 3,5 & 6 contributes to major Non value added work
40% of Non value added work & out of non value added work 52% comprises of walking40% of Non value added work & out of non value added work 52% comprises of walking
VA , 7.89,
29%
NVAN,
10.80,
40%
NVAE,
8.45,31%
% Distribution of VA & NVA in IBF
Module Assembly
VA NVAN NVAE
If Value added activities are
increased by 10%=Only 2%
Gain will be there in VA work
If Non value added activities
reduced by 10%=Overall gain
of 8% in VA work so this is
better to do

18. 18© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
High Non value added activities & work content
Station No. Fitment Name
WORK CONTENT (in
Hrs)
% contribution
3 Metallic pipe Fitment & brake pipe fitment 0.34 34%
3 Intercooler hose pipe fitment 0.18 18%
3 Inversion 0.08 8%
3 DDU S/A & Fitment 0.06 6%
3 Spare wheel carrier fitment 0.05 5%
3 Data Feeding in inspection sheet 0.05 5%
3 Air Tank Fitment 0.05 5%
3 Air Filter Fitment 0.04 4%
3 Horn fitment 0.03 3%
3 Air Tank S/A 0.03 3%
3 Air intake pipe connection with air filter 0.02 2%
3 Air intake hose connection with filter 0.02 2%
3 Axle breather fitment 0.02 2%
3 Earthing chain Fitment 0.02 2%
3 Purge Tank fitment 0.01 1%
3 Purge Tank S/A 0.01 1%
5 Metallic pipe Fitment & brake pipe fitment 1.66 20%
5 Radiator mtg bkt & pad. 0.28 3%
5 Thermostate Sub Assembly 0.11 1%
5 Thermostate Fitment 0.05 1%
5 Radiator Sub Assembly 0.30 4%
5 Radiator Fitment 0.13 2%
5 Radiator lower cooler pipe Sub Assembly 0.10 1%
5 CNG Bank Sub Assembly 3.78 46%
5 CNG Bank, dropping & fitment 150 0.91 11%
5 CNG Bank, dropping & fitment 90 0.83 10%
5 Data Feeding in inspection sheet 0.11 1%
Station Fitment
Name
Problems Observed Type OF Non Value
Added Work
5 CNG Bank
S/A
486 No’s of steps or 364.5 Mtr of walking for
operator for dropping of the CNG bank
Excessive Motion
3 Intercooler
Hose pipe
Higher adjustment time in intercooler hose pipe
fitment leads to 41.2 min of fitment time.
Higher Adjustment
Time
3 & 5 Metallic
pipe
Fitment
250 No’s of steps or 187.5 Meters of walking for
operator for procurement & fitment of metallic
pipe
Excessive Motion

19. 23© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Glimpse of Improvements Related to reducing Excessive Motion
Problem:-Excessive walking of operator for dropping of the CNG bank at station 5Problem:-Excessive walking of operator for dropping of the CNG bank at station 5
CNG S/A
End of LineStart of Line 12.5m 12.5m 12.5m
Station 5 Station 6Station 4
MAIN GANGWAY
Total Steps moved= 486Total Steps moved= 486
Total Distance Travelled= 364.5 metersTotal Distance Travelled= 364.5 meters
Total Time involved :- 227 min for 6 cylindersTotal Time involved :- 227 min for 6 cylinders

20. 24© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Glimpse of Improvements Related to reducing Excessive Motion
Action Taken & Result:-CNG S/A area shifted on station 5.0 to eliminate excess walkingAction Taken & Result:-CNG S/A area shifted on station 5.0 to eliminate excess walking
CNG S/A
End of LineStart of Line 12.5m 12.5m 12.5m
Station 5 Station 6Station 4
MAIN GANGWAY
Total Steps moved= 284Total Steps moved= 284
Total Distance Travelled= 186 metersTotal Distance Travelled= 186 meters
Time Involved:-167 min for 6 cylinderTime Involved:-167 min for 6 cylinder
Time Saved:-60 min/cycleTime Saved:-60 min/cycle
NVAN% reduced:-12%NVAN% reduced:-12%
Time Saved:-60 min/cycleTime Saved:-60 min/cycle
NVAN% reduced:-12%NVAN% reduced:-12%

21. 25© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Glimpse of Improvements Related to reducing higher Adjustment time
Problem:-Higher Adjustment time in intercooler hose pipe fitment due to faulty designProblem:-Higher Adjustment time in intercooler hose pipe fitment due to faulty design
Action & Results:-To avoid adjustment time ,hose pipe length increased by 10 mmAction & Results:-To avoid adjustment time ,hose pipe length increased by 10 mm
Initially intercooler hose pipe
length (78 mm) was smaller enough
,it takes more time in adjustments.
Initial MOST SMM:-41 min
Initially intercooler hose pipe
length (78 mm) was smaller enough
,it takes more time in adjustments.
Initial MOST SMM:-41 min
88
mm
intercooler hose pipe length
increased by 10 mm so as to reduce
adjustment time & to increase ease
in operation.
Final MOST SMM:-26.4 min
Time Saved:- 15 min/cycle
intercooler hose pipe length
increased by 10 mm so as to reduce
adjustment time & to increase ease
in operation.
Final MOST SMM:-26.4 min
Time Saved:- 15 min/cycle

22. 26© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Problem Identification and Definition
Analysis
Actions

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Reduction in Non value added work content after Improvements
Overall 25% reduction in
SMH
Overall 25% reduction in SMH w.r.t. old time standardsOverall 25% reduction in SMH w.r.t. old time standards
9% reduction in Non
value added work
after improvements

24. 28© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Problem Identification and Definition
Analysis
Actions
Result

25. 29© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Non Standard workNon Standard work
37 Hrs Offline works(data
management, vehicle booking ,P & I
63 hrs-Online works(Fitment &
Assembly)
79 Hrs –non standard works /R & D
release/Customer Feedback

26. 30© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Non standard work -Problem Definition
Problem definition:-High Non standard work /bus/chassis done as a part of retro/Refurbishment
& ERC releases on regular basis.
Problem definition:-High Non standard work /bus/chassis done as a part of retro/Refurbishment
& ERC releases on regular basis.
Non Standard Work Includes:-
R & D Release
Field Related Issues
Statuary Norms
Customer Feed back

27. 31© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Non Standard work-Analysis
Problems in study of Non standard work
Irregular & non standard in Nature
Not fix in time
Trouble shooting was involved
More of dismantling work
More precautions are required as work is done on finished product
Difficult to study as few activities occurs once in few months.
Problems in study of Non standard work
Irregular & non standard in Nature
Not fix in time
Trouble shooting was involved
More of dismantling work
More precautions are required as work is done on finished product
Difficult to study as few activities occurs once in few months.
Example of Non Standard work:- Replacement of Radiator from Finished Bus
How to Study

28. 32© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
How Extra Work Studied -
On line observation (estimated Time from July-Sept 2015)
Service data Manual
Non Standard work-Action & Results

29. 33© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Actual Observation
S.no Activity Description of rework MOR
Time in
Hrs
man hrs Model
Chassis
(BUS) no.
Observing
Date
1 leaf spring (Retro) Bottom Plate shifted on top 3 1.5 4.50 Y1 DSL
2 steering gear box (Retro) Replace 3 5 15.00 Y1 DSL
3 Outrigger Readjustment Hieght Maintain (1 NOS) 3 0.63 1.90 Y1 DSL 354 20/07/2015
4 Instrument Cluster Change 1 0.67 0.67 Y1 DSL 354 20/07/2015
5 Starter Motor Bkt. Bkt. Change 2 0.52 1.03 Y1 DSL 354 20/07/2015
6 Brake Hose Pipe Crack Rear1 Hose Change(6 NOS) 2 0.19 0.38 Y1 DSL 354 20/07/2015
7
DTV Pipe Joint (12 dia. Pipe air leakage) &
checking
Loosen 2 0.93
1.87
Y1 DSL 479 22/07/2015
8 Auxiliary Tank (coolant tank) Replace Replace 2 1.62 3.23 Y1 DSL 535 24/07/2015
9 Clutch Pipe Replace Replace 2 3.00 6.00 Y1 DSL 558 24/07/2015
10 P/Str. Gear Box Replace (Retro) Replace 3 1.13 3.40 Y1 DSL 0545 29/07/2015
11
Leakage through Tail Pinion oil seal &
checking
Change Oil Seal 3 1.57
4.70
LP 912 4722 30/07/2015
12 Engine Hood Locking loose Loosen 2 0.43 0.87 LP 912 4722 30/07/2015
13 Coolant Level Excess Level Excess 1 0.28 0.28 LP 912 4722 30/07/2015
14 Brake Hose Pipe crack Replace 2 0.33 0.67 Y1 DSL 445 31/07/2015
15 service Brake Padel Free play excess Play 1 0.40 0.40 Y1 DSL 421 31/07/2015
16
Check Fitment Of Gear Shift Lever Knob &
Its Ball Joint (loosen)
Gear Shift Lever Knob loose 1 0.20
0.20
LP 912 5022 3/8/2015
17 Speed Sensor Harness Hanging Hanging 1 0.27 0.27 LP 912 5022 3/8/2015
18 Rusty On ARB rod bkt. Upper L/M mtg. side Rusty 1 0.20 0.20 LP 912 5022 3/8/2015
19 Brake Paddel Free Play Excess Free Play Excess 1 0.32 0.32 LP 912 5022 3/8/2015
20 Rusty on U-bolt mtg. side ( rear Axle ) Rusty 1 0.08 0.08 LP 912 5022 3/8/2015
21 Wheel Spoke Alignment Misalignment 1 0.20 0.20 Y1 DSL 418 3/8/2015
22 Horn Pad Scratch Mark REPLACE 1 0.08 0.08 Y1 DSL 418 3/8/2015
 On line observation (estimated Time from July-Sept 2015)
Time Standard fixed through stop watch & fixedTime Standard fixed through stop watch & fixed

30. 34© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
 Service data Manual
Unobserved rework activities time is fixed through service manualUnobserved rework activities time is fixed through service manual

31. 35© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Results
On line observation (estimated Time from July-Sept 2015)
Service rework data Manual
Cost savings of 16.8 lakhs/annumCost savings of 16.8 lakhs/annum
Non Standard work-Results
7 No’s of Manpower
Reduction
50% Work Content
Reduction

32. 36© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Problem Identification and Definition
Analysis
Actions
Result

33. 37© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Integral Bus Factory-Man hours Reduction
-40%-40%
-50%-50%

34. 38© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Final Results for Integral Bus Factory
Manufacturing works
Work content
reduced (in Hrs)
Manpower
Reduction
Cost
Savings/Annum
(in lakhs)
Online works 17 47 107.16
Non-standard
Works
63 7 16.8
Offline Works 14 6 13.68
Total Savings 94 60 137.64

35. 39© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works

36. 40© Copyright, Confidential, Tata Motors Ltd PSD – Lko Works
Thank you