Improve in productivity in yca suspension frame line

1. Presented By:
Shreyansh Jhanwar
2020UME1837
M3
Presented to:
Professor- Dr G.D. Agarwal
Principal Chief, Mechanical
Engineer -Mr. V.K. Saxena
MES 419
Industrial Training Seminar
“Improvement in productivity in YCA suspension Frame Line “
1
Guided By:
Mr. K.K. Rawat
HOD (Weld Shop 1)
SKH Metals Limited
Duration: 5th Jun to 19th Jul

2. Table of Contents
• About Krishna Group and SKH Metals Ltd.
• Job Profile
• GANTT Chart (Planned)
• Weld Shop
• Project:
• Results: Improvement
• GANTT Chart (Actual)
• Learning Outcomes
• Define
• Measure
• Analyse
• Improve
• Control
2

3. Krishna Group
 In FY21-22, Krishna Group’s revenues
crossed INR 8,500 Cr.
 Group has a vision to exceed INR 9,000 Cr
in Sales Revenue (Auto Components) by
FY 2022-23.
In Automotive Component manufacturing –
Krishna Group has 2 divisions:
1) Interior Division (KML)
2) Metals Division (SKH)
Group Headquarters- Gurgaon, India
SKH Manufacturing Facilities
KML Manufacturing Facilities
North India
– Delhi NCR
South India
(Chennai)
West India
(Pune)
9 Facilities
1 Facility
Metals Division
(SKH) –
• 17 facilities
• 1000 staff
• 4,600 associates
Interior Division
(KML) –
• 26 facilities
• 1070 staff
• 4,750 associates
Total 43 plants*
across India
1 Facility
2 Facilities
8 Facilities
3 Facilities
1 Facilities
16 Facilities
West India (Gujarat)
• SKH Metals Ltd. (SKH) And Krishna Maruti Ltd (KML) division of Krishna Group,
are extensive automotive component manufacturing footprints.
3

4. Product Portfolio
• Krishna Group provides various interior and metal products to several Indian
and global OEMs.
Roof Headliners
Metal Fuel Tanks
Sheet Metal Comp (BIW
Parts) - 2
Frame & Arm
Suspension
Sheet Metal Components (BIW
parts) - 1
Gear Shifter
Assemblies
Seat Structures
Exhaust Systems
Seating Systems
Door Trims &
Plastic Parts
Mirrors
Seat Accessories
Tooling
CNG Kits
Automotive Fabric
Earthmoving Cabin
system
4

5. Customers
5

6. Layout (SKH Metals Ltd.)
Press shop Weld shop
Suzuki 2w Fuel Tank
YAD Frame YBA L1
YBA L2 YL1
O2
Frame K-Arm
YG8 axle line
BOC
Store
Shower
Paint Shop
CED
Paint Shop
Paint Shop
Utilities
Gas Area
(Argon)
LPG Yard RO Plant
HR Office
Die
Storage
Standard
Room
Transform
Area
Maintenance
Scrap Yard, Garbage, Used oil, Empty Drums
6

7. Job Profile
Job Profile : Weld Shop-1 (Quality Management And Project Management)
• Study of various MIG welding Parameters, process in plant.
• Improvement in the productivity of existing process.
• Assisting in the implementation and maintenance of quality management
systems.
• Conducting quality inspections and audits of welding process to identify non-
conformities and areas for improvement.
• Collecting and analyzing data on welding defects, Rejection, Rework and Cycle
time of each process to identify trends and areas for process optimization.
• Collaborating with welders, supervisors, and quality engineers to address
quality issues and develop corrective actions.
7

8. Activity
Week-1 Week-2 Week-4 Week-5 Week-6 Week-7 Week-8
5 Jun-10 Jun
12 Jun-17
Jun
19 Jun-24
Jun
26 Jun-1 Jul 3 Jul-8 Jul 10 Jul-15 Jul 17 Jul-19 Jul
Define
Define the problem
Plan
Actual
Analyse the problem.
Plan
Actual
Measure Identification of cause.
Plan
Actual
Analysis
Data analysis
Plan
Actual
Finding out the root cause
Plan
Actual
Improve Developing solution
Plan
Actual
Control
Verification from management
Plan
Actual
Trial and implementation
Plan
Actual
GANTT Chart (Planned)
8

9. Layout (Weld Shop)
YCA Frame
Line 3
YCA Frame
Line 2
Weld fuel tank
PRW
1&2
PRW
3&4
YHB Frame
Line
Gangway
Press
Shop
YCA Rear
Skirt 3
YP8 line 3
Weld shop
office
YCA Rear
Skirt 1 & 2
YCA cross
member
Shower
Paint
Shop
CED
Paint
Shop
9

10. YCA Suspension Frame
Front Suspension Frame
• Front suspension frame often called Front chassis or subframe.
• The front suspension frame in a car provides structural support, facilitates the
mounting of suspension components, absorbs impacts, integrates the steering
system, and helps dampen noise and vibrations.
• It also plays crucial role in ensuring vehicle stability
and overall performance.
• YCA is the new Wagonr model of Maruti Suzuki.
• Welding process at line:
1. Projection Welding
2. Manual Mig Welding
3. Robotic Mig Welding
10

11. Process Flow
BOC(Bought out
components) And
FMP(Factory made
product)
PRW (M6, M8, M12
nuts)
Robotic Mig
Welding (4 Cells)
Handy gauge
Station
CED or Shower
Paint shop
Inventory and
dispatch
Rework Station
11

12. Welding Process
Nozzle Ass
Torch Cable
Robot base
Servo
Motor
Wire feed Ass
Fig- Robotic Mig Welding
Fig- Projection Welding
12

13. Welding Process
Brand Panasonic
Welding Type Robotic MIG
Weight 215 Kg
Mounting Type Floor/Ceiling
Automation
Grade
Fully Automatic
Maximum Reach 2000 mm
Payload 6 kg
Structure 6 axis
Brand Virdi
Welding Type
Projection
Welding
Nut Type M6, M8, M12
Electrode
Chromium
Copper
Stroke 100 mm
Mounting Type Floor
Automation
Grade
Semi automatic
Specs- Projection Welding Specs- Projection Welding
13

14. Project: Define
• The target productivity of YCA suspension
frame is improved by 7.5% every year.
• So to achieve the target productivity and
identify the cause responsible for low
productivity in the department.
• Productivity this year till now is 2.7933.
• Target productivity (i.e. 2.92096) was not
achieved by department in 2023 yet.
• Improving productivity will also yield
numerous benefits, including
economic growth, competitiveness,
resource optimization, employee
satisfaction, innovation, work-life
balance, and social well-being.
Productivity Variation:
2.8 2.8
2.78
2.65
2.7
2.75
2.8
2.85
2.9
2.95
3
Apr'23 May'23 Jun'23
Productivity
Target productivity (i.e. 2.92096)
14

15. Project: Define
• Ideal Productivity (Cycle time and Bottle neck Method):
Cells Line 3 Line 2
Fixture 1 Fixture 2 Total Fixture 1 Fixture 2 Total
Cell 1 67 79 146 68 62 130
Cell 2 87 62 149 84 63 147
Cell3 81 75 156 84 71 155
Cell 4 93 63 156 100 56 156
Rework 115* 117*
Gauging 111* 115*
Bottleneck
Line no. Ideal Productivity
Line 3 3.0769
Line 2 3.0769
• Ideal Productivity : “It refers to the productivity with no wastes”
• Ideal Productivity = 3600
Bottleneck*7.5
15

16. Project: Measure
0
0.5
1
1.5
2
2.5
3
3.5
Day 1 Day 2 Day 3 Day 4 Day 5
Productivity Variation
Actual Productivity 3 Actual Productivity 2
• Collection of Data to find actual
productivity of both the suspension
line.
• Actual Productivity calculated by
identification of total part produced
per day.
Day Actual Productivity (3) Actual Productivity (2)
1 2.8 2.8
2 2.8 2.66
3 2.66 2.533
4 2.933 2.4
5 2.66 2.4
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17. Project: Measure
• Interpretation of collected data into problems identified that are causing low productivity
Problem
• Unskilled Operator/New Operator • Frequent Nozzle Cleaning
• Frequent Breaks of Operator • Welding Shifts
• Declamping of Fixture • Incorrect Bead length
• Ejector pins not coming out • Child Part Damage
• Damaged spatter Guard • Frequent Teaching
• Incorrect Shielding Gas Pressure • Space Constrain
• Welding Over • Lock Pin Out
• Blow Holes and Porosity • High Cycle Time
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18. Project: Measure
Welding Over Incorrect Gas Pressure Teaching Required
Nozzle Damaged Porosity Rejections Incorrect Bead Length
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19. Project: Analysis
• Cause and effect diagram (Fishbone Diagram): Finding the Root Causes.
Productivity
Or
Defects
Man
Others
Environment
Method
Material
Machine
Changing of Spatter guards
Wire feed Problem
Frequent Teaching
Incorrect Shielding pressure
High cycle time
Lock pin out
Operation stop due
to inspection
Unskilled operator
Frequent breaks
Of operator
New Operator
Declamping of Fixtures
Lock key Disfunction
Rotation of fixture Stops
Welding Shift
Material Thickness
Welding Over
Blow Holes, Cracks and porosity
Child Part Damage
Uneven placing
Uneven Tacking
Air Circulation
Space
Constraint
Incorrect Process Flow
19

20. • Classification of losses as Wastage (‘DOWNTIME’/’TIMWOOD’):
Wastage Losses
Defects Inadequate shielding gas pressure, Welding
Over, Porosity, Blow Holes, Machine
Breakdown and maintenance issues,
Inadequate Parameters
Overproduction -
Waiting Unskilled and New Operator, Breaks of
Operator, Inspection
Transportation -
Inventory Uneven Cycle time(Formation of Bottleneck)
Motion Space Constrain
Overprocessing Teaching of Robots, Nozzle Cleaning
Project: Analysis
20

21. Project: Improve
Problem Action taken
Unskilled Operator/New Operator 1. Provide Comprehensive Training to new
operator.
2. Assigning mentor or supervisor who record
progress and correct mistakes.
3. Provide standard operating procedures (SOPs).
4. Continuous improvement.
Frequent Breaks of Operator No other breaks then lunch and 2 tea breaks
Declamping of Fixture Fixture Repair
Ejector pins not coming out Ejector Pin Repairing
Damaged spatter Guard Deploying of new Spatter Guards
Incorrect Shielding Gas Pressure Daily monitoring of Shielding Gas Pressure
Welding Over Voltage and Current are reduced to standard
levels
• Action Plan
21

22. Project: Improve
Problem Action taken
Blow Holes and Porosity Shielding gas pressure corrected
Frequent Nozzle Cleaning Use of anti Spatter Sprays
Welding Shift Teaching of Robot
Child Part Damage Quality Check by operator
Child Part Damage Following Of SOPs: Use of Gauges to check
quality
Frequent Teaching Checking of the sample part before start of the
production to check weld quality
Space Constrain Placing of Parts at correct Position after every
process
Lock Pin Out Repairing of Lock Pin
High Cycle Time Cycle time reduced to Standard
• Action Plan
22

23. Project: Control
Before Before
After After
23
Figure shows the correction in welding over by
reducing the amount of current and voltage to
standard level.
Figure - welding was shifted from its original
position so teaching of the robots required.
Figure – incorrect shielding gas pressure
responsible for porosity in welds by robots.

24. 24
Project: Control
Before Before
After After
Figure – incorrect bead length, teaching of robot
required.
Figure – New spatter guards are deployed to reduce the
chances of spatter inclusion in nuts and parts.
Figure – fixtures are repaired to ensure clamping.
Figure – Motion constraints are resolved.

25. 25
Results: Improvement
Day
Productivity
(Line 2 &3)
Day 1 2.749
Day 2 2.92
Day 3 2.92
Day 4 2.8178
Day 5 2.92
• The average productivity after corrective measures is 2.8638.
• The current productivity as compared to average productivity of last three months is improved by
0.0738.
• The time saved is 11.16 minutes and no. of extra product manufactured are 4.29516.
2.65
2.7
2.75
2.8
2.85
2.9
2.95
Day 1 Day 2 Day 3 Day 4 Day 5
Productivity 2&3
2.92096
2.79

26. Activity
Week-1 Week-2 Week-4 Week-5 Week-6 Week-7 Week-8
5 Jun-10 Jun
12 Jun-17
Jun
19 Jun-24
Jun
26 Jun-1 Jul 3 Jul-8 Jul 10 Jul-15 Jul 17 Jul-19 Jul
Define
Define the problem
Plan
Actual
Analyse the problem.
Plan
Actual
Measure Identification of cause.
Plan
Actual
Analysis
Data analysis
Plan
Actual
Finding out the root cause
Plan
Actual
Improve Developing solution
Plan
Actual
Control
Verification from management
Plan
Actual
Trial and implementation
Plan
Actual
GANTT Chart (Actual)
26

27. 27
Learning Outcomes
• Learned how large hierarchy works for a company for operation.
• Understood working and work flow process of a manufacturing plant.
• Learned importance and implementation of Total Quality Management(TQM).
DMAIC, SIX Sigma, Productivity and Process Capabilities, Poka-Yokes, 5S, 3M, Waste
management.
• Learned about welding technology.
• Automation.
• Project management.
• New Project planning, Planning.
• Departmental role understanding (who’s for what?).
• Corporate behavioural understanding. (Do’s & Don'ts).
• Relationship Management.
• Communication skills

28. 28
Thank You

29. Project: Measure
Factors Possible Reasons that are contributing to low Productivity
Man • New Operator: Lack of training and Skill, Ineffective Communication and
Collaboration
• Frequent Breaks
• Lack of familiarity with equipment and machinery
Machine • Declamping and Disfunction
• Welding Defects
Material • Material Thickness
• Child Part Damage
Method • Uneven Placing, Tracking
• Incorrect Process Flow
Environment • Space Constraint
• Inadequate layout
• Factors that are contributing to low efficiencies, Bottleneck and low productivity
can be identified through Ishikawa Diagram (Cause and effect Diagram):
29