Joined document 24_5

CONTENTS
Certificates i,ii
Acknowledgement iii
Synopsis iv
List of Figures v
List of Tables vi
1. Introduction 1
1.1 Problem Statement 1
1.2 Aim of the project 1
1.3 Scope of the project 2
1.4 Expected benefits of the project 2
2. Theoretical background and literature review 3
2.1 History of Lean Manufacturing 4
2.2 Lean Wastes 4
2.4 Takt time and Full Time Equivalent 9
2.5 Line Balancing 11
2.6 Related works 12
3. Company Profile 12
3.1 Company Background 14
3.2 Quality Conformance 14
3.3 Certification and Awards 14
3.4 Company’s Vision and Mission 15
3.5 Company Core Values 15
3.6 Company Location 15
3.7 Organization Structure 16
3.8 Customers 16
3.9 Product Line 17
4. System study 19
4.1 System Analysis 19
4.2 Process Flow 19

5. Data Collection and Analysis 27
5.1 Data collection 27
5.2 Analysis 33
5.3 Improvement Analysis 45
6. Conclusion 49
7. References

LIST OF FIGURES
No. Description
3.1 Customers
4.1 Process flow
4.2 Aluminium ingots stacked
4.3 Aluminium ingots individual
4.4 Electric furnaces
4.5 Fettling operations
4.6 Shot blasting machine
4.7 Powder Coating
4.8 Inspection stages
5.1 Pie chart representing demand of product
5.2 Plantlayout(Spaghettidiagram)
5.3 Gear case
5.4 Pie Chart representing value added and non-value
added activities
5.5 Under-utilized areas in bay-2
5.6 Bar-chart representing Line Balanced Time
5.7 Bar chart representing Line Balanced time for
combined operations
5.8 Gantt load chart representing operation sequence time
5.9 Proposed Material handling scenario
5.10 Work-cell design
5.11 Fixture design
5.12 Gearcase
5.13 Bar-chart comparing current and future scenarios
5.14 Pie chart representing value adding and non value
adding activities -Before
5.15 Pie chart representing value adding and non value
adding-After
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25
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29
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34
37
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LIST OF TABLES
No. Description
3.1 Plant locations
3.2 Organization structure
3.3 Profit share with respective customers
3.4 Product line
5.1 Average demand details
5.2 Detailed process map (Flow process chart)-Before
5.3 Material Travel data
5.4 Line Balancing based on Takt time
5.5 Line balanced time by combining operations
5.6 Full time equivalent calculations
5.7 Sequence of operations and time taken for respective
operation
5.8 Flow process chart showing activities of operator-1
5.9 Flow process chart showing activities of operator - 2
5.10 Workcell design Flow process chart -After
5.11 Table representing number of activities and total number of
activities-Before
5.12 Table representing number of activities and total number of
activities-After
5.13 Comparison of Before and After
5.14 Overall comparison of before, after and total
savings percentile
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17
28
32
35
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41
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49

Lean Approach to improve the production line in a die casting plant
Chapter -1
INTRODUCTION
As the competition in market is growing at a very fast pace, a manufacturing unit can survive
in today’s industrial world by adopting the philosophy of Lean Manufacturing. Lean
Manufacturing would help the industry to stay competitive by producing cheaper products at a
faster rate. Lean manufacturing is defined as a philosophy, based on the Japanese management
practices that strives to shorten the time line between the customer order and the shipment of
the final product, by consistent elimination of waste. All types of companies, manufacturing,
process, distribution, software development or financial services can benefit from adopting
lean philosophy. As long as a company can identify a value stream, from when the customer
orders product to when they receive it, lean principles can be applied and waste removed[1].
Also, lean manufacturing is: "Adding value by eliminating waste, being responsive to change,
focusing on quality, and enhancing the effectiveness of work force"[2].Another definition for
lean manufacturing: "it is a systematic approach to identify and eliminate waste (non-value
added activities) through continuous improvement by following the product at the pull of the
customer in pursuit of perfection"[3]. Also, lean manufacturing is: "A manufacturing
philosophy that shortens the time between customer order and the product build/shipment by
eliminating sources of waste"[4]
This project titled “Lean approach to to improve a production line “ has been carried out in
Dimo Castings Pvt. Ltd, Bangalore, which is an aluminium die casting plant.
Problem Statement: The Company is in the field of high pressure die casting of aluminium
based alloys.The company faces many day to day problems. After a thorough study of the
activities and flow in the plant, a few problems were higlighed which could be easily worked
upon with zero investment or low investment The current fettling section of the plant basically
had two factors which showed inefficiency due to : (1) excess material movement (2) usage of
excess manpower than required and (3) non consideration of ergonomic factors during fettling.
This project is aimed to mitigate these problems
Aim of the project : The main aim of the project is to streamline the production activity at
bay-2 of the plant by applying lean techniques. The specific objectives include 1.decentralizing
the fettling process, 2.design for better fettling process and flow , 3.man power reduction and
4.to create an improved layout by reducing movement of material.
Department of IEM,Bangalore Institute of Technology| 1

Scope of the project: The scope of the project was limited to the layout design, flow process
time and material handling of the fettling process of bay-2.
Methodology:
The aim of the project was to implement the concepts of lean principles and techniques. To have
lean principles and techniques implemented, a study on the current scenario in the plant was made.
The various methodologies adopted to implement lean principles included the use of flow process
charts, spaghetti diagrams and understanding concepts like Full Time Equivalent(FTE), work cell
concept and ergonomics. Material flow was to be studied using spaghetti and the over utilized and
under-utilised resources in terms of men and space were to be highlighted using the FTE concept
and studying the path travelled by men and materials respectively. Also, to analyse time, a time
study analysis flow process charts were to be used. Adopting cell manufacturing by designing work
cell concept was necessary and a suitable fixture for gear cases which takes in consideration human
ease of working, safety and time reduction was to be designed .
This report is structured as follows. Chapter 2 titled as Theoretical background and literature
review explains the concepts and theories of the project. Chapter 3 gives a brief introduction of
the company. Chapter 4 explains the system in detail followed by Chapter 5 which includes
data collection and data analysis.

Chapter-2
THEORETICAL BACKGROUND AND LITERATURE REVIEW
Lean manufacturing or lean production, often simply "lean", is a systemic method for the
elimination of waste ("Muda") within a manufacturing process. Lean also takes into account
waste created through overburden ("Muri") and waste created through unevenness in
workloads ("Mura"). Working from the perspective of the client who consumes a product or
service, "value" is any action or process that a customer would be willing to pay for.
Essentially, lean is cantered on making obvious what adds value by reducing everything else.
Lean manufacturing is a management philosophy derived mostly from the Toyota Production
System (TPS) and identified as "lean" only in the 1990s. TPS is renowned for its focus on
reduction of the original Toyota seven wastes to improve overall customer value, but there are
varying perspectives on how this is best achieved. The steady growth of Toyota, from a small
company to the world's largest automaker, has focused attention on how it has achieved this
success
2.1 History of Lean Manufacturing
Henry Ford was one of the first people to develop the ideas behind Lean Manufacturing. He
used the idea of "continuous flow" on the assembly line for his Model T automobile, where he
kept production standards extremely tight, so each stage of the process fitted together with each
other stage, perfectly. This resulted in little waste.
But Ford's process wasn't flexible. His assembly lines produced the same thing, again and
again, and the process didn't easily allow for any modifications or changes to the end product –
a Model T assembly line produced only the Model T. It was also a "push" process, where Ford
set the level of production, instead of a "pull" process led by consumer demand. This led to
large inventories of unsold automobiles, ultimately resulting in lots of wasted money.
Other manufacturers began to use Ford's ideas, but many realized that the inflexibility of his
system was a problem. Taiichi Ohno of Toyota then developed the Toyota Production System
(TPS), which used Just In Time manufacturing methods to increase efficiency. As Womack
reported in his book, Toyota used this process successfully and, as a result, eventually emerged
as one the most profitable manufacturing companies in the world.

2.2 Lean Wastes
Fig 2.1 Lean Wastes
2.2.1 Overproduction
It is unnecessary to produce more than the customer demands, or producing it too early before
it is needed. This increases the risk of obsolescence and the risk of producing the wrong thing.
It tends to lead to excessive lead and storage times. In addition, it leads to excessive work-in-
process stocks which result in the physical dislocation of operations with consequent poorer
communication.
2.2.2 Defects
In addition to physical defects which directly add to the costs of goods sold, this may include
errors in paperwork, late delivery, production according to incorrect specifications, use of too
much raw materials or generation of unnecessary scrap . When defect occurs, rework may be
required otherwise the product will be scrapped.
Generation of defects will not only waste material and labour resources, but it will also create
material shortages, hinder meeting schedules, create idle time at subsequent workstations and
extend the manufacturing lead time.
2.2.3 Inventory
It means having unnecessarily high levels of raw materials, works-in-process and finished
products. Extra inventory leads to higher inventory financing costs, higher storage costs and
higher defect rates.It tends to increase lead time, prevents rapid identification of problems and
increase space requirements. In order to conduct effective purchasing, it is especially necessary
to eliminate inventory due to incorrect lead times.

2.2.4 Transportation
It includes any movement of materials that does not add any value to the product, such as
moving materials between workstations. Transportation between processing stages results in
prolonging production cycle times, the inefficient use of labour and space. Any movement in
the firms could be viewed as waste. Double handling and excessive movements are likely to
cause damage and deterioration with the distance of communication between processes.
2.2.5 Waiting
It is idle time for workers or machines due to bottlenecks or inefficient production flow on the
factory floor. It includes small delays between processing of units. When time is being used
ineffectively, then the waste of waiting occurs. This waste occurs whenever goods are not
moving or being worked on. This waste affects both goods and workers, each spending time
waiting. Waiting time for workers may be used for training or maintenance activities and
should not result in overproduction.
2.2.6 Motion
It includes any unnecessary physical motions or walking by workers which divert them from
actual processing work. This might include walking around the factory floor to look for a tool,
or even unnecessary or difficult physical movements, due to poorly designed ergonomics,
which slow down the workers. It involves poor ergonomics of production, where operators
have to stretch, bend and pick up when such actions could be avoided.
2.2.7 Over-processing
It is unintentionally doing more processing work than the customer requires in terms of product
quality or features such as polishing or applying finishing in some areas of product that will not be
seen by the customer. Over-processing occurs in situations where overly complex solutions are
found to simple procedures. The over-complexity discourages ownership and encourages
employees to overproduce to recover the large investment in the complex machines.
2.2.8 Under-utilized and over utilized factors
It includes machines, labours ,excessive maintenance procedures that consume way more time
and money but in return do not add any substantiate values. Every factor in the system should
be utilized in an optimum fashion.

2.5 Line Balancing
Line Balancing is levelling of the workload across all operations in a line to
remove bottlenecks and excess capacity.
When you consider mass production, components are produced or operations on that
component are carried out in lines on set of machines instead of single machine. A line may be
assembly line, modular line or section, a line set with online finishing and packing. A line
includes multiple work stations with varied work contents. Production per hour is varied
depending on work content (standard minutes of particular task/operation), allocation of total
manpower to a particular operation, operator skill level and machine capacity. Operation with
lowest production per hour is called as bottleneck operation for the line.
A bottleneck operation in a line determines the output of the line. That is why it is very
important to increase production of the bottleneck processes or operation.

Line supervisors, work study officers find ways to increase production from the bottleneck
operation and implement those means one by one to level work across operations. In layman
language this is called as line balancing.
Secondly Line balancing is essential because, if excess capacity of work is burdened on
operators the under utilized cost for other operators adds to the producton cost there by
decreasing profitability.At the time of machine/manpower planning based on work content of
each operations, they prepare a sheet where operation wise manpower is calculated. Most of
the cases calculated manpower gives fraction of figure but in real you can’t allocate to fraction
of manpower to an operation. So manpower planner decides to which operations one
machinist, to which operations two machinist or where only single machinist will be allocated
for two or three operations. Planner makes this decision based on calculated data.
2.6 Related works
S.K.Singh et al,[1] presented a case study lean concept implementation in an aluminium
die casting plant. In this case study, the authors illustrated the steps in implementation of
lean manufacturing. The implementation plan was based on five major areas of wastes
including Defects, Inventory, Excessive material movement, Delay due to waiting and
Inappropriate processing in a die casting industry. They adopted Gap analysis to identify
the areas for waste reduction. The suggested implementation plan is being sub divided
into three phases. The provision or controls suggested to be implemented in Phase 1 will
in general be less costly, easy to implement and would have positive or complementary
effect on many other areas in the organization. Phase 2 includes measures which are
slightly more difficult to implement, involves reasonably higher cost, which may require
some kind of budgetary provisions and approvals. Phase 3 includes provisions, which are
more related with hardcore technical changes, machinery, equipment and tooling.
Implementation of these provisions will involve substantial capital investment and may
require a number of iterations and trials for implementation.
Gurprit Singh T.V. and Dipali P. [2] showed the implementation process of lean concepts in
aluminium die casting industry. The Implementation phases include the study of existing
process and flow the improvement purpose, Identification, analyzing and removal of
doccurring in the casting. Improvement of the process and plant layout using Kaizen, 5’S and
TPM. A modified process and flow had been proposed with total reduction of 5% cost.

An alternate flow chart had been proposed for equivalent performance. Values stream
mapping was also applied so to make changes in plant layout. The implementation
benefited in reducing the processing time of 9minutes per unit. Further the study showed
that there was a reduction in rejection and improvement in manpower utilization
W. M. Wan Muhamad et al [3] performed a study in a die casting plant that produces
aluminium alloy motorcycle crankcases for local and global markets.. The main objective
was to reduce crack defects in the crankcase die casting process and therefore satisfying
the goal of staying lean. The research team employed planning and analysis tools such as
Plan-Do-Check-Action Cycle (PDCA), Gantt Chart, Loss Matrix Analysis (LMA),
Ishikawa Diagram and 4M method, and Why-Why Analysis. The results showed that
crack defects in the castings products in the die casting process could be reduced by
adjusting the temperature in holding furnace and improving the die design structure. After
implementation of the lean concepts into the manufacturing procedures, the rejection rate
dropped to 0.97% from 6.8%.

Chapter-3
COMPANY PROFILE
3.1 Company Background
DIMO Castings Pvt. Ltd. has carved a niche in the precision pressure die casting industry by
manufacturing high quality products that cater to the Automobile, Electronics and Engineering
and Healthcare sectors.
Established in the year 1965 in Bangalore by late Mr.Pathmanabhan , DIMO Castings applies
modern innovative processes and develops in-house expertise to manufacture precision
pressure die casting components to meet the highly exacting requirements of the clients. DIMO
Castings has witnessed a tremendous growth since its inception. Currently, there are two
manufacturing units: one in Bangalore , Karnataka and the second in Hosur, Tamil Nadu.
As the requirement of the customer has changed from casting procurement to finished parts
supply, TURN TECH- a sister concern has been established to support the machining
requirements.
3.2. Quality Conformance
Precision and quality are not just terms of DIMO Castings. They are synonymous with the
organization. The processed and techniques that have gone into manufacturing the products to
the highest quality standards are reflected in the certification and award and bestowed on
DIMO Casting.
The quality control measures with PPAP, KAIZEN and 5 S Housekeeping activity have
enabled DIMO Castings to adhere to JIT practices for timely delivery of high quality products
to the customers. The products manufactured by DIMO Castings are of such high quality and
precision that even clients recognise with Demings Award accept our self-certified products,
which are then taken to the production line directly

3.3. Certification and Awards
DIMO Castings in an ISO 9001: 2008 Company certified by TUV NORD. The organization is
bestowed with the best foundry Award (Nationwide) from Alucast India for two consecutive
years- 2001, 2002.
3.4. Company’s Vision and Mission
3.4.1 Vision
To serve the society by manufacturing and supplying world class products that provide high
value for money
3.4.2 Mission
To enhance the quality of life of all our customers, business associates, supplier partners, stake
holders, end-users and our internal team, by being obsessive about product quality and
customer delight.
3.5. Company Core Values
3.5.1 Adaptability
The ability to be flexible and adaptable to client’s requirements and priorities.
3.5.2 Technical Expertise
Adopting the state-of-the-art-technology and combine it with the expertise of the in-house team
for best results.
3.5.3 Committed Work Force
A strong and experienced team who strive to make the company’s name synonymous with
excellence.
3.5.4 Customer Focus
Committed to continuous improvement in quality, processes and systems, thereby delighting
the customers.
3.6. Company Location
Table 3.1 Plant locations
PLANT STATE LOCATION
1 KARNATAKA Bommasandra, Bangalore
2 TAMIL NADU Hosur

3.7. Organization Structure
The company has successfully grown to its current state of grandeur because of its
highly dedicated staff.
Table 3.2 Organization structure
Sl. No DEPARTMENT No of staff
1 ADMIN 1
2 HR 1
3 FINANCE 4
4 PURCHASE 1
5 QUALITY CONTROL 12
6 INSPECTION 20
7 MAINTENANCE 5
8 DIE MAINTENANCE 8
9 HOUSE KEEPING 7
10 STORE 7
11 PRODUCTION 94
12 DISPATCH 2
13 TRANSPORT 5
14 FURNACE 12
15 FETTLING 82
16 CNC 27
TOTAL 288
3.8 Customers
Fig 3.1 Customers

Table 3.3 Profit share wth respective customers
TVS Motors Tyco Electro Kirloskar To Miscellaneous
company ltd. Portland Textile Machiner requirements
Country India USA &China India India
Profit share 60% 15% 20% 5%
Product descripti 20gms to 2kgs o 200gms to 500g 600gms of gear 300gms
automobile parts of medical transmission
equipment housing
3.9 Product Line
DIMO Castings manufactures a wide range of product of which few are as shown
below Table 3.4 Product line
1. ENGINE PARTS
Crankcases Small engine components
Cylinder block Cylinder head
2. GEAR PARTS
Gear case Auto gear transmission housing

3. OIL FLTERS AND
COVERS
Oil pump cover Cap oil filters
4. CLUTCH
ASSEMBLIES
Housing clutch Clutch covers
Clutch assembly
5.BELT DRIVES A
WHEEL ASSEMBLY
Footrest brackets Wheel hub
Brake panels Belt drives
6. ELECTRICAL
ELECTRONIC AND
MEDICAL EQUIPMEN
Motor covers Medical Equipment

Chapter - 4
SYSTEM STUDY
4.1 System Analysis
DIMO Castings Pvt. Ltd is a leading manufacturer of aluminium castings located in Bommasandra,
Bangalore. The company has clients from automobile, textile, healthcare and various other
industrial sectors. Our project was carried out at bay-2 of the organization to improve material flow
for fettling operation and to reduce the manpower for optimum output. The plant operates two 12-
hour shifts for production and two 8-hour shifts for fettling operations.
4.2 Process Flow
The raw material used for the process is aluminium ingots. The aluminium ingots are melted in
the mother furnace; the mother furnaces are maintained at a temperature of about 1200˚c.
The molten metal undergoes a process called degassing usually necessary to reduce the
amount of hydrogen in the solution formed due to chemical reaction with atmospheric water
vapour which further leads to porosity. The molten metal is then carried to respective holding
furnaces near the respective casting machines. The holding furnaces are maintained at a
temperature of 600°C so as to maintain its molten state. The furnaces, both mother and holding
furnace are refilled in order to maintain temperature.
The molten metal is then poured by an operator into the die casting machine. The automatic
machines are equipped with a robotic arm which does the same. The machines based on their
specification produce the respective products. Heavy components are produced on machines
with higher force applying capacity and vice versa.
The cast piece is removed by the operator using industrial tongs for manual machines and
robotics arms for automatic machines. It is left to cool for a while. The casting is inspected for
defects and stored in a pallet. The runner for light weight castings are removed near the
machine by hammering the runner from the casting and for heavy components a band saw is
used. The runner is re-melted in the holding furnace.
The castings are then transported in the pallets using cranes to the fettling area where necessary
finishing processes like burr removal, grinding and drilling are carried out. The finishing processes
for components with high tolerances are machined using CNC machines and the other

components are fettled manually. The final products are subjected to inspection; critical
components are subjected to 100% inspection while others are inspected by sampling. The
rejected pieces are re melted in the mother furnace.
Casting Fettling
Aluminium and
production
ingots trimming
Loading in
Metal
Shot blasting
melting and powder
pouring
furnace coating
InspectionMolten
Transferingmetal packaging
to holdingcleaning and and
furnacedegassing despatch
Fig 4.1 Process flow

4.2.1 Aluminium Ingots
Aluminium ingots is the raw material used in DIMO. These Aluminium ingots are provided by
their respective customers. Each ingot is estimated to weigh around 6kgs.
Fig 4.2 Aluminium ingots stacked Fig 4.3 Aluminium ingots individual
4.2.2 Cleaning and Degassing
Degasification is the removal of dissolved gases from liquids, especially water or aqueous
solutions. Degassing of molten Aluminium alloys is a foundry operation aimed to remove
Hydrogen dissolved in the melt There are numerous possible methods for such removal of
gases from solids.
Methods:
 Pressure reduction

 Heating

 Membrane degasification

 Substitution by inert gas

 Addition of reductant

4.2.3 Furnace:
A furnace is a device used for high-temperature heating.
Furnaces are broadly classified into two types
 Combustion Furnace

 Electric Furnace
Combustion Furnace
Combustion Furnaces are the furnaces which uses fuel as the source of heat to melt the materials.
Electric Furnace
Electric furnace is heating chamber with electricity as the heat source for achieving very high
temperatures to melt alloy metals. The electricity has no electrochemical effect on the metal
but simply heats it.
Fig 4.4 Electric furnaces
4.2.4 Casting:
Die casting is a metal casting process that is characterized by forcing molten metal under high
pressure into a mould cavity. The mould cavity is created using two hardened tool steel dies
which have been machined into shape and work similarly to an injection mould during the
process.Most die castings are made from no-ferrous metals,specifically
zinc,copper,aluminium,magnesium,lead,pewter and tin based alloys. Depending on the type of
metal being cast, a hot- or cold-chamber machine is used.

Hot-chamber die casting
Hot-chamber die casting, also known as gooseneck machines, rely upon a pool of molten metal
to feed the die. At the beginning of the cycle the piston of the machine is retracted, which
allows the molten metal to fill the "gooseneck". The pneumatic or hydraulic powered piston
then forces this metal out of the gooseneck into the die. The advantages of this system include
fast cycle times (approximately 15 cycles a minute) and the convenience of melting the metal
in the casting machine. The disadvantages of this system are that it is limited to use with low-
melting point metals and that aluminium cannot be used because it picks up some of the iron
while in the molten pool. Therefore, hot-chamber machines are primarily used with zinc, tin,
and lead based alloys.
Cold-chamber die casting
These are used when the casting alloy cannot be used in hot-chamber machines; these include
aluminium, zinc alloys with a large composition of aluminium, magnesium and copper. The
process for these machines start with melting the metal in a separate furnace. Then a precise
amount of molten metal is transported to the cold-chamber machine where it is fed into an
unheated shot chamber (or injection cylinder). This shot is then driven into the die by a hydraulic
or mechanical piston. The biggest disadvantage of this system is the slower cycle time due to the
need to transfer the molten metal from the furnace to the cold-chamber machine.
4.2.5 Fettling
The complete process of cleaning of castings is called fettling. It involves the removal of the
cores, gates, sprues, runners, risers and chipping of any of unnecessary projections on the
surface of the castings.
The fettling operation are
1. Removal of gates and risers
2. Removal of fins and unwanted projections
1. Removal of gates and risers- Gates and risers can be removed from casting by several
methods depending upon size and metal used.
 Hammer-They can be broken by hitting with the hammer.

 Cutting saw-These saws may be hand saw and power saw. Mostly the hand saws
are used for small and medium but power saw are used for large work.

 Flame cutting-This type of method is specially used for ferrous materials of large
sized castings where the risers and gates are very heavy.

2. Removal of fins, rough spots and unwanted projections.
The casting surface after removal of the gates may still contain some rough surfaces left at the
time of removal of gates and these are removed with the help of grinding machines and hand
files.
Fig 4.5 Fettling operations
4.2.6 Shot Blasting
Shot blasting is a method used to clean, strengthen (peen) or polish metal. There are two
technologies used: wheel blasting or air blasting.
Wheel blasting- directly converts electric motor energy into kinetic abrasive energy by rotating
a turbine wheel. With these large amounts of accelerated abrasive, wheel blast machines are
used where big parts or large areas of parts have to be derusted, descaled, deburred, desanded
or cleaned in some form.
Air blast- machines can take the form of a blast room or a blast cabinet, the blast media is
pneumatically accelerated by compressed air and projected by nozzles onto the component. For
special applications a media-water mix can be used, this is called wet blasting.

Fig 4.6 Shot blasting machine
4.2.7 Powder Coating
Powder coating is a type of coating that is applied as a free-flowing, dry powder. The main
difference between a conventional liquid paint and a powder coating is that the powder coating
does not require a solvent to keep the binder and filler parts in a liquid suspension form. The
coating is typically applied electro-statically and is then cured under heat to allow it to flow
and form a "skin". The powder may be a thermoplastic or a thermoset polymer. It is usually
used to create a hard finish that is tougher than conventional paint.
Fig 4.7 Powder Coating

4.2.8 INSPECTION
Inspection is an organized examination or formal evaluation exercise. Inspection involves
measurements, tests and gauges applied to certain characteristics in regard to an activity. The
inspections carried out in DIMO are visual inspection and inspection using pneumatic gauges.
Fig 4.8 Inspection stages

Chapter - 5
DATA COLLECTION AND ANALYSIS
The main aim of data collection is to understand the processes, specifications and various
records of the company .The data used for analysis includes primary data and secondary data.
The primary data includes the data collected through direct observation and interview.
Secondary data was collected by referring the specifications and records related to production
and maintenance.
5.1 Data collection
5.1.1 Voice of customer
- Improve fettling layout at bay-2 of the plant.
- Substantiate with solid values to show current and proposed methods
- Design a highly functional work-cell concept incorporating
efficient material handling and ergonomic factors.
5.1.2 Key issues
- organization meets daily demand but fails to achieve in-house efficiency.
- no structured and standardized workflow i.e various departments do not
work in synchronous manner.
- poor production planning.
- labour issues
- failure to analyse the root cause and purpose of various operations.
- excessive material handling.
- excessive work in progress inventory.
- poor ergonomics in work areas for various operation.

5.1.3 Translating to measurable parameters:
 Layout design - as a function of quantity*frequency*distance
 Data collection - FPC( Flow process charts)

 Proper utilization of labour - FTE (Full Time Equivalent Calculations)
5.1.4 Data collection objectives:
The below mentioned objectives are in a sequential manner of achieving the various goals.
1) Build a layout design from scratch; both a virtual as well as 3 dimensional models of the
layout to its approximate scale.
2) Understand the flow of material flow using flow process charts (bay -2 only)
3) Collect demand details for the month of February,March,April 2015 for the selected product
(gearcase) in order to calculate respective takt time of the product. The limited time and scope
of the project could focus only on a single product. The product for the study was thus selected
from the average despatch details.
Table 5.1 Average demand details
Component Avg demand
GEAR CASE 39300
CYLINDER BLOCK 40350
RCS SMALL 8300
DRUM REAR EXCEL 16750
MOVABLE DRIVE JUPITER 39200
HOUSING CLUTCH APACHE 14295
COVER BREATHER 28620
CYL HEAD 26450

GEAR CASE CYLINDER BLOCK RCS SMALL
DRUM REAR EXCEL MOVABLE DRIVE JUPITER HOUSING CLUTCH APACHE
COVER BREATHER CYL HEAD
12%
19%
13%
19%
7%
4%
18%
8%
Fig 5.1 Pie chart representing demand of product
Among the above gear case, cylinder block and movable drive Jupiter were of high demand
and these products tend to have a constant demand throughout the year.
Among the three gear case was thus selected as the subject of study.
The components in bay -2 were studied in detail and a clear picture about the material handling
system was obtained. The overview study was carried out using flow process chart and
graphically representing them on a scaled virtual layout as shown below as spaghetti diagram.
This provided insights into under-utilized space in bay-2. The study further helped us
understand the root cause for the faulty material handling system.

PALLET PALLET
FETTLING
AREA
PALLET
SHIPPING
GEAR CASE
PALLET
P
A
L
L
E
T
P
A
L
L
E
T
DIESTORAGE
STORES
FURNACE
STORES
FURNACE
CNC
FURNACE
STORES
STORES
CYLINDER BLOCK
MOVABLE DRIVE JUPITER
S
INSPECTION
OPERATION
S
I & M
O
TOOL
STORES
RAWMATERIALS
RECEIVING SHIPMENT
DIE COAT TANK
DESPATCH
W
FETTLINGAREA
S N
Fig 5.2 Plantlayout(Spaghettidiagram)
E

Fig 5.3 Gear case
The project focusses on machine CK200d which mainly produces gearcase and oil cap for
KTTM .The current process utilizes 1 operator for removing the runner as the component
comes out of the machine, unloaded automatically. The component is then stored near the
machine in pallets. The pallets occupy an approximate area of 1m*1m, the no. of pallets near
machine with WIP stock varies based on demand and availability of labourers for successive
operations. The pallets are then carried to bay-1 for grinding. There are 2 grinding machines
with 2 wheels on opposite sides which can be operated by 2 operators per machine, there is
WIP before the grinding operation. The component is again piled for the next operation leading
to WIP inventory. The component then undergoes removal of cap by an operator and further
leads to WIP inventory. It then undergoes minor fettling operations by an operator and again
proceeds to unnecessary WIP. The component then moves towards the drilling machine in bay-
1 for further operations, there is unnecessary piling before and after drilling. The component is
then moved for final marking and inspection by another operator.
The component in total utilizes 5 operators and 2 helpers for moving the component
around The total area covered by WIP 5m*5m and finished goods 2m*2m.
The above mentioned study about the material flow was studied using flow process
charts over a period of 4 weeks and an average values of the various operations are mentioned
in sequence in the below provided flow processs chart.

Table 5.2 Detailed process map (Flow process chart)-BEFORE
FLOW PROCESS CHART
CHART NO : SHEET NO :
SUBJECT CHARTED:
GEAR CASE N15
LOCATION :
OPERATIVE(S): CLOCK NO
CHART ED BY : DAT E:
APPROVED BY : DAT E:
SL NO DESCRIPTION
1 Casting(Bay-2)
2 Piled in Pallet near m/c
3 Removal of Runner(Minor)
4 Temporarily stored(Pallet)
5 Transported to Grinding Area(Bay-1)
6 Grinding Edges(B-1)
7 Piled on Floor(B-1)
8 Fettled(B-1)
9 Piled on Floor(B-1)
10 Loaded to Pallet
11 Transported to Drilling Area(BAY-1)
12 Loaded to Crate
13 Drilled (2 m/c s)
14 Loaded to Crate
15 Transported to BAY-2
16 Piled on Floor
17 Marked
18 Inspection
19 Loaded to Dispatch Pallet
20 Transported to dispatch area
21 Storage
T YPE : MAT ERIAL
OF : SUMMARY
ACT IVIT Y PRESENT PROPOSED SAVING
OPERAT ION 7
T RANSPORT 7
DELAY 5
INSPECT ION 1
ST ORAGE 1
DIST ANCE (m) 166
T IME (min): 111
COST :
LABOUR:
MAT ERIAL:
T OT AL :
QT Y. DISTT IME SYMBOL REMARKS
(m) (min)
100 73 *
100 *
100 5 *
100 *
100 61 3 *
100 7 *
100 *
100 20 *
100 *
100 0.5 *
100 13 3 *
100 0.5 *
100 *
100 0.5 *
100 80 *
100 *
100 *
100 *
100 1 *
100 5 *
100 4 *

VALUE ADDED AND NON VALUE ADDED(BEFORE)
OPERATIONS TRANSPORTATIONS DELAY INSPECTIONS STORAGE
5%
5%
33%
24%
33%
Fig 5.4 Pie Chart representing value added and non-value added activities
The only value adding factor among the above mentioned steps is operation and it
amounts to only 33% of the overall steps and non-value adding constituted the remaining 77%
which includes transportation, delay, inspection, storage. The project aimed at reducing the
non-value adding activities and thereby increasing the value adding factors to improve
efficiency of work in the current system.
5.2 Analysis
This phase focusses on working on the acquired data and helps in understanding the setbacks
in the current system.
5.2.1 Analysis objectives:
1) Plot under-utilized and over utilized areas in the plant using spaghetti diagram.
2) Deduce relevant parameters such as frequency, quantity, and distance travelled from the
FPCs 3) Efficient utilization of labour.
5.2.2 Stepwise analysis:
The aim of constructing spaghetti diagram was to understand if the material flow was happening in
an efficient manner, i.e if the internal logistics factors were optimally utilized. The results

proved otherwise. The spaghetti diagram clearly shows that fettling operations for various
products were not streamlined.
There are two options to improve this scenario
 Streamline the fettling operation at the fettling area itself for all the components.

 Construct a workcell design to incorporate respective fettling operations besides
the machines itself.
Among the two when compared in general by considering respective value added and non-
value added activities the latter proved highly efficient. Another reason for the conclusion was
the optimum utilization of space criteria.
The material flow in the organization was studied for all machines in bay-2 .this provided us
insight into the utilization of space in the plant. The reasons for such poor utilization were
analysed and among them the following proved critical.
- sticking to existing or previous patterns of material flow.
- adamant to change at various levels of management.
- improper planning, analysis and evaluation while constructing a layout.
Fig 5.5 - Under-utilized areas in bay-2

The system of study was CK 200d( component - Gear case N15). The material was studied
from flow process charts and analysed as a function of frequency, quantity and distance. The
above mentioned parameters were analysed for a 12 hour shift and the following data was
collected over period of 4 weeks.
Frequency refers to the number of times the component has been moved between respective
departments in a shift. Quantity refers to the number of components moved for every single
movement between respective departments. Distance refers to the distance moved for every
single frequency. The parameters are considered as a product function as the cost associated
with same would be a multiple of these factors ,hence the product function helps us to compare
the corresponding improvements using the same function.
Table 5.3 Material Travel data as a function of Frequency*Quantity*Distance
FROM–TO DEPARTMENTS BEFORE
(FREQUENCY*QUANTITY*DISTANCE)
CASTING - GRINDING (2*500*63)=63000
GRINDING - DRILLING (10*100*15)=15000
DRILLING – CAP REMOVAL (10*100*15)=15000
CAP REMOVAL – (10*100*60)=60000
INSPECTION
INSPECTION – PACKAGING (1000*1*2)=2000
PACKAGING - DESPATCH (2*500*1)=1000
TOTAL ∑ (F*Q*D)=156000
The time taken for various critical operations were analysed. Takt time for the component was
calculated using averge despatch details .

In order to efficiently utilize various operations and labour effort has to be equally distributed
among the respective operations in an optimally designed sequence.
Table5.4 Line Balancing based on Takt time
GEAR CASE N15 COMPONENTS TIME FOR Line balancing (equal division of
PER HOUR
COMPONENT IN
time)seconds
SECONDS
CYCLE TIME 82 44 44
(MC)
GRINDING 450 8 4.25
DRILLING 720 5 4.25
CAP REMOVAL 1200 3 4.25
INSPECTION 1200 3 4.25
AND MARKING
Total 63
takt time = 61 sec
The takt time was calculated and in order to efficiently utilize the time for various operations
the machining time was reduced from the takt time as changing the machine time proved to be
a concept out of scope of the project, the remaining time was equally divided among the
remaining crucial operations and the following conclusions were made.

LINE BALANCED BASED ON TAKT TIME
TIME FOR 1 COMPONENT IN sec Line balancing (equal division of time)
TIME(SECONDS)
44
4
4
84.25
54.25
34.25
34.25
C Y C L E T I M E ( M C ) G R I N D I N G D R I L L I N G C A P R E M O V A L I N S P E C T I O N A N D
M A R K I N G
Fig 5.6 Bar-chart representing Line Balanced Time
From the above graph it is clear that operations 2 and 3 take time above the takt time whereas
operations 4 and 5 take much lesser than takt time. Therefore it can be concluded that
operations 3,4 and 5 are not adding any substantial value to the product and those operations
can be combined for proper utilization of labour. Furthermore these operators could be
assigned other jobs.
The table below shows the necessary time for each operator by combining the operations.
The scenario has proved that from having two operations working below takttime ,the system
has reduced it to a single operation and savings in terms of the operators salary in the long run
Table 5.5 Line balanced time by combining operations
OPERATIONS TIME FOR 1 COMPONENT Line balancing
IN (SECONDS) (equal division of time)
CYCLE TIME (MC) 44 44
GRINDING 8 8.5
DRILLING,CAP REMOVAL 11 8.5
AND INSPECTION

Line balance based on Takt time(Combined operations)
TIME(SECONDS)
50
45
40
35
30
25
20
15
10
5
0
CYCLE TIME (MC) GRINDING DRILLING,CAP REMOVAL AND
INSPECTION
TIME FOR 1 COMPONENT IN sec Line balancing (equal division of time)
Fig 5.7 Bar chart representing Line Balanced time for combined operations
The calculations provided cannot justify the problem completely as the effort put in might vary
for operations but equal distribution of effort is very essential to achieve a profitable scenario.
The following analysis further proves this statement.
Inorder to analyse efficient utilization of manpower full time equivalent (FTE) operator
calculations were carried out. The methodology was crucial for analysis as the previous
method does not take into consideration the demand details for the product. It refers to the time
allotted to a worker such that he is occupied full time. The calculation provides us the number
of workers required for the given operation time so that they are occupied full time when the
shift I running. The number of operators are calculated based on the takttime (production
details February,March,April 2015)
FTE = (Total time for all operation on a component+ clearance time)
Takt time
The value obtained as FTE indicates “number of operators” required such that their occupied.

Table 5.6 Full time equivalent calculations
Time(seconds)
Machine 44
Grinding 8
Drilling 5
Cap removal 3
Inspection and marking 3
Total 63
ideal
Production feb 39300
per day 1403.571429 1404
per hour 58.5 59
Time for 1 component 61.01694915 61
(seconds)
No. of operators (61+10)/62 1.032258 2
From the above calculations it was evident that 2 operators are sufficient to carry out the works
currently being carried out by 5 operators. The system was studied with various combinations
of operation sequences. The inherent constraints were analysed and the following optimum
sequence for operation were suggested.

Table 5.7 Sequence of operations and time taken for respective operation
OPERATIONS MACHINEOPERATOR-1OPERATOR-2
MACHINE 44 sec
RUNNER REMOVAL 3 sec
GRINDING 8 sec
DRILLING,CAP REMOVAL 5 sec
FINAL INSPECTION, 3 sec
MARKING AND DESPATCH
The plant currently has only a single shift for fettling while production happens 24 hours. This
leads to WIP inventory at the beginning of the day. The proposed system would ideally
eliminate the duration taken in fettling the previous night’s production.
In order to provide a larger picture, gantt charts were constructed . It was inferred from the
gantt chart that operator 1 can complete 5 components and operator 2 can complete 4
components for the time taken for a single casting. The set of operations(i.eOperator-2 =
5,3;Operator-1=8,3) for each operator clearly explains the rate at which components finish
their operations from the respective operators.
This can only be achieved by improving current layout and by proper scheduling. The
explained scenario is possible in ideal scenarios but if adopted thoroughly the system would
show comparative improvements even considering some clearances and tolerances.

Table 5.8 Flow process chart showing activities of operator-1
FLOW PROCESS CHART TYPE : MAN(Operator-1)
CHART NO : SHEET NO : OF : SUMMARY
SUBJECT CHARTED: ACTIVITY PRESENT PROPOSED SAVING
GEAR CASE N15 OPERATION 4
T RANSPORT 1
DELAY 0
INSPECTION 0
STORAGE 0
DISTANCE (m) : 6.5
LOCATION : TIME (seconds): 20
OPERATIVE(S): CLOCK NO COST :
CHARTED BY : DATE: LABOUR:
MATERIAL:
APPROVED BY : DATE: TOTAL :
SL NO DESCRIPTION QTY. DIST TIME SYMBOL REMARKS
(m) (sec)
1 Removes cast piece from the machie 1 1.5 3 *
2 Runner removal 1 0.5 3 *
3 Takes it to Grinding Machine 1 1.5 4 *
4 Grinds the edges 1 1.5 8 *
5 Pushes to the next table for drilling and cap removal 1 1.5 2 *
Table 5.9 Flow process chart showing activities of operator - 2
FLOW PROCESS CHART TYPE : MAN(Operator-2)
CHART NO : SHEET NO : OF :
SUBJECT CHARTED: ACTIVITY
GEAR CASE N15 OPERATION
T RANSPORT
DELAY
INSPECTION
STORAGE
DISTANCE (m) :
LOCATION : TIME (seconds):
CHARTED BY : DATE: LABOUR:
MATERIAL:
SL NO DESCRIPTION QTY. DIST
(m)
SUMMARY
PRESENT PROPOSED SAVING
3
1
0
0
0
5
26
TIME SYMBOL REMARKS
(sec)
1 Takes for drilling and cap removal 1 1.5 3 *
2 Drilling and cap removal 1 0.5 11 *
3 Moves to storage area 1 1.5 4 *
4 Stored temporarily 1 1.5 8 *

GANTT LOAD CHART
O P E R A T O R - 2 5 3 5 3 5 3 5 3 5 3
O P E R A T O R - 1 3 8 3 8 3 8 3 8
M A C H I N E 44
TIME (SECONDS)
Fig 5. 8 Gantt load chart representing operation sequence time
Fig 5.9 Proposed Material Handling scenario

5.2.3 Work cell Design
This design focusses on improving the existing processes by incorporating necessary
changes and then study their effects. If the effects are positive then maintain the system or else
try different alternatives are tried.
From the above data calculations it is evident that high number of workers are being
utilized ineffectively, the optimum number of workers for the machine ck200d was estimated
to be 2. Hence a suitable work cell design was proposed.
The design objectives:
- less material travel
- less man travel
- ergonomic workspace
- combine multiple functionalities wherever possible
- flexible to incorporate further improvements
- Operator-1 - Operator-2
Fig 5.10 Work-cell design

5.2.4 Work cell Design Explained
The work cell constitutes of 2 workers as mentioned. The above figure clearly shows the
positions of the respective operators.
The process begins with operator -1.He removes the casting from the bin or chute as the
machine has automatic unloading facility. He then places it in the pallet. The process repeats
for 20 components. Approximate cooling time was observed to be 20 minutes. The operator
then removes the 21st
component and places in the pallet and takes the 1st
component he had
placed in the pallet. This is done as 20 minutes buffer time was allowed for natural cooling.
The operator- 1 takes the first component and does the grinding operation. The operator
then pushes the component onto the next table with a rubber stopper to prevent the component
from falling down. The operator -1 repeats the above mentioned procedure.
The operator - 2 takes the component from the table and loads it onto a specially designed
fixture to suffice drilling and cap removal using a pneumatic hand drill.
5.2.5 Reasons for using the fixture:
-The current system utilizes vertical drilling machines for this operation. The component does
not need such excessively powered equipment, as the end objective is to only remove the
covering of holes in the casting due to die design.
-Vertical drilling machine has its own challenges like occupies excessive space, not portable
and uses more power.
-Current system does not have any holding system. The operation is carried out by holding the
component with hand which is against the principles of ergonomics.

Fig 5.11 Fixture design
Fig 5.12 Gearcase
The component is slotted in the fixture and holes are aligned with the respective holes of
the component. The hand drilling machine is then channelled through the respective holes, the
pneumatic hammering function is used to remove the cap.
The operator then proceeds for final inspection, marking and despatch.
The improvement in the system flow can be understood by comparison of the present and
proposed by considering the (quantityfrequency*distance) function and flow process chart.5.3
5.3 Improvement Analysis
The proposed workcell design showed improvement by reducing
- number of operations from 7 to 4, savings 3 steps from the previous system
-number of transportation steps from 8 to 4
-number of delay steps from 6 to 1
-distance travelled from 166 metres to 22 metres
-operators from 5 to 2

Table 5.10. Workcell design Flow process chart -AFTER
FLOW PROCESS CHART TYPE : MATERIAL
CHART NO : SHEET NO : OF : SUMMARY
SUBJECT CHARTED: ACTIVITY PRESENT PROPOSED SAVING
GEAR CASE PROPOSED OPERATION 7 4 3
TRANSPORT 7 4 3
DELAY 5 1 4
INSPECTION 1 1 0
STORAGE 1 1 0
DISTANCE (m) : 166 22 144
LOCATION : TIME(min)
CHARTED BY : DATE: LABOUR: 5 2 3
MATERIAL:
SL N DESCRIPTION QTY. DIST TIME SYMBOL REMARKS
(m) (min)
1 Casted 100 105 *
2 Removal of runner 100 5 *
3 Loaded to pallet 100 0.025 5 *
4 Stored in pallet near machine 100 * 20 components are stored for cool off time
5 Unloaded for grinding 100 0.025 5 *
6 Grinding operation 100 14 *
7 Pushed near drilling machine 100 2 4 *
8 Drilling,cap removal ,inspection 100 17 *
9 Loaded to pallet 100 0.025 4 *
10 Transported to despatch area 100 20 3
11 Storage 100 *
The improvement can be understood clearly from the histogram below. The project objective
of reducing non value adding factors and thereby increasing value addition in the various
aspects of production is clearly understood through the pie chart below.
CHANGE IN PRESENT AND PROPOSED METHODS
ACTIVITIES
8 7 7
7
56
4 45
4
NO.O
F
3
1 1 1 1 1
1
2
0
OPERATION
TRANSPORTATIO
DELAY INSPECTION STORAGE
N
BEFORE 7 7 5 1 1
AFTER 4 4 1 1 1
BEFORE AFTER
Fig 5.13 Bar-chart comparing current and future scenarios

VALUE ADDING AND NON VALUE ADDING
ACTIVITIES(BEFORE)
5%5%
33%
24%
33%
Fig 5.14 Pie chart representing value adding and non value adding activities - BEFORE
Table 5.11 Table representing number of activities and total number of activities-BEFORE
BEFORE OPERATIONS TRANSPORTATION DELAY INSPECTION STORAGE TOTAL
NO.OF
7 7 5 1 1 21
ACTIVITIES
VALUE ADDING AND NON VALUE ADDING (AFTER)
9%
9%
37%
9%
36%
Fig 5.15 Pie chart representing value adding and non value adding-AFTER

AFTER OPERATIONS TRANSPORTATION DELAY INSPECTION STORAGE TOTAL
NO.OF
4 4 1 1 1 11
ACTIVITIES
Table 5.12 Table representing number of activities and total number of activities-AFTER
The improvement is clear from the existing process in terms of percentage. It can be clearly
stated that there is an improvement of about 4% in value addition(no.of operation activites
reduced from 7 to 4) and crucial decrease in the non value adding parameter ( transportation)
from 24% to 9%.
The proposed work cell concept was further analysed and improvement from existing state was
prevalent. Similar Frequency*Quantity*Distance analysis were carried out between respective
departments and the following factors were noticed
- frequency and quantity are inversely proportional factors.
-distance was the factor that caused a huge variation in the quantity*function*distnce product
function between previous and proposed workcell design.

Table 5.13 Comparison of Before and After( Frequency*Quantity*Distance)
FROM–TO DEPARTMENTS BEFORE AFTER
(FREQ*QUANTITY (FREQ*QUANTITY
*DISTANCE) *DISTANCE)
CASTING - GRINDING (2*500*63)=63000 (1000*1*3)=3000
GRINDING - DRILLING (10*100*15)=15000 (1000*1*2)=2000
DRILLING – CAP REMOVAL (10*100*15)=15000 (1000*1*0)=0
CAP REMOVAL – INSPECTIO (10*100*60)=60000 (1000*1*0)=0
INSPECTION – PACKAGING (1000*1*2)=2000 (1000*1*2)=2000
PACKAGING - (2*500*1)=1000 (2*500*20)=2000
DESPATCH
TOTAL ∑ (F*Q*D)=156000 ∑ (F*Q*D)=9000
SAVINGS 156000 - 9000 = 147000
The system contributes to a saving of about 1,47,000 units . This unit will be a multiple factor
for cost and hence can be help in understanding the improvement in terms of percentage.The
system adopts ideal scenarios hence the value can only be considered as a factor for theoretical
studies. In terms of percentage the system shows an improvement of about 94%.

5.3.1 Comparison
The system was studied in detail and improvements on the following factors were made which
showed effective savings. The table below shows the comparison of the current state and
improved state of the system. Here, work cell was designed which showed effective savings
and reduction was observed in number of operators and non value added activities.
Table 5.14 Overall comparison of before, after and total savings percentile
Sl.No Improvement Factor Before After Savings Percentage(%)
1. Work cell design 156000 9000 147000 94
(quantity*frequency
*distance)
2. No. of operators 5 2 3 60
3. Salary / month 25000 10000 15000 60
4. Improvement in Value 7/21=0.33 4/11=0.36 0.09 9
Added activities
5. Reduction in non value 14/21=0.66 7/11=0.63 0.0476 4.76
added activities
The drill template designed considering the ergonomic factors combined two individual
operations resulting in the reduction of excessive manpower and non value added activities.The
basic design concept was well accepted by the organization and requires some basic alterations
to be hundred percent viable.

Chapter-6
CONCLUSION
Lean approach plays an important role in the survival of any industry in today’s competitive world.
This project which was carried out in DIMO Castings Pvt. Ltd , Bangalore highlighted the needs of
implementing the lean concepts. This project aimed at implementing lean techniques in the process
and flow of material to reduce man power and material movement. The current scenario was
thoroughly studied and relevant data was collected and analyzed. Analysis was done using lean
tools such as flow process charts, spaghetti diagrams and concepts like full time equivalent and
ergonomics. Effective results were observed as follows. Designing a work cell concept benefits the
plant upto 94% improvement in the material handling factors. Manpower was also reduced which
is a saving for the company. Also value added ratio improvement was observed to be 9 % and non
value added activities were reduced by 4.76 %.

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