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- 1. Presented By: Shreyansh Jhanwar 2020UME1837 M3 Presentedto: 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 InFY21-22, 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 • KrishnaGroup 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
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- 6. Layout (SKH MetalsLtd.) 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-4Week-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) YCAFrame 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 FrontSuspension 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 TorchCable Robot base Servo Motor Wire feed Ass Fig- Robotic Mig Welding Fig- Projection Welding 12
- 13. Welding Process Brand Panasonic WeldingType 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 • Thetarget 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 • IdealProductivity (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 1Day 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 16
- 17. Project: Measure • Interpretationof 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 17
- 18. Project: Measure Welding OverIncorrect Gas Pressure Teaching Required Nozzle Damaged Porosity Rejections Incorrect Bead Length 18
- 19. Project: Analysis • Causeand 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 oflosses 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 Actiontaken 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 Actiontaken 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 AfterAfter 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 AfterAfter 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-4Week-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 • Learnedhow 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
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- 29. Project: Measure Factors PossibleReasons 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