PROJECT

PROJECT REPORT
ON
“MODIFICATION AND EXPANSION OF
PRODUCTION LAYOUT”
PRESENTED BY
TEJENDRA ANARSE (B80480804)
PRAJWAL CHOUGULE (B80480811)
AMEYA DESHPANDE (B80480812)
RUPESH LUNAWAT (B80480846)
UNDER GUIDANCE OF
Mr. P. T. KHARAT
DEPARTMENT OF MECHANICAL ENGINEERING
TSSM’s
PADMABHOOSHAN VASANTDADA PATIL INSTITUTE
OF TECHNOLOGY, PUNE
2014-15

TSSM’s
PADMABHOOSHAN VASANTDADA PATIL INSTITUTE OF
TECHNOLOGY, PUNE
CERTIFICATE
This is to certify that
Have satisfactorily completed their project entitled
“MODIFICATION AND EXPANSION OF PRODUCTION
LAYOUT”
Under our supervision and guidance in partial fulfillment of the requirements
for the award of Degree of
BACHELOR OF ENGINEERING IN MECHANICAL
ENGINEERING
From
SAVITRIBAI PHULE PUNE UNIVERSITY
Mr. P.T. KHARAT Mr. P.L. SHINDE
PROJECT GUIDE PROJECT CO ORDINATOR
Mr. M.V. KHOT Prof. Dr. Y.V. CHAVAN
H.O.D. PRINCIPAL
EXTERNAL EXAMINER
PLACE- PUNE DATE-

ACKNOWLEDGMENT
With all respect and gratitude, we would like to thank our Principal Prof. Y.V.
CHAVAN H.O.D. Mr. M.V. KHOT for providing us with all the facilities and for
permitting us to complete this project.
We are very grateful to Mr. P.T. KHARAT and our Project coordinator Mr.
SHINDE for their constant enthusiasm and encouragements throughout the project.
We are aware that without the keen interest of all our guides, our project couldn’t
have been completed in a better manner.
Also we would like to thank Mr. MANGESH ASHTEKAR (Manager,
FORBES MARSHALL PUNE) for letting us take on this project and provide us
with necessary guidance and resources for the same.
All those who have knowingly and unknowingly helped us in the completion
of our project by their valuable suggestion deserve a word of thanks.

ABSTRACT
The Industrial and Manufacturing department of a company is responsible for
the functioning of its Production Facility and to inculcate the necessary changes over
time. As for a company to keep on functioning smoothly over time, it has to meet the
growth in production in future and also work upon creating a better work environment
for its workers.
To fulfil these criteria’s a company must frequently revise its methods of
working to cater for the future needs also it needs to upgrade and adapt to the rapidly
changing technologies and standards in working.
The work methods of the company can be improved by improving its
Production Process and Process Layout in such a way as to minimise the overall travel
time from the raw material to finished product. Also meeting the future demands in
production by the optimal use of current resources and minimum cost of up gradation.
In our project at the FORBES MARSHALL, Pune we have made a similar
attempt at designing the company’s production facility using concepts of LEAN
Manufacturing, for it to minimise wastage of time and resources and all the while
working towards meet the exceeding Industrial demand of the next Five years. Hence,
in a way we have worked towards obtaining an optimum solution for their growing
needs and eliminating the challenges faced in the path, working towards creating a
better work environment for the workers too.

INDEX
CH.
NO.
TITLE
PAGE
NO.
LIST OF FIGURES ii
LIST OF TABLES iv
1
INTRODUCTION
1.1 About Company
1.2 Kronhe Marshall
1.3 Problem Statement
1.4 Objective of Project
1
2
2
4
4
2
LITERATURE SURVEY
2.1 Plant Layout
2.2 Need of Plant Layout
2.3 Importance of Plant Layout
5
6
7
8
3
ACTUAL DATA ACQUISITION
3.1 Types of Layout Design approach
3.2 Selection of suitable design approach
3.3 definitions
3.4 Formulae
3.5 Process Flow Chart
3.6 Relationship Chart
3.7 Relationship Diagrams
3.8 Space Relationship Diagrams
3.9 Value added and Non Value Added Activity
Planning
3.10 Material Distance Travel
9
10
13
14
15
16
20
23
25
31
40
4
DESIGN PHASE
4.1 Brain Storming
4.2 Selection of Suitable Layout
4.3 Why Product Layout
4.4 Rough Layout
4.5 First Iteration
4.6 Second Iteration
4.7 Third Iteration
42
43
44
48
50
52
53
54
5
IMPLEMENTATION AND EVALUATION
5.1 Validation
5.2 Material Distance Travel
56
57
65
6 ADVANTAGES 68
7 CONCLUSION 76
8 REFERENCES 78

ii
LIST OF FIGURES
SR. NO. TITLE
PAGE
NO.
1.1 Krohne Marshall Products 2
1.2 Magflow Meter 3
1.3 Vortex Flow Meter 3
1.4 VA Flow Meter 3
3.1 Systematic Layout Planning Flow Chart 13
3.2 Magflow Process Flowchart 17
3.3 Vortex Flow Meter Process Flowchart 18
3.4 VA Flow Meter Process Flowchart 19
3.5 Closeness Rating 20
3.6 Relationship Chart Magflow Meter 21
3.7 Relationship Chart Vortex Flow Meter 21
3.8 Relationship Chart VA Flow Meter 22
3.9 Relationship Diagram Magflow Meter 24
3.10 Relationship Diagram Vortex Flow Meter 24
3.11 Relationship Diagram VA Flow Meter 25
3.12 Space Relationship Diagram Magflow Meter 28
3.13 Space Relationship Diagram Vortex Flow Meter 29
3.14 Space Relationship Diagram VA Flow Meter 30
3.15
VA & NVA Percentage Utilisation for Magflow
Meter
33
3.16
VA & NVA Percentage Utilisation for Vortex
Flow Meter
36
3.17
VA & NVA Percentage Utilisation for VA Flow
Meter
39
4.1 Process Layout 44
4.2 Fixed Position Layout 45
4.3 Cellular Layout 46
4.4 Product Layout 47
4.5 Rough Layout Cutouts-I 51
4.6 Rough Layout Cutouts-II 51
5.1
5.2
5.3
Actual Layout Plotting- I, II, III 59, 60
5.4
5.5
5.6
5.7
Magflow Coil Winding Area
Magflow Welding Area
Magflow Hydro Test Area
Overview- Magflow Floor Area
62
62
63
63

iii
5.8
5.9
5.10
Overview- Vortex Floor Area
Vortex Welding Area
Vortex Potting and Assembly Stations
64
64
64
6.1 Material Flow Path Existing Magflow Meter 70
6.2 Material Flow Path Existing Magflow Meter 70
6.3 Material Flow Path Existing VA Flow Meter 71
6.4 Material Flow Path New VA Flow Meter 71
6.5 Material Flow Path Existing Vortex Flow Meter 72
6.6 Material Flow Path New Vortex Flow Meter 72

iv
LIST OF TABLES
SR.
NO.
TABLE
PAGE
NO.
3.1 TAKT time calculation for Magflow Meter 31
3.2
Time Observation of Value added and Non Value
added Activities for Magflow Meter
32
3.3 TAKT Time Calculation for Vortex Flow Meter 34
3.4
added Activities for Vortex Flow Meter
35
3.5 TAKT Time Calculation for VA Flow Meter 37
3.6
added Activities for VA Flow Meter
38
3.7 Material Distance Travel for Magflow Meter 40
3.8 Material Distance Travel for Vortex Flow Meter 41
3.9 Material Distance Travel for VA Flow Meter 41
5.1
Material Distance Travel for New Magflow Meter
Layout
65
5.2
Material Distance Travel for New Vortex Flow Meter
Layout
66
5.3
Material Distance Travel for New VA Flow Meter
Layout
67

MODIFICATION AND EXPANSION OF PRODUCTION LAYOUT
P.V.P.I.T., Department of Mechanical Engineering| 1
CHAPTER 1
INTRODUCTION

1.1 ABOUT COMPANY
Forbes Marshall group of companies is a leading manufacturer and supplier of
engineering products, energy management systems and high technology electronic
instrumentation. Their customers include chemical, petrochemical, pulp and paper,
pharmaceutical, textile, sugar, steel and automobile industries. Today, the company
employs over 700 group members and has a number of branches. It has its corporate
office at Kasarwadi (Pune) and two other manufacturing units at M.I.D.C. Pimpri and
Hyderabad respectively. Their seven divisional companies together specialize in every
aspect of steam engineering and control instrumentation. In fact, Forbes Marshall is
probably the only company in the world to have extensive expertise in both steam and
electronic instrumentation.
1.2 KROHNE MARSHALL
KROHNE Marshall in joint venture with KROHNE Messtechnik, Germany,
manufactures an extensive range of flow meters, level and
density instruments. KROHNE Messtechnik, Germany, is
a world leader in flow and level applications, with
worldwide manufacturing, research and calibration
facilities. KROHNE Marshall is one of the few flow
metering organizations that have a versatile, accurate, in-
house calibration facility traceable to NMI, Holland. These
products are backed up by prompt, effective and efficient
service. Providing customers with technically competent
and cost effective solutions and achieving complete
customer satisfaction. Their Products are as follows:-
1.) MAGFLOW (Electro-Magnetic Flow meter)
2.) VORTEX
3.) ROTAMETER
Fig. 1.1 KROHNE Marshall
Products

Fig.1.2 Magflow Meter
Fig.1.3 Vortex Flow Meter
Fig. 1.4 VA Flowmeter

1.3 PROBLEM STATEMENT
In recent year, manufacturing and service industries witnessed several
development in the facilities design. The problem statement is to study the old
production layout that has been used for years. Customer demand for the product
changed rapidly with time. After years, the company has to improve the facility
layout in order to compete with other competitors. The factory has to adapt changes to
remain with other competitors. When changing the production layout, there are
several things to consider. In order to achieve the effective layout, certain method has
been used. There will be a step by step procedure to improve the layout.
The plant layout problem, that is, finding the most efficient and effective
arrangement of inseparable departments with differing space requirements within a
facility. The objective of the facility layout problem is to minimize the material
handling costs inside a facility subject to two sets of constraints: firstly department
and floor area requirements and secondly department location restrictions. Material
handling cost is calculated based on the amounts of material that flow between the
departments and the distances between the departments. It is not possible to separate
the layout design and the material handling system design. It is seldom the case that
one can be considered not including other case. The key is to optimize the material
flow through the operation investigated and expand the work area to accommodate
new machinery required for new processes.
1.4 OBJECTIVES OF PROJECT
There are few objectives that must be achieved in this project:
a) To study the problems that occurs in the production layout.
b) Improve the plant layout using the right approach.
c) To propose a new improved production layout

CHAPTER 2
LITERATURE
SURVEY

2.1 PLANT LAYOUT
Plant layout is the most effective physical arrangement, either existing or in
plans of industrial facilities i.e. arrangement of machines, processing equipment and
service departments to achieve greatest co-ordination and efficiency of 4 M’s (Men,
Materials, Machines and Methods) in a plant.
Layout problems are fundamental to every type of organization/enterprise and are
experienced in all kinds of concerns/undertakings. The adequacy of layout affects the
efficiency of subsequent operations.
It is an important pre-requisite for efficient operations and also has a great deal in
common with many problems. Once the site of the plant has been decided, the next
important problem before the management of the enterprise is to plan suitable layout
for the plant.
Types of Plant Layout:
(i) Process Layout.
(ii) Product Layout.
(iii) Fixed Layout.
(iv) Cellular Layout.
(v) Flexible Layout.
(vi) Hybrid Layout.

2.2 NEED OF PLANT LAYOUT
Many situations give rise to the problem of plant layout. Two plants having similar
operations may not have identical layout. This may be due to size of the plant, nature
of the process and management’s calibre. The necessity of plant layout may be feeling
and the problem may arise when.
(i) There are design changes in the product.
(ii) There is an expansion of the enterprise.
(iii) There is proposed variation in the size of the departments.
(iv) Some new product is to be added to the existing line.
(v) Some new department is to be added to enterprise and there is reallocation of the
existing department.
(vi) A new plant is to be set up.

2.3 IMPORTANCE OF PLANT LAYOUT
The layout of a plant is quite important in view of the above definition but
the importance of a layout may greatly vary from industry to industry. The
possibility of attaining the best possible layout is directly proportional to
following factors:
1. The Weight, Volume or Mobility of the Product:
If the final product is quite heavy or difficult to handle involving costly
material handling equipment or a large amount of labour, important
consideration will be to amount the product minimum possible e.g. boiler,
turbines, locomotive industries and hip building companies etc.
2. Complexity of the Final Product:
If the product is made up of a very large number of components and parts
i.e. large number of people may be employed for handling the movement of
these parts from shop to shop or from machine to machine or one assembly
point to another e.g. automobile industry.
3. The Length of the Process in relation to Handling Time:
If the material handling time represents an appreciable proportion of the
total time of manufacturing, any reduction in handling time of the product may
result in great productivity improvement of the industrial unit e.g. Steam
Turbine Industry.
4. The Extent to which the Process Tends towards Mass Production:
With the use of automatic machines in industries for adopting mass
production system of manufacturing the volume of production will increase. In
view of high production output, larger percentage of manual labour will be
engaged in transporting the output unless the layout is good.

CHAPTER 3
ACTUAL DATA
ACQUISITION

3.1 TYPES OF LAYOUT DESIGN APPROACH
3.1.1 Immer’s Basic Layout Planning Steps
This approach entails the three basic steps in the analysis of a layout, which are
1. Put the problem on paper.
2. Show lines of flow.
3. Convert flow lines to machine lines.
This approach by Immer focuses on and thus works best, when you have an
existing layout that needs to be improved or adjusted to meet new objectives and
requirements. It does not make provision for the planning of new facilities.
3.1.2 Nadler’s Ideal System Approach
3.1.3 Reed’s Plant Layout Procedure
In “planning for and preparing the layout,” Reed recommended that the
following steps be taken in his “systematic plan of attach”:
1. Analyze the product to be produced.
2. Determine the process required to manufacture the product.
3. Prepare layout planning charts.
4. Determine work stations.
The ideal system approach is based on
the following hierarchical approach toward
design:
1. Aim for the “theoretical ideal system.”
2. Conceptualize the “ultimate deal
System.”
3. Design the “Technologically workable
Ideal system.”
4. Install the “recommended system.”

5. Analyze storage area requirements.
6. Establish minimum aisle widths.
7. Establish office requirements.
8. Consider personnel facilities and services.
9. Survey plant services.
10. Provide for future expansion.
3.1.4 Apple’s Plant Layout Approach
Apple recommended that the following detailed sequence of steps be
used in designing a plant layout.
1. Procure the basic data. 11. Determine storage requirements
2. Analyze the basic data.
12. Plan service and auxiliary
activities.
3. Design the productive process. 13. Determine space requirements
4. Plan the material flow pattern
14. Allocate activities to total
space.
5. Consider the general material
handling plan.
15. Consider building type
6. Calculate equipment requirements. 16. Consider master layouts.
7. Plan individual work stations.
17. Evaluate, adjust and check the
layout
8. Select specific material handling
equipment.
18. Obtain approval.
9. Coordinate groups of related
operations
19. Install the layout.
10. Design activity relationships
20. Follow up on implementation

3.1.5 Systematic layout planning by Muther
This layout procedure that was developed by Muther in 1973 is very
popular and is frequently used. It is also in short referred to as SLP. A framework
for SLP can be seen on the following page.
According to Tompkins (Tompkins et al, 2003), the process involved in
executing
SLP is fairly uncomplicated. This does not necessarily mean that no
complexities will occur in the application of SLP.
When using the SLP approach a block layout is first developed before there
can be continued to a detailed layout for each department.
This process requires the facility planner to develop many different charts
and diagrams. This can be seen as an advantage of this process since people tend
to understand a process more easily if they can visualize it. The charts and
diagrams that are constructed during this procedure, as well as the function of
each, are listed below:
1. From-to chart: used to quantitatively measure flows in terms of the amount
moved between departments.
2. Activity relationship chart: determine the relationship between departments
and the importance thereof.
3. Relationship diagram: positions activities where they are actually located in a
two-dimensional space.
4. Space relationship diagram: same as relationship diagram, only with the space
of each department included.

Figure 3.1 Systematic layout planning flowchart
3.2 SELECTION OF SUITABLE DESIGN APPROACH
The “Systematic Layout Planning by Muther has distinct guidelines to be
followed during planning. These guidelines help the planner to visualize the
processes and thus make it easy to understand them. The charts and diagrams
developed during the planning highlight the relationship between respective
departments clearly.
Immer’s and Nadler’s approaches are not suitable as they are mainly used
to improve the layout to meet the new objectives and not to facilitate the different
new layout. Though the SLP approach is not easy it is fairly uncomplicated. The
basic block layout developed leads the path to detailing of each department

layout in the future. By considering all these factors “Systematic Layout Planning
approach by Muther” is thus selected for designing the given plant layout.
3.3 DEFINITIONS OF THE TERMS USED DURING DATA
ACQUISITION
1. Value Added Activity:
It is the activity in a process that actually adds value into the raw material for
its conversion to the end product. The customer can be charged for such a
process.
2. Non-Value Added Activity:
It is an activity in a process that adds no value into the raw material during its
conversion into the final product. It is the waste in the system. For example
during a milling operation, the value is added only during the material removal
process whereas time taken for loading, unloading, set up, inspection etc. is
non-value added time.
3. TACT Time:
It is the time available to complete one job, calculated on the basis of the
demand of that product. TACT time is also known as TAKT time. TAKT is a
Japanese word which means rhythm.
4. Lead Time:
It is the time required to produce one completely finished product from the
raw material in a system.
5. Bottleneck:
It is the machine or operator whose capacity is less than demand placed on it.

6. Cycle time:
It is the time required by a machine to complete one job.
7. Effective Cycle Time:
It is the total time required to complete one operation. It comprises of the
value added as well as the non-value added time.
8. Inventory:
Inventory can be classified as under:
• Raw Material Inventory: It is the total amount of raw material stacked
in the system.
• Work-In-Progress Inventory: It is the total number of unfinished
products stocked at each workstation in the system.
• Finished Goods Inventory: It is the number of finished goods stocked
in the business unit/system before delivering to the customer/assemb
3.4 FORMULAE USED FOR ANALYSIS
1. Time Available to Complete Task (TACT):
=
/ ℎ
/ ℎ
2. Percentage Utilization:
/ =

/
× 100
Where,
VA Time = Value Added Time.
U/T = Machine Utilization.

C/T = Cycle Time.
3. Manpower Requirements:
=

3.5 PROCESS FLOW CHART
The process flow chart is a process mapping tool that provides a visual
representation of the steps in a process. Based on the process observations done in
the first few weeks, process flow chart for each of the three products is developed.
This has given more clear understanding about the following points:
1. To develop understanding of how a process is done.
2. To study a process for improvement.
3. To communicate to others how a process is done.
4. When better communication is needed between people involved with the same
process.
5. To document a process.
6. When planning a project

Fig. 3.2 Magflow Process Flowchart

Fig. 3.3 Vortex Flowmeter Process Flowchart

Fig. 3.4 VA Flowmeter Process Flowchart

3.6 RELATIONSHIP CHART
Relationship values are used when measuring qualitative flow closeness.
The value and the reason behind the value can be recorded in a so-called
relationship chart. The relationship chart shows which activities that have a
relationship to each other. Each cell is split so it shows the importance of the
closeness and this can be supported with one or several reasons. Relationship chart
is according to Muther (1974) the best way to integrate supporting activities in the
process investigated.
The closeness values are rated according a vowel scale. If the facility
planner is unfamiliar with this method it can result in over assigning of A ratings.
Muther (1974) suggests a range of frequency of rating occurrences for each vowel.
A should be presented about 2 to 5% in a relationship chart, 3 to 10% for E, 5 to
15% for I, and 10 to 25% for O. In most projects almost half of the boxes checked
with a U. This is a reason why this closeness is not marked in the relationship
diagram which is drawn from a relationship chart. The frequency of X depends on
what project that is investigated.
Fig 3.5 Closeness Rating

3.6.1 MAGFLOW RELATIONSHIP CHART
Fig 3.6 Relationship Chart – Magflow Meter
3.6.2 VORTEX RELATIONSHIP CHART
Fig 3.7 Relationship Chart – Vortex Flowmeter

3.6.3 VA METER RELATIONSHIP CHART
Fig 3.8 Relationship Chart – VA Flowmeter

3.7 RELATIONSHIP DIAGRAM
The reason for making a relationship diagram is to get a visual picture of
the data gathered. There are many ways of how to construct a relationship
diagram. The common goal for each technique is to allocate each activity
according to the ratings been made. The highest closeness rating should be
closest and so on.
A common way to make the diagramming is to start with the most
important relationships from the activity chart, to get this closest. Then continue
the process for the second most important relationship and then it is continued
to expand the diagram until it is completed.
It is important to draw the relationship lines clearly between the activities
in the diagram. This can also be done in various ways. The figure which is given
below shows an activity diagram where the closeness ratings are illustrated by
having different types of lines. Next to the diagram is there an explanation box
for the closeness lines, so anyone can understand the coding.
For better understanding, the colour codes are used to indicate the
closeness rating associated with each line.

3.7.1 MAGFLOW RELATIONSHIP DIAGRAM
Fig 3.9 Relationship Diagram – Magflow Meter
3.7.2 VORTEX RELATIONSHIP DIAGRAM
Fig. 3.10 Relationship Diagram – Vortex Flowmeter

3.7.3 VA METER RELATIONSHIP DIAGRAM
Fig. 3.11 Relationship Diagram – VA Flowmeter
3.8 SPACE RELATIONSHIP DIAGRAM
A space relationship diagram is a continuation of the activity relationship
diagram with the space required for each department needed.
In order to draw a space diagram, space requirements of the facility is to be
determined first.
3.8.1 Space Requirements
According to Tompkins, space requirement is the determination of how much
space that is required in the facility. As the space requirement is in accordance
with the production demand of year 2020, there is always a much uncertainty
how the future will look, in terms of technology, product mix, assembly
processes etc. In the layout development, space requirements are found in order
to add space to the predetermined flow and/or activity relationship diagram that
has worked out the geographical arrangements.

Richard Muther mentions five basic ways to determine space
requirements. Each of the methods has its place and sometimes it is necessary to
use more than one method for the same project.
The five basic ways that can be used are:
1. Calculations
2. Converting
3. Space Standard
4. Roughed out layout
5. Ratio Trend and Projections
3.8.2 Combination of Calculations and Roughed out layout method
When planning for the production areas, the need for space for
individual workstations is determined first. Then for the departments with help
of the knowledge of how many workstations that are needed in each department.
The space for a workstation is composed of space for personnel, equipment and
materials`
1. Manpower Requirements -
Manpower Required=
!"#$% &' #()* +*,-(+*. #" /+".-0* .$(%1 .*)$2.*. ,-$2#(#1
344*0#(5* #()* $5$(%$6%* 4"+ #7* /+".-0#("2 /*+ .$1
Based on the formula, manpower required to meet the demand of the year
2020 for respective products are-
Magflow= 17 personnel
Vortex= 10 personnel
VA Meter= 6 personnel
2. Number of machines required -
Based on the excess quantity to be produced to meet the production demand of
the year 2020, the extra machines required are decided.
This number is then added to the existing number of machines to determine the
total machined required to meet the demand of year 2020.

3. Floor area needed for the machines -
Total width • total depth + maintenance and service requirements
The width includes the static width and maximal movements to the left and
the right. The total depth is the static depth and the machines maximal movement
to and away from the operator.
The space needed for materials at a workstation consists the following:
• In process materials.
• Receiving and storing incoming materials.
• Storing outward materials and shipping.
• Storing and transporting waste and scrap.
• Fixtures, jigs, tools, dies and maintenance materials
Another thing that is considered while designing is the space
considerations of the personnel space, which consists of space for operators,
material handling and space for operator to move easily with the load in
hands. The motion-study has been done on this to find the optimum personnel
space required.
The space relationship diagrams are developed considering all the factors that
has mentioned above. The activity relationship diagram is modified by putting
space required for the each departments to draw the final space relationship
diagram.

3.8.3 MAGFLOW SPACE RELATIONSHIP DIAGRAM
Fig 3.12 Space Relationship Diagram – Magflow Meter

3.8.4 VORTEX SPACE RELATIONSHIP DIAGRAM
Fig. 3.13 Space Relationship Diagram – Vortex Flowmeter

3.8.5 VA METER SPACE RELATIONSHIP DIAGRAM
Fig 3.14 Space Relationship Diagram – VA Flowmeter

3.9 VALUE ADDED AND NON VALUE ADDED ACTIVITY
PLOTTING
3.9.1 MAGFLOW VA AND NVA ACTIVITIES
The product MAGFLOW has been divided into three ranges according to the internal
diameter of the product. The three ranges are –
1. DN < 150mm
2. 150mm < DN < 450mm
3. DN > 450mm
As the demand for the range DN < 150mm is highest, the priority to plot VA-NVA
activities is given to the same range.
Yearly demand considering a growth of 7%
Year 2014 2020
Pieces 6557 9840
Net working time/shift
Shift/Hour 9.5
Kaizen Meeting/min 10
1st Coffee/Tea Break/min 10
Lunch Break/min 30
2nd Coffee/Tea Break/min 10
Cleaning/min 10
Result/min/day 510
Customer Demand
Monthly Demand/Piece 820
Working days/Month 22
Result/Piece/Day 38
Takt Time/min/Piece 13.4
Operators(optimal) 17
Table 3.1 TAKT Time Calculations for Magflow Meter

MAGFLOW DN<150
Sr
No
Process
Description
VA NVA
Workers/st
ation
Time/s/worker
TOTAL
TIME
%
UTILIZ
ATION
1
Material
issue/Structure
welding
5 50 0.38 13.2
55 9.09
2
Structure
Welding
25 10 1.92 13.4
35 71.43
3 PTFE lining 20 5 1.54 13.3 25 80.00
4
HR
lining(OSP)
0.00 0
0
5
Electrode
assembly
16 1 1.23 13.3
17 94.12
6 Hydro test 3.5 1 0.27 13 4.5 77.78
7 Coil winding 12 1.5 0.92 13.3 13.5 88.89
8 Coil assembly 7 10 0.54 13.2 17 41.18
9 Wiring 14 2.5 1.08 13.3 16.5 84.85
10
Housing
welding
15 0.67 1.15 13.4
15.67 95.72
11 Leak test 1 3 0.08 12.5 4 25.00
12
Connection
box assembly
24 2 1.85 13.4
26 92.31
13 Blasting 7 12 0.54 13.2 19 36.84
14 Painting 12 185 0.92 13.3 197 6.09
15 Potting/IP68 5.5 230 0.42 13.4 235.5 2.34
16
Electronic
assembly and
testing
27 2 2.08 13.3
29 93.10
17 Calibration 12 49 0.92 13.3 61 19.67
18 Finishing 8 18 0.62 13.4 26 30.77
19 Packing 7 3 0.54 13.2 10 70.00
TOTAL 221 585.67 17.00 806.67 27.40
Table 3.2 Time Observations of VA-NVA Activities for Magflow Meter

Fig 3.15 VA-NVA Percentage Utilization - Magflow Meter
0% 20% 40% 60% 80% 100%
Material issue/Structure welding
Structure Welding
PTFE lining
HR lining(OSP)
Electrode assembly
Hydro test
Coil winding
Coil assembly
Wiring
Housing welding
Leak test
Connection box assembly
Blasting
Painting
Potting/IP68
Electronic assembly and testing
Calibration
Finishing
Packing
TOTAL
VA
NVA

3.9.2 VORTEX VA and NVA activities
The product Vortex has been divided into twe ranges according to the internal
diameter of the product. The two ranges are –
1. DN 15mm to DN 50mm
2. DN 80mm to DN 300mm
As the demand for the range DN 80mm to DN 300mm is highest, the priority to plot
va-nva activities is given to the same range.
Table 3.3 TAKT Time Calculations for Vortex Flowmeter
Year 2014 2020
Pieces 1093 1640
Shift/Hour 9.5
Lunch Break/min 30
Cleaning/min 10
Result/min/day 510
Customer Demand
Result/Piece/Day 7

VORTEX DN80-DN300
Sr
No
Process Description VA NVA
Worker
s/station
Time/s/
worker
TOTAL
TIME
%
UTILIZ
ATION
1
Issue of Material to m/c
shop
5 14 0.08
71.4 19 26.32
2
M/C shop processing
(OSP)
0 0 0.00 0
0
3
Structure Welding
(primary head)
270 180 4.08 72.8
450 60.00
4 Radiography + Machining 10 4320 0.15 71.4 4330 0.23
5 Potting 25 4320 0.38 71.4 4345 0.58
6 Mech. Primary Head Ass. 15 45 0.23 71.4 60 25.00
7 Hydro Test 10 30 0.15 71.4 40 25.00
8 calibration 45 150 0.68 72.6 195 23.08
9
Nozzle Ass. With Pressure
Sensor
30 30 0.45 71.4
60 50.00
10 Welding of conduit pipe 5 10 0.08 71.4 15 33.33
11 Hydrotest of Primary head 10 30 0.15 71.4 40 25.00
12
Assembly of long neck
with primary head
5 5 0.08 71.4
10 50.00
13
Store to electronics
(load/Unload)
0 40 0.00 0
40 0.00
14
Programming and
calibration
30 8 0.45 0
38 78.95
15
Electronic Fit,Blower
test,Data Entry
30 5 0.45 71.4
35 85.71
16 Configuration Label Print 14 10 0.21 70 24 58.33
17
PDC Ass,Potting,HV
test,Oven Heating
(Optiswirl)
148 1480 2.24 72.5
1628 9.09
18 Packing 10 10 0.15 71.4 20 50.00
TOTAL 662 10687 10.00 11349 5.83
Table 3.4 Time Observations of VA-NVA Activities for Vortex Flowmeter

Fig. 3.16 VA-NVA Percentage Utilization - Vortex Flowmeter
0% 20% 40% 60% 80% 100%
Issue of Material to m/c shop
M/C shop processing (OSP)
Structure Welding (primary head)
Radiography + Machining
Potting
Mech. Primary Head Ass.
Hydro Test
calibration
Nozzle Ass. With Pressure Sensor
Welding of conduit pipe
Hydrotest of Primary head
Assembly of long neck with primary head
Store to electronics (load/Unload)
Programming and calibration
Electronic Fit,Blower test,Data Entry
Configuration Label Print
PDC Ass,Potting,HV test,Oven Heating…
Packing
TOTAL
VA
NVA

3.9.3 VA METER VA and NVA activities
The product VA METER has been divided into three categories. The three categories
are –
1. DW Flow Switch
2. BM-26
3. H-250
As the demand for the category H-250 is highest, the priority to plot va-nva activities
is given to the same category.
Year 2014 2020
Pieces 3999 6000
Shift/Hour 9.5
Lunch Break/min 30
Cleaning/min 10
Result/min/day 510
Customer Demand
Result/Piece/Day 23
Table 3.5 TAKT Time Calculations for VAFlowmeter

H 250
Sr
No
Process
Description
VA NVA
Workers/
station
Time/s/
worker
TOTAL
TIME
%
UTILIZA
TION
1
Flow tube
welding
3.2 9 0.20 21.3 12.2 26.23
2 Cone OSP 0.00 0
3 Stud welding 0.5 5 0.03 16.7 5.5 9.09
4 Float welding 4 2.15 0.25 21.1 6.15 65.04
5
Heating jacket
welding
20.3 2 1.26 22.1 22.3 91.03
6 HJ stud welding 4 4 0.25 21.1 8 50.00
7
PTFE flow tube
welding
7 5 0.43 21.9 12 58.33
8
PTFE flow tube
OSP
0.00 0
9 Blasting 8 2 0.49 21.6 10 80.00
10 Hydro test 5 3 0.31 21.7 8 62.50
11
Flow tube +
indiactor ass.
4 1 0.25 21.1 5 80.00
12
PTFE flow tube
ass.
12 3 0.74 21.8 15 80.00
13 Calibration M25 9 17 0.56 22.0 26 34.62
14 ESK 8 1 0.49 21.6 9 88.89
15 K1 K2 2 3 0.12 20.0 5 40.00
16 Final finishing 10 2 0.62 21.7 12 83.33
TOTAL 97 59.15 6.00 156.15 62.12
Table 3.6 Time Observations of VA-NVA Activities for VA Flowmeter

Figure 3.17 VA-NVA Percentage Utilization – VA Flowmeter
0% 20% 40% 60% 80% 100%
Flow tube welding
Cone OSP
Stud welding
Float welding
Heating jacket welding
HJ stud welding
PTFE flow tube welding
PTFE flow tube OSP
Blasting
Hydro test
Flow tube + indiactor ass.
PTFE flow tube ass.
Calibration M25
ESK
K1 K2
Final finishing
TOTAL
VA
NVA

3.10 MATERIAL DISTANCE TRAVEL
3.10.1 MAGFLOW
Process Description
Distance
Travelled in mm
Sr.NO From To
1 Welding work Table Assembly Storage Rack 8757.79
2 Assembly Storage Rack PTFE Cutting 503.63
3 PTFE CUTTING PTFE Crowning Table 4358.81
4 PTFE Crowning Table Hydraulic Press 1665.326
5 Hydraulic Press PTFE Coning 2650.87
6 PTFE Coning PTFE Cooling 4957.31
7 PTFE Cooling Assembly Storage Rack 3011.96
8 Assembly Storage Rack Electrode Assembly 12776.45
9 Electrode Assembly Hydro Testing 1415.35
10 Hydro Testing Twin Spot Welding 2062.15
11 Twin spot welding Coil Fitting 1677.63
12 Coil Fitting Coil Wiring 1179.42
13 Coil Wiring O Housing Welding 1620.35
14 O Housing Welding Pallets Station 15480.36
15 Pallets Station Sand Blasting 3213.51
16 Sand Blasting Paint Kitchen 8874.41
17 Paint Kitchen Heating Oven 6490.85
18 Heating Oven Connection Box Ass-1 12533.8
19 Connection Box Ass-1 Calibration Rig 10948.52
20 Calibration Rig Connection Box Ass-2 21091.55
21 Connection Box Ass-2 Final Finishing 5440.87
130710.916
TOTAL 130.71 meters
Table 3.7 Material Distance Travelled – Magflow Meter

3.10.2 VORTEX
Sr.NO. Process Description
Distance
Travelled in mm
From To
1 vortex compo rack Assembly and Rotor 1890.73
2 Assembly and Rotor Welding Worktable 1583.14
3 Welding Worktable
Automatic Welding
Machine
1903.85
4
Automatic Welding
Machine
Vortex Trolley 3250.27
5 Vortex Trolley
Primary Assembly
Worktable
19530
6
Primary Assembly
Worktable
Hydro Test 3879.09
7 Hydro Test Calibration 15930.39
8 Calibration Final Assembly 14819.47
9 Final Assembly Elex Assembly 12295
10 Elex Assembly FGS / Inspection Rack 4383.74
79465.68
TOTAL 79.46 meter
Table 3.8 Material Distance Travelled – Vortex Flowmeter
3.10.3 VA METER
Sr.No Process Description
Distance
Travelled in mm
From To
1 VA component rack Assembly and Rotor 8687
2 Assembly and Rotor Automatic Welding m/c 5076
3 Automatic Welding m/c STUD Welding 5340
4 STUD Welding VA Trolley 369.73
5 VA Trolley Sand Blasting 45000
6 Sand Blasting Hydro Test 2359
7 Hydro Test Assembly Table 58000
8 Assembly Table Calibration 5485
9 Calibration Manual Plotting Table 3412
10 Manual Plotting Table Calibration 3412
11 Calibration ESK Assembly 6785
12 ESK Assembly Final Finishing 1804
13 Final Finishing Number Punching 3438
14 Number Punching FGS/Final Rack 3487
152654.73
TOTAL 152.65 meter
Table 3.9 Material Distance Travelled – VA Flowmeter

CHAPTER 4
DESIGN PHASE

4.1 BRAINSTORMING
4.1.1 WHAT IS BRAINSTORMING?
Brainstorming is a group or individual creativity technique by which
efforts are made to find a conclusion for a specific problem by gathering a list of
ideas spontaneously contributed by its member(s). The term is used as a catch all
for all group ideation sessions.
Osborn envisioned groups of around 12 participants, including both
experts and novices. Participants are encouraged to provide wild and unexpected
answers. Ideas receive no criticism or discussion. The group simply provides ideas
that might lead to a solution and apply no analytical judgment as to the feasibility.
The judgments are reserved for a later date.
4.1.2 APPLICATION
Brainstorming works by the method of association in Team Idea Mapping
method. It may improve collaboration and increase the quantity of ideas, and is
designed so that all attendees participate and no ideas are rejected.
The process begins with a well-defined topic. Each participant brainstorms
individually, then all the ideas are merged onto one large idea map. During this
consolidation phase, participants may discover a common understanding of the
issues as they share the meanings behind their ideas. During this sharing, new ideas
may arise by the association, and they are added to the map as well. Once all the
ideas are captured, the group can prioritize and/or take action.
The main topic of brainstorming was the Growth in Demand of products
in the near future and planning for it. Based on the growth trend the demand for the
next five years i.e. up to the year 2020 is calculated. As a result of the process
analysis and time study data obtained earlier, the number of workers and machines
required to suffice the production needs for the next five years is determined.

4.2 SELECTION OF SUITABLE LAYOUT TYPE
4.2.1 TYPES OF LAYOUTS
(1) PROCESS LAYOUT
Drilling
D D
D D
Grinding
G G
G G
G G
Milling
M M
M M
M M
Assembly
A A
A A
Lathing
Receiving and
shipping
L
L L
L L
L L
L
Fig. 4.1 Process Layout
Process layouts are found primarily in job shops, or firms that produce
customized, low-volume products that may require different processing
requirements and sequences of operations. Process layouts are facility
configurations in which operations of a similar nature or function are grouped
together. As such, they occasionally are referred to as functional layouts. Their
purpose is to process goods or provide services that involve a variety of processing
requirements. A manufacturing example would be a machine shop. A machine
shop generally has separate departments where general-purpose machines are
grouped together by function (e.g., milling, grinding, drilling, hydraulic presses,
and lathes). Therefore, facilities that are configured according to individual
functions or processes have a process layout. This type of layout gives the firm the
flexibility needed to handle a variety of routes and process requirements. Services
that utilize process layouts include hospitals, banks, auto repair, libraries, and
universities. Used in Industries where a large variety of products are manufactured.

(2) FIXED-POSITION LAYOUT
Fig. 4.2 Fixed-Position Layout
A fixed-position layout is appropriate for a product that is too large or too heavy to
move. In this case, material remains fixed or stationary at one place, men and
equipment are taken to the site of material. Other fixed-position layout examples
include construction e.g., buildings, dams, and electric or nuclear power plants,
shipbuilding, aircraft, aerospace, farming, drilling for oil, home repair, and automated
car washes. In order to make this work, required resources must be portable so that
they can be taken to the job for "on the spot" performance.
Used in Industries such as Ship Building, Aircraft Manufacturing, etc. where the
product/raw material cannot be moved around.

(3) CELLULAR
Cellular manufacturing
according to the process requirements f
require similar processing. These groups are called cells. Therefore, a cellular layout
is an equipment layout configured to support cellular manufacturing.
Processes are grouped into cells using a technique
(GT). Group technology involves identifying parts with similar design characteristics
(size, shape, and function) and similar process characteristics (type of processing
required, available machinery that performs this type of pro
sequence).
Workers in cellular layouts are cross
equipment within the cell and take responsibility for its output. Sometimes the cells
feed into an assembly line that produces the final product
formed by dedicating certain equipment to the production of a family of parts without
actually moving the equipment into a physical cell (these are called virtual or nominal
cells). In this way, the firm avoids the burden of rearr
However, physical cells are more common.
P.V.P.I.T., Department of Mechanical Engineering|
LAYOUT
Fig. 4.3 Cellular Layout
Cellular manufacturing is a type of layout where machines are grouped
according to the process requirements for a set of similar items (part families) that
Processes are grouped into cells using a technique known as group technology
required, available machinery that performs this type of process, and processing
Workers in cellular layouts are cross-trained so that they can operate all the
feed into an assembly line that produces the final product. In some cases a cell is
cells). In this way, the firm avoids the burden of rearranging its current layout.
However, physical cells are more common.
is a type of layout where machines are grouped
or a set of similar items (part families) that
known as group technology
cess, and processing
trained so that they can operate all the
. In some cases a cell is
anging its current layout.

(4) PRODUCT LAYOUT
Fig. 4.4 Product Layout
Product or Line Layout is the arrangement of machines in a line (not always
straight) or a sequence in which they would be used in the process of manufacture of
the product. This type of layout is most appropriate in case of continuous type of
industries where raw materials is fed at one end and taken out as finished product at
the other end. For each type of product a separate line of production will have to be
maintained.
This type of layout is most suitable in case of metal extraction industry,
chemical industry, soap manufacturing industry, sugar industry and electric industry.
It should be noted that this method is most suitable in case of mass production
industries. According to Shubin and Madeheim, product layout is suitable where:
(i) Large quantity of standardized products are produced.
(ii) The standardized products are to be processed repetitively or continuously on the
given production facilities.
(iii) There must be sufficient volume of goods processed to keep the production line
actively occupied.
(iv) There should be greater interchange ability of the parts, and

(v) To maintain good equipment balance each work station must employ machines or
equipment’s of approximately equal capacities. Similarly to maintain good labour
balance, each work station must require an equal amount of work to be performed.
4.3 WHY PRODUCT LAYOUT?
Earlier Process Layout was implemented in the organisation for over a decade.
Considering the growth in production (or demand) over the next five years (until
2020) and the as an output of brainstorming earlier type of layout proved in sufficient
for the following reasons:-
(1) Usage of more floor area: Under this method, more floor space would have been
needed for the same quantum of work as compared to product layout.
(2) Higher cost of material handling: Material moves from one department to
another under this method, leading to the higher cost of material handling. The
mechanical devices of material handling cannot be conveniently employed under this
method on account of functional division of work. Material has to be carried by
applying other methods from one department to another, resulting into higher cost of
material handling.
(3) Higher labour skills: As there is functional division of work, specialised workers
are to be appointed in different departments for carrying specialised operations. The
appointment of skilled worker leads to higher labour costs.
(4) Longer production time: Production takes longer time for completion under this
method and this leads to higher inventories of work-in-progress.
(5) Difficulties in production, planning and control: Due to large variety of
products and increased size of the plant, there are practical difficulties in bringing
about proper coordination among various areas (departments) and processes of
production. The process of production, planning and control becomes more complex
and costly.

(6) Increased inspection costs: Under this type of layout more supervisors are
needed and work is to be checked after every operation which makes the process of
supervision costlier.
Hence, change was required in the type of layout as for the future growth of
the company owing to the variety of the products and the rise in demand; the process
type layouts were not feasible.
After Studying the entire Layout types the most feasible of them all,
considering the company’s needs and availability of resources, proved to be the
Product type Layout, for the following reasons:-
(1) Removal of obstacles in production: Product layout ensured unrestricted and
continuous production thereby “minimising bottlenecks” in the process of production,
this is because work stoppages are minimum under this method.
(2) Economies in material handling: Under this method there are direct channels for
the flow of materials requiring lesser time which considerably eliminate back-tracking
of materials. On account of this, cost of material handling is considerably reduced.
This is greatly helpful in achieving desired quality of the end product.
(3) Lesser manufacturing time: Under this method, backward and forward handling
of materials is not involved; it leads to considerable saving in manufacturing time.
(4) Lesser accumulation of work: On account of continuous uninterrupted mass
production, there is lesser accumulation of work in progress or semi-finished goods.
(5) Optimum use of floor space: This method facilitates proper and optimum use of
available floor space. This is due to non- accumulation of work in progress and
overstocking of raw materials.
(6) Economy in inspection: Inspection can be easily and conveniently undertaken
under this method and any defect in production operations can be easily located in

production operations. The need for inspection under this method is much less and
can be confined at some crucial points only.
(7) Lesser manufacturing cost: On account of lesser material handling, inspection
costs and fullest utilisation of available space, production costs are considerably
reduced under this method.
(8) Lesser labour costs: Due to specialisation and simplification of operations and
use of automatic simple machines, employment of unskilled and semi-skilled workers
can carry on the work. The workers are required to carry routine tasks under this
method. This leads to lesser labour costs.
(9) Introduction of effective production control: Effective production control on
account of simple operation of this method can be employed successfully. Production
control refers to the adoption of measures to achieve production planning.
4.4 ROUGH LAYOUT
The data obtained from the brainstorming represents the needs and
functions of a new layout, thus provides a base to start designing a new layout. Based
on the ideas shared and the conclusions reached in the brainstorming session the
outcome is a rough layout.
In this phase Importance is given mainly to maintain the product flow in
a single direction and avoid bottlenecks or idle times in the flow, as much as possible.
Using cut-outs of machines and assembly tables, etc. all the possible arrangements
can be tried and discussed to reach an approved pattern of the new layout.

Fig. 4.5 Rough Layout Cut-outs - 1
Fig. 4.6 Rough Layout Cut-outs - 2

PRODUCEDBYANAUTODESKEDUCATIONALPRODUCT
PRODUCED BY AN AUTODESK EDUCATIONAL PRODUCT

PRODUCED BY AN AUTODESK EDUCATIONAL PRODUCT

4.5 FIRST ITERATION & THEIR SHORTCOMINGS
The first iteration involves digitization of the rough layout using software like
AutoCAD. This way it becomes easier to keep the data in record and also to
manipulate it to our liking. The changes made in the first iteration are mentioned
below department wise:
(1)MAGFLOW
(a) PTFE Lining Area modification- The orientation and arrangement of the
machines in the PTFE lining section are modified such that the process
flow is maintained in one direction, also so that only one worker can
operate all the machines swiftly and without moving around much. This
benefitted in a way saving the extra labor needed per machine and
improving the productivity time all the while making it comfortable to
work for the operator owing to the proper use of work area.
(b) Welding area for units up to 160mm (in dia.) modified- Using the
principles of a product layout the products were divided into three parts
based on the diameters (0-160 mm; 160-450 mm; 450-2000 mm) and also
based on the demand of each product. The demand for 160mm. product is
the most and hence the welding area for it was modified in orientation and
arrangement so as to accommodate two welders for future use with work
load distributed equally amongst them to meet the production demand.
(2)VORTEX METERS
(a) Calibration Rig moved towards the wall by 500mm.- The calibration Rig
used for the calibration of vortex flow meters was interfering with the
gangway leaving very little space for the flow materials/products which
would approach the rig after finishing. Hence, it was decided to move the
rig towards the wall by 500mm. to allocate more space for the gangway
and the racks used to store the upstream downstream pipes.

(b) Rack of Upstream Downstream pipes moved towards the Calibration Rig
as a result of the free space available after moving the rig and allocating
space for the gangway.

4.6 SECOND ITERATION & THEIR SHORTCOMINGS
(1) MAGFLOW
(a) LHS 1.2m Gangway removed- The LHS gangway which was
proposed for the water spider manufacturing was interfering with the
rest of the layout and pushing it into OHC’s (Over Head Crane)
shadow area. Thus the crane’s 25-30% usable area was not being used.
Hence the feasible option was to remove the proposed gangway for the
water spider. This put the over head crane back to complete usage.
(b) As a result of removing the water spider gangway the entire
production line was moved towards the outer wall which facilitated the
use of over head crane for material handling.
(c) Detailed components of the Coil Assembly Area were added to check
for the process flow and arrangement.
(2) VORTEX
(a) Welding area arrangement and orientation changed- The welding area
in the earlier iteration was proving to be very clumsy as observed in
actual plotting of the layout. Hence to provide adequate space for each
of the welder to comfortably work in the given area their orientation
was rotated through 90 degree clockwise. This provided sufficient area
too move around in the welding section to reach out the RMS racks
and also to perform welding.
(b) Cabins and Cubicles of the officials overlooking the production were
placed strategically on the floor so that they could easily supervise the
production without having to leave their workspace.
(c) After the proper arrangement of the racks and end material storage the
remaining space was assigned for the DP test, dark room and storage
racks for chemicals, for which no provision was made earlier.

4.7 THIRD ITERATION & THEIR SHORTCOMINGS
(1) MAGFLOW
(a) Internal gangway removed- Internal gangway which was proposed
earlier for material handling and RMS handling was not proving
that advantageous after further iterations and was observed that its
absence would not make any substantial change in the production
but its presence would unnecessarily eat up the useful area, which
could have been utilized for any other production process. Hence, it
was decided to remove the internal gangway.
(b) Sand blasting machine No.-2 which was not used anymore was
removed from the layout as it was no longer needed.
(c) Machines in the coil winding area which were out dated or not
needed further were removed and the load is distributed amongst
the rest of the machines evenly. This saved a lot of space.
(d) Welding area redefined- The welding area for each of the
components separated by size is changed to make certain
improvements such as arranging the machines priority wise and
providing trolleys and tables at right position for easy access.
(2) VA METER
(a) Welding area rearranged as per production flow ease of access and
providing ample space to move around and work.
(b) RMS unit storage is provided in the unutilized space making a
central room for every need /issuance of raw material. This
removed the stationary racks of RMS away from the work area
keeping it accessible all the while.

(c) Some free space was allotted to visitor room; visitors are the
customers who visit the facility to witness the product testing so as
to confirm the quality of the product.

CHAPTER 5
IMPLEMENTATION
AND EVALUATION

5.1 VALIDATION
As seen in earlier chapters, designing of layouts isn’t a one step process. It is a
combination of all the data gathered from flow analysis of the processes and obtaining
the required goals of production, maintaining the standards also considering the
constraints such as area assigned, feasible number of labours, maximum productivity,
minimum NVA (Non Value Added) Time, ease of material handling, orientation
machines and their arrangements, maintaining process flow, etc.
The iterations obtained each time need to be validated or confirmed of their potent,
whether they fulfil all the requirements with optimum feasibility. We need validation
as a form of evaluation, for every design iteration. In simple terms Validation is the
analysis of data gathered throughout the design and implementation of a layout in
order to confirm that the process can reliably output products of a determined
standard and quantity. It basically determines the pros and cons of your design so that
you can work towards a better one until a suitable (optimum) layout is designed.
There are various methods for validation that we have made use whilst designing and
moving towards the Final layout. They are as follows:
1. Seek input and adjust
2. Seek approvals
3. Install- Start Up- Follow Up
4. Cardboard city
5. Actual Plotting
6. Simulation
(1) Seek Input and Adjust
This is the first type of validation. The plans that you design are shown to the
people who actually work on the production floor, people such as the welders,
assembly station workers or the authorities supervising the processes daily.
These people have a lot of experience working there and are the best resource
of attaining any information to improve your designs. Some minor things that

are missed out generally by us while designing can be spotted by them such as
for example a welding machine is best placed behind the welder and within his
arms reach for comfortable working but sometimes the preferences may also
vary person to person. Hence, it is always advisable to reach out to the people
who are going to work in your designed environment to seek out for inputs.
The inputs obtained by this method need to be evaluated and if really essential
they can be inculcated in the layout and related adjustments can be made.
(2) Seek approvals
This method works similar to the earlier one just that here you need to seek
approvals from the higher authorities related to the changes you have made or
the designs you have made. They are the ones you need to justify every aspect
of your layout and any design is not approved unless and until they are
completely satisfied with the output.
These authorities are answerable to the management for every change that is
made in the process and every penny spent. For example when we observed
that there was a need to switch on to the product type layout for the future
needs it was understood after observing all the data that some extra machinery
and work force need to be added in the process to get the required results. The
idea alone would not have worked without some approvals as it was a major
change for the company and we had to know the feasibility of our suggestions
that whether the company would be ready to allot funds for the necessary
machinery and work force. Without their approvals we cannot move forward,
if the idea is discarded a new alternative needs to be found out every time.
Thus approvals are a form of validation saying that we can proceed with a
certain idea.
(3) Install- Start up- Follow Up
In this form of validation we actually Install the layout design and start work
on it and maintain a record of production to see whether the said results are

obtained or not. In our case as the new facility was still under construction,
implying actual installation was not possible.
(4) Cardboard City
As the name suggests in this type we make a scaled model of the facility to
check for the production flow and arrangement and check for its feasibility. It
is a very expensive method.
(5) Actual Plotting
In this type we can actually plot the layout in a free space and check for the
orientation of machines their arrangements and space for transportation of
materials and moving around. It can give a realistic idea of how a layout will
look and feel after its installation. It is cheaper than the making a cardboard
model of the layout.
Although this method is very much useful if the availability of free space is
limited we cannot make use of this method. For example in our case we were
able to plot the vortex meters layout but the plotting of magflow layout
seemed difficult as it required large space which wasn’t available.
Fig. 5.1 Actual Layout Plotting -1

Fig. 5.2 Actual Layout Plotting - 2
Fig. 5.3 Actual Layout Plotting - 3

(6) Computer Simulation
A computer simulation (or "sim") is an attempt to model a real-life or
hypothetical situation on a computer so that it can be studied to see how the
system works. By changing variables in the simulation, predictions may be made
about the behaviour of the system. It is a tool to virtually investigate the behaviour
of the system under study.
Computer simulation has become a useful part of modelling in engineering to
gain insight into the operation of those systems. Computer simulation is often
used as an adjunct to, or substitution for, modelling systems for which simple
closed form analytic solutions are not possible. There are many different types of
computer simulation; the common feature they all share is the attempt to generate
a sample of representative scenarios for a model in which a complete enumeration
of all possible states would be prohibitive or impossible.
Modern usage of the term "computer simulation" may encompass virtually any
computer-based representation. This method is better compared to the actual
installation, plotting or making cardboard models as it very economical also you
can simulate the production environment and calculate production, outputs
distance travel of material. You can also check for any bottle necks in your design
or idle times and make necessary changes instantly. If changes were to be made in
actual installation, plotting or cardboard models it would require a lot of time and
money and also generating multiple iterations for validation in these processes is
not at all feasible. Hence, simulation is the best solution for data validation.
There are many software’s available in market for simulation, in our project
we made use of Autodesk’s Factory Design Suite (FDS) to simulate our designs.
In magflow where space was becoming a primary concern for actual plotting and
actual installation was not possible computer simulation proved very helpful for
us to analyse our designs and make necessary improvements.

Fig. 5.4 Magflow Coil Winding Area
Fig. 5.5 Magflow Welding Area

Fig. 5.6 Magflow Hydro Test Area
Fig. 5.7 Overview - Magflow Floor Area

Fig. 5.8 Overview - Vortex Floor Area
Fig. 5.9 Vortex Welding Area
Fig. 5.10 Vortex Potting And Assembly Station

5.2 MATERIAL DISTANCE TRAVELLED FOR NEW LAYOUTS
5.2.1 MAGFLOW
Process Description
Distance Travelled in
mm
Sr.N
O
From To
1 RMS Welding work Table NIL
2 Welding work Table Welding Positioner 830.59
3 Welding Positioner Welding work Table 830.59
4 Welding work Table PTFE cutting 2987.07
5 PTFE cutting PTFE Crowning Table 1227.94
6 PTFE Crowning Table Hydraulic Press 2241
7 Hydraulic Press Coning and Forming 1622.67
8 Coning and Forming PTFE Cooling 1567.59
9 PTFE Cooling Electrode Assembly 2191.41
10 Electrode Assembly Hydro Testing 1559.39
11 Hydro Testing Twin Spot Welding 1728.46
12 Twin Spot Welding Coil Fitting 1669.26
13 Coil Fitting
Housing Welding
Area
2883.74
14
Housing Welding
Area
Masking Table 5997.58
15 Masking Table Sand Blasting 4426.8
16 Sand Blasting Connection Box Ass-I 15948.7
17 Connection Box Ass-I Paint Kitchen 5825.45
18 Paint Kitchen
Connection Box Ass-
II
5825.45
19
Connection Box Ass-
II
Calibration Rig 20488.8
20 Calibration Rig Final Finishing 25029
21 Final Finishing Packaging 2096
22 Packaging FGS NIL
TOTAL 106.97 meter
Table 5.1 Material Distance Travelled – New Magflow Meter Layout

5.2.2 VORTEX FLOW METER
Sr.N
o
Process Description
mm
From To
1 RMS Material Storage Rack NIL
2 Material Storage Rack Welding Table 775.55
3 Welding Table Rotor 1010.47
4 Rotor OSP (till lift) 11454.42
5 OSP (till lift)
Primary Ass
Workstation
6403.7
6
Primary Ass
Workstation
Hydro Testing M/c 1620.3
7 Hydro Testing M/c Calibration Rig 7077.69
8 Calibration Rig Final Assembly 8106.04
9 Final Assembly Elex Assembly 617.94
10 Elex Assembly FGS / Inspection Rack NIL
TOTAL 37.06 meter
Table 5.2 Material Distance Travelled – New Vortex Flowmeter Layout

5.2.3 VA FLOW METER
Sr.No Process Description
mm
From To
1 RMS Material Storage Rack NIL
2 Material Storage Rack Assembly and Rotor 962.2
3 Assembly and Rotor Automatic Welding m/c 1744.77
4 Automatic Welding m/c Stud Welding 1825.09
5 Stud Welding Sand Blasting 3358.88
6 Sand Blasting Hydro Testing m/c 1220
7 Hydro Testing m/c Assembly table 2798
8 Assembly table Press 907.47
9 Press Calibration Rig 4810.74
10 Calibration Rig-I Foba Plotter 1198.26
11 Foba Plotter Calibration Rig-II 1198.26
12 Calibration Rig-II Rack-1 1759.46
13 Rack-1 Esk assembly 3249.61
14 Esk assembly Final Finishing 1700
15 Final Finishing Number Punching 764.96
16 Number Punching Rack-2 1084.55
17 Rack-2 FGS NIL
28582.25
TOTAL 28.58 meter
Table 5.3 Material Distance Travelled – New VA Meter Layout

CHAPTER 6
ADVANTAGES

1. PRODUCT DISTANCE TRAVELLED MINIMISED
The comparison between distance travelled in the existing and new layout is given
below
MAGFLOW:
Distance Travelled Reduction in distance travelled
Existing Layout New Layout
130.71 meters 106.97 meter 18.16%
VORTEX:
79.46 meter 37.06 meter 53.30%
VA METER:
152.65 meter 28.58 meter 81.27%
Due to the strategic placements of the machines and workstations and priority
given to the material flow, this reduction in distance travelled could be achieved.
This has given following benefits:
1. Reduced transportation cost
2. Reduced transportation time
3. Non value added activity is minimized, hence total activity cycle time has
come down.
4. Physical and mental fatigue for the operators has been alleviated.

2. SIMPLIFIED MATERIAL FLOW DIAGRAM
1) MAGFLOW
Fig.
SIMPLIFIED MATERIAL FLOW DIAGRAM
MAGFLOW
Fig. 6.1 Material Flow Path – Existing Magflow Meter
Fig. 6.2 Material Flow Path – New Magflow Meter

2) VA METER
Fig. 6.3 Material Flow Path
VA METER
Fig. 6.3 Material Flow Path – Existing VA Flow Meter
Fig. 6.4 Material Flow Path – New VA Flow Meter

3) VORTEX
Fig.
Fig. 6.6
A spaghetti plot (also known as a
model) is a method of viewing data to visualize possible flows through systems.
Flows depicted in this manner appear like noodles, hence the coining of this term.
This method of statistics was first used to
diagrams we can observe the change in the material flow in the new layouts as
compared to the existing (old) ones. The flow is smoother and move in one direction
as opposed to earlier layouts where the flow is very much random. Thus extra or
unnecessary travel and time wastage in material handling is saved.
VORTEX
Fig. 6.5 Material Flow Path – Existing Vortex Flowmeter
Fig. 6.6 Material Flow Path – New Vortex Flowmeter
(also known as a spaghetti chart, spaghetti diagram
) is a method of viewing data to visualize possible flows through systems.
This method of statistics was first used to track routing through factories
pposed to earlier layouts where the flow is very much random. Thus extra or
unnecessary travel and time wastage in material handling is saved.
spaghetti diagram, or spaghetti
) is a method of viewing data to visualize possible flows through systems.
track routing through factories. In the above
pposed to earlier layouts where the flow is very much random. Thus extra or

3. Centralized FGS and RMS
For all the three products, finished goods store (FGS) and raw materials store
(RMS) has been located centrally in the facility.
This has led to easy tracking and invoicing of the materials in FGS and RMS.
There will be no obstruction to the production activities during procurement and
delivery of the materials, which is there in the existing layout.
4. Provision for installation of ‘Water Spider’ concept in near
future
Water spider is a lean concept, in which a person does out a cycle work of getting
materials for manufacturing, to remove finished goods and assisting the setups.
With this concept taken into place, the workers would not need to move away
from their workstations for non-production activities. As the internal and main
gangways are provided into the new layout, installation of the ‘water spider’
would be easy.
5. Unidirectional flows in most of the production areas
The main aim while designing the layout is to keep the flow unidirectional.
Though there have been some exceptions to this due the process and machine
placement constraints, most of the intra and inter department material flow has been
kept unidirectional.
This removes the obstruction in material movement and has avoided the complex
cross flows.
6. Adequate space provided around the machines and
workstations for maintenance activities and free movement of
the operators.

From the process study of the existing layout, it had been observed that few critical
production areas were congested. This restricts the operator movement and hampers
the productivity.
In the new layout, such areas are identified and ample space has been allocated for
maintenance and movement of the workers.
7. Considerations for safety against electrical hazards.
High voltage appliances such as automatic welding machines, new PTFE lining setup,
sand blasting machines are placed adjacent to the walls to minimise the wirings risks
and ultimately reducing the electrical hazards. This has given another benefit of
reduction in cost for the setups due short wire arrangements.
8. Reduced WIP inventory storages
The unnecessary work in progress (WIP) inventory storages such as racks, trollies are
removed. Only the optimum space for the WIP inventory is allocated which will
facilitate the day’s or in some cases week’s production demand. This facilitates the
ease in the production activities.
During the brainstorming session for layout designing, it had been decided to keep the
shop floor clear strictly for the production activities not the inventory activities. With
the adherence to this decision, WIP inventory storages are minimised.
9. Considerations for emergency exits
At least two exits are provided for each of the production floors. The arrangement of
the gangways is such that the internal gangways are connected to the main gangways
which lead to the exit ways towards main entrances.

10. Documentation and data creation
With this project taking place, the documentations of following entities is created,
which was not into existence before – detailed measurements of the workstations and
the machines, 3D CATIA models for the same, material distance travel, 3D layouts of
the shop floors.
This documentation would be helpful to implement the improvement activities in near
future.
11. Strategic prepositioning of the tools near workstations
The tools needed for various activities are positioned such as it won’t affect the
movement of the material flow but their location is adjacent to the workstations. Such
Prepositioning of the tools reduces the mental as well as physical fatigue caused to the
operator to find and fetch the tools.

CHAPTER 7
CONCLUSION

7.1 CONCLUSION
The new layout designed for the organisation has extended their capacity to
suffice the needs in the future, for the next five years the company can take up new
orders without having to worry about the production. The production facility is
designed to take up loads without failing and compromising their quality standards.
We have designed and developed a new layout in minimum time and without
any major costs incurred, this is the most important part concerning to any industry
where every minute and every penny spent makes an impact on the Company as a
whole. This new production layout has reduced the material handling as compared to
the earlier models which is beneficial for the company, the time saved in material
handling can be further utilised to keep up the production.
Basically we have become quite successful to achieve the objectives required
by the company and in the process we have had opportunities to learn about the
Industries and their working. Studying a production facility working on this big scale
has helped us obtain a better perspective of things. Also, we have had opportunity to
apply our skills and knowledge from Engineering on a large scale and to verify them.

REFERENCES

• Plant location and layout, Equipment selection, Maintenance planning: A
Muhlemann, J Oakland and K Lockyer, Productions and Operations
Management, Macmillan. Chapter 11, 12, 13 and 14
• Value analysis and value engineering: Yoshihiko Sato and J. J. Karufman;
Value analysis tear-down: a new process for product development and
innovation
• Tompkins, J. A., 2003. Facilities planning. New York: John Willey and
Son.
• A Proposed Study on Facility Planning and Design in Manufacturing
Process, Proceedings of International Multi Conference of Engineers and
Computer Scientists 2010 VOL III , IMECS 2010, March 17-19,2010,HK
• Layout Redesigning Using The Approach Of Lean Line Design In A
Manufacturing Industry, THE INTERNATIONAL JOURNAL OF
MANAGEMENT, ISSN 2277-5846
• A model for effective development of plant layouts and material handling
systems, vaxjo university, Daniel Bäck, Peter Johansson, Department of
Terotechnology
• Facility Planning: An approach to optimize a distribution network at
Clover SA by ILSE GRASSIE,26033942
• Hassan, M.M.D., (2002), “A framework for the design of warehouse
layout”,
• Facilities, Vol. 20, No. 13/14, pp. 432-440
• Kerns, F., (1999), “Strategic facility planning”, Work Study, Vol. 48, No.
5, pp. 176-181.
• Chien, T., (2004), “An empirical study of facility layout using a modified
SLP
• Procedure”, Journal of Manufacturing Technology Management, Vol. 15,
No. 6, pp. 455-465.

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