Die Casting Final

MINOR PROJECT REPORT

BATCH 0708

TO REDUCE THE TOOL CHANGE OVER TIME TO IMPROVE THE PRODUCTIVITY

Author’s Name: Sandeep Saini Pawandeep Singh Production Manager Production Engineer Omega Brakes Limited H.S. Machine Tools Gurgaon Faridabad

Ajay Kumar Sandeep Pal Singh Executive Engineer Executive Engineer Ingersoll Rand Limited Z F Steering Gear Ltd. New Delhi Pune

Rajesh KumarProduction EngineerBroadways Overseas Limited Jalandhar

Submitted to: PTU’S Gian Jyoti School of TQM & Entrepreneurship, Mohali (Punjab)

Date of Submission: 31st May 2010

Project Guide: Mr. Devendra S

1

TABLE OF CONTENTSS.No Description Page No.

1 Title page 1

2 Company’s Introduction 3

3 Summary of Project

6

4 Problem Statement, Project Mission & Team member 7

5 Project History & Project Plan 8

6 Project Design and Methodology 10

7 Flow Diagram 11

8 Data Collection & Analysis 14

9 Pareto Analysis 15

10 Brainstorming 16

11 Cause & Effect Diagram 18

12 Testing Theories 21

13 Identification of root causes 24

14 Identifications and storage of dies 25

15 Resistance to change 27

16 Control for holding the gains 28

17 Quantum of goal

29

2

Company Details

Type of Company: Public Limited Company registered under the Indian Companies Act, 1956

Registration No. & date:

81064 dated 08.08.1996

Type of industry: 100% Export Oriented UnitProject outlay: US$ 27 million

Salient Features:

Factory built over an area of 60,000 sq. meters of land with manufacturing facility and corporate office at the same premises.

State-of-the-art technology with latest highly productive plant and machinery imported on a turn-key basis from Italy which includes automatic computer-controlled batching and feeding for Pre-forming of biscuits and Euro 2000 Hot Moulding Presses.

Process and Products certified by ECE R90. Manufacturing facility geared for catering to OEM

requirements Factory conveniently located adjacent to New Delhi, the

capital of India. Nearest international airport 40 kms away. Nearest railhead for containerized shipment of goods only 10

kms away.

3

Plant Capacity:8.2 million Sets of Brake Shoe per annum (1 set = 2 pieces)2.4 million Sets of brake pads per annum (1 set = 4 pcs.)

Performance characteristics of OMEGA Disc Brake Pads:Consistent friction properties (level), which helps in getting a fixed stopping distance on braking under any operating conditions, from ambient to 450 degrees Celsius continuous running temperature measured at pads.

High thermal stability, which helps the brakes to perform under severe conditions

Low fade and high recovery properties, thereby meaning that friction value shall marginally fall with rise in temperature during application, and gain in value to the required level upon cooling.

High Shear Value, meaning that the friction composite shall not part off at the extreme operating conditions

Low hardness of Composite so that the Rotor Discs do not get scored.

Anti squeak property

4

PRODUCT RANGE:

Casting Pad

Clutch Plate

Break Shoe

5

SUMMARY:

This project was initiated in January 2010.

The objective was to reduce the Tool Change Over Time to Improve the productivity on Die Casting Machine.

On the basis of three months (Nov 2009 to Jan 2010) data it was found that Excess Tool Change Over Time (90 Mins. Per 24 Hrs.) On Die casting Machine is causing reduction in productive time. This costs Rs.106.66 Lakh p.a. to company.

Target was to reduce the Average Tool Change Over Time from 90 mins. To 50 mins. Per 24 Hrs. by 31st May 2010 resulting in increase in productive hours by 2.77%

A brain storming session is conducted to find the possible causes for the tool change over time in order to find out the vital few causes, ‘Causes & Effect study’ conducted & all causes (identified during brain storming) were divided between Internal & External causes. After finding out the ‘Vital Few Causes’ necessary corrective / preventive actions were taken. Simultaneously feedback was also taken during implementation of these actions, which also helps in designing the improvement plan.

After implementation of improvement plan data of (Mar 10 to Apr 10) two months were collected and feedback was taken, which shows the improvement.

In the last, necessary steps were implemented to hold the achieved gain.

6

PROBLEM STATEMENT

Excess Tool change over Time (Average 90 Mins. Per 24 Hrs.) On Die casting Machine is causing reduction in productivity.

This costs Rs.106.66 lakh per annum to company.

MISSION STATEMENT

To reduce Tool change over time on Die Casting Machine from 90 mins. To 50 mins. by 31st May, resulting in saving of Rs. 47.41 Lakh p.a. to company & increase the productive hours by 2.77%

TEAM MEMBERS

S.No. NAME SID NO. COMPANY NAME

1. Sandeep Saini(Team Leader)

0708-0036 Omega Brakes Ltd,Gurgaon

2. Pawandeep Singh 0708-0009 H.S. Machine Tools,Faridabad

3. Ajay Kumar 0708-0024 Ingersoll Rand India Ltd,New Delhi

4. Sandeep Pal Singh 0708-0122 Z F Steering Gear India Ltd,Pune

5. Rajesh Kumar 0708-0125 Broadways Overseas Ltd, Jalandhar

7

PROJECT HISTORY:

When this project was taken by tool room last year it was noticed that tool change over time for die setting is yet on the higher side. It was decided to first analyze the reasons for higher setting time. This was followed by dissection of the process to various steps of this project in order to follow a well defined & stream lined working during whole journey of the project.

PROJECT PLAN:

1. Project Goal

Develop the team of people, to align them with the system & make them understand & operative by creating awareness among themselves.

To visualize the effect of wastages, identify the root cause & eliminate wastages through improvement activity.

To improve the productivity of press shop.

To improve customer satisfaction level (Internal & External).

To update the existing systematic requirements:

i. Tool Storage: Mechanism for proper storage of Dies, Tools, Jigs & Fixtures at the identified location.

ii. Data preparation, analysis & utilization.

8

2. Success Measures – Improved customer satisfaction: We measured our success by improved customer (Internal) satisfaction.This was measured through customer (Internal) feedback before & after the project.

9

PROJECT DESIGN AND METHODOLOGY:

Step 1 – Flow Diagram

Step 2 – Data collection & analysis

Step 3 – Pareto Analysis

Step 4 – Brainstorming

Step 5 – Cause & Effect Diagram

Step 6 – Testing Theory

Step 7 – Implementation of remedies

Step 8 – Holding the gains

10

FLOW DIAGRAM

Start

Alimunium ingots in store

Lab. Test ok?

Electric furnace

Melting furnace

High Pressure Die Casting Machine

QC Test of component

Assembly Section

Stop

11

Not ok

Ok

Not ok

Ok

DATA COLLECTION PART / PROCESS WISE

MACHINE NO. 1

Data collected from 15th March to 30th March, 2010

Part Description

Unclamping/ Clamping of die

Die Loading/ Unloading

Die Cooling

Part A 34 mins 23 mins 21 mins

Part B 33 mins 25 mins 19 mins

Part C 35 mins 22 mins 22 mins

Part D 30 mins 26 mins 18 mins

Total Avg. Time

33 mins 24 mins 20 mins

12

MACHINE NO. 2

Data collected from 15th March to 30th March, 2010

Part Description

Unclamping/ Clamping of die

Die Loading/ Unloading

Die Cooling

Panel A 36 mins 27 mins 19 mins

Panel B 33 mins 31 mins 17 mins

Panel C 36 mins 26 mins 18 mins

Total Avg. Time

35 mins 28 mins 18 mins

13

DATA COLLECTION & ANALYSIS

S.No. REASON Average Time

consumption

SHARE % age

CUMM. % age

1 Unclamping/ Clamping of die

34 mins. 37.78 % 37.78 %

2 Die Loading/ Unloading 26 mins. 28.89 % 66.67 %

3 Die Cooling 19 mins. 21.11 % 87.78 %

4 Non-standard Tooling/Fasteners

6 mins. 6.67 % 94.45 %

5 Unskilled Setter 3 mins. 3.33 % 97.78 %

6 Others

2 mins. 2.22 % 100 %

TOTAL 90 mins. 100 %

14

PARETO ANALYSIS

15

3426

19

6 3 2

66.67

87.7894.45

99.98 100

A B C D E F

Tim

e C

on

su

mp

tio

n.

Categories

Time (mins.)% Cumm

BRAINSTORMING FOR UNCLAMPING/ CLAMPING OF DIE

Brainstorming sessions with team members & production Dept. were carried out. The probable causes identified during these sessions are follows:

1. Nut bolts not guided properly. 2. Unavailability of tools.

3. Long length of clamping bolts.

4. Improper tooling and faulty design. 5. Variation in clamping position.

6. Problem in fitment

7. Insufficient space for die changing.

8. Unskilled/ untrained die setters.

9. Lack of counter balance between dies.

10. Usage of non standard fastener for clamping.

BRAINSTORMING FOR LOADING/ UNLOADING

1. Unavailability of Chain Block.

2. Unskilled/ untrained die setters

16

3. Insufficient space for die changing.

4. Lack of counter balance between dies.

5. Lack of safety devices.

6. Usage of non standard clamps for lifting.

7. Improper storage & identification of dies.

8. Improper planning & lack of co-ordination between tool room & production department.

BRAINSTORMING FOR DIE COOLING

1. Improper ventilation on shop floor.

2. Variation in size of inlet & outlet pipe line.

3. Coolant leakage & blockage in pipe.

4. Coolant motor over heating.

5. Cooling tower not effective.

6. Congested work area.

17

CAUSE & EFFECT DIAGRAM FOR UNCLAMPING/ CLAMPING OF DIE

18

CAUSE & EFFECT DIAGRAM FOR LOADING/ UNLOADING

19

CAUSE & EFFECT DIAGRAM FOR DIE COOLING

20

TESTING THEORIES

1. Clamping and Unclamping Die:

Cause Analysis Results Theory valid/ invalid

Nut Bolt Not guided Properly

Rusted & damage tread

Ok Valid

Unavailability of tools

Improper storage Ok Valid

Long length of clamping bolts

Same length bolt use in all die.

Ok Valid

Insufficient space for die changing.

More Machine fitted in less space

Ok Valid

Unskilled/ untrained die setters.

Not trained Ok Valid

Usage of non standard fastener for clamping.

As per standard Not ok Not valid

21

2. Loading/ Unloading Die:


Unavailability of Chain Block

Only 2 no. chain block.

Ok Valid

Insufficient space for die changing.

Lack of space less between machine.

Ok Valid

Lack of counter balance between dies.

Visual Inspection & Balance found ok.

Not ok Not valid

Lack of co-ordination.

Communication Gap

Ok Valid

Lack of safety devices.

Instructions not follow

Ok Valid

Improper storage & identification of dies.

Without any identification mark

Ok Valid

22

3. Die cooling:


Improper ventilation on shop floor.

Exhaust fan is not work.

Ok Valid

Variation in size of inlet & outlet pipe line

Coolant flow not meet proper

Ok Valid

Coolant leakage

Scale Problem & Burst Pipe

Ok Valid

Cooling tower not effective.

Humidity problem

Not ok Valid

Coolant motor overheating.

Cooling blade damage

Ok Valid

23

IDENTIFICATION OF ROOT CAUSES:

CLAMPING / UNCLAMPING:

a. 8 number of bolt use to clamp to die.b. Long Length of bolt.c. Damage Tread of nut & Bolt.

LOADING / UNLOADING:

d. Only 2 number chain block available.e. Lack of communication gap.f. Less working space between machines.

DIE COOLING:

g. Exhaust fan not work.h. Burst pipe and scale problem.i. Motor cooling blade damage.

24

Identification of dies:-

Before implementation:-

After improvement:-

25

Storage of Dies:-

Before implementation:-

After improvement:-

26

REMEDIES:

CLAMPING / UNCLAMPING1. Change in design of dies to eliminate the nut-bolts from 8

bolts to 4 bolts.2. Individual bolts for individual die.

LOADING / UNLOADING

1. Single over head rail provide above all machine.

DIE COOLING

1. Replace all electrical exhaust with Eco System air ventilator.2. Soft water used in die cooling.

Replace all Galvanized Iron pipe with Mild steel pipe

ADDRESING RESISTANCE TO CHANGE

Motivation

1. Die setter is a key factor to reduce the tool change over time.

2. They should be well motivated and should get the rewards for their performance.

3. Die setter should be well supported and fatigue free.

27

ENCOURAGE PARTICIPATION

1. The Team of Tool room & Production department are build to overcome the major cause as both are effected parties.

The prototype seemed to benefit all concerned, but some operators argue that it would not work

CONTROLS FOR HOLDING THE GAINS

Conduct meeting on weekly basis with production and maintenance department.

Identification and proper storage of dies to be monitored on the daily basis.

Regular training to be provided to die setter/ maintenance department on monthly basis.

Trend to be displayed for reducing tool change over time.

QUANTUM OF GAINS

28

Average tool change over time. 90 mins

Cost involved in tool change over time. Rs 106.66 Lakhs

Total saving of tool change over time 40 mins

Annual Saving Rs 47.41 lakh

Company will have profit of 47.41 lakhs INR with this improvement.

ACKNOWLEDGEMENT

When a person is helped, guided and cooperated by others, his or her heart is bound to pay gratitude to them and We are really happy that we getting this opportunity to thank all those who have in same way contributed in the making of our project and without their help this would not have been possible.

It gives us immense pleasure and satisfaction on the completion of our minor Project Report on “Reducing the tool change over time on die casting machine” in “Omega Brakes Ltd.” There is always a sense of gratitude which one expresses to others for helpful service they have rendered during the period of the completion.

First of all we bow to the Almighty for giving us enough strength to do this report with deep humanity and respect.

Now we would like to thank our guides Mr. Devendra Singh

29

& Mr. Anil Jhanji for providing necessary advice & guidelines during the entire journey of the project & also Mr. Sandeep Ahuja – M.D, Omega Brakes Ltd., who gave us this opportunity. Our thanks to various department of Omega Brakes Ltd., Mr. Vijay Kaidyan (Tool room Head), Mr. Mohan Tyagi (Maintenance Head), Mr. Rajat Malik (Production In charge) who were very helpful and co-operative with us. During our training program while also helped us a lot in completing our survey with the questionnaire. They were extremely responsive to all our quarries, which helped us in the analysis. With their help and support the project has come to be completed.

We have received support and encouragement from many others during the implementation of our project. Hence we express our sincere thanks from the core of our heart to all of them individually.

Omega has state of the art fourth generation Asbestos-free Disc Brake Pads manufacturing facility 3 nos. of Hot moulding machine with a production capacity of 2.4 million sets (1 set = 4 pieces) of Brake Pads and 10 nos. of Die-casting machine with a production capacity of 8.2 million sets (1 set = 2 pieces) of Brake Shoe per annum. The plant and machinery imported on a turnkey basis from Italy includes automatic computer-controlled machines.

30

Die Casting Final

Documents