Harshal Project_word 2003

A

PROJECT REPORT

On

“Reduction in tool changeover time by SMED through

MOST”for

“ LEGRAND (INDIA) PVT . LTD”

“MIDC JALGAON’’

Submitted by, Guided by,

Mr. Harshal V. Mahajan. Prof. B.J.Lathi

MBA ( Master of Business Administration)

KCE Society`s

Institute of Management & Research, Jalgaon.

2010-2011

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DECLARATION

This is to declare that I, Harshal V. Mahajan student of ‘Institute Of Management &

Research, Jalgaon’ have completed the project report on “Reduction in tool changeover

time by SMED through MOST” in Legrand (India) Pvt. Ltd. Under the guidance of Prof.

B.J.Lathi towards the partial fulfillment for the study of Master In Business Administration

of NMU Jalgaon, in year 2010-11. The report written is original work and it is based on the

knowledge and material gained from company. The contents provided are true to the best of

my knowledge and belief.

I further declare that, this project report is neither be copied and nor submitted it

earlier elsewhere.

Place: Jalgaon Mr.Harshal V.Mahajan

Date: / / Master In Business Administration

(Operation Management)

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C E R T I F I C A T E

This is certify that MR. HARSHAL VINAYAK MAHAJAN is a bonafide student of this

institute.

As per of the University curriculum, the student has undergone study project in

Institute of Management and Research, Jalgaon during the period from 2010-11. in the

partial fulfillment of the requirement for the award of the Degree of “Master In Business

Administration (MBA)”.

The study project report is prepared by the student under the guidance of the Prof.

B.J.Lathi

Mr. B.J.Lathi Dr. Mr. Vivek katdare.

Project Guide Director

(IMR, Jalgaon) (IMR, Jalgaon)

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ACKNOWLEDGEMENT

It is a great pleasure to me in acknowledging my deep sense of gratitude to all those

who have helped me in completing this project successfully.

First of all, I record my greatest apology to Dr. Vivek katdare. for providing me an

opportunity to undertake a project as a partly fulfillment of MBA degree.

I express my deep sense of gratitude to my guide Prof. B.J.Lathi, whose valuable

guidance and encouragement at every phase of the project has help to prepare this project

successfully.

I would like to thank Mr. Nitin Choube.(Sr. HR Manager), Legrand (India) Pvt

Ltd. Jalgaon, for providing me an opportunity to work with them and providing me

necessary information about their organization, there operation and providing guidance in

developing my project.

Finally, I would like to express my sincere thanks to my family, all the faculties,

office staff, and library staff of Institute of Management and Research, Jalgaon and

friends who helped in some or other way in making this project.

Mr. Harshal V. Mahajan

MBA (Operation Management)

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LIST OF FIGURES

5

INDEX

Sr No. Description Page No.

1 CHAPTEREXECUTIVE SUMMERYSELECTION OF TOPIC

2 CHAPTEROBJECTIVE &SCOPE OF STUDY

3COMPANY PROFILE

4 RESEARACH METHODOLOGY

5 THEORETICAL BACKGROUND

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Sr No. Description Page No.

1 Changeover pattern of the job 31

2 Need for quick changeover 32

3 Conversion as much internal work to External 33

4 Separation of Internal & External activity 35

5Conversion of Internal activity into External

activity36

6 Reduce the time using clamp instead of bolts 37

7 Standardization of various operations 38

8 Provision of tool kit for every setup 40

LIST OF PHOTOS

CHAPTER

1.

INTRODUCTION

6

Sr No. Description Page No.

1 Legrand (India) Head Office, Mumbai 11

2 Legrand (India) Jalgaon Works 12

3 Well equipped SMED Trolley 45

4 Placement of matl near M/C for next production 45

5A snap showing use of rod for lifting of tool by

overhead46

6 Provision of Hook to overhead for lifting up of tool 46

7 ANDON light on press machine 47

8 Stroke setting spanner size standardized 47

9U Slot provided in decoiler straighter for quick

insertion of coil48

10 Scrap collecting chutes are fabricated for all M/C 48

11 4 Point clamping system for the tool 49

12 2 Point Clamping system for the tool 49

Introduction

1.1 Scope of Project :

Legrand India Pvt Ltd Jalgaon has been manufacturing Protection Devices for

electrical installation, for this Protection device metallic component is required. As per

requirement Legrand produce different metallic component in press shop. In the Press Shop

there are only 4 Press machines & they produce so many different metallic components on the

same machine, hence per day tool changing time is more. The tool changeover time in the

press shop is currently very high (Approx. 30 min). So it is necessary to reduce that time for

reducing production loss hours. This time can be reduced by using SMED (Single Minute

Exchange of Dies) technique & time required for this process is to be calculated by using

MOST (Maynard Operation Sequence Technique).

The SMED (Single Minute Exchange of Dies) technique introduced by Dr. Shigeo

Shingo, one of the world leading experts in improving manufacturing process.The main aim

of SMED technique is to reduce your setup and adjustment times from hours to minutes.

Identification of Internal & External set up operation ,also try to convert Internal set up to

external set up.The objective of this technique is improvement without the big investment.

MOST (Maynard Operation Sequence Technique) A simple & effective tool for

measurement, it allows us to calculate the time required for any process with the help of

standard sequence chart for the movement. MOST basically concentrates on the movement of

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object. The movement of object follows certain consistently repeating patterns, such as grasp,

move & position of object.

Here by implementing MOST technique we can set up the standard activity required

for changing the tools as well as time required for performing the same activity.

By using these two technique we can set up the standard time required for changing the tool,

hence we can set up production target per day as well as we can increase the efficiency of

plant.

CHAPTER

2.

COMPANY PROFILE

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Company Profile

2.1 Overview of Organisation:-

LEGRAND A GLOBAL EDIFICE:

Legrand a multinational company with an experience over 17 years is a

world leader in the systems for electrical installation and information networks. The group’s

headquarters is based at Limoges, France. The group services the needs of residential,

commercial and industrial sectors with manufacturing facilities in 60 countries and sale in

160 countries. Legrand group designs and manufactures over 80 products families comprising

of over 130000 products with over 5000 active patents. Close to 1/3 rd of Legrand’s capital

expenditure is dedicated to the development of new products. Over the last 3 years, Legrand

has utilizes over 9 % of its global turnover for industrial investment. Every year, group

invests around 5% of its global turnover on R&D activities involving over1600 employees

worldwide. Legrand shares the legacy of a 3.7 billion Euros turnover. Legrand (I), the pioneer

of Miniature Circuit Breakers (MCB) in India, is the Indian subsidiary of the Legrand group.

Snap 1 Legrand (India) Head Office, Mumbai :-

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Legrand India, headquartered in Mumbai, with 20 offices across the country, has 2 state of-

the-art manufacturing facilities in Maharashtra and a large network of over 2000 distribution

partners. It has also recently taken over a Nashik based distribution board manufacturing

company in order to provide more cost effective and complete baskets of products to

customers.

With its global presence and knowledge base, Legrand is able to adapt to local requirements.

The company became a part of the Legrand group in 1996.A structured approach was

followed in developing its mission,vision and values. They are reviewed once in 2 years. It is

an ISO 9001: 2000 and ISO 14001: 2004 certificated company.

Snap 2 Legrand (India) Jalgaon Works:-

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Its Jalgaon works, for which this application is made, was established in 1978. It

is committed to a strict code of corporate governance and encourages adoption of best

business practices, all aimed at growth of the company. It focuses on expanding business by

constantly adapting latest technology. It has been able to create a favorable work environment

that fosters creativity and innovation.

In Jalgaon, the plant is located in D-4, MIDC which was earlier known as MDS and later

taken over by the France company Legrand in the year 2003. The total plot area of the plant

is 11592 sq m and built up area is 6986.28 sq m. The plant manufactures products like safety

devices, switch gears like MCB, MCCB, MPCB, RCCB, RCBO. . In total there are 12

departments which includes Manufacturing, SCM, Lexic, Maintenance, R&D, QA, Materials,

HR and Administration, Tool Room, Mould Shop, Press Shop and Accounts. The total

number of workers are 450 which includes 150 on contract basis and 300 are permanent. In

Maharashtra the other plants are located in Sinnar, Nashik and Baddi. Distribution boards &

enclosures are exclusively mfd by DEPL - Nasik for Legrand ( India )

(MCCB for Indian and export markets). Legrand (I) is the second largest manuf

2.2 Main Product & Services:-

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Legrand (Jalgaon) basically manufactures protection devices for electrical installation.

The range broadly includes: i) Miniature Circuit Breaker (MCB) and ii) Residual Circuit

Breaker (RCD).Different varieties (types, brand etc) of this products cater to specific needs.

Company has recently launched Automatic Transfer Switch (ATS) and Moulded Case Circuit

Breaker acturers of MCBs and the largest manufacturer of RCDs in the country.

Employee Profile:

Legrand (Jalgaon) has 341 permanent employees. There profile is as follows:

16% employees are Engineers

49% employees are Technicians

10% employees are Management

And balance 25% employees belong to all other functions.

Legrand(Jalgaon) has been able to retain staff with 13 years of service (average) and

workmen with 18 years of service. Average age of staff is 35 years and that of workmen is 42

years.

Major Facilities & Equipment :-

Legrand (Jalgaon) has a 5000 sq.m. built up area housing state-of-the-art of MCB

and RCD, MCCB and ATS assembly, testing and finishing shops, mould shops, press shop

and one of its kinds tool room. The unit has well equipped quality assurance inspection,

measuring and test labs and maintenance departments with critical utilities like DG sets and

fire hydrant system.

Legal & Regulatory Departments:

The major legal and regulatory requirements in which the organization has to

operate are: factory act, air act, water act, electricity act, EPA, cess act, hazardous waste

management and handling and rules like noise rules, ozone depleting substances and batteries

rules.

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Key Strengths:

Strong technological and financial support of Legrand group .Growing by 30% in

each year for past 4 years, since the inspection of the factory in 1978, there are no lockouts,

strikes, statutory and regulatory violation. Company has an internal union with an

exceptionally good record of cordial union-management relationship

Operational excellence and use of world-class practice such as 5S, TPM, ISO and SPC.

2.3 Mission :

“Legrand India is in the business of providing end to end solutions in low voltage electrical installations information networks, building automations in industrial, commercial and residential.

Market leadership by 2010- They are 1000 + crore company as on 1st January 2010 with a Top 3 position

in all their Products.

Product categories.

- They provide a complete value added solution and create strong and external

Communication to their customers emerging as a super brand. Business Partnerships

They keep and maintain high level of interest among stockiest, retailers, and vendors with transparent policies.

Technological leadership

They continuously upgrade technology in line with worldwide standards. All their business units and business partners are connected with the latest technological tool.

Their commitment to people

They develop leader within, by delegating responsibility, authority and accountability and consistently train and upgrade and provide opportunities to transform people into leaders of tomorrow.

Social commitment

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- They are responsible corporate citizens and commit resources for the

furtherance of social causes.- They are in line with the latest global environment, health and safety standard

Vision:

They are the leader in systems for electrical installations.

Legrand is a household name.

They are a trend setting and customer focus organization

They are driven by ethics and social responsibility.

They are the most preferred and caring employer.

They are a major manufacturing and R&D hub for the group.

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CHAPTER

3.

LITERATURE REVIEW

Literature Review

3.1 Introduction to MOST: A shift towards MOST

MOST (Maynard Operation Sequence Technique) is a work measurement technique

developed by H. B.Maynard and Company, Inc. in the Unites States. MOST has been already

introduced into the wide varieties of industries, such as aerospace, automotive, electronics,

etc., in EU, US, and Asia.Although the work measurements are the basics for the business

management, companies tend to hesitate to maintain the measurement system due to its

cumbersome procedure.MOST is a work measurement system which can be easily

implemented and practically maintained.

It must be assumed that the original form of work measurement was guessing.

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Today's version is a much advanced form of the original technique however, and is

known as an educated guess, which is unscientifically supported by intuition, individual

Personnel experience, the importance of estimation to be made, and the inherent ability or

inability of the applicator to make a confident sounding response.Obviously, this

technique though not scientific (well documented or statistically supported) and accurate

(with any degree of confidence or consistency) is fast.

Once products began to be manufactured or work tasks completed, another source of

information was available from which future times could be estimated. The historical

data concept of work measurement was evolved which accurately tells you what has

already happened. To use it to predict what will happen assumes two major points:

The conditions and actions under which the process was performed originally are what

you which to repeat (the best way of performing the task).

F. W. Taylor [13] looked at work as something that could be controlled or

engineered. It should not have to be haphazard repetition of what had gone on before

The result was that tasks were broken down into elements or short task that could be

arranged & managed to produce more efficient and productive and less fatiguing

work. Each element was studied to determine which was productive and which was

useless,keeping only productive elements, a stopwatch was used to determine the time for

each.The time recorded was the actual time taken by a particular individual to

perform a certain task under specific conditions. This actual time multiplied by rating factor

gives the standard time. However, rating factor itself is a subjective term. Also a watch

simply determines what has already occurred and does not forecast, predict, or accurately

determine time for future situation.

All basic units of works are organized for the purposes of accomplishing the

purposes of accomplishing some useful result by simply “moving objects”

This concept is basis for the most sequence models. the primary work units are no longer

basic motions but fundamental activity's dealing with “moving objects”.

These activity's are described in terms of basic parameter variables that are fixed in

“sequence”.

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MOST WORK MEASUREMENT:-

1.

Time Units:

The time units used in MOST are identical to those used in the basic MTM system

and are based on hours and parts of hours called Time Measurement Units (TMU).One TMU

TMU is equivalent to 0.00001 hour. The following conversion table is provided for

Calculating standard time.

1 TMU = 0.00001 hour 1 TMU = 0.0006 minute

1 TMU = 0.036 second

1 hour = 100000 TMU

1 minute = 1667 TMU

1 second = 27.8 TMU

2 . Application Speed :

Work Measurement TechniqueHour

Total TMU's produced per Analyst

MTM -1 300

MTM -2 1000

MTM – 3 3000

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ACTIVITY SEQUENCE MODELS

GENERAL MOVE ABGABPA

CONTROLLED MOVE ABGMXIA

TOOL USE ABG ABP _ ABPA

Mini MOST 4000

Basic MOST 12000

Maxi MOST 25000

3.Why MOST:

Simplicity and quick results make it popular with Industrial Engineers.

Easy to learn and applied from memory.

Fewer people needed to implement. Deviation between analysis is minimized

Through simplicity and logical build-up of MOST.

Through used of forms right decisions are made without omission of motions.

The result is small deviations among analysis.

More economical method.

Quick evaluation of alternative methods.

In the Press Shop dept. the press machines are responsible for the production of

various components that are required for the assembly and production of MCB,

etc.which are the main productions of the company. The maximum time is lost in

tool changeover activity, which takes place either after the completion of product or because

of breakdown. Basic most is applied to determine the time required for carrying the tool

change over activity.

3.1.1 General Move Sequence:

Parameter Indexing:

It is a process of selecting appropriate parameter variant from data card and

applying corresponding index value.

Action Distance (A):

Ao : < 2 inches :

Ex.- Reaching keys on calculator.

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2) Bolts 2 inches apart

A1: Within Reach : The arc of outstretched arm pivoted about the shoulder, short bending or

turning of body from wrist.

Ex. Good work place layout A3: 1-2 Steps:

Trunk or body shifted by walking, turning body around using one or two steps. Body Motion (B):

B3: Bend and Arise 50% occurrence

Activity happens 50% of the time during repetitive activity

Ex.: Stacking or unshackling objects.

B6: Bend and Arise: From erect standing position body lowered to allow hands reach below the knees

and then return to upright position or body lowered sufficiently to allow reach.

B10: Sit or Stand:

Requires hand, feet and body motions to position the chair or situate the body

prior to or after the body motion.

B16: Through Door:

Passing through door (hinged, double, swinging) consists or reaching for and

opening the door, walk through the door and the close door.

B16: On or Off Platform:

Accomplished by series of hand and body motions to lift or lower body.

B16: Stand and Bend:

Stand from chair, bend below knee level and gain control of object.

B16: Bend and Sit:

Bend and arise followed by sit-prior to placing the object.

Gain Control (G): 19

G1: Light Object:

Control may be gained by simply touching the object with fingers, hand or

fool (contact grasp) or it may require more complex grasping action such as that

needed to pick one object out of jumbled pile of similar object. Two hands may be used as

long as one object is object.

Ex.: 1) Pick up telephone receiver.

2) Get washer from bin.

3) Pick up manual lying on desk.

4) Pick up pencils grouped on holder

5) Gain control of level, crank, door knob, push button, foot pedal

G1: Light Objects Simo:

Pick up two briefcases.

G3: Blind / Obstructed:

The fingers must "feel ground" for the object or "work around" an obstruction to

reach object. G3: Heavy Objects:

Control of heavier objects is achieved only after the muscles are "tensed up" to a

point where effects of weight are overcome. This variant can be identified by hesitation

or pause needed for attainment of sufficient muscular force before moving the object.

Ex.: 1) Get hold of battery located on floor. 2) Take hold of loaded hand cart before pulling. 3) Get hold of briefcase located among other baggages.

G3: Collect:

Object are either jumbled together in a pile or spread out.

Ex.: 1) Grasp handful of nails from bin.

2) Get handful of change from pocket.

3) Pick pencil, pen, and eraser.

G3: Disengage:

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Application of force needed to free object from its surroundings.

Ex.: 1) Remove socket from ratchet tool.

2) Remove knife stuck in wood.

3) Remove crock from bottle.

G3: Interlocked:

Object interlocked needing separation.

Ex.: 1) Separate two cloth hangers.

2) Remove hammer from crowded tool box.

3) Pick spring from box of springs.

Place (P):

Po: Hold: No placement. Object picked up and held.

Ex.: Pick up a book

Po: Toss: No placement. Object is just released at the end of move (action distance)

Ex.: Toss part into a bin.

P1: Lay Aside:Object is simply placed with no aligning or adjusting motion.

P1: Loose:One adjustment is required at the point of placement. Tolerances will be loose

enough so that no pressure is required.

Ex.: 1) Place washer on bolt.

2) Place coat hanger on rack.

3) Hang up telephone receiver.

4) Insert coin in vending machine slot.

P3: Adjustments:

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This parameter is recognized by presence of obvious fumbles or adjustments at the point of placement.

Hand of finger motions occurring in the point of placement to print or align the

object. Basic four types of adjustments i.e. Angular, Lateral, Rotational and Insertion

greater than 2 needs an additional A1 parameter following P.

Ex. 1) Align ruler to mark.

2) Job papers on desk to straighten.

3) Place paper into file binder.

P3: Light Pressure:

Due to close tolerance or nature of the placement, application of muscular force is Need to seat the object.

1) Place moist stamp on envelop.

2) Press drawing pin into board.

3) Insert electric plug into socket.

P3: Double: Two distinct placements occur during the placing activity involving either one or

two object.Ex. 1 ) Place bolt through hole before placing nut on bolt.

P6: Care / Precision:

Extreme care need to place an object within closely defined relationship with

another object. It is characterized by obvious slow motion of placement due to high

degree of control required of mental, visual and muscular sense.

Ex. 1) Treading a needle.

2) Place soldering iron to crowded circuit connection.

P6: Heavy Pressure:

Due to very tight tolerances a high degree of muscular force is needed to engage the object. It is characterized by re-grasping of the object, tensing muscles and

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preparation of body prior to application of pressure.

P6: Blind / Obstruct:

Several hand or finger movements are required to "work" the object around

obstructions or feel around for the destination prior to placement.

Ex. 1) Place nut on hidden bolt.

2) Place electric plug I n hidden socket located behind table.

P6: Intermediate Moves:

Before actually placing the object several finger and hand movements are need to

select and shift one out of several different objects from plan to fingertip. Heavy or bulky. or

awkward shaped objects may need series of placing, re-grasping and moving activities before

final placemenent.

Ex. 1) Place chairs in neat row by aligning with several moves.

2) From handful of change use thumb to select 50 p, push it to fingertips and place in vending machine. 3) Pace heavy box on pallet for orderly stacking. 4) Place large box down on its corner and "walk" it into position.

3.1.2 Controlled Move Sequence

Move Controlled (M): Push / Pull / Pivot:

The object may be hinged or pivoted at some point (e.g. door, level, dial) or restricted due to surroundings (e.g. guides, slots, friction from surface)

M1 < 12 inches: Objects displacement is achieved by movement of fingers, hand or feet less than 12 Inches.

Ex. 1) Sliding coin out of fingers while counting.

2) Dial number on phone.

3) Press clutch pedal with foot.

4) Operate feed level of machines.

M1: Button / Switch / Knob:

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Involves short pressing, moving or turning action of finger, hand or feet.

Ex. 1) Flip light switch.

2) Turn door knob.

3) Press PC button.

M3 > 12 inches: Displacement exceeds 12 inches.

Ex. 1) Close door by pulling shut. 2) Pull chain hoist. 3) Open table drawer full length. M3: Resistance:

Muscular force is needed to overcome friction caused by the weight of the object

or the nature of surroundings controlling the move. This force may be need to seat of

unseat object or simply to sustain movement of the objects against the resistance.

Ex.1) Draw a straight line with pencil without straight edge.

2) Make exact cut with knife along straight line.

M3: 2 stages < 12 inches: Object is displaced in two different directions or increment not exceeding 12

inches per stage.

Ex. 1) Open and close glove compartment in car. 2) Pull drawer out and in.

M6: 2 stages > 12 inches: Object is displaced in two different directions or increments exceeding 12 inches

per stage. Ex. 1) Open and close fringe door.

M10: 3-4 Stages:

Object is displaced in three or four directions or increament.

Ex. 1) From neutral shift through all four gears of car transmission.

2) Open carpenter's rule to four lengths.

Move object with steps:

If object is moved over a controlled path e.g. conveyor or hand cart, and requires

steps to complete the move than M6 for 1-2 steps and M10 for 3-4 steps etc.

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Crank:

When forearm pivoting at elbows, the object or device is moved in circular path

by fingers, hand or forearm.

Ex. 1) Spin Allen key.

2) Turn nut down with speed handle.

3) Wrap string around spot.

Align:

Eye focus can cover an area 4 inches in diameter No special "eye time" required if

alignment occurs within this. However, if two points more than 4 inches must be aligned

then separate alignments are required.

I1 to one Pint: Alignment to single point

I3 < 4 inches: Alignment with two points less than 4 inches apart.

I6 > 4 inches: Alignment with two points more than 4 inches apart.

Ex.: Following a controlled move, align a 12" ruler with two marks located at 8" apart.

I6 Precision: Extreme care of precision needed

Following controlled move:

Aligning French curve or drawing template.

For Machine Tools:

I3 - To / From Stop / Work Place: Machine tool is aligned to stop or work-piece prior to

making cut or it is retracted from a stop or work-piece following a cut.

I6: To / From Scale Mark:

Machine tool aligned to or retracted from scale mark.

I10: To Indicator Dial:

Machine tool aligned to an indicator dial.

3.1.3 Tools Use Sequence

Fasten or Loosen.

It refers to mechanically assembling or disassembling one object to

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another using finger, hand or foot

Index values for F or L are grouped into different "methods" based on

fingers,wrist or arm actions. One needs to establish only tool and the body member

performing the action to select the F/L index values.

Finger Actions:

Movement of fingers and thumb to turn out bolt with light resistance.

Ex. 1) Turning a machine screw with screwdriver against light resistance .

2) Wind up wrist watch.

Wrist Actions:

Involves two different motions of the hand.

a) Pivoting the hand from wrist with waving or wiping motion.

Ex. 1) Tapping nail with small hammer on wall.

2) Fasten nut using ¼ " drive rachet.

b) Twisting or rotating the wrist around axis of the forearm.

Ex. 1) Turn screw with screwdriver.

2) Wind up an alarm clock key.

3) Tighten chuck on electric hand drill.

Arm Motion: Refers to motions of hand requiring elbow and / or shoulder movement Generally

required for longer tools.

Ex.1) Tighten a chuck on lathe with the wrench using both hands. 2) Fasten nut using 12" sharpners.

Tool Repositioning When repositioning of the tool occurs (spanner or allen key) the P parameter will

cover only the initial placement of the tool. Subsequent positioning following each tool action, the "Tool reposition" column of data card should be used.

Manual Crane sequence.

A T K F V L V P T A

Move Place Aside Return

Get Crane Hook or Unhook free

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Object.

A: Action Distance:

T: Transport Empty Crane

K: Hook-up or unhook- include both the activities to connect and disconnect the object

from the holding device

F: Free Object - refers to action necessary to "work" the object free from its surroundings

and raise it by 2 to 3 inches

V: Vertical move is raising or lowering of crane after object is freed.

L: Horizontal movement of object with crane (Loaded Move).

P: Place covers the actions to lower the objects last 2-3 inches at desired point.

Index value depends on degree of difficulty.

0 No Alignment.

1 Align with one hand.

2 Align with two hands.

Powered Cane Sequence

A T K T O T A

Move Aside Return Position & PlaceGet Crane Hook or

Unhook free Object

A: Action Distance:

T: Movement of the crane with or without load.

K: Hook-up or unhook

P: Involves all action necessary to place objects in the desired location

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Index value are based on .

with / without single direction change

with double direction change

with several direction changes

3.2 SMED : Single Minute Exchange of Die

Introduction:

SMED stands for Single Minute Exchange of Dies and covers the techniques for

obtaining a changeover time of less than Ten Minutes (Single Digit Number of

Minutes).The SMED method was introduced by Dr. Shigeo Shingo, one of the worlds

leading experts in improving manufacturing processes.

There are three stages in SMED technique. The first stage, which he developed in

1950, enabled Shingo to reduce the average time for changing setup on large steel presses

from 4 Hrs to less than 90 Minutes. The Second and Third stages, introduced in 1969,led

to these same setup changes being reduced to less than 10 Minutes because Shingo

developed his ideas mainly on steel presses and plastic molding and extrusion machinery,he

called the technique "Single Minute Exchange of Dies". However, the same technique can be

applied to virtually any type of manufacturing process where a change of setup occurs.

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"Reduce your setup and adjustment times from hours to minutes"

In this chapter we will learn about a lean tool, which will increase not only your OEE

(Overall Equipment Effectiveness) but also your flexibility.

Changeover losses are one of the six big losses that have been defined within the

TPM method.

First of all let us try to understand some definitions given below : Changeover the total process of changing a production line from running one product to

another.

Changeover Time: elapsed time between the last good previous product and the First

good next product at the right speed.

Setup Time : the time to adjust or replace machine parts to accommodate the new product.

Startup Time : the time to bring the process up to the right speed and quality.

Changeover Time = Setup Time + Start up Time.

Fig.1 Changeover Pattern of the job

Advantages of setup reduction:

Reduction of changeover costs

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Production of smaller lot sizes combined with an increased number of

changeover

Trial-runs are minimized or even become superfluous

Urgent orders can be quickly produced

Improved productivity(Increased efficiency, less waste, less machine defects)

Setup becomes easy, more special skills are needed

Reduction or elimination of intermediate inventory

Improved flexibility

Reduction of inventory costs

Reduced work in progress

Alternatives for setup reduction:

SMED is not the only approach for reducing setup time.Some other alternatives

Production planning-Reduce the number of setups

Group Technology/cell formation- Reduce the number of setups

Design Standardization- Reduce the number of setups

Use Standard Module- Reduce the number of setups

Work Simplification.

Mechanization or Automation-An expensive

Why Quick Change Over?

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Fig. 2 Need of Quick Changeover

There are 2 key elements in any change over

Internal Activities :

Must be performed while the machine / process is stopped i.e. not making Parts.Examples include changing a fixture on a machine or changing a bed ready for the next patient.

External Activities : Can be performed while the machine / process is running i.e. making parts

Examples include organizing tools, preparing new fixtures, getting material, and so

on .

Internal Vs External

Fig. 3 Convert as much Internal work to External

A setup will normally consist of a number of separate tasks, some of which can

only be carried out when the machine or process is stopped and some of which could be

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"external" to describe the process. However, when applying the technique in your factory

you should consider choosing terms, which are more meaningful in your particular

environment. Some possibilities are

In Process(IP) and Not In Process(NIP)

Run Time Activities (RTA) and Stop Time Activities (STA)

Critical Change-Time(CCT) and Non Critical Change-Time(NCT)

Examples of "Internal Activities" are:

Removing work from machine

Removing tool dies etc

Changing down the work surfaces

Fixing new tools in place

Fixing the new work piece in place

Trial run and adjusting the machine

Examples of "External Activities" are:

Getting instructions for the next job

Getting material for the next job from the stores

Getting tools for the next job from the stores

Running tools from the last job to tool stores

Arranging for lifting equipment to be available when

required .

Arranging for better to be available when required

3.2.1 SMED methodology consists of SIX STEPS :

1) Observe the current change over process

o By video

o By time study

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2) Identify internal and external activities

Interal:Activities to be performed while the machine is stopped

External : Activities that can be performed away from the machine, while

the line is running

3) Covert Activities from internal to external setup

o Example preheating

4) Increase efficiency of the remaining internal activities (or reduce internal activities)

o Replace bolts with clamps

o Parallel operations

o Develop team work

5) Optimize the start up time

o If you have to do adjustments, make them measurable and repeatable

6) Increase efficiency of the external activities (or reduce external activities)

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Fig. 5 Conversion of Internal Activities into External Activities

Tips for separate Internal & External Activities:

Define Internal & External

Safely can define I from E

Quality can define I from E

Is it physically possible for it to be external?

Define activities that can be moved now

Define activities that can be moved now with minor changes

Define activities that can be moved now with major changes

Tips for Convert Internal & External Activities:

Prepare operating conditions prior to the changeover

- Develop checklist needed changeover (What, Where, When, how many etc)

- Use visual management: " on deck circle," scheduling board

- Have everything at hand, at point of use, place tools/parts/material in order

of usage to position for quick insertion into machine

- Preheat, pre-set, or pre-adjust i.e. dress grinding wheels offline

- Store high-use items at machine i.e. Consumables

- Very accurate presetting tools with minimum adjustments

- Standard (one fits all) bolts, clamps, Dowels, location/datum points

- Replace fewest parts possible

Check all items to ensure proper fit and function

Clean up & Return Removed Tools after First Good part

Use intermediary fixtures/jigs

Tips to reduce Internal Activities:

Eliminate time lost removing and installing bolts

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Fig. 6 Reduce time using clamps instead of Bolts

Standardize Operations to Minimize Internal Adjustments

- Pressures, size, shapes, dies, tools, jigs

- Bolts, hoses, & handles, Heights and stroke

- Die height, Machine stroke height

- Machine level, Handling & storage level

Fig. 7 Standardize the various operations

Perform parallel operations

Improve clamping mechanism

Eliminate all adjustments

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- Graduated scales - Standardization setting

- Measurement devices - Dead stop locations

- Calibrated values - Setting gauges/blocks

In other word internal setup tasks reduction:

Preparations of prerequisites:

- Tools, parts

Instructions

Lifting material

Pre-assemblies

Presets

Pre-heating

Unify parts storage, boxes, crates

Simplify fittings and tightening:

Suppress them partially or even totally

Minimize "turning" movements: they request several grasp-release

motions!

Fir at once, in a single motion

Use blocks, jigs, templates

Standardize tools, types and size of screws, nuts.

Adjustments:

Fix standard values

Find out adjustment-less methods through physical means, like

stoppers, blocks

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Get custom made tools if necessary

Work together:

Setup a racing pit team

Trials:

Make it good at once

Tips for reducing External Activities:

Avoid Time Lost Looking for or Verifying Correct Items:

- Color coding

- Number coding

- Proper arrangement and orderliness (5S)

- Shadow preparation

Carts reserved for changeovers

Materials flow racks

Simplify adjustment :

- Go-No Go gauges

- Part specify inspection package/equipments

Continuously collect ideas to improve setup

- Kaizen

Toolkits for setup reduction :

Many toolkits can be applied to help setup reduction. For instance:

Visual control

Checklist

Specially designed setup cart.

Workplace organization (5S)

Railed cart.

Standardized base plate and socket.

Attachment plate

Quick fasteners- clamping cam, crank, clamping (lock) lever

Standardized die height

Location pins

Stopper

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Fig. 8 Provision of tool kit for every setup

SMED Action:

To start SMED Action first of all involves everyone concerned. Operators have intimate

knowledge of process, of the machine and of their job. They know weak spots and can they

point them out.

In future they must comply new rules, they will accept more easily if

they helped setting them up.

Then collect data as you read above such as:

-Actual changeover duration

-Describe actual method, equipment, tools

-Take video shot and analyze motions

-Stopwatch every step, every operation

-Count steps, measure walking distances

This first step is usually low cost and brings immediate improvement of

efficiency

Convert setup:

In this step is important to distinguish what must absolutely be done while machine is

stopped (internal setup), from what can be done while machine runs, meaning even BEFORE

changeover occurs (external setup).

What is actually done machine stopped, can it be done in advance, while still

processing? Can we convert internal setup into external ?

Some external operations are actually done like internal because of old habits or

simply by ignoring this principle, they convert immediately.

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Conversion examples:

-Moulds actually preheated on and by the machine itself will be preheated in advance in

small additional oven.

- Products are mixed by machine, requesting trials and adjustments, will be

mixed and fed to this machine ready for use.

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CHAPTER4.

RESEARCH METHODOLOGY

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Research Methodology

4.1 Applying SMED in Legrand:

Here the main objective was to reduce the tool change over time for the Press Machines. Before the application of SMED process on them the time required to change the tool was very high. It was approximately 35 Minutes. The details of this process are calculated in the Annexure No.1. And the tool changeover time after the application of SMED technique is 17 minutes. Here the time required for each activity is calculated by the Basic MOST technique instead of taking a time readings by a Stop Watch. The use of Basic MOST is to make it possible for a man in manufacturing department to calculate this time on his table only. Thus it is not necessary every time to go to the shop floor to calculate this time by using Stop Watches or by standing physically by their side. Due to lack of some standard norms the tool changeover time was very high. In general the tool changing activity was done by two persons.

i) Operator of the machine whose tool is to be changed.

ii) Operator of some other machine to help the operator no.

But again in these practices the operator from another press machine needs to

keep his machine in idle position. So again production time was lost here. Also although

another operator is helping the first operator who wants to change the tool of his

press machine, all the equipments that are required to change the tool are to be collected by

that single person only. So here again time was lost. So studies show that due to this

procedure of tool changing, ultimately there are production losses for two press machines.To

avoid this some simple actions and steps were necessary to be taken.

Again as the equipments required to change the tool are not properly arranged, the

process becomes very lengthy. Also some off the equipments are not suitable for the

process operation, so they also need to be changed. Following are some corrective actions

that are proposed to reduce this change over time very effectively.

The following are the descriptions of the activity that are currently applied in the

tool changing procedure. Also the remedies are suggested after that..

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Followings are the sign conventions that are used.

C.A. Current Activity P.A. Proposed Activity 1) C.A.: Operator from another press machine comes to help the current

operator.

P.A.: An extra man called helper is appointed to help the operator of the

machine.

2) C.A.: Operator searches various equipments that are required to change the

tool. For this every time he has go to the tool box.

P.A.: The SMED trolley is prepared which contains all the equipments

required to change the tool.

3) C.A. : Operator himself brings the new material roll at the time of new

production

P.A.: Helper will bring the new material roll near the machine after getting an

instruction from the supervisor.

4) C.A.: Operator uses a chain which he fixes in the overhead.

P.A.: Hooks are suggested to attach the chain permanently.

5) C.A. :Operator uses a Rod to lift up the tool using overhead

P.A.: Hooks and I-bolts are suggested to use for easy operation

6) C.A.: Operator searches supervisor after end of his production to ask the next

component to be produced.

P.A.: An ANDON light is provided at the top of the machine so that operator

will just glow that light when his production is about to complete. Supervisor

himself will come to operator by watching the ANDON light to give him his

next component that is to be produced.

7) C.A. : Operator himself brings the new tool from the tool room

P.A.: Helper brings the next required tool and keep it near the machine

8) C.A. : The passage is not cleared, which contains lots of hindrance in the way

of operator at the time of working

P.A.: An empty passage is provided by keeping all the things neatly for the

easy movement of the operator along with the overhead and trolley.

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Snap 3: A Well equipped SMED trolley is prepared which contains all the required equipments for tool changing.

Snap 4: New material roll is brought to the machine before starting of production

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Snap 5 : Rods are used for the lifting of tool, which is a complicated & time consuming

Snap 6: Hooks are provide to overhead which are directly used for lifting

up of tool

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Snap 7: An ANDON light is provided at top of the press machines

Snap 8 : Stroke setting spanner size standardized

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Snap 9: U’ slot opening provided in the Decoiler-straighter for quick insertion of coil & removal of sling.

Snap 10 : Scrap collecting chutes are fabricated for all press machines

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Snap 11 : 4 Point Clamping System for the Tool

Snap 12 : 2 Point (Diagonal) Clamping System for the Tool

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CHAPTER4

DATA ANALYSIS

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DATA ANALYSIS

Result & Conclusion:-

5.1 Analysis by MOST:

From the Annexure no.1 & 2 we can come to know about the tool changeover time.

Annexure 1 gives the tool changeover time before the application of

SMED technique. Thus

TOTAL TMU = 52133

= 52133 x 0.0006 = 31.20 minutes

Appro. Equal to 31 minutes

Now from the Annexure 2, after taking the proposed remedies into

consideration the total TMU reduces by approximately 14 minutes. Thus here.

TOTAL TMU = 29033

= 29033 x 0.0006 = 17.41 minutes

Appro.Equal to 17 minutes .

This shows that how SMED is effective to reduce the tool changeover time.

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Conclusion & Future Scope of Work

5.2 Conclusion for SMED technique by using MOST:

From the Annexure 1 & 2, comparison shows that, the total TMU is

reduced due some simple steps that are suggested. Generally for application of

SMED technique, related person has to measure the time by using some instruments

viz. Stop Watch, etc. by physically standing on the shop floor. But since every time it

is not practical for the person from management dept. to do the same process. Thus

here MOST is used to measure this time in terms of TMU first and then is converted

into minutes or hours.

Before application of the SMED technique the total time calculated for the

changing of a tool is 31 minutes.

After application of the SMED again time is calculated by using Basic

MOST which comes out to be 17 minutes, means that the tool changeover time is

successfully reduced by 14 minutes.

5.3 Future Scope:

In the work presented here, the total TMU as well as the time in minutes is

calculated by using Basic MOST technique. The more effective work can be carried

out by using the other forms of the MOST technique viz. Mini MOST, etc.

Also since for SMED the time after its application should be anything

between 0 to 9, here we have obtained 17 minutes. i.e. 8 more minutes are there.

These 8 more minutes can be reduced by further studying the process very deeply.

So in future it is possible that the tool changeover time for every tool is a

single digit minute i.e. at the most 9 minutes.

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CHAPTER 6.

ANNAXURES.

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BIBLIOGRAPHY

Books: -

Web sites: -

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