Productivity Improvement of Automobile Service Facility- A Case Study Khatib Shahnawaz MASTER OF ENGINEERING IN ADVANCED ENGINEERING MANAGEMENT Department of Industrial and Production Engineering BANGLADESH UNIVERSITY OF ENGINEERING AND TECHNOLOGY October 2017
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Productivity Improvement of Automobile Service Facility- A Case Study
Khatib Shahnawaz
MASTER OF ENGINEERING IN ADVANCED ENGINEERING MANAGEMENT
Department of Industrial and Production Engineering
BANGLADESH UNIVERSITY OF ENGINEERING AND TECHNOLOGY
October 2017
ii
Productivity Improvement of Automobile Service Facility- A Case Study
by
Khatib Shahnawaz
MASTER OF ENGINEERING IN ADVANCED ENGINEERING MANAGEMENT
Department of Industrial and Production Engineering
BANGLADESH UNIVERSITY OF ENGINEERING AND TECHNOLOGY
October 2017
CERTTFICATE FOR APPROVAL
The project titled "PRODUCTI\ITY IMPROVEMENT OF AUTOMOBILE SERVICEFACILITY - A CASE STUDY" submitted by Khatib Shahnawaz. Roll No. 04130821 l7 P,
Session Aprill2}l3 has been accepted as satisfactory in partial fulfillment of the requirementsfor the degree of Master of Engineering in Advanced Engineering Management. on October15,2017.
BOARD OF EXAMINERS
).u"lLH,bDr. Abdullahil AzeemProfessorDepaftment of IPE, BUET, Dhaka.
Assistant ProfessorDepartment of IPE. BUET, Dhaka.
Chairman(Supervisor)
MemberDr. M.
Department of IPE, BUET, Dhaka.
Member
CANDIDATE' S DECLARATTOI{
It is hereby declared that this project or arry part of it has not been submitted
elsewhere for the award of any degree or diploma.
Signature of the Candidate
1{ Sl"t",-,2-
Khatib Shahnawaz
ID No: 0413082117
Date:44. to-?la
v
DEDICATION
This work is dedicated to my great Parents for their nonreturnable sacrifice, as well as my
beloved Wife for her continuous support.
vi
ACKNOWLEDGEMENT
First, I am very much grateful to the most powerful, the gracious almighty Allah for giving
me knowledge, energy and patience for completing the project work successfully.
I would like to express my deepest indebtedness and gratitude to my project supervisor, Dr
Abdullahil Azeem, Professor, Department of Industrial and Production Engineering (IPE),
Bangladesh University of Engineering and Technology (BUET), Dhaka, for his continuous
guidance, invaluable suggestions, constructive comments and endless encouragement
throughout the progress and preparation of this project work.
I am very much thankful to Mr. Rasfeq Hossain, Head of Service operation, Nitol Motors
Ltd for giving me opportunity to implement new methods and ideas in his service facility. I
also express my gratitude to Mr Jayanto Saha (Sr Executive- Service Floor), Mr Asif Raisul
1.1 Rational of the study 2 1.2 Background 3 1.3 Problem statement 3 1.4 Objective of the study 3 1.5 Outline of Methodology 4 1.6 Organization 4
CHAPTER 2: LITERATURE REVIEW 6-10
2.1 Historical Background 6 2.2. Kaizen and Line Balancing 7
CHAPTER 3: VSM CURRENT STATE MAPPING 11-26
3.1 Method applied for designing current state map 11 3.2 Value Stream Mapping data details 11 3.3 Workshop overview 12 3.3.1 Bay wise monthly job details 14 3.3.2 Financial Summary 16 3.3.3 Monthly Job frequency 17 3.3.3.1 Pareto Chart of top ten time consuming jobs 18 3.4 Current State of Engine Overhauling, FIP repair and Vehicle washing 19 3.4.1 Current State of Engine Overhauling 19 3.4.2 Current State of FIP repair 20 3.4.3 Current state of vehicle washing 21 3.4.4 Combined current state map of Engine overhauling, FIP repair and 21 vehicle washing 3.4.5 Result analysis of current state map 22 3.4.6 Current value adding, non value adding and unavoidable non value 24 adding graph 3.5 Cause & Effect diagram 26
ix
CHAPTER 4: LINE BALANCING 27-38
4.1 Line balancing project team 27 4.1.1 Responsibility of the team 27 4.2 Engine Overhauling Shop Line Balancing 29 4.2.1 Data analysis 29 4.2.2 Model Line Balancing layout 30 4.3 FIP Repair Work 32 4.3.1 Data analysis 33 4.3.2 Model Line Balancing Layout 34 4.4 Washing Bay 34 4.4.1 Data analysis 35 4.4.2 Model Line Balancing Layout 36 4.5 Line Balancing Outcome Comparison 36
CHAPTER 5: VSM FUTURE STATE MAPPING AND IMPLIMENTATION 39-47
5.1 Drawing Future State VSM 39 5.2 Future VSM implementation project team 39 5.2.1 Responsibility of the Team 39 5.3 Company Profile 41 5.4 Kaizen Events / Blitz 42 5.4.1 Service bay implementation 42 5.4.2 Work Practice implementation 43 5.4.3 Improvement guideline after kaizen process 46 5.4.4 Overall Benefits after Kaizen Process 47
CHAPTER 6: DATA ANALYSIS AND RESULTS 48-56
6.1 Data Analysis 48 6.2 Summary after implementation of Future State map 48 6.2.1 Future State of Engine Overhauling 49 6.2.2 Future State of FIP repair 49 6.2.3 Future state of Vehicle Washing 50 6.2.4 Combined Future State of Engine Overhauling, FIP repair and 51 Vehicle Washing 6.3 Result analysis of model future state map 51 6.3.1 Future value adding, non value adding and unavoidable non 54 value adding graph 6.4 Final Results 55
CHAPTER 7: CONCLUSIONS AND RECOMMENDATIONS 57-58
7.1 Conclusions 57 7.2 Recommendations 58
REFERENCES 59-61
x
APPENDICES 62-69
Appendix A: Engine Overhauling Current Data Log Sheet 63
Appendix B: FIP Repair Current Data Log Sheet 65
Appendix C: Vehicle Washing Current Data Log Sheet 65
Appendix D: Line Balancing Current Data Log Sheet- Engine Overhauling 66
Appendix E: Line Balancing Future Data Log Sheet- Engine Overhauling 68
Appendix F: Line Balancing Future Data Log Sheet- FIP Repair 69
Appendix G:Line Balancing Future Data Log Sheet- Vehicle Washing 69
xi
LIST OF TABLES
Table no. Title Page No.
Table 3.1 Workshop Facility name and Quantity 14
Table 3.2 Manpower Category & Quantity 14
Table 3.3 Monthly bay wise job Frequency 15
Table 3.4 Workshop monthly Financial Summary 16
Table 3.5 Pareto chart data table (Monthly job frequency and significance) 17
Table 3.6 Current State Engine Overhauling 19
Table 3.7 Current State FIP Repair 20
Table 3.8 Current State Vehicle washing 21
Table 3.9 Combined Current State Summary 22
Table 3.10 Summary of Current state map 24
Table 4.1 Line Balancing project team details 27
Table 4.2 FIP Repair Line Balancing Data 32
Table 4.3 Washing Bay Line Balancing Data 34
Table 4.4 Engine Overhauling Improvement 37
Table 4.5 FIP Repair Improvement 37
Table 4.6 Washing Bay Improvement 38 Table 5.1 Kaizen event Project Team 39
Table 5.2 Company Profile 41
Table 6.1 Comparison between traditional line and model line Summary 48
Table 6.2 Future State Engine Overhauling 49
Table 6.3 Future State FIP Repair 50
Table 6.4 Future State Washing Bay 50
Table 6.5 Summary of combined Future state map 51
Table 6.6 Summary of model line 52
Table 6.7 Comparison between traditional and model line 55
xii
LIST OF FIGURES
Figure no. Title Page No.
Figure 3.1 Current Workshop Layout, Nitol Motors Ltd, Tongi 13
Figure 3.2 Pie Chart- Bay wise Job Frequency 15
Figure 3.3 Pie chart of individual share on monthly revenue 16
Figure 3.4 Pie Chart of Monthly Job Frequency 18
Figure 3.5 Pareto Chart – Standard Time vs Job Type 18
Figure 3.6 Combined VSM current state map 23
Figure 3.7 Engine Overhauling Summary 24
Figure 3.8 FIP Repair Summary 24
Figure 3.9 Vehicle Washing Summary 25
Figure 3.10 Total Summary 25
Figure 3.11 Cause & Effect Diagram 26
Figure 4.1 Present Engine Overhauling line layout 28
Figure 4.2 Future line Balancing Layout of Engine Overhauling 31
Figure 4.3 Present FIP repair Line Layout 32
Figure 4.4 Future Line Balanced Layout of FIP Repair 34
Figure 4.5 Present Washing Bay Line Layout 35
Figure 4.6 Future Washing Bay Line Layout 36
Figure 5.1 Service Bay marking Kaizen Diagram 43
Figure 5.2 Service Bay numbering Kaizen Diagram 43
Figure 5.3 Underbody work Kaizen Diagram 44
Figure 5.4 Small parts cleaning Kaizen Diagram 44
Figure 5.5 Mechanic work posture kaizen Diagram 44
Figure 5.6 Tyre parking Kaizen Diagram 45
Figure 5.7 Spare Parts collection kaizen Diagram 45
Figure 5.8 Tool room Kaizen Diagram 46
Figure 5.9 Moral boosting Slogans 46
xiii
Figure 5.10 Summary of benefits after Kaizen Process 47
Figure 6.1 Combined VSM Future State Mapping 53
Figure 6.2 Engine Overhauling Summary 54
Figure 6.3 FIP Repair Summary 54
Figure 6.4 Vehicle Washing Summary 54
Figure 6.5 Total Summary 54
Figure 6.6 Comparison of Combined Efficiency 55
Figure 6.7 Comparison of Lead time 55
Figure 6.8 Comparison of Value adding time 56
Figure 6.9 Comparison of Unavoidable time 56
Figure 6.10 Comparison of Non value adding time 56
1
CHAPTER ONE
INTRODUCTION
The automobile industry in Bangladesh is mainly based on trading, assembling and
after sales service not manufacturing, R&D. This industry has the organizational
structure but do not have the proper job description of the employee so the problem
arises from the entry level employee. Description of rules and responsibility along
with power and authority is essential for smooth running of any organization. In
today’s competitive world the service industry needs to be conscious about time, cost,
quality and delivery. To be the winner in business there are four components that
should be given most priority along with good management skill and innovation
technological aspect of modern development. Service is the most important part of
automobile business. Sales volume and branding of vehicle directly related with
performance of after sales service. Nowadays, automobile companies are considering
service operation as main tool to sustain and excel competitive business. The present
situation of service sector is not in a satisfactory one. Over the years, there is a
massive technical agitation because of salary structure, working environment,
compliance issue and other human rights. With the spiracle economy of Bangladesh-
rapid increase of communication, connectivity, human movement are common
phenomenon. To meet present and future demand of comfort ability and smooth
human movement and transfer of goods, road condition, practicing of vehicle rules &
regulation, vehicle fitness etc facility associated with communication have not being
developed as required. Thus, overloading tendency, lack of technical know-how of
vehicle operation and running, frequently driver switching, negligence about periodic
maintenance etc are common scenario that ultimately causes unexpected failure of
vehicle. In order to face the challenges, Bangladesh service sector has to apply new
methods, tools and technique in different area of service operation management and in
other business areas.
The project addresses the application of Kaizen tool and line balancing technique to
the automobile service sector with a focus on the productivity of most time
consuming jobs. The objective of the study is to investigate the present status of the
2
industry, scope of improvement and the benefit that will be achieved by the
implementation of new selected kaizen tools and line balancing technique.
Communication is the key to the economical development of a country. Automobile
industry plays a vital role on socio economic activity of a country as 80%
communication is done by road in Bangladesh and large number of human
involvement. To meet the ever increasing socio economic activity of mass population
and international demand of connectivity with regional countries, automobile industry
has the great chance and opportunity to improve service productivity that will shorten
vehicle repairing time so that vehicle is available enough to run longer time. Because
of being technological skilled labor dependent, automobile service industry has a
large number of technician involvements so it helps in socio-economical development
of the poor fraction of population of the country
Service and maintenance work of commercial vehicle is a regular phenomenon and to
resume running the vehicle for earning money and installment payment, the shortest
possible work process time is usually a crying need of each customer.
All the works in automobile service [1] facility are divided into 2 main categories i.e.
a) Major Work b) Minor Work and each of the tasks is again subdivided into periodic,
predictive and failure maintenance. Major Engine overhauling is the most time
consuming job of any commercial vehicle and thus productivity of this work is very
important measure from service point of view [2]. Improvements of higher time
consuming jobs including engine overhauling are highly demanded.
The present study focuses on identification and improvement of most time consuming
works using different kaizen tools and line balancing technique. A case of top three
time consuming works in a large automobile service facility will be considered to
implement this study and productivity as well as line efficiency will be compared
before and after implementing the techniques.
1.1 Rationale of Study
Local automobile service industry currently is facing many challenges which can be
addressed by systematic analysis of the servicing system and link their problem with
Kaizen tool and Line balancing technique to enhance customer satisfaction.
3
The application of selected Kaizen tools and Line balancing technique in automobile
business and service industry describes a philosophy that incorporate a collection of
tools and technique into the business process to minimize time, best utilization of
human resource, asset and enhance productivity, while improving the quality level of
service to their customers. If the application of kaizen tools and Line balancing
produces positive impact on productivity, quality and lead time it may have snow ball
effect on the whole automobile sector of the country.
1.2 Background
All major automobile companies in Bangladesh are practicing conventional method
for service productivity improvement with a view to achieving higher level of
customer satisfaction. Application of Pareto Chart, Value stream mapping, Cause &
Effect diagram and Line Balancing technique have being used in garments industry
[3-4] and pharmaceutical industry [5-6] in Bangladesh. However, so far none of the
automobile service sectors in Bangladesh have implemented these techniques for
productivity improvement. So, customer satisfaction level is not being increased as
expected rather is being gone down in many cases. The project work tries to find out
the common phenomenon to implement selected kaizen tools and Line balancing
technique.
1.3 Problem Statement
The ever increasing demand from customers side to increase productivity and service
quality have forced local automobile servicing companies to search for improved lead
time, operation time, job excellence to stay competitive in the business and thrive. In
this scenario, application of tools and technique of Line balancing could benefit the
local automobile service companies immensely.
1.4 Objective of the Study
The specific objectives of this project work are:
1. To identify most time consuming works, inappropriate practice and idle time
of selected services.
2. To improve productivity of service lines by implementing different process
improvement techniques using existing resources.
4
1.5 Outline of Methodology
The outline of project methodology is as follows:
1. Different kind of data i.e. category wise job frequency, bay wise monthly
work frequency etc were collected from service station floor.
2. Top three bottleneck jobs were identified by using Pareto Chart.
3. Based on collected data current state map using VSM for top three bottleneck
jobs were drawn.
4. After analyzing current state map, potential area of improvements were
identified by using Cause & Effect diagram.
5. Line balancing technique was used to get well balanced model workloads
process line which minimizes idle time hence improves productivity.
6. Then after implementation of selected process improvement technique (Kaizen
and Line balancing), a future state map was designed.
7. Finally comparison of improved future state map against the current state map
was shown.
1.6 Organization
This project work has been organized is seven chapters, along with a list of references
and appendices. Chapter 1 is entitled as “Introduction”, which describes the
motivation, background and justification of the project on automobile service
productivity. The project objectives and the outline of methodology followed in this
thesis are also depicted there.
Historical background of Kaizen and evolution of researches on productivity
improvement through different process improvement techniques like Kaizen, Line
balancing by international researchers are summered in the following Chapter 2,
termed as “Literature Review”.
The latter portion of this paper deals with the target problem and its details which is
illustrated in Chapter 3, named as “VSM Current State Mapping”. This chapter also
5
includes detailed data analysis of Current state Value Stream Mapping and potential
area of improvements.
In Chapter 4, which is called “Line Balancing”, present layout of selected jobs are
shown and then following the desired output rate, future well balanced workstation
layout are also drawn. This chapter also shows comparison of significant parameters
between current and improved future well balanced layout.
In Chapter 5, termed as “VSM future state mapping and Implementation”, discusses
on the implementation of Kaizen blitz and sort out the improvements achieved.
In Chapter 6, which is called “Data Analysis and Results”, includes future data
calculation of three bottleneck jobs and graphical representation of comparison
between current and future state.
“Conclusions and Recommendations”, which is Chapter 7, incorporates the project
conclusion, with potential recommendations for the future researchers.
6
CHAPTER TWO
LITERATURE REVIEW
Kaizen is the Japanese word for "continual improvement". In business, kaizen refers
to activities that continuously improve all functions and involve all employees from
the CEO to the assembly line workers. It also applies to processes, such as purchasing
and logistics that cross organizational boundaries into the supply chain.
Line balancing is the assignment of work to stations in a line as to achieve the desired
output rate with the smallest number of workstations. It levels the workload across all
processes in a cell or value stream to remove bottlenecks and excess capacity. The
goal is to obtain workstations with well-balanced workload. Output rate is needed to
be matched with desired plan.
Another way of looking at Kaizen and line balancing is that these aim to improve
productivity with less input-less time, less space, less human effort, less machinery,
less material, less cost. Today’s service and manufacture industry must be innovative
while focusing on waste reduction, improved lead time, maximize flexibility, and
upgraded quality of work. Kaizen and Line balancing concepts are proven strategies
to obtain these attributes.
2.1 Historical Background
The small-step work improvement approach was developed in the USA under
Training within Industry program (TWI Job Methods) [7]. Instead of encouraging
large, radical changes to achieve desired goals, these methods recommended that
organizations introduce small improvements, preferably ones that could be
implemented on the same day. The major reason was that during WWII there was
neither time nor resources for large and innovative changes in the production of war
equipment [8]. The essence of the approach came down to improving the use of the
existing workforce and technologies.
As part of the Marshall Plan after World War II, American occupation forces brought
in experts to help with the rebuilding of Japanese industry while the Civil
Communications Section (CCS) developed a management training program that
6.2 Summary after Implementation of Future State map
After implementation of future state map following are the data and result analysis
(See appendix E,F,G):
49
6.2.1 Future state of engine overhauling
Based on data mentioned in table 4.4, quantities of different parameters of engine
overhauling future state are given in table 6.2.
Table 6.2 Future State Engine Overhauling
Cycle Time( min) 480 min
Actual Time (min) 291 min
Workers 12
Quantity Output (Pcs) 26 unit/month
No of activities 22
Idle Time 40 min
Efficiency 98.81%
Booking Time 36 Hrs
Value added time = 291 min
Unavoidable time = 480 - 291 min = 189 min
Non value added time = 40 min
Total / Lead time = 291 + 189 + 40 = 520 min
Value added time = 55.96%
Unavoidable time = 36.35%
Non value added time =7.69%
6.2.2 Future state of FIP repair
Based on data mentioned in table 4.5, quantity of different parameters of FIP repair
future state are given in table 6.3.
50
Table 6.3 Future State FIP Repair
Cycle Time( min) 120 min
Actual Time (min) 88 min
Workers 03
Quantity Output (Pcs) 104 unit/month
No of activities 04
Idle Time 18 min
Efficiency 95%
Booking Time 18 Hrs
Value added time = 88 min
Unavoidable time = 120 – 88 = 32 min
Non value added time = 18 min
Total / Lead time = 88 + 32 + 18 = 138 min
Value added time = 63.77%
Unavoidable time = 23.79%
Non value added time = 13.04%
6.2.3 Future state of vehicle washing
Based on data mentioned in table 4.6, quantities of different parameters of vehicle
washing future state are given in table 6.4.
Table 6.4: Future State Washing Bay
Cycle Time( min) 6.67 min Washing Bay Qty 3
Actual Time (min) 03 min Idle Time 00 min
Workers 06 Efficiency 100%
Quantity Output (Pcs) 1872 unit/month Booking Time 03 Hrs
No of activities 01
51
Value added time = 3 min
Unavoidable time = 6.67 – 3 = 3.67 min
Non value added time = 00 min
Total / Lead time = 3 + 3.67 + 00 = 6.67 min
Value added time = 44.98%
Unavoidable time = 55.02%
Non value added time = 00.0%
6.2.4 Combined future state of engine overhauling, FIP repair and vehicle washing
Based on the individual data of different parameters mentioned in 6.2.1, 6.2.2 and
6.2.3, quantity of different parameters of combined future state are given in table 6.5.
Table 6.5: Summary of combined future state map
Cycle Time( min) 606.67 min
Actual Time (min) 382 min
Workers 21
No of activities 27
Output Rate 26 unit/month
Idle Time 58 min
Efficiency 97.94%
6.3 Result Analysis of Model Future State Map
Total Value added time = 382 min
Total non- value added time = 58 min
Total unavoidable time = 606.67 - 382=224.67 min
Total time = VA time + NVA time + UNVA time
= 382 + 58 + 224.67 = 664.67 min
Total Lead time = 664.67 min
52
Value added time = 57.47%
Non-value added time = 8.73%
Unavoidable non value added time = 33.80%
As engine overhauling, FIP repair workshop and vehicle washing output rate are 26
units/month, 104 units/ month and 1872 units/month respectively. So, combined
output rate is minimum one i.e. 26 units/ month.
Following table contains implemented future state map value adding, non-value
adding and unavoidable non value adding summary:
Table 6.6: Summary of Model Line
Criteria Time Percentage
Lead Time (min) 664.67
Non Value adding time 58 8.73 %
Value adding time 382 57.44 %
Unavoidable non value adding time 224.67 33.80 %
54
20%
45%
35%
Engine Overhauling
Total Value Added
Total Unavoidable
TTL Non value Added
64%
23%
13%
FIP Repair
Total Value Added
Total Unavoidable
TTL Non value Added
45%
55%
0%
Vehicle Washing
Total Value Added
Total Unavoidable
TTL Non value Added
57%34%
9%
Total Summery
Total Value Added
Total Unavoidable
TTL Non value Added
6.3.1 Futures value adding, non value adding and unavoidable non value adding graph
Future data comparison for the three tasks are represented in pie chart as shown
below:
55
75.00%
80.00%
85.00%
90.00%
95.00%
100.00%
Tradiotional Model
Combined Efficiency
0
500
1000
1500
2000
Tradiotional Model
Lead Time
6.4 Final Results
Following table contains comparison data of different parameters with improvements
between traditional line and model line.
Table 6.7: Comparison between traditional and model line
Performance
measures
Unit of
Measurement
Traditional
Line
Model
Line
Improvement
percentage
Line Efficiency
increased
Percentage 85.90 % 97.94% 14.02%
Lead time reduction Percentage 1871.33 664.67 64.48%
Value adding time
increased
Percentage 355 382 7.6%
Non value adding time
reduction
Percentage 658 58 91.19%
Unavoidable time
reduction
Percentage 858.33 224.67 73.82%
Following are the traditional and model line efficiency, lead time, value adding, non
value adding and unavoidable time comparison graph:
56
340
345
350
355
360
365
370
375
380
385
Tradiotional Model
Value Adding Time
0
100
200
300
400
500
600
700
Tradiotional Model
Non Value adding Time
0
200
400
600
800
1000
Tradiotional Model
Unavoidable Time
Figure 6.10: Comparison of non value adding time
57
CHAPTER SEVEN
CONCLUSIONS AND RECOMMENDATIONS
7.1 CONCLUSIONS
Different parameters like value added, non value added, and unavoidable non value
added time have been considered to quantify current status, area of improvement and
potential future state by implementation of proposed model. After assessment of
current state data, it is found that Value adding time is 355 min, idle time is 658 min,
unavoidable time is 858.33 min, line efficiency is 85.90%, line is not properly
balanced which shows huge opportunity for improvement in those areas. Before
implementation of Line balancing and Kaizen tools, the service staff specially
supervisor have to be trained and make them knowledgeable about different types of
waste, how to identify and reduce them. Also technician has to be trained about
proper handling and maintaining SOP of individual task. Moreover technician as well
as supervisor have to be trained about Kaizen- how well small change make their
work simple, improve visibility of off standards and they were introduced to change
for better. After applying line balancing technique and implementation of Kaizen
blitz, all the tasks are well balanced at each station that eventually eliminate
unnecessary activities, idle time. The team achieved 97.94% line efficiency; lead time
was reduced by 64.48%, value adding time was increased by 7.6%, and also non value
adding time was reduced by 91.19% than previous traditional systems.
From the above results, it can be said in conclusion that implementation of
improvement tools i.e. pareto chart, cause & effect diagram, 5S, VSM and Line
balancing eventually play significant role to improve service productivity. So it is
proven that VSM and Line Balancing techniques may also be used in automobile
service industry along with manufacturing and assembly plant. The predictive model
not only benefits the customer, but also gives the automobile service management a
vital competitive edge by enhancing efficiency and better utilization of different
resources. Proposed model should be used on automobile service sector in Bangladesh
which will definitely improve service productivity.
58
7.2 RECOMMENDATIONS
There are some possible directions to which this project can be extended:
1. The study was done with a limited scope. Future works may include Kanban,
JIT implementation.
2. The future work may also include technological advancement of workshop
service process by introducing modern efficient machine, equipment and
highly skilled manpower.
3. The predictive service model can also be implemented in two wheeler, three
wheeler and other four wheeler automobile service industries.
4. Although spare parts is one of the three pillars of automobile business,
shortfall of parts against demand is a common phenomenon. So, kaizen tools
may be applied for improvement of spare parts operation.
59
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60
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APPENDICES
63
APPENDIX A: Engine Overhauling Current Data Log Sheet
SL No Category Activity Time required
Actual Time Worker
1 Dismantling Dismantling of Engine
474 m 0 2
Engine Block 2 Cylinder block
boring honing with Liner
opening fitting (for 04 Cylinder)
120 min 30 min
5
3 Cylinder Block line checking for
04 cylinder engine (01pc)
30 min 0
4 Cylinder Block Parent bore
boring for 04 cylinder
60 min 20 min
5 Main & big-end bearing setting (
01 set)
30 min 0
6 Crankshaft grinding 04
cylinder (TATA)
236 min 50 min
7 Crankshaft polishing 04
cylinder (TATA)
45 min 30 min
8 Crankshaft main sealing ring
runway repair & liner new making
51 min 15 min
9 Crankshaft thrust washer point
repair per side
360 min 70 min
10 Connecting bush opening, fitting, polishing 01 set
(04 PC)
55 min 02 min
11 Cylinder Block Surfacing
60 min 05 min
64
APPENDIX A: Engine Overhauling Current Data Log Sheet (Continued)
SL No Category Activity Time required
Actual Time Worker
Engine Head 12 Cylinder head
seat socket opening cutting
fitting 04 cylinder (8 pc)
60 min 5 min
4
13 Replacing valve guides
30 min 0
14 Cylinder head seat guide
opening fitting 04 cylinder (8 pc)
20 min 0
15 Camshaft Measurement
10 min 0
16 Camshaft grinding (AC,
Con Rod journal)
20 min 2 min
17 Camshaft grinding (bushing point) per point
45 min 10 min
18 Cam bush Boring fitting (for 497
Engine) 01 set 03 Pc
60 min 12 min
19 Cylinder head surfacing 04
cylinder
30 min 17 min
20 Cleaning and grinding of valves
all cyl.
90 min 25 min
21 Assembly
Assembling of Engine
Components
954 min 00 min 2
22 Test Engine Test 480 min 00 min Total 3320 min 291 min 13
65
APPENDIX B: FIP Repair Current Data Log Sheet
SL No Activity Time Required
Actual Time Worker
1 FIP Test 24 min 0 1 2 Final Calibration Test 34 min 0 3 Repair Work- without change of parts 52 min 18 min 1 4 Repair Work-With Parts Replacement 232 min 40 min 2 Total 342 min 55 min 4
APPENDIX C: Vehicle Washing Current Data Log Sheet
SL No Activity Time Required
Actual Time
Actual Time for 3 Bays Worker
1 Washing of vehicle 40 min 18 min 6 min 1 Total 40 min 18 min 6 min 1
66
APPENDIX D Line Balancing Current Data Log Sheet - Engine Overhauling
Category Work No Work Details Time Required Predecessor Machine
Dismantling A Dismantling of
Engine 474 min Manually
Engine Block B
Engine Block
B1 Cylinder block boring honing with
Liner opening fitting (for 04 Cylinder)
120 min A Honing M/C
B2 Cylinder Block line checking for 04 cylinder engine
(01pc)
30 min n/a torque range, dial
gauge, micromete
r
B3 Cylinder Block
Parent bore boring for 04 cylinder
60 min n/a Parent Bore m/c
B4 Main & big-end
bearing setting ( 01 set)
30 min n/a torque range ,dial
gauge, micromete
r
B5 Crankshaft grinding
04 cylinder (TATA)
236 min n/a crankshaft grinding
m/c
B6 Crankshaft polishing 04 cylinder (TATA)
45 min n/a by hand
B7 Crankshaft main sealing ring runway repair & liner new
making
51 min n/a lathe m/c
B8 Crankshaft thrust
washer point repair per side
360 min n/a Parent Bore m/c
B9 Connecting bush opening, fitting,
polishing 01 set (04 PC)
55 min n/a lathe m/c
B10 Cylinder Block
Surfacing
60 min n/a Head Surfacing
m/c
67
APPENDIX D Line Balancing Current Data Log Sheet - Engine Overhauling (Continued)
Category Work No Work Details Time Required Hr Predecessor Machine
Engine Head
C
C1 Cylinder head seat socket
opening cutting fitting 04
cylinder (8 pc)
60 min n/a seat cutter, hand polish
C2 Replacing valve guides
30min n/a puller, welding m/c, hammer
C3 Cylinder head seat guide
opening fitting 04 cylinder (8
pc)
20min n/a puller
C4 Camshaft Measurement
10 min n/a micrometer
C5 Camshaft grinding (AC,
Con Rod journal)
20 min n/a crankshaft grinding m/c
C6 Camshaft grinding
(bushing point) per point
45 min n/a crankshaft grinding m/c
C7 Cam bush Boring fitting
(for 497 Engine) 01 set 03 Pc
60 min n/a lathe m/c
C8 Cylinder head
surfacing 04 cylinder
30 min n/a Head Surface m/c
C9 Cleaning and
grinding of valves all cyl.
90 min C8 by hand
Assembly D Assembling of
Engine Components
954 min B,C
Test E Engine Test 480 min D Tester Machine
68
APPENDIX E: Line Balancing Future Data Log Sheet - Engine Overhauling
Work No. Category Activity Time
required Actual Time Worker
A Dismantling Dismantling of Engine 474 min 0 2 B Engine Block B1
Cylinder block boring honing with Liner
opening fitting (for 04 Cylinder)
120 min 30 min
2 B2 Cylinder Block line
checking for 04 cylinder engine (01pc)
30 min 0
B3 Cylinder Block Parent bore boring for 04
cylinder
60 min 20 min
B4 Main & big-end bearing setting ( 01 set)
30 min 0
B5 Crankshaft grinding 04 cylinder (TATA)
236 min 50 min
B7 Crankshaft main sealing ring runway repair &
liner new making
51 min 15 min
1 B8 Crankshaft thrust
washer point repair per side
360 min 70 min
B9 Connecting bush opening, fitting,
polishing 01 set (04 PC)
55 min 02 min
B6 Crankshaft polishing 04 cylinder (TATA)
45 min 30 min
1
B10 Cylinder Block Surfacing
30 min 05 min
C Engine Head C1 Cylinder head seat
socket opening cutting fitting 04 cylinder (8 pc)
60 min 5
C2 Replacing valve guides 30 min 0 C3 Cylinder head seat guide
opening fitting 04 cylinder (8 pc)
20 min 0
C4 Camshaft Measurement 10 min 0
69
APPENDIX E: Line Balancing Future Data Log Sheet - Engine Overhauling (Continued)
SL No. Category Activity Time required Actual Time Worker
C5 Camshaft grinding (AC, Con Rod
journal)
20 min
2 min
2
C6 Camshaft grinding (bushing point) per
point
45 min 10 min
C7 Cam bush Boring fitting (for 497
Engine) 01 set 03 Pc
60 min 12 min
C8 Cylinder head surfacing 04 cylinder
30 min 17 min
C9 Cleaning and grinding of valves all cyl.
90 min 25 min
D Assembly Assembling of Engine Components
954 min 00 min 4 E Test Engine Test 480 min 00 min
Total 3320 min 291 min 12
APPENDIX F: Line Balancing Future Data Log Sheet - FIP Repair
Activity Time Required Actual Time Worker FIP Test 24 min 0 1 Final Calibration Test 34 min 0
Repair Work- without change of parts 52 min 18 min 1 Repair Work-With Parts Replacement 232 min 70 min 1
Total 342 min 88 min 3
APPENDIX G: Line Balancing Future Data Log Sheet - Vehicle Washing
Activity Time Required Actual Time Actual Time for 3 Bays
Worker
Washing of vehicle 20 min 09 min 3 min 2 Total 20 min 09 min 3 min 2