Project Report-Tata Motors

PROJECT REPORT

TATA MOTORS LTD.

LUCKNOW

TMPS Implementation through MOST,

LINE-BALANCING & ERGONOMICS

SIX-SIGMA Submitted by

Amandeep Singh Gujral

Roll No. – 401107006

Under the Guidance of

Mr. Satish Kumar Mr.HimanshuSamolia

Faculty Coordinator Manager, PSD Dept.

Thapar University Tata Motors, Lko.

Department of Mechanical Engineering

THAPAR UNIVERSITY, PATIALA

June 2104

DECLARATION

I hereby declare that the project work entitled 1) MOST 2) Line-Balancing 3) Ergonomics

4) Six-Sigma is an authentic record of my own work carried out at TATA MOTORS,

LUCKNOW as requirements of six months project semester for the award of degree of B.E.

(Mechanical/Industrial Engineering), Thapar University, Patiala, under the guidance of Mr.

HIMANSHU SAMOLIA and Mr. SATISH KUMAR during January to June, 2014).

Amandeep Singh Gujral

401107006

Date: ___________________

Certified that the above statement made by the student is correct to the best of our knowledge

and belief

Mr. Satish Kumar Mr. Himanshu Samolia

Faculty Coordinator Manager, PSD

Thapar University Tata Motors Ltd.

Patiala Lucknow

ACKNOWLEDGEMENT

Firstly I would thanks the Thapar University, Patiala for providing me with the

opportunity of six months industrial training ant TATA Motors, Lucknow. These six months

were very learning and gave me a lot of knowledge regarding how industries work in real

life.

I would also thank the H.R. department of TATA Motors for assigning me to

Productivity Service Department under Mr. Himanshu Samolia, a great mentor to work with.

He gave me numerous learning opportunities during my internship period.

I would also like to thank Mr. Rishikesh Vishkarma forgiving first hand exposure of

implementing Six Sigma approach for improving quality. He also arranged tow training

programs on quality for us which increased our knowledge on how to improve quality and

become lean.

I will also thank Mr. Satish Kumar for providing us right guidance during the training

period. At last, thanks to all others who supported me during this 6 months training period.

CONTENT

1. Summary……………………………………………………………………... 1

2. TATA Motors-Industrial Profile………………………………………………

History………………………………………………………………..........

Mission, Vision and Values………………………………………………..

Subsidiaries and Joint-Ventures…………………………………………...

Product List………………………………………………………………..

2

2

4

6

8

3. TATA Motors-Lucknow……………………………………………………... 11

4. Productivity Service Department……………………………………………….

Overview…………………………………………………………………..

Roles and Responsibilities…………………………………………………

About TMPS………………………………………….................................

12

12

12

12

5.1Project-1 Introduction (M.O.S.T)………………………………………………

What is PMTS? ...........................................................................................

M.O.S.T……………………………………………………………………

Why M.O.S.T...............................................................................................

Basic M.O.S.T……………………………………………………………..

14

14

14

15

15

5.2Project-1 Description (M.O.S.T)……………………………………………….

Objective…………………………………………………………………..

Target……………………………………………………………………....

Process Flow Diagram……………………………………………………..

TCF Line-3………………………………………………………………...

Video Making……………………………………………………………...

Sequential Input of Data…………………………………………………...

Fitment Validation…………………………………………………………

Unique Fitment Identification…………………………………………......

Output……………………………………………………………………...

Learning……………………………………………………………………

18

18

18

18

19

21

21

24

25

26

28

6.1Project-2 Introduction (Line Balancing)………………………………………. 30

6.2Project-2 Description (Line Balancing)………………………………………..

Objective ………………………………………………………………….

30

30

Target………………………………………………………………………


Steps to do Line Balancing………………………………………………...

Output……………………………………………………………………...

Learning……………………………………………………………………

30

31

32

33

33

7.1Project-3 Introduction (Ergonomic Improvement at CV-CX Store)…………...

What is Ergonomics? ...................................................................................

Why is Ergonomics Important…………………………………………….

Quick Exposure Check Sheet……………………………………………...

Gemba Analysis…………………………………………………………...

NIOSH Lifting Equation…………………………………………………..

RULA & REBA…………………………………………………………...

35

35

35

36

40

43

46

7.2Project-3 Description (Ergonomic Improvement at CV-CX Store)……………

Objective…………………………………………………………………..

Target………………………………………………………………………


Current Condition………………………………………………………….

Study of Workplace and Improvement……………………………………

Learning……………………………………………………………………

48

48

48

49

49

50

63

8.1Project-4 Introduction (Ergonomic improvement of Bumper and FUPD

Fitment)……………………………………………………………………………

Bumper Fitment……………………………………………………………

FUPD Fitment……………………………………………………………..

65

65

66

8.2Project-4 Description (Ergonomic improvement of Bumper and FUPD

Fitment)……………………………………………………………………………

Objective…………………………………………………………………..

Target………………………………………………………………………


Current Condition………………………………………………………….

Improvement………………………………………………………………

Learning……………………………………………………………………

67

67

67

68

68

72

74

9.1Project-5 Introduction (Six Sigma project on Door Lock Push Button Hard)…

What is Six-Sigma…………………………………………………………

Key Concepts of Six-Sigma……………………………………………….

Benefits of Six-Sigma……………………………………………………..

76

76

76

77

9.2Project-5 Description (Six Sigma project on Door Lock Push Button Hard)….

Objective…………………………………………………………………..


Define Phase……………………………………………………………….

Measure and Analysis Phase………………………………………………

Improvement Phase………………………………………………………..

Learnings…………………………………………………………………..

77

77

78

78

83

97

99

10.1References……………………………………………………………………. 100

LIST OF FIGURES

Figure 1 THE FIRST TATA MERCEDEZ COMMERCIAL TRUCK..................................... 2

Figure 2 Mission, Vision, Culture and Values of TATA Motor ................................................ 5

Figure 3 TATA Prima ................................................................................................................ 6

Figure 4 TATA Daewoo Bus ..................................................................................................... 6

Figure 5 JLR Logo ..................................................................................................................... 7

Figure 6 Tata Marcopolo Bus .................................................................................................... 7

Figure 7 Tata Zest ...................................................................................................................... 9

Figure 8 Tata Bolt ...................................................................................................................... 9

Figure 9 Tata LPK 2518 ............................................................................................................ 9

Figure 10 Tata LPT .................................................................................................................... 9

Figure 11 Tata Defense Vehicles ............................................................................................. 10

Figure 12 Tata Defense Vehicles ............................................................................................. 10

Figure 13 Process Flow Diagram of M.O.S.T Implementation on TCF Line-3 ...................... 19

Figure 14 Layout of TCF Line-3 ............................................................................................. 20

Figure 15 MOST CARD for general move.............................................................................. 21

Figure 16 MOST CARD for control move .............................................................................. 23

Figure 17 MOST CARD for tool use ....................................................................................... 24

Figure 18 sample validation sheet ............................................................................................ 25

Figure 19 Graph showing % VA, %NVAE and % NVAN of top SMH fitments ................... 27

Figure 20 Graph showing % VA, %NVAE and % NVAN of TCF Line-3 ............................. 28

Figure 21 Process Flow for line balancing .............................................................................. 31

Figure 22 Line balancing excel sample sheet .......................................................................... 32

Figure 23 Line balancing excel sample sheet .......................................................................... 32

Figure 24 Posture Analysis Check sheet .................................................................................. 38

Figure 25 QEC Score sheet ...................................................................................................... 39

Figure 26 QEC RYG criteria .................................................................................................. 40

Figure 27 Parameters of gemba analysis ................................................................................. 41

Figure 28 Gemba analysis check sheet .................................................................................... 42

Figure 29 Side and Top view showing how to measure distances for NIOSH Lifting Equation43

Figure 30 Showing asymmetry of 90 degrees.......................................................................... 44

Figure 31 RULA MSD Risk Level .......................................................................................... 46

Figure 32 RULA Check Sheet ................................................................................................. 47

Figure 33 REBA MSD Risk Level .......................................................................................... 48

Figure 34 REBA Check Sheet ................................................................................................. 48

Figure 35 Process Flow of Kaizen Event on Ergonomics ....................................................... 49

Figure 36 Survey Results ......................................................................................................... 49

Figure 37 Summary of Survey ................................................................................................. 50

Figure 38 screen shot of posture analysis tab in DELMIA ...................................................... 51

Figure 39 sample ergonomic summary sheet........................................................................... 52

Figure 40 Data collection table for NIOSH ............................................................................. 53

Figure 41 Screen shot of Excel File for power steering gearbox-Pickup location .................. 54

Figure 42 Screen shot of Excel File for power steering gearbox-Placement location ............. 55

Figure 43 RULA & REBA Analysis done on lifting of power steering gearbox using DELMIA

.................................................................................................................................................. 56

Figure 44 Improvement of trolley to eliminate lifting ............................................................. 57

Figure 45 Screen shot of Excel File for Clutch Pressure Plate -Pickup location ..................... 58

Figure 46 Screen shot of Excel File for Clutch Pressure Plate -Placement location ............... 59

Figure 47 Improvement suggestions for power steering gear box ........................................... 59

Figure 48 Initial situation of store layout ................................................................................. 60

Figure 49 improved situation of store layout ........................................................................... 61

Figure 50 Original layout of rack area ..................................................................................... 62

Figure 51 Suggested layout of rack area .................................................................................. 62

Figure 52 Process mapping of bumper fitment ........................................................................ 66

Figure 53 Process mapping of FUPD fitment ......................................................................... 67

Figure 54 Process flow diagram of project-4 ........................................................................... 68

Figure 55 shows RULA analysis for bumper handling ........................................................... 70

Figure 56 shows RULA analysis for FUPD handling ............................................................. 71

Figure 57 option selected for bumper fitment.......................................................................... 73

Figure 58 option selected for FUPD fitment............................................................................ 74

Figure 59 Shows DMAIC Approach for 6 sigma project ........................................................ 78

Figure 60 Problem Definitions................................................................................................. 79

Figure 61 Box Plot showing current force levels..................................................................... 80

Figure 65 Measurement device - push pull gauge (max. 50 kgf) ............................................ 84

Figure 66 door lock part description ........................................................................................ 86

Figure 67 67 Box plot of data collected in table 26 ................................................................. 87

Figure 68 Modified Fish-Bone Diagram.................................................................................. 88

Figure 69 drawing revealing the standard distance for location of holes ................................ 89

Figure 70 Shows basic statistical calculations of distance data in table 29 ............................. 90

Figure 71 Shows basic statistical calculations of difference data in table 29 .......................... 90

Figure 72 Box plot of data in table 29 ..................................................................................... 91

Figure 73 Box plot of data in table 29 ..................................................................................... 92

Figure 74 Histogram analysis of data in table 31 .................................................................... 94

Figure 75 3- points at which gap was measured ...................................................................... 95

Figure 76 Box Plot of data in table 32 ..................................................................................... 96

Figure 77 Email sent to BIW ................................................................................................... 98

Figure 78 Email sent to ERC ................................................................................................... 98

Figure 79 Present beading design ............................................................................................ 99

Figure 80 Suggested beading design........................................................................................ 99

LIST OF TABLES

Table 1 Brief on TATA Motors ................................................................................................. 2

Table 2 Team members of project-1 ........................................................................................ 13

Table 3 M.O.S.T standard sheet for general move .................................................................. 16

Table 4 M.O.S.T standard sheet for control move ................................................................... 17

Table 5 M.O.S.T standard sheet for tool use-for fastening and loosing operations ................ 18

Table 6 Sample of fitment list of TCF Line-3 ......................................................................... 20

Table 7 Applicability matrix used to identify unique fitments. ............................................... 26

Table 8 SMH signoff sheet showing SHM of all models of TCF Line-3 ................................ 26

Table 9 Top SMH fitments of TCF Line-3 .............................................................................. 27

Table 10Team members of project-2 ....................................................................................... 29

Table 11 Output of Line Balancing ......................................................................................... 33

Table 12 Team Members of project 3 ...................................................................................... 34

Table 13 Summary of QEC of Workers working in CV-CX Store ......................................... 51

Table 14 NIOSH Result ........................................................................................................... 60

Table 15 Data showing effect of improvement on time and productivity ............................... 61

Table 16 Data showing effect of improvement on time and productivity ............................... 63

Table 17 Team members of project 4 ...................................................................................... 64

Table 18 showing details of bumper ........................................................................................ 65

Table 19 showing details of FUPD .......................................................................................... 66

Table 20 List of Parameters ..................................................................................................... 72

Table 21 Team members of project-5 ...................................................................................... 75

Table 22 Project charter ........................................................................................................... 78

Table 23 CTQ and CTP ........................................................................................................... 80

Table 24 4W-1H table .............................................................................................................. 81

Table 25 Process walkthrough observations Chart .................................................................. 83

Table 26 First Data Collection Plan ......................................................................................... 85

Table 27 result of first data collection plan ............................................................................. 86

Table 28 Second Data Collection Plan .................................................................................... 88

Table 29 Result of second data collection ............................................................................... 89

Table 30 Third data collection plan ......................................................................................... 92

Table 31 result of third data collection plan ............................................................................ 93

Table 32 Forth data collection plan ......................................................................................... 94

Table 33 Result of forth data collection plan ........................................................................... 96

Table 34 summary of measurement and analysis phase .......................................................... 97

Table 35 Action plan for improvement .................................................................................... 97

1

SUMMARY

Industrial Training is the most crucial part of technical studies, in which a student is

able to synchronize his/her technical knowledge with practical knowledge. Being a Third

year Industrial Engineering Student, I had already studied in detail how an Industry works. So

when I came to TATA motors Lucknow I was pretty confident that all that knowledge would

help me during my stay at TATA Motors. I was allotted Productivity Service Department

(PSD). The main responsibilities of the department are to measure, facilitate and improve the

productivity of the plant. The major tool used is Tata Motors Production System. I was

fortunate to be a part of all the major activities of the department and learned as much as I

could in 6 months period.

The major project allotted to me was TMPS implementation at TCF line -3. Under

this my first project was to measure work content of the TCF Line-3 using Maynard

Operation Sequence Technique (MOST). This helped me in understanding how the fitments

are performed on the line and helped me to differentiate between the value added, non-value

added essential and non-value added non-essential activities performed during fitment

process.

Second project was to do the line balancing of TCF Line-3 at different capacities and

to calculate the appropriate manpower needed for to run line at these capacities.

Third project was to perform ergonomic improvements in Line-1 CV-CX Store. The

objective of this project was to identify the main problematic areas and to improve them. We

used three different tools to evaluate the store, 1.Gemba Analysis Check sheet, 2.Quick

Exposure Check sheer and 3.NIOSH Lifting Equation.

Forth project was to perform ergonomic improvements in Bumper and FUPD Fitment

Process. The objective of this project was to reduce the fatigue in workers while carrying out

fitment process. Ergonomic tools used in this project were, 1.Gemba Analysis Check sheet,

2.Quick Exposure Check sheer and 3. RULA (Rapid Upper Limb Assessment) and REBA

(Rapid Entire Body Assessment) analysis.

Fifth project was a six-sigma project on “door lock push button hard”. The objective

was to use six-sigma methodology to reduce the push button force while opening the door.

We used DMAIC approach to solve the problem.

2

TATA MOTORS-INDUSTRIAL PROFILE Table 1 Brief on TATA Motors

Type Public

Industry Automotive

Founded 1945 by J. R. D. Tata

Headquarters Mumbai, Maharashtra, India

Area served Worldwide

Key people

Cyrus Pallonji Mistry (Chairman)

Ravi Kant (Vice Chairman)

Gross Revenue INR 1, 88,818 crores (USD 34.7 billion)

Employees

Subsidiaries Jaguar Land Rover, Tata Daewoo, Tata Hispano

Website www.tatamotors.com

History:

TATA Motors Limited is India's largest automobile company, with consolidated

revenues of INR 1, 88,818 crores (USD 34.7 billion) in 2012-13. It is the leader in

commercial vehicles in each segment, and among the top in passenger vehicles with winning

products in the compact, midsize car and utility vehicle segments. It is also the world's fourth

largest truck and bus manufacturer. The TATA Motors Group's over 55,000 employees are

guided by the mission "to be passionate in anticipating and providing the best vehicles and

experiences that excite our customers globally."

Established in 1945 in

collaboration with Daimler –

Benz AG, West Germany

(Fig.1) TATA Motors'

presence cuts across the

length and breadth of India.

Over 7.5 million Tata

vehicles ply on Indian roads,

since the first rolled out in Figure 1 THE FIRST TATA MERCEDEZ COMMERCIAL TRUCK

3

1954. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand),

Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat)

and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an

industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce

both Fiat and Tata cars and Fiat powertrains. The company's dealership, sales, services and

spare parts network comprises over 3,500 touch points.

TATA Motors, also listed in the New York Stock Exchange (September 2004), has

emerged as an international automobile company. Through subsidiaries and associate

companies, TATA Motors has operations in the UK, South Korea, Thailand, Spain, South

Africa and Indonesia. Among them is Jaguar Land Rover, acquired in 2008. In 2004, it

acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck

maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several

new products in the Korean market, while also exporting these products to several

international markets. Today two-thirds of heavy commercial vehicle exports out of South

Korea are from Tata Daewoo. In 2005, TATA Motors acquired a 21% stake in Hispano

Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining

stake in 2009. Hispano's presence is being expanded in other markets. In 2006, TATA Motors

formed a 51:49 joint venture with the Brazil-based, Marcopolo, a global leader in body-

building for buses and coaches to manufacture fully-built buses and coaches for India - their

plants are located in Dharwad and Lucknow. In 2006, TATA Motors entered into joint

venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and

market the company's pickup vehicles in Thailand, and entered the market in 2008. TATA

Motors (SA) (Proprietary) Ltd., TATA Motors' joint venture with Tata Africa Holding (Pty)

Ltd. set up in 2011, has an assembly plant in Rosslyn, north of Pretoria. The plant can

assemble semi knocked down (SKD) kits, light, medium and heavy commercial vehicles

ranging from 4 tonnes to 50 tonnes.

TATA Motors is also expanding its international footprint, established through

exports since 1961. The company's commercial and passenger vehicles are already being

marketed in several countries in Europe, Africa, the Middle East, South East Asia, South

Asia, South America, CIS and Russia. It has franchisee/joint venture assembly operations in

Bangladesh, Ukraine, and Senegal.

The foundation of the company's growth over the last 67 years is a deep

understanding of economic stimuli and customer needs, and the ability to translate them into

4

customer-desired offerings through leading edge R&D. With over 4,500 engineers, scientists

and technicians the company's Engineering Research Centre, established in 1966, has enabled

pioneering technologies and products. The company today has R&D centres in Pune,

Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Spain, and the UK. It was

TATA Motors, which launched the first indigenously developed Light Commercial Vehicle

in 1986. In 2005, TATA Motors created a new segment by launching the Tata Ace, India's

first indigenously developed mini-truck. In 2009, the company launched its globally

benchmarked Prima range of trucks and in 2012 the Ultra range of international standard light

commercial vehicles. In their power, speed, carrying capacity, operating economy and trims,

they will introduce new benchmarks in India and match the best in the world in performance

at a lower life-cycle cost.

TATA Motors also introduced India's first Sports Utility Vehicle in 1991 and, in

1998, the Tata Indica, India's first fully indigenous passenger car. In January 2008, TATA

Motors unveiled its People's Car, the Tata Nano. The Tata Nano has been subsequently

launched, as planned, in India in March 2009, and subsequently in 2011 in Nepal and Sri

Lanka. A development, which signifies a first for the global automobile industry, the Nano

brings the joy of a car within the reach of thousands of families.

Mission, Vision and Values:

TATA Motors is equally focussed on environment-friendly technologies in emissions

and alternative fuels. It has developed electric and hybrid vehicles both for personal and

public transportation. It has also been implementing several environment-friendly

technologies in manufacturing processes, significantly enhancing resource conservation.

Through its subsidiaries, the company is engaged in engineering and automotive solutions,

automotive vehicle components manufacturing and supply chain activities, vehicle financing,

and machine tools and factory automation solutions.

5

Figure 2 Mission, Vision, Culture and Values of TATA Motor

TATA Motors is committed to improving the quality of life of communities by

working on four thrust areas - employability, education, health and environment. The

activities touch the lives of more than a million citizens. The company's support on education

and employability is focused on youth and women. They range from schools to technical

education institutes to actual facilitation of income generation. In health, the company's

intervention is in both preventive and curative health care. The goal of environment

protection is achieved through tree plantation, conserving water and creating new water

bodies and, last but not the least, by introducing appropriate technologies in vehicles and

6

operations for constantly enhancing environment care. With the foundation of its rich

heritage, TATA Motors today is etching a refulgent future.

Subsidiaries and Joint-Ventures

Tata Daewoo

In 2004, TATA Motors acquired Daewoo

Commercial Vehicle Company of South Korea.

The reasons behind the acquisition were:

1. Company's global plans to reduce domestic

exposure. The domestic commercial vehicle

market is highly cyclical in nature and prone

to fluctuations in the domestic economy. TATA Motors has a high domestic exposure of

~94% in the MHCV segment and ~84% in the light commercial vehicle (LCV) segment.

Since the domestic commercial vehicle sales of the company are at the mercy of the

structural economic factors, it is increasingly looking at the international markets. The

company plans to diversify into various markets across the world in both MHCV as well

as LCV segments.

2. To expand the product portfolio TATA Motors recently introduced the 25MT GVW Tata

Novus from Daewoo’s (South Korea) (TDCV) platform. Tata plans to leverage on the

strong presence of TDCV in the heavy-tonnage range and introduce products in India at

an appropriate time. This was mainly to cater to the international market and also to cater

to the domestic market where a major improvement in the Road infrastructure was done

through the National Highway Development Project.

Tata Daewoo is the second-largest heavy commercial vehicle manufacturer in South

Korea. TATA Motors has jointly

worked with Tata Daewoo to develop

trucks such as Novus and World

Truck and buses including GloBus

and StarBus. In 2012, Tata started

developing a new line to manufacture

competitive and fuel efficient

commercial vehicles to face the

competition posed by the entry of

Figure 3 TATA Prima

Figure 4 TATA Daewoo Bus

7

international brands like Mercedes-Benz, Volvo and Navistar into the Indian market.

Tata Hispano

Tata Hispano Motors Carrocera, S.A. is a bus and coach cabin manufacturer based in

Zaragoza, Aragon, Spain and a wholly owned subsidiary of TATA Motors. Tata Hispano has

plants in Zaragoza, Spain and Casablanca, Morocco. TATA Motors first acquired a 21%

stake in Hispano Carrocera SA in 2005, and acquired the remaining 79% for an undisclosed

sum in 2009, making it a fully owned subsidiary, subsequently renamed Tata Hispano.

Jaguar Land Rover

Jaguar Land Rover PLC is a British premium automaker headquartered in Whitley,

Coventry, United Kingdom and has been a wholly owned subsidiary of TATA Motors since

June 2008, when it was acquired

from Ford Motor Company. Its

principal activity is the

development, manufacture and sale

of Jaguar luxury and sports cars

and Land Rover premium four

wheel drive vehicles. It also owns the currently dormant Daimler, Lanchester and Rover

brands.

Jaguar Land Rover has two design centres and three assembly plants in the UK. Under Tata

ownership, Jaguar Land Rover has launched new vehicles including the Range Rover

Evoque, Jaguar F-Type and the fourth-generation Range Rover.

Tata Marcopolo

Tata Marcopolo is a bus

manufacturing joint venture between

TATA Motors (51%) and the Brazil-

based Marcopolo S.A. (49%). The joint

venture manufactures and assembles

fully built buses and coaches targeted at

developing mass rapid transportation

systems. It utilises technology and

expertise in chassis and aggregates from TATA Motors, and know-how in processes and

systems for bodybuilding and bus body design from Marcopolo. Tata Marcopolo has

launched a low-floor city bus which is widely used by Chennai, Coimbatore, Delhi,

Figure 5 JLR Logo

Figure 6 Tata Marcopolo Bus

8

Hyderabad, Mumbai, Lucknow, Pune, Kochi, Trivandrum and Bengaluru transport

corporations. Its manufacturing facility is based in Dharwad and Lucknow.

Fiat India Automobiles

TATA Motors also formed a joint venture with Fiat and gained access to Fiat’s diesel

engine technology. TATA Motors sells Fiat cars in India through a 50/50 joint venture Fiat

Automobiles India Limited, and is looking to extend its relationship with Fiat and Iveco to

other segments.

Telcon Construction Solutions

Telcon Construction Solutions is a joint venture between TATA Motors

and Hitachi which manufactures excavators and other construction equipment.

TATA Cummins

The Company entered into an agreement with Cummins Engine Company Inc. USA

for forming a 50% - 50% joint venture to produce fuel efficient engines with low-commission

characteristics for powering the Company's range of Medium/heavy vehicles. The Company

was incorporated in October 1993. Its factory established at Jamshedpur.

TATA Technologies

Tata Technologies Limited (TTL) provides engineering and design services to the

automotive industry. Tata Motors holds 86.91% of TTL’s share capital. TTL is based in Pune

(Hinjawadi) and operates in the United States and Europe through its wholly owned

subsidiaries in Detroit and London respectively. It also has a presence in Thailand. Tata

Technologies is a software service provider in the IT services and business process

outsourcing (BPO) space. Its global client list includes Ford, General Motors, Toyota and

Honda. TTL acquired the British engineering and design services company Incat

International Plc for INR4 billion in August 2005. Incat specialises in engineering and design

services and product lifecycle management in the international automotive, aerospace and

engineering markets.

Product List

Passenger Vehicles: -

Tata Sumo

Tata Sumo Grande

Tata Safari

Tata Indica

Tata Vista

Tata Magic

Tata Nano

Tata Xenon XT

Tata Aria

Tata Venture

9

Tata Indigo

Tata Manza

Tata Winger

Figure 7 Tata Zest

Tata Iris

Tata Zest

Tata Bolt

Figure 8 Tata Bolt

Commercial Vehicles: -

Tata Ace

Tata Ace Zip

Tata Super Ace

Tata TL/Telcoline/207 DI Pickup

Truck

Tata 407 Ex and Ex2

Tata 709 Ex

Tata 809 Ex and Ex2

Tata 909 Ex and Ex2

Tata 1109 (Intermediate truck)

Tata 1512 (Medium bus chassis)

Tata 1612/1616 (Heavy bus chassis)

Tata 1618 (Semi Low Floor bus

chassis)

Tata 1623 (Low Floor bus chassis)

Tata 1518C (Medium truck)

Figure 9 Tata LPK 2518

Tata 1613/1615 (Medium truck)

Tata 2515/2516 (Medium truck)

Tata Starbus (Branded Buses)

Tata Divo (Hispano Divo)

Tata City Ride (12 – 20 seater)

Tata 3015 (Heavy truck)

Tata 3118 (Heavy truck) (8×2)



Tata 4923 (Ultra-Heavy truck) (6×4)

Tata Novus (Heavy truck)

Tata Prima (The World Truck)

Tata Prima LX

Tata Ultra (ICV Segment)

Figure 10 Tata LPT

10

Military Vehicles: -

Tata LSV (Light Specialist Vehicle)

Tata Mine Protected Vehicle (4×4)

Tata 2 Stretcher Ambulance

Tata 407 Troop Carrier

Tata LPTA 713 TC (4×4)

Tata LPT 709 E

Tata SD 1015 TC (4×4)

Figure 11 Tata Defense Vehicles




Tata Winger Passenger Mini Bus

Tata Land Rover 1515 F

Tata Sumo 4*4

Figure 12 Tata Defense Vehicles

11

TATA MOTORS-LUCKNOW

Tata Motors Lucknow (TML-Lucknow) is an important production facility of Tata

Motors Limited, which was established in 1992 to meet the growing demand for Commercial

Vehicles in the Indian market. The state of art plant is strongly backed up by an Engineering

Research Centre (ERC) & Service set-up to support with latest technology & cater to the

complexities of automobile manufacturing. Fully Built Vehicle business (FBV), which is one

of the fast growing areas of business, is also head quartered here. This plant rolls out

commercial vehicles & is specialized in the designing & manufacturing of a range of modern

buses which includes Low-floor, Semi Low-floor, and High Deck & CNG Buses. Lucknow

plant also specializes in integral bus manufacturing & has recently commissioned JV

Company, Tata Marcopolo Motors Ltd. in the premises

The major facilities at the plant comprise of:

Vehicle Factory - Assembly Plant for Trucks and Bus Chassis

Integral Bus Factory - Assembly Plant for Module Buses catering to the needs of

Tata Marcopolo Motors Limited and FBV operations

Transmission Factory - Gear Parts, Crown wheel & Pinion and Heat Treatment

facility

Production Engineering Shop catering to the tool design and manufacturing needs

A well-established Training Centre through which around 500 apprentices are trained

in various trades.

Engineering Research Centre with specific focus on buses, including a Digital

prototyping lab, use of PLM software etc.

Service Training Centre providing training to drivers and technicians of the STU's.

RECON Factory (for Reconditioning Business)

The satellite plant of TMML which caters to the Hi-end buses for the Northern

Market.

State of the art facilities like the Paint Shop, BIW Shop and the TCF factory with

automated lines have been benchmarked with the best in the world.

12

PRPDUCTIVITY SERVICE DEPARTMENT (P.S.D)

Overview

The PSD or Productivity Service Department is one of the very important

departments in TATA MOTORS, Lucknow. This department is part of HR and is

headed by Er. Himanshu Samolia. This department is involved in two primary

tasks (1.) Work Study and manpower planning (2.) Ergonomics. This department

comprises of three Managers, 3 FTC (Fixed Term Contracts) and 3 DET

(Diploma Engineer Trainees).

Roles and Responsibilities

1. Measurement and monitoring of productivity.

2. Work system design, assessment and human resource requirement.

3. Custodianship for overall nos. For all types of personnel in the establishment (permanent,

temporary, trainees, job trainees, apprentices)

4. Measures and monitor productivity of plant, cascading of targets and facilitate

achievements of targets.

5. Based on strategy and organization structure define organizational process, systems, work

flow for attaining of plant’s objectives.

6. Based on the above defined work content and role of each position.

7. Study area wise resource requirement in line with productivity targets and work

assessment.

8. Define optimal category under with the person may be hired (contractual, temporary,

permanent, trainee)

9. Recommendation of manpower numbers along with the skill and competency requirement

for management approval.

About TMPS

TMPS stands for TATA MOTORS PRODUCTION SYSTEM, designed by

PSD department focused on increasing the productivity and good ergo nomics of

Tata Motors assembly line. It focused on calculating the SMH of all vehicles

using M.O.S.T and evaluates ergonomics of every fitment process through

Gemba analysis and Quick Exposure Check Sheet.

13

PROJECT-1

M.O.S.T Implementation at TCF Line-3

Table 2 Team members of project-1

Team Members

1. Ashish Sinha P.S.D Team Leader

2. Lavkesh TCF Line-3 Team Member

3. Amandeep Singh Gujral P.S.D Team Member

4. Pardeep Kumar Yadav P.S.D Team Member

`

14

INTRODUCTION

What is PMTS?

Predetermined motion time systems (PMTS) are work measurement systems based on

the analysis of work into basic human movements, classified according to the nature of each

movement and the conditions under which it is made. Each basic human movement has a

standard time and these standard times are summed to obtain standard time for a job or task.

M.O.S.T

MOST is an acronym for Maynard Operation Sequence Technique developed by

Developed by Zandin in 1970’s is a revolutionary PMTS. MOST is an activity based work

measurement system that enables you to calculate the length of time required to perform a

task i.e. a system to measure work

This technique is based on fundamental statistical principals and basic work

measurement data compiled over many years. MOST concentrates on movement of objects. It

was noticed that the movement of objects follow certain consistently repeating patterns, such

as reach, grasp, move & position of object. These patterns were identified and arranged as a

sequence events followed in moving an object. This concept provides the basis for the MOST

Sequence models. MOST makes the assumption that to move an object, a standard sequence

of events occurs.

There are four versions of M.O.S.T:

Basic M.O.S.T - General operations

Mini M.O.S.T - Repetitive operations

Maxi M.O.S.T - Non-Repetitive operations

Admin M.O.S.T - Clerical Operations

In M.O.S.T, the time is measured in TMU (Time Measurement Unit)

1 TMU = 0.00001 hour

1 TMU = 0.0006 minute

1 TMU = 0.036 second

1 hour = 100,000 TMU

1 minute = 1,667 TMU

1 second = 27.8 TMU

15

Why M.O.S.T?

In MTM, the elements are stand alone and do not relate to the sequence of the

operation where as in M.O.S.T, the compete sequence of the operation, which consists

of smaller elements, is address.

It is much faster than traditional time study technique (e.g. Basic MOST is 40 times

faster than MTM-1)

Accuracy of up to 95% can be obtained

Less Documentation

Basic M.O.S.T

Basic M.O.S.T is used for operations that are likely to be performed more than 150 times but

less than 1500 times per week. In TATA Motors, Basic M.O.S.T is used to calculate time

standard for various fitments.

There are 3 sequence models in Basic M.O.S.T which are used to define any activity.

1. General Move Sequence:

2. Control Move Sequence: It describes the manual displacement of an object over a

“controlled” path

3. Tool Use Sequence

General Move Sequence:

This sequence model is used when an object is moved freely through space from one

location to the next (e.g., picking something up from the floor and placing it on a table).

Roughly 50% of all manual work occurs as a General Move. Figure: 3 explain how to assign

index to each sequence.

Phase Get Put Return

Parameter A, B, G A, B, P A

“A” Action Distance (mainly horizontal)

“B” Body Motion (mainly vertical)

“G” Gain Control

“P” Placement

16

Table 3 M.O.S.T standard sheet for general move

Control Move Sequence:

It describes the movement of object over a controlled path. This sequence model is

used when an object is moved while it remains in contact with a surface (e.g., sliding the

object along the surface) or the object is attached to some other object during its movement

(e.g., moving a lever on a machine). Figure: 4 explains how to assign index to each sequence.

Phase Get Control Return

Parameter A, B, G M, X, I A

“A” Action Distance (mainly horizontal)

“B” Body Motion (mainly vertical)

“G” Gain Control

“P” Placement

“M” Move Controlled

“X” Process Times

“I” Align

17

Table 4 M.O.S.T standard sheet for control move

Tool Use Sequence:

This sequence model applies to the use of a hand tool (e.g., a hammer). The Tool Use

Sequence is a combination of the General Move and Controlled Move activities. Tools not

listed in the tables that are similar to a tool in the table can use their time values for analysis.

Figure: 5 explains how to assign index to each sequence.

Phase Get Put Tool Use Put Return

Parameter A, B, G A, B, P T* A, B, P A

T* F, L, C, S, M, R, T

“F” Fasten

“L” Loosen

“C” Cut

“S” Surface Treat

“M” Measure

“R” Record

18

“T” Think

DESCRIPTION

Objective:

To calculate the work Content and cycle time of all the fitments of TCF Line-3

To identify the Value added, Non-value added essential and Non-value added non-

essential activities performed during fitment Process.

Target:

To do the M.O.S.T study of the following models of TCF Line-3:

LPS 3518

LPK 2518

LPT 2518-62 Wheel Base

LPT 2518-48 Wheel Base

Process Flow Diagram:

Figure: 6 show the process flow diagram of M.O.S.T implementation process on TCF

Line-3. The process starts with getting the fitment list from the shop owner, then make video

Table 5 M.O.S.T standard sheet for tool use-for fastening and loosing operations

19

of each fitment followed by sequential input of data (obtained from video) in most using DE

and getting the data validated for each fitment.

Figure 13 Process Flow Diagram of M.O.S.T Implementation on TCF Line-3

TCF Line-3

TCF line – 3 consists of 30 stations. These 30 stations are divided into 3 zones i.e.

Zone -1, Zone – 2 and Zone – 3 consisting of 10 stations each. After roll out from the 30th

station, it enters R1 and R2 area where inspection and testing is done. There are 2 major Sub

branches of Line –3 i.e. Engine sub assembly line and TRIM – 3. In this project we focused

on Main TCF line –3 and Engine sub assembly Line. In totality we covered around 300

fitments.

20

Figure 14 Layout of TCF Line-3

Table 6 Sample of fitment list of TCF Line-3

1 Sub Assy. S/A OF SILENCER HANGER BKT.

2 Sub Assy. S/A OF LOAD SENCING VALVE

3 Sub Assy. S/A OF DDU

4 Sub Assy. S/A OF TRAILER CONTROL VALVE

5 Sub Assy. S/A OF SOCK ABZ. LENGTH CONVERSION

6 Sub Assy. S/A OF MODULATOR VALVE

7 Sub Assy. S/A OF A.R.B. MTG. BKT.

8 Sub Assy. S/A of propeller shaft

9 Station 01 AC Head Pipe Clamping

10 Station 01 fuel pipeline conn. With fuel filter

11 Station 01 Fuel line + Fuel Micro filter Bkt. Fitment

12 Station 01 Chassis Number Punching

13 Station 02 Front Shock Absorber Mtg. Bkt. Fitment LH/RH

14 Station 03 Anti Roll Bar Mtg. Bkt. Fitment LH/RH

15 Station 03 Power Steering Pipe Mtg. 'L' & 'Z' Bkt. Fitment

16 Station 04 AC Head Pipe Connection with DDU

17 Station 04 Bumper Mtg. Bkt. Fitment LH/RH

18 Station 04 FUPD Mtg. Bkt. Fitment LH/RH

19 Station 04 Bump stopper fitment

20 Station 04 FUPD Fitment on Long Member LH/RH

21 Station 05 Rear Shackle Fitment LH/RH

22 Station 05 Leaf Spring Fitment With Rear Live Axle LH/RH

23 Station 05 Leaf Spring Fitment With tendom Axle LH/RH

24 Station 06 Front Shackle Fitment LH/RH

25 Station 06 purge tank fitment

26 Station 06 Leaf Spring Fitment with Front Axle LH/RH

27 Station 06 RADIATOR MTG. BKT FITMENT LH/RH

28 Station 06 KITTING TROLLY INGAGEMENT

21

29 Station 06 tail lamp fitment

30 Station 06 reverse horn fitment

31 Station 06 PTO pump fitment

32 Station 06 Ist Air Tank Fitment

41 Station 07 Rear Live Axle Dropping

Video Making:

After getting the fitment list (see table: 1) from the shop owner, the task of video

making starts. In this step, videos of all fitments performed on TCF Line-3 and Engine sub-

assembly line are prepared. The important points to be kept in mind while making video is

capture all the body motions of the worker. Any motion missed in video will generate wrong

results. Here is the list of all the fitments.

Sequential Input of Data:

Break down each fitment into activities and input these activities in the MOST CARD

(Fig.: 8, 9, 10) in delmia in the sequence which occur.

Figure 15 MOST CARD for general move

22

1. After the MOST CARD is launched, the general move tab is selected by default.

Watch the video and enter the description of activity in the description area e.g. move

5-7 steps, bend and arise 50% occ.,grasp light object, move 5-7 steps, place the object

with adjustment. (description area is highlighted by red box in fig.: 8)

2. After entering the description, click on the parameter tab (highlighted by blue box in

fig.: 8) and select the index against the appropriate description (highlighted by orange

box in fig.: 8). If a parameter is repeated in performing an activity, increase the partial

frequency of that activity.

3. Looking at the video gather information whether the activity is performed online or

offline. If the activity is performed offline, click on the check box (highlighted by

green box in fig.: 8)

4. Gather further information on how many workers are performing the activity. E.g.

lifting and placing of bumper is done by two workers. In this case increase the

manpower to two in the box (highlighted by purple box in fig.: 8)

5. If the activity is repeated more than once during the fitment process, increase the

global frequency of the activity (highlighted in pink box in fig.: 8)

6. Decide whether the activity is value adding, essential non-value adding and non-

essential non-value adding from the drop down list (highlighted by brown box in fig.:

8)

23

Figure 16 MOST CARD for control move

24

Figure 17 MOST CARD for tool use

Fitment Validation

After M.O.S.T of the activities is done, the fitments validation sheet (fig.: 11)

generated by the delmia is shown to the shop owner for cross checking and rectification. The

sheet shows the activity wise break up of each fitment, global frequency of the activity,

manpower involved in performing activity and whether activity is performed on-line or off-

line.

Shop owners study each activity and if all are right, he approves it.

25

Unique Fitment Identification

Unique fitments are those fitments which are unique to a model. By identifying

unique fitments, we will do M.O.S.T of only those fitments to reach our target of doing

M.O.S.T study of all fitments of all models assembled at TCF Line-3.

We construct an applicability matrix for every line to identify unique fitments of

every model as shown in following table:

Figure 18 sample validation sheet

26

Table 7 Applicability matrix used to identify unique fitments.

In total we have to do M.O.S.T of 61 unique fitments to complete our M.O.S.T study

on LKP 2518 and LPT 2518 models. After finding out the unique fitment, the process of

M.O.S.T starts again, this time we need to validate only unique fitments.

Output

The following figure shows the outcome of M.O.S.T:

1. SMH of all Models

Table 8 SMH signoff sheet showing SHM of all models of TCF Line-3

2. The following table and figures show % value adding, %non-value adding

(essential) and %non-value adding (non-essential) work in fitment process

of top SMH fitments and the whole TCF Line-3.

TCF Line-3 WC

20802432000R

20802632000R

21673638000R 21670838000R 50300262000R

50302548000R

50301348000R

50301948000R

20802632000R

LPS 3518 32 TC

Ride & Comfort

Cabin

LPK 2518 38 TC

BS III CAB ERGO

W/O LB SRT

LPK 2518 38 TC

BS III CAB SRT

ERGO PACK With

LB

LPT 2518 62 TC BS

III COWL ERGO

PACK

LPT 2518 48 TC

BS III NOSE UP

ERGO

No. of

unique

fitments

A B C D E

1 Trolley Adjustment √ √ 1

2 Nylon Pipe Routing LPT √ √ √ √ 2

3 Nylon Pipe Clamping LPT √ √ √ √ 2

4 Wiring Harness Routing LPT √ √ √ √ 2

5 Wiring Harness Clamping LPT √ √ √ √ 2

6Brake Pipe Connection with Modulator Valve

(LPS) or Relay ( LPK & LPT) LH/RH√ √ √ √

1

7 Silencer Mtg. Bkt. Fitment LPT √ √ 1

8 Leaf Spring Fitment With tendom Axle LH/RH √ √ √ √ 1

9 purge air tank fitment √ √ √ √ 1

10 bump stopper Bkt. √ √ 1

11 Bump stopper fitment √ √ 1

12 Link rod fitment LH/RH √ √ √ √ 1

13 Fuel line + Fuel Micro filter Bkt. Fitment LPT √ √ 1

14 grease nipple fitment √ √ √ √ 1

15 wedge screw fitment √ √ √ √ 1

16 axle loading √ √ √ √ 1

17 dead/tendom axle dropping √ √ √ √ 1

18 dead/tendom axle U-Bolt loose fitment √ √ √ √ 1

19 dead/tendom axle U-Bolt tightning √ √ √ √ 1

V. C.

NUMB

ER -

27

Table 9 Top SMH fitments of TCF Line-3

Figure 19 Graph showing % VA, %NVAE and % NVAN of top SMH fitments

Fitment MP SMM VA NVAE NVANNVAE+NV

AN%va

1 WIRING HARNESS ROUTING & CLAMPING 2 8.6 0.92 3.17 4.50 7.7 11%

2 MODULATOR VALVE FITMENT & CONNECTION 1 12.5 3.26 4.57 4.63 9.2 26%

3 AIR TANK MTG BKT 2 10.5 3.97 1.73 4.79 6.5 38%

4 FUPD BKT FITMENT 2 8.6 3.76 0.53 4.36 4.9 43%

5 FUPD FITMENT 2 11.0 3.15 4.54 3.33 7.9 29%

6 LEAF SPRING FITMENT FOR LIVE AXLE 2 16.5 6.50 3.46 6.56 10.0 39%

7 LEAF SPRING FITMENT FOR FRONT AXLE 2 15.1 5.37 6.75 2.96 9.7 36%

8 GREASE NIPPLE & WEDGE SCREW FITMENT 1 14.1 4.63 2.40 7.08 9.5 33%

9 FRONT AXLE FITMENT 2 11.9 0.73 9.73 1.43 11.2 6%

10 REAR AXLE FITMENT 3 18.8 3.55 9.84 5.39 15.2 19%

11 ANTI ROLL BAR SUB-ASSY 2 12.1 2.35 4.82 4.97 9.8 19%

12 PROPELLER SHAFT FITMENT 2 9.5 4.15 2.31 3.07 5.4 44%

13 break pipe connection with live axle( t joint & Break actuator ) 2 9.3 2.51 1.40 5.35 6.8 27%

14 INVERSION 2 9.0 1.30 4.34 3.31 7.7 15%

15 POWER STEERING GEAR BOX FITMENT ON FRAME 2 10.5 5.91 1.61 3.02 4.6 56%

16 SILENCER FITMENT 2 14.1 3.31 6.42 4.36 10.8 23%

17 BATTERY FITMENT 2 10.8 3.24 4.82 2.70 7.5 30%

18 SPARE WHEEL FITMENT Potential 2 8.7 6.67 1.85 0.17 2.0 77%

19 AIR LEAKAGE TESTING 1 10.7 0.82 2.04 7.84 9.9 8%

20 FRAME DROPPING 1 12.7 1.17 5.82 5.68 11.5 9%

Total SMM 234.9 67.3 82.2 85.5 167.6 29%

Total SMH 3.9 1.1 1.4 1.4 2.8Manpow

er37.0

TCF line 3 917.7 313.2 264.8 339.7 604.5 34%

15.3 5.2 4.4 5.7 10.1

Top SMH Fitment TCF 3

VA, 67.28, 29%

NVAE, 82.158, 35%

NVAN, 85.48666667, 36%

Top SMH Fitment TCF3

VA

NVAE

NVAN

28

Figure 20 Graph showing % VA, %NVAE and % NVAN of TCF Line-3

Learnings

Learned how to implement M.O.S.T and how it is better than other PMTS.

Learned why PMTS are better than conventional time study

Learned how the assembly of various parts is done on line

Learned to differentiate between values added, non-value added (essential) and non-

value added (non-essential) activities.

This project involve lot of data gathering from other departments which helped in

development of my communication skills

How to use DELMIA Process Engineering-M.O.S.T Module.

VA, 313.19, 34%

NVAE, 264.77, 29%

NVAN, 339.7, 37%

TOTAL FITMENT OF TCF 3

VA

NVAE

NVAN

29

PROJECT-2

Line Balancing of TCF Line-3

Table 10Team members of project-2

Team Members

1. Ashish Sinha P.S.D Team Leader

2. Lavkesh TCF Line-3 Team Member

3. Ravi Chaudhari P.S.D Team Member

4. Amandeep Singh Gujral P.S.D Team Member

30

INTRODUCTION

Assembly line balancing can be defined as the process of optimizing an assembly line

with regard to certain factors. Configuring an assembly line is a complicated process, and

optimizing that system is an important part of many manufacturing business models.

Maintaining and operating one is often quite costly, as well. The main focus of balancing is

usually to optimize existing or planned assembly lines to minimize costs and maximize gains.

For instance, a car company might want to alter its assembly line layout in order to

speed production. The company might consider the number of work stations a manufactured

item must pass before it is complete and the time required at each point. Of course, each stage

of this process requires a certain length of time, and the allotted time to finish a process, the

number of workers, or the resource demand may also be considered, based on the specific

manufacturing requirements.

The possible results of an assembly line balancing process might be maximized

efficiency, minimized time to finish a process, or minimized number of work stations

necessary within a certain time frame. Each manufacturing process might be quite different

from another, so a company balancing unique workloads must work within the constraints

and restrictions affecting its specific assembly line

DESCRIPTION

Objective:

1. To do Line Balancing of TCF Line-3 at various capacities:-

60 vehicles/shift

55 vehicles/shift

50 vehicles/shift

45 vehicles/shift

40 vehicles/shift

30 vehicles/shift

2. To report balanced manpower needed to run TCF Line-3

Target

To balance the line-3 at maximum efficiency

31

Process Flow Diagram:

Figure 21 Process Flow for line balancing

The inputs for line balancing are:

• Takt Time of Line

• Work Content of each fitment

• Cycle Time of each fitment

• Precedence Diagram

• Data regarding which fitment is performed at which station.

• Duration of the Shift.

After gathering the inputs, a standard sheet for line balancing is used. After the line

balancing is done, it is send to the shop owner for validation. In case of any discrepancies, the

inputs are verified and the balancing is done again. Once the balancing is validated, a trial run

is done on the basis of calculated balanced manpower. During this process, adjustments are

made in case of occurrence of variation.

Following is the screen shot of line balancing sheet. At the LHS of the sheet are the tables

in which we input data and do calculations and at the RHS side of the sheet there are station

wise LOAD CHART, which shows how much load is on each worker of the station and at

what engagement he is balanced.

32

Figure 22 Line balancing excel sample sheet

Steps to do Line Balancing

Figure 23 Line balancing excel sample sheet

1. Enter the takt time in the cell highlighted green and volume in cell highlighted red.

2. Enter the name of the fitments in the column highlighted black and their

corresponding in column highlighted orange in ascending order starting from “0”.

3. Enter the cycle time in column highlighted in yellow, work content in column

highlighted in pink, included manpower in column highlighted in brown. The

included manpower is ideally “one” but in case there is difference between cycle time

and work content, it is “two”. The column next to the included manpower, calculates

the theoretical manpower (=work content/takt time). The sum of theoretical

Tata Motors, Lucknow

DOCUMENT

QWNER -

PSD

Department T.Time 7.3

Direct

Manpower

28463256000R DATE - 5-Jun-14 Vol- 60 60

Station Fitment NameCycle Time

(MIN)

Work

Content

(MIN)

Worker

include

(MAN)

Thr MP Bal MP MPWork

content% Eng

S/A OF SILENCER HANGER BKT. 3.2 3.2 1 0.44 A A 6.6 90%

S/A OF LOAD SENCING VALVE 1 0.00 A B 3.0 41%

S/A OF DDU 1 0.00 A 0%

S/A OF TRAILER CONTROL VALVE 1 0.00 A 0%

S/A OF SOCK ABZ. LENGTH CONVERSION 1.4 1.4 1 0.19 B 0%

S/A OF MODULATOR VALVE 3.4 3.5 1 0.48 B 0%

S/A OF A.R.B. MTG. BKT. 1.6 1.6 1 0.21 B 0%

Trolley Adjustment 1 0.00 xx 4.03 55%

Frame Dropping 5.1 6.9 2 0.94 A,B A 7.0 96%

Nylon Pipe Routing&clamping 15.5 15.5 1 2.12 C,D,W B 5.9 81%

Wiring Harness Routing&clamping 16.3 16.3 1 2.23 E,F,W C 7.3 100%

purge tank fitment 3.0 3.0 1 0.41 W D 7.3 100%

Air Dryer 4.0 4.0 0.55 W 5.5 75%

Air Tank Mtg. Bkt. Fitment LH/RH 10.5 10.5 1 1.43 G,H E 7.3 100%

Brake Pipe Connection with Modulator Valve LH/RH 3.1 3.1 1 0.43 F 7.3 100%

Breather Mtg. Bkt. S/A fitment 1.9 1.9 1 0.26 A G 7.3 100%

Link Rod Fitment 7.8 12.2 1.66 I,J H 7.1 97%

axle ( bump )stopper mtg. bkt.( with socker mtg bkt ) 4.2 4.2 1 0.57 B I 6.1 83%

Silencer Mtg. Bkt. Fitment 4.0 4.0 1 0.54 H J 6.1 83%

Fuel Line Mtg. 'I' & 'Z' Bkt. Fitment&AC head pipe mtg 4.1 4.1 1 0.56 X K 4.5 62%AC Head Pipe Connection with AC Pipe

Joint&clamping4.6 4.5 1 0.62 K X 7.3 99%

V. C.

NUMBER -

Sta

tio

n 0

Sta

tio

n 1

.0

FITMENT SUMMARY SHEET

PLANT - ASSY. LINE -

TCF 3 ECMODEL

NAME -LPK 2518

PSDPSD

33

manpower of each station gives idea oh about how many workers should be allotted to

each station.

4. Colour the rows according to the station as shown in above figure, station 0-Pink

colour, station 1-Blue colour and so on. Now let’s focus on single station.

5. Let’s say worker “a” works at station-0. Now allot worker “a” fitment’s of station

zero till the sum of work content of fitments he is performing is nearly equal to takt

time. After that add another worker “b” and start allotting him fitments the same way.

This process continues till all the fitments of a particular station are completed. This is

done in column highlighted in purple.

6. In the column next to the column highlighted in purple, list the works allotted to each

station and in the next column highlighted in blue add the time for which that worker

is engaged and the next adjacent column gives us the % engagement of that worker.

7. After all this done, the LOAD CHART is automatically created.

8. In the manpower calculated, we add 8 workers for WCQ and 2 workers for office

work and 10% absentees.

Output

The following table shows the how much manpower is allotted to TCF Line-3 at

different volumes:

Table 11 Output of Line Balancing

Volume Manpower-Time

Study

Manpower-M.O.S.T Difference

30 vehicles/shift 124 114 10






Learning

How to do Line Balancing, Load Chart, and how to calculate efficiency of line.

How to work in excel like applying formulas, etc.

This project involve lot of data gathering from other departments which helped in

development of my communication skills

34

PROJECT-3

Ergonomic Improvements at CV-CX Store

Table 12 Team Members of project 3

Team Members

Mr. Ashish Sinha PSD Leader

Mr. Deepak Sen Gupta CX-CV Chassis Co-leader

Mr. Ravindra Kumar TCF Assy Line-2 Member

Mr. Gaurav Agarwal TATA Tech. Member

Mr. Aamadeep Singh IT Member

Mr. Aakash Kochhar IT Member

Mr. Ravi Chaudhari PSD Member

Mr. Prasoon Mishra Lean Mfg. KPO* Coordinator

35

INTRODUCTION

What is ergonomics?

Ergonomics can be defined simply as the study of work. More specifically,

ergonomics is the science of designing the job to fit the worker, rather than physically forcing

the worker’s body to fit the job.

Adapting tasks, work stations, tools, and equipment to fit the worker can help reduce

physical stress on a worker’s body and eliminate many potentially serious, disabling work

related musculoskeletal disorders (MSDs).

Why is ergonomics important?

Industries increasingly require higher production rates and advances in technology to

remain competitive and stay in business. As a result, jobs today can involve:

Frequent lifting, carrying, and pushing or pulling loads without help from other

workers or devices

Increasing specialization that requires the worker to perform only one function or

movement for a long period of time or day after day

Working more than 8 hours a day

Working at a quicker pace of work, such as faster assembly line speeds

Having tighter grips when using tools.

These factors—especially if coupled with poor machine design, tool, and workplace

design or the use of improper tools—create physical stress on workers’ bodies, which can

lead to injury.

If work tasks and equipment do not include ergonomic principles in their design, workers

may have exposure to undue physical stress, strain, and overexertion, including vibration,

awkward postures, forceful exertions, repetitive motion, and heavy lifting.

Recognizing ergonomic risk factors in the workplace is an essential first step in

correcting hazards and improving worker protection. Ergonomists, industrial engineers,

occupational safety and health professionals, and other trained individuals believe that

reducing physical stress in the workplace could eliminate up to half of the serious injuries

each year.

36

The International Ergonomics Association (IEA) divides ergonomics broadly into

three domains:

Physical ergonomics - is concerned with human anatomical, anthropometric,

physiological and biomechanical characteristics as they relate to physical activity.

(Relevant topics include working postures, materials handling, repetitive movements,

work related musculoskeletal disorders, workplace layout, safety and health.)

Cognitive ergonomics - is concerned with mental processes, such as perception,

memory, reasoning, and motor response, as they affect interactions among humans

and other elements of a system.

Organizational ergonomics - is concerned with the optimization of socio technical

systems, including their organizational structures, policies, and processes.(Relevant

topics include communication, crew resource management, work design, design of

working times, teamwork, participatory design, community ergonomics, cooperative

work, new work paradigms, virtual organizations, and quality management).

Quick Exposure Check Sheet

The Quick Exposure Check (QEC) was developed to enable health and safety

practitioners to undertake assessments of the exposure of workers to musculoskeletal risk

factors (Li and Buckle, 1999). QEC focuses on exposure assessment and change in exposure,

thus allowing the benefits of workplace interventions to be assessed rapidly.

QEC has been designed to

Assess the change in exposure to musculoskeletal risk factors before and after an

ergonomics intervention,

Involve both the practitioner (observer) and the workers (who have direct experience

of performing the job) in conducting the assessment and identifying the possibilities

for change,

Encourage the improvement of workplaces and allow consideration of the

comparative impact and potential cost benefits of a number of alternative

interventions,

Educate managers, engineers, designers, health and safety practitioners and other end

users about the musculoskeletal risk factors in the workplace,

Compare exposures between two or more workers performing the same task, or

between people performing different tasks,

37

Focus on exposure assessment and change in exposure, thus allowing benefits of

workplace interventions to be assessed rapidly.

QEC (Fig.: 14 and 15) includes the assessment of the back, shoulder/upper arm,

wrist/hand, and neck, with respect to their posture and repetitive movement. Information

about task duration, maximum weight handled, hand force exertion, exposure to vibration, the

visual demands of the task and subjective responses to the work is obtained from the worker.

The magnitude of each assessment item is classified into exposure levels, and

combined exposures between different `risk factors’ are calculated by using a score table.

Thus, the QEC Exposure Scores are based on combinations of risk factors identified by the

observer and the worker for each body part and for the worker’s subjective responses. Higher

scores result from the combination of two higher-level exposures between different risk

factors than to the combination of two lower-level exposures.

38

POSTURE ANALYSIS SHEET

TPES Initial evaluation sheet PSD

Figure 24 Posture Analysis Check sheet

39

TPES Initial evaluation sheet PSD

Figure 25 QEC Score sheet

40

Gemba Analysis

Gemba means ‘Workplace’. Workplace assessment is being done on various

parameters (Fig.: 15). If any of the parameters provide a potential threat to the safety of the

operators involved in the stage then they are provided with Personal Protection Equipment

(PPEs). The gemba analysis check sheet (fig.: 16) is used for assessment.

Fall by person •Floor slippery, blocked, deteriorated etc.

•Obstacles on the ground pipes, objects etc.)

•Access to the station is too narrow or work surface is too small

•Access to heights poorly adapted (ladders, steps etc.)

•Working at heights (H>500mm)with no hand rail, no protection etc.

•Piling, stacking, unstable storage of parts etc.

•Parts difficult to grasp (sliding parts, difficult to hold in place, no handles

etc.)

Collisions •Particularly hazardous prominent fixed obstacles…

•Moving objects (hooks, swing trays, suspended tools, moving machine

elements etc.

Falling parts

Cuts, wounds •Handling of cutting tools or items with a sharp surface

(sheet metal, parts with burrs not removed, cutter etc.)

Dragging•By mechanical elements, rotations or movement of items

•Containing prominent parts, asperities or recesses, which may drag parts

of the body or clothing….

Projection of

particles •Sparks, shavings, dust etc.

Chemical

products

•Risk of contact or inhalation of dangerous substances

(solvent, mastic, glue etc.).

Figure 26 QEC RYG criteria

41

Smoke

aerosols, dust•Considerable presence of pollutants at the work station

Burns •Possibility of contact with parts which are very hot or very cold

Contact with

live elements•Possibility of contact with live (tension) elements

•The use of a complaint electrical tool does not constitute an anomaly

Procurement,

unloading of parts

and packaging by

fork lift truck

•Check that the operations for the changing of tools and

maintenance do not present any specific risks of accidents

Operations

For changing of tools

& maintenance

•Check that the operations for the changing of tools and

maintenance do not present any specific risk of accidents

Noise•A high level(> 85 db) is a disturbance which may drawn out

audible signals used by the operators

Figure 27 Parameters of gemba analysis

42

Area: Line:

Operation: Workforce type:

GEMBA ANALYSIS YES NO PPE REMARKSFall by persons

Falling parts

Collision against fixed or moving obstacle

Cuts, Wounds

Crushing, Shearing

Dragging by mechanical elements

Projection of particles

Use of chemical products

Considerable presence of smoke, aerosols, dust

Burns

Contact with live elementsProcurement/Unloading:

Parts & packaging by fork - lift truckOperation carried out by the section

Changing of tools

Maintenance

Noise

other

GEMBA OBSERVATION (IF ANY):

TPES ERGONOMICS SUMMARY SHEETPSD

Figure 28 Gemba analysis check sheet

43

NIOSH Lifting Equation:

The NIOSH Lifting Equation is a tool used by occupational health and safety

professionals to assess the manual material handling risks associated with lifting and

lowering tasks in the workplace. NIOSH Lifting Equation is as follow:

RWL = LC (51) x HM x VM x DM x AM x FM x CM

Task variables needed to calculate the RWL:

•H = Horizontal location of the object relative to the body

•V = Vertical location of the object relative to the floor

•D = Distance the object is moved vertically

•A = Asymmetry angle or twisting requirement

•F = Frequency and duration of lifting activity

•C = Coupling or quality of the workers grip on the object

(M stands for Multiplier)

H- Horizontal location of the object relative to the body:

Measure and record the horizontal location of the hands at both the start (origin) and

end (destination) of the lifting task. The horizontal location is measured as the distance

(inches) between the employee’s ankles to a point projected on the floor directly below the

mid-point of the hands grasping the object as pictured below:

Figure 29 Side and Top view showing how to measure distances for NIOSH Lifting Equation

V = Vertical location of the object relative to the floor:

Measure and record the vertical location of the hands above the floor at the start

(origin) and end (destination) of the lifting task. The vertical location is measured from the

44

floor to the vertical mid-point between the two hands as shown below. The middle knuckle

can be used to define the mid-point. (See Fig.: 17)

D = Distance the object is moved vertically:

The vertical travel distance of a lift is determined by subtracting the vertical location

(V) at the start of the lift from the vertical location (V) at the end of the lift. For a lowering

task, subtract the V location at the end from the V location at the start.

A = Asymmetry angle or twisting requirement:

Measure the degree to which the body is required to twist or turn during the lifting

task. The asymmetric angle is the amount (in degrees) of trunk and shoulder rotation required

by the lifting task.

Note: Sometimes the twisting is not caused by the physical aspects of the job design,

but rather by the employee using poor body mechanics. If this is the case, no twisting (0

degrees) is required by the job. If twisting is required by the design of the job, determine the

number of degrees the back and body trunk must twist or rotate to accomplish the lift. (i.e.

90°as pictured below)

Figure 30 Showing asymmetry of 90 degrees

F = Frequency and duration of lifting activity:

Determine the appropriate lifting frequency of lifting tasks by using the average

number of lifts per minute during an average 15 minute sampling period. For example, count

45

the total number of lifts in a typical 15 minute period of time and divide that total number by

15.

Minimum = 0.2 lifts/minute

Maximum is 15 lifts/minute.

C = Coupling or quality of the workers grip on the object:

Determine the classification of the quality of the coupling between the worker's hands

and the object as good, fair, or poor (1, 2, or 3). A good coupling will reduce the maximum

grasp forces required and increase the acceptable weight for lifting, while a poor coupling

will generally require higher maximum grasp forces and decrease the acceptable weight for

lifting.

1. Good-Optimal design containers with handles of optimal design, or irregular

objects where the hand can be easily wrapped around the object.

2. Fair-Optimal design containers with handles of less than optimal design, optimal

design containers with no handles or cut-outs, or irregular objects where the hand can be

flexed about 90°.

3. Poor -Less than optimal design container with no handles or cut-outs, or irregular

objects that are hard to handle and/or bulky (e.g. bags that sag in the middle).

Output of NOSH Lifting Equation:

RWL: Recommended Weight Limit

Answers, “Is this weight too heavy for the task?”

LI: Lifting Index = Load ÷ RWL

Answers, “How significant is the risk?”

LI<1 ( No Risk)

1<LI<3 (Nominal Risk)

3<LI (High Risk)

L = Load:

Determine the weight of the object lifted. If necessary, use a scale to determine the

exact weight. If the weight of the load varies from lift to lift, you should record the average

and maximum weights lifted.

46

DUR = Duration:

Determine the lifting duration as classified into one of three categories: Enter 1 for

short-duration, 2 for moderate-duration and 8 for long-duration as follows:

1 = Short-lifting ≤ 1 hour with recovery time ≥ 1.2 X work time

2 = Moderate -lifting between 1 and 2 hours with recovery time ≥ 0.3 X lifting time

8 = Long-lifting between 2 and 8 hours with standard industrial rest allowances

RULA and REBA:

RULA (Rapid Upper Limb Assessment) was developed to evaluate the exposure of

individual workers to ergonomic risk factors associated with upper extremity MSD. The

RULA ergonomic assessment tool considers biomechanical and postural load requirements of

job tasks/demands on the neck, trunk and upper extremities. A single page worksheet is used

to evaluate required body posture, force, and repetition. Based on the evaluations, scores are

entered for each body region in section A for the arm and wrist, and section B for the neck

and trunk. After the data for each region is collected and scored, tables on the form are then

used to compile the risk factor variables, generating a single score that represents the level of

MSD risk.

The RULA was designed for easy use without need for an advanced degree in

ergonomics or expensive equipment. Using the RULA worksheet, the evaluator will assign a

score for each of the following body regions: upper arm, lower arm, wrist, neck, trunk, and

legs. After the data for each region is collected and scored, tables on the form are then used to

compile the risk factor variables, generating a single score that represents the level of MSD

risk as outlined below in fig.: 19

Figure 31 RULA MSD Risk Level

47

Figure 32 RULA Check Sheet

This ergonomic assessment tool uses a systematic process to evaluate whole body

postural MSD and risks associated with job tasks. A single page worksheet is used to evaluate

required or selected body posture, forceful exertions, type of movement or action, repetition,

and coupling.

The REBA was designed for easy use without need for an advanced degree in

ergonomics or expensive equipment. You only need the worksheet and a pen. On second

thought, you probably should finish reading and studying this guide, and I suppose a

clipboard would help as well. Using the REBA worksheet, the evaluator will assign a score

for each of the following body regions: wrists, forearms, elbows, shoulders, neck, trunk,

back, legs and knees. After the data for each region is collected and scored, tables on the form

are then used to compile the risk factor variables, generating a single score that represents the

level of MSD risk (fig.: 21)

48

Figure 33 REBA MSD Risk Level

Figure 34 REBA Check Sheet

DESCRIPTION

Objective

Addressing of ergonomics issues & their elimination & control in Line-1 CV-CX

Store.

Target

After evaluating current condition we were able to decide our target:

49

1. Reduction of stress in shoulder and back areas of body.

2. Reduction of motion to reduce stress in feet.

Process Flow Diagram

Figure 35 Process Flow of Kaizen Event on Ergonomics

To evaluate the current ergonomic condition we obtained the medical records from

the medical centre from July 2013 to April 2014. We also conducted a small survey among

the workers working in CV-CX Store to know about the musco-skeleton disorders. After that

we evaluated the store using Gemba analysis sheet and quick exposure check sheet and also

identified the heavy parts on which NIOSH lifting equation was applied. Then through brain

storming we decided solutions to various ergonomics issues. During the event, the main

problem encountered was in power steering gearbox lifting process on which we even

performed RULA & REBA analysis in DELMIA with the help of Mr. Gaurav.

Current Condition

From the medical records it was found

that maximum cases were of body pain and

weakness followed by pain in knees. Back

pain and shoulder pain cases were of equal

weightage.

Figure 36 Survey Results

50

Figure 37 Summary of Survey

In the survey it was found that the body part which was under maximum strain was feet

followed by knees. The above two data helped us to narrow our focus on two things:

1. Reduce walking of the worker

2. Evaluate lifting of heavy parts

Study of Workplace and Improvement

Gemba analysis check sheet and Quick Exposure check sheet was used by the team in

evaluating the workplace. In context to safety of the worker, the gemba analysis check sheet

revealed that the worker was working in a safe environment and he was provided the

necessary personal protective equipment (PPE’S). The quick exposure check sheet revelled

that the maximum stress experienced by the worker was

Figure: 36 Summary of medical records

51

1. Back (Moving) means stress in back during motion(E.g. during manual lifting)

2. Neck. (Refer Table: 3)

Table 13 Summary of QEC of Workers working in CV-CX Store

QEC Analysis

QEC analysis was done to study the current condition of workplace. The study starts

by collecting data. We have to fill a posture analysis check sheet shown in fig.: 14. The data

collected by the sheet is base for analysis. After collecting data, the data is punched in the

DELMIA software, and it provides us with the RYG status.

Figure 38 screen shot of posture analysis tab in DELMIA

52

After collecting data, add the data in the sheet by selecting the check circles similar to

the sheet(see figure: 38). After the data entry, enter submit. After submission, DELMIA

generates a summary sheet revealing the ergonomic status.

Figure 39 sample ergonomic summary sheet

NIOSH Study

NIOSH Lifting Equation was applied to manual lifting process of five

heavy parts in CV-CX Store.

1. Power Steering Gearbox

2. Clutch Pressure Plate

3. Spare Wheel Carrier

4. DDU Unit

5. Spare Wheel Carrier Mgt. Bkt.

The following figure shows the table in which the data was collected of

different parameters of NIOSH Lifting Equation for these five parts:

53

Figure 40 Data collection table for NIOSH

After data collection, the values of the parameters were input in an excel file which

automatically gave us the values of RWL and LI for all the parts for both initial and final

location.

54

Power Steering Gearbox:

Figure 41 Screen shot of Excel File for power steering gearbox-Pickup location

55

Figure 42 Screen shot of Excel File for power steering gearbox-Placement location

RULA & REBA Analysis

After NIOSH, RULA & REBA analysis was done in DELMIA by Mr. Gaurav for the

detailed understanding of the solutions. The following picture shows the result of RULA &

REBA analysis done on the existing situation.

inches cm

10 25.4

70 177.8

Model Inputs:

25 cm HM = 1.00

(min 25, max 64)

70 cm VM = 0.99

(min 0, max 178)

Lifting Index (LI = Load/RWL):

25 cm DM = 1.00

(min 25, max 178)

90 deg AM = 0.71

(min 0°, max 135°)

CM = 0.95

(1=good, 2=fair, 3=poor) 15.3 Kg

8 hr(s) Dur = ######

(Enter 1, 2 or 8 hrs. only)

2.312 l/m FM = 0.65

(min 0.2 lifts/min)

35.4 kg

35.4 kg

Duration

(25 is best)

(75 is best)

(25 is best)

(0 is best)

(1 is best)

NIOSH Lifting Guidelines - METRIC

Power Steering Gear Box

Enter Data

10.0 Kg

NOTE: The revised NIOSH guidelines in this Microsoft Excel Workbook are derived from a paper titled "Revised

NIOSH Equation for the Design and Evaluation of Manual Lifting Tasks" published in Ergonomics (Waters, Putz-

Anderson, Garg, and Fine, 1993).

Job Title

Multipliers: Model Outputs:

Recommendations:

Average Load Weight

Coupling

Frequency

(1 is best)

Engineering or Administrative Controls should be

implemented

Recommended Weight Limit (RWL):Horizontal Location (H)

Vertical Location (V)

Maximum Load Weight

Travel Distance (D)

2

Angle of Asymmetry (A)

3.55

Frequency Independent RWL:

Frequency Independent LI:

(0.2 is best)

DESCRIPTION

CLEAR WORKSHEET

56

Figure 43 RULA & REBA Analysis done on lifting of power steering gearbox using DELMIA

57

Output

Figure 44 Improvement of trolley to eliminate lifting

Trolley was modified to eliminate the lifting of the power steering gearbox. The

worker will slide the gearbox on the trolley from the table and the gearbox will slide to the

end by sliding on the rollers fitted in the trolley.

58

Clutch Pressure Plate:

Figure 45 Screen shot of Excel File for Clutch Pressure Plate -Pickup location

59

Figure 46 Screen shot of Excel File for Clutch Pressure Plate -Placement location

Output

Movable scissor lift is suggested for improvement in lifting

of Clutch Pressure Plate. This will eliminate vertical motion

and help in reduction of stress on shoulders and back.

Figure 47 Improvement suggestions for

power steering gear box

60

Table 14 NIOSH Result

Part Name Initial Location Final Location

Spare wheel Carrier 2.16 1.78

DDU Unit 1.8 1.33

Spare wheel carrier Mgt. Bkt. .72 1.16

Movement Study

Next, we worked on reduction of travel distance for material procurement. Reduction

of travel distance will help in reduction of stress in feet and knees. The following figure

shows the current situation and improved situation.

Figure 48 Initial situation of store layout

61

Figure 49 improved situation of store layout

Table 15 Data showing effect of improvement on time and productivity

Table: 15 shows that after improvement there is 50% reduction in material feeding

time for silencer hanger bkt., DDU unit and harness. The improvement has doubled the

productivity of the worker and also reduced the distance which has significantly reduce the

stress in feet and knee of the employee.

Layout of rack area was also modified. Our inspiration for modification was general

utility store. The following figure shows the change in placement of racks:

62

Figure 50 Original layout of rack area

Figure 51 Suggested layout of rack area

The following table shows the reduction in travel distance, time saving and impact on

productivity by following this current layout.

63

Table 16 Data showing effect of improvement on time and productivity

Learnings

Learned how to analyse GEMBA (Work Base) and on what parameters

Learned how to apply different ergonomic tools

o Quick Exposure Check

o NIOSH Lifting Equation

o RULA and REBA analysis

Inter-departmental exposure was high which helped in enhancement of

communication skills.

Learned how to work in team

How to carry out effective brain storming sessions.

64

PROJECT-4

Ergonomic Improvements of Bumper and FUPD FITMENT

Table 17 Team members of project 4

Name Area Designation

Gurvinder Singh PTPA Leader

Parag Aneja Planning Co-Leader

Lalit Kumar TCF Assy 3 Member

Anil Sharma VFPIG Member

V S Chandel TCF Assy 3 Member

Praveen K shukla TCF Assy 2 Member

Amit Kr Singh TCF Assy 2 Member

Gaurav Srivastava TTL Member

Sanna Salim HR Member

Ashish Sinha PSD Member

Prasoon Mishra Lean Mfg Member

65

INTRODUCTION

Bumper Fitment

A bumper is usually a metal bar or beam, attached the vehicle's front-most and rear-

most ends, designed to absorb impact in a collision. The weight of bumper varies from model

to model as shown in table below:

Table 18 showing details of bumper

The following figure shows how the bumper fitment is carried out. The bumper is

picked up by two workers from the bumper trolley and taken to the truck. The adjust the

bumper on the bracket and then fasten the bumper using nut and bolt. And the then use an

impact nut runner for tightening.

PART VARIETY WEIGHT PICTURE

Bumper 3 35 Kg ( Max)

26 Kg

13 Kg

* (Selector

switch to be

provided for

each model)

66

Figure 52 Process mapping of bumper fitment

FUPD Fitmen

Table 19 showing details of FUPD

An FUPD (Front Underrun Protective Device) is a purpose built heavy-duty bull bar

that has been designed, manufactured, and tested to reduce fatalities in the event of a front-

end truck collision. The weight and design of FUPD remains same for all models as shown in

table below:

PART VARIETY WEIGHT PICTURE

FUPD 1 29 Kg

67

Figure 53 Process mapping of FUPD fitment

The above figure shows how the FUPD fitment is carried out. The FUPD is picked up

from the trolley by two workers and taken to the vehicle. There they place it on the bracket

with adjustment and fasten it using nut and bolt. The tightening process is done using impact

nut runner.

DESCRIPTION

Objective

To conduct 3P kaizen for Bumper & FUPD fitment in TCF Line -2, 3 to improve the

ergonomics & safety Parameters.

Target:

To bring these fitment processes form Red category to Green category. Idea is to

reduce Musco-Skeleton Disorders.

68


Figure 54 Process flow diagram of project-4

Current Condition

The gemba analysis sheet revelled that there are no safety problems in the material

handling process and proper personal protective equipment’s were for the safety of the

workers.

The QEC sheet revelled that maximum stress experienced by the worker was in the

shoulder and back areas of his body. To confirm it, further RULA analysis was done on the

current situation by Mr. Gaurav Srivastava in DELMIA. The following figure shows the

result of DELMIA:

69

70

Figure 55 shows RULA analysis for bumper handling

71

Figure 56 shows RULA analysis for FUPD handling

72

Improvement

The following table shows the parameters on which improvement suggestions were

evaluated and their units of measurement.

Table 20 List of Parameters

Parameter Unit of Measurement

Safety Unsafe act rating 0-10 scale

Ergonomics No of ergo issues

Productivity

-Material Movement Meters

-Operator movement Meters

Muda elimination No of events

Component -Quality 0-10 scale

Complexity – operation 0-10 scale

Complexity – Structure 0-10 scale

Cost 0-10 scale

After the 1 day brain storming session, in which the team did the following tasks:

Option generation for improvement for both Bumper fitment and FUPD fitment.

Option validity. Whether the option is practically viable or not.

Option evaluation on the above listed parameters.

Option finalization.

In the brain storming session, the following options were generated. Following are the

list of options generated in brain storming session for Bumper fitment:

1. 2-Arm manipulator with LT & CT motion rails. ( Trolley location to be shifted)

2. Articulated arm with balancer and pneumatic fixture. (Bumper to be kept in vertical

stacks).

3. Hoist with tackle. (Centre flap position to be adjusted).

4. FUPD & Bumper combined fitment.

73

5. Elbow lift with side arm (cantilever type) with vacuum cup with holding arm vertical

rotation.

6. Elbow lift with centre arm with vacuum cup without holding arm rotation.

7. Elbow lift with centre arm w/o vacuum cup (pneumatic clamping of bumper).

Following are the list of options generated in brain storming session for FUPD fitment:

1. 2 new EMS Carrier additions for FUPD.

2. Roller based transportation trolley with manual scissor lift with forks in line feeding

trolley.

3. Transportation trolley without rollers and manual scissor lift line feeding trolley.

4. Use of feeding trolley as a mini/manual forklift.

5. - Arm manipulator with LT & CT motion rails. ( Trolley location to be shifted)

6. Balancer with LT & CT Rails with magnetic tackle. (Trolley location to be shifted

and CT rails to be telescopic)

7. Articulated arm with balancer and pneumatic fixture. (FUPD to be kept in vertical

stacks).

8. Hoist with tackle (at propeller shaft fixing station).

The finalized options were ergonomically evaluated in DELMIA to confirm that these

options are free from ergonomic issues or within stress limits. The following pictures show

the finalized options:

Figure 57 option selected for bumper fitment

74

Figure 58 option selected for FUPD fitment

Learnings

Learned how to work in team

Learned how to evaluate GEMBA and on what parameters

Learned the application of various ergonomic tools

o Quick Exposure Check Sheet

o RULA Analysis

How to conduct effective brain storming sessions.

75

PROJECT-5

Six-Sigma Project on Door Lock Push Button Hard

Table 21 Team members of project-5

Team Members

Mr. Rishikesh CQ Champion

Mr. BN Khawas CQ Guide

Amandeep Singh Gujral PSD Leader

Shubham Chaudhary Trim-3 Leader

76

INTRODUCTION

What is Six-Sigma?

Six Sigma's aim is to eliminate waste and inefficiency, thereby increasing customer

satisfaction by delivering what the customer is expecting.

Six-Sigma is a highly disciplined process that helps us focus on developing and

delivering near-perfect products and services.

Six-Sigma follows a structured methodology, and has defined roles for the

participants.

Six-Sigma is a data driven methodology, and requires accurate data collection for the

processes being analyse.

Six-Sigma is about putting results on Financial Statements.

Six-Sigma is a business-driven, multi-dimensional structured approach to:

1. Improving Processes

2. Lowering Defects

3. Reducing process variability

4. Reducing costs

5. Increasing customer satisfaction

6. Increased profits

The word Sigma is a statistical term that measures how far a given process deviates

from perfection.

The central idea behind Six Sigma is that if you can measure how many "defects" you

have in a process, you can systematically figure out how to eliminate them and get as close to

"zero defects" as possible and specifically it means a failure rate of 3.4 parts per million or

99.9997% perfect.

Key Concepts of Six-Sigma

At its core, Six Sigma revolves around a few key concepts.

Critical to Quality: Attributes most important to the customer.

Defect: Failing to deliver what the customer wants.

Process Capability: What your process can deliver.

Variation: What the customer sees and feels.

77

Stable Operations: Ensuring consistent, predictable processes to improve what the

customer sees and feels.

Design for Six Sigma: Designing to meet customer needs and process capability.

Our Customers Feel the Variance, Not the Mean. So Six Sigma focuses first on reducing

process variation and then on improving the process capability.

The Benefits of Six-Sigma

There are following six major benefits of Six Sigma that attract companies.

Six-Sigma:

Generates sustained success.

Sets a performance goal for everyone.

Enhances value to customers.

Accelerates the rate of improvement.

Promotes learning and cross-pollination.

Executes strategic change.

DESCRIPTION

Objective

The objective of this project was to reduce the door lock push button force to increase

customer satisfaction.

78


Figure 59 Shows DMAIC Approach for 6 sigma project

Define Phase

The problem of “Door Lock Push Button Hard” was given to us by Central Quality

department of Tata Motors, Lucknow. This problem was faced by the customers of Tata

motors from many years and was very much consistent. The following project charter will

give you detail view of the problem.

Table 22 Project charter

79

Figure 60 Problem Definitions

Problem Definition

80

Figure 61 Box Plot showing current force levels

The above box plot shows that the force to push the button is ranging from 140 N to

180 N which is very high.

Table 23 CTQ and CTP

81

The above figure shows the CTQ (critical to quality) and CTP (critical to process)

parameters. It also shows how we reached CTQ and CTP by identifying voice of customer

and voice of business. This has also helped us in defining our goal for our project.

4W1H is a method of asking questions about a process or a problem taken up for

improvement. 4W1H is used to comprehend for details, analyse inferences and judgment to

get to the fundamental facts and guide statements to get to the abstraction. Methodology

includes answering a checklist of five questions, each of which comprises an interrogative

word - what, who, when, where and how.

Table 24 4W-1H table

82

Figure 62 SIPOC Diagram for Door Lock

SIPOC is the helicopter view of the business process. It is used to capture key

information about the process. The SIPOC Diagram tells us about the various parts of the

fitment and their supplier. It also helps us identify the immediate customer who will be facing

the problem, in our case they are the testing & inspection people at TCF Line-3.

Figure 63 Top-Down Charts for Door Lock

83

Top-Down chart is the next level detailing of SIPOC diagram. It is used to understand

the process in detail. As we can see in the figure 64, it is telling us how the different child

parts are fitted in the cab.

Table 25 Process walkthrough observations Chart

We visited the shop floor to know how the fitment process is carried out. During the

process Walk through, we have to find out that standards are being followed during the

fitment process. In our case, we find out that hammering was done on the kit lock for its

adjustment, which was due to the miss alignment of hole as shown in fig 65. This was not a

quick win and was reported to the Tata managers. This miss alignment cured by the Tata

managers and the problem was eliminated.

Measure and Analysis Phase

The measure and analysis phases go hand in hand. It started with the construction of

fish-bone diagram, in which we listed all the possible causes for the occurrence of problem.

Then we designed a data collection plan which helped us in prioritization of causes.

84

Figure 64 Fish-Bone Diagram

Figure 65 Measurement device - push pull gauge (max. 50 kgf)

85

First Data Collection Plan:

Table 26 First Data Collection Plan

Y's

Push Force

Door Lock

Handle

Push Force

Kit Lock

Push Force

Door Lock-

Before

Alignment

(Open)

Push Force

Door Lock-

After

Alignment

(Open)

Push Force

Door Lock

(Closed)

Performanc

e measure

Kgf Kgf Kgf Kgf Kgf

Type of

Data

(Attribute /

Variable)

Variable Variable Variable Variable Variable

Operational

definition

Push Pull

guage should

be held

perpendicular

to the button

surface

Push Pull

guage should

be held

perpendicular

to the button

surface

Push Pull

guage should

be held

perpendicular

to the button

surface

Push Pull

guage should

be held

perpendicular

to the button

surface

Push Pull

guage should

be held

perpendicular

to the button

surface

Data source

/ location

Trim Line 3 Trim Line 3 Trim Line 3 Trim Line 3 Trim Line 3

Sample size 1 1 1 1 1

Who will

collect the

data

Amandeep

and Shubham

Amandeep

and Shubham

Amandeep

and Shubham

Amandeep

and Shubham

Amandeep

and Shubham

When will

the data Be

collected

G Shift G Shift G Shift G Shift G Shift

How will the

data Be

collected

Push Pull

Guage

Push Pull

Guage

Push Pull

Guage

Push Pull

Guage

Push Pull

Guage

Other data

that should

be collected

at the same

time

86

Figure 66 door lock part description

Table 27 result of first data collection plan

S.No. CAB No. LHS RHS LHS RHS LHS RHS LHS RHS LHS RHS

1 P344VYC02244 1.54 1.53 2.85 3.3 6.22 7.72 7.57 6.74 13.92 12

2 P344VYC02245 1.75 1.83 2.98 3.21 7.34 7.79 7.2 6.4 19.81 16.63

3 P344VYC02246 1.88 1.75 3.2 3.19 6.86 6.64 6.98 7.19 14.89 11.03

4 P344VYC02247 1.82 1.79 2.99 2.88 6.73 5.61 6.62 6.22 14.34 11.85

5 PS516VYC02249 1.98 1.89 3.14 2.99 6.55 5.9 7.48 7.09 16.97 11.09

6 PS516VYC02252 2.03 1.91 3.07 3.43 7.57 6.34 7.31 7.13 14.27 13.84

7 PS516VYC02253 1.87 1.95 3.16 3.64 6.82 6.8 6.08 6.15 13.12 12.23

8 PS516VYC02254 2.11 2.24 3.18 3.42 7.44 5.99 6.38 6.84 11.52 14.48

9 PS516VYC02264 2.18 2.37 3.57 3.33 6.79 6.81 7.19 6.02 15.99 15.22

10 PS516VYC02265 2.39 2.25 3.53 3.2 7.41 8.67 7.29 7.91 14.29 13.58

2.39 2.37 3.57 3.64 7.57 8.67 7.57 7.91 19.81 16.63

1.54 1.53 2.85 2.88 6.22 5.61 6.08 6.02 11.52 11.03

1.955 1.951 3.167 3.259 6.973 6.827 7.01 6.769 14.912 13.195

0.85 0.84 0.72 0.76 1.35 3.06 1.49 1.89 8.29 5.6Range

Initial Measurement Sheet - Door Opening Push Button Force

Date:

After Fitment

Door Handle Push Button

Force (Kgf) Force (Kgf)

Before Fitment (Part Level)

Kit Lock Before Alignment (Open)

Push Button Force (Kgf)

After Alignment (Open)


After Alignment (Closed)


Max

Min

Mean

87

Figure 67 67 Box plot of data collected in table 26

A-Push Force of Door lock handle

B-Push force of Kit Lock

C-Push force of door lock (Open)-Before Alignment

D- Push force of door lock (Open)-After Alignment

E- Push force of door lock (Closed)

The graph is very revealing. In the graph we can see that the there was a sudden

increase in force in going from A, B to C and D to E. the sudden rise from A, B to C was

because the force was transmitted to Kit lock through Door lock handle as a result the

individual forces of these two components add up plus some minor losses which lead to

sudden increase in force form A, B to C. now the question arise that the why there is increase

in force from D to E because theoretically both should be same. So this became a trigger

point for our study and helped in prioritization of causes shown in red in the following fish-

bone diagram.

A B

C D E

88

Figure 68 Modified Fish-Bone Diagram

After this we went for the reading and we identified that there was a major difference

in the push force of left door and right door. The push force of left door was significantly

higher as compared to the right door. The observation we obtained while adopting the

philosophy of Genchi Gembutsu, we designed our next data collection plan.

Table 28 Second Data Collection Plan

Kit Lock Holes(X's) in Cab Door

Performance measure mm

Type of Data (Attribute / Variable) Variable

Operational definition Distance of the holes from the

ref.(inner side of the door)

Data source / location Trim Line 3

Sample size 1

Who will collect the data Amandeep and Shubham

89

When will the data Be collected G Shift

How will the data Be collected Vernier Calipers

Other data that should be collected at the same

time

Push Button Force (Y’s)

Figure 69 drawing revealing the standard distance for location of holes

From the drawing, we can see that the standard distance of holes 1 and 2 from the

reference are 32.5 mm and 55.5 mm. but in the actual case, the left door was far away from

standards. In both the cases, the second lock does not engage before hammering.

Table 29 Result of second data collection

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The following figure will help you to understand the data collected in second data

collection process in a better way.

Figure 70 Shows basic statistical calculations of distance data in table 29

From the above figure we can see that the mean of distance of hole 1 and 2 is higher

by approx. 3 mm in case of H1 and 3.5 mm in case of H2 in LHS Door.

Figure 71 Shows basic statistical calculations of difference data in table 29

91

Difference = Distance of holes measured – Standard distance of holes.

Figure 70 is self-revealing. In case of lhs door both H1 and H2 are shifted approx. by

3mm away from the reference and in case of RHS door the difference is almost negligible.

The following box-plots will help you to see the picture more clearly.

Figure 72 Box plot of data in table 29

The above shown box-plot clearly reveals that the difference which ideally should be

zero is not coming in case of LHS door. In case of RHS door the difference is close to zero.

92

Figure 73 Box plot of data in table 29

The above figure clearly shows that both the force and the difference are high in case

of LHS Door as compared to RHS Door. Hence this became our first validated Cause.

We designed our third data collection plan to validate our second cause:

Table 30 Third data collection plan

Push Button Force-

with beading

Push Button Force-

without beading

Performance measure Kgf Kgf

Type of Data (Attribute / Variable) Variable Variable

Operational definition Push Pull gauge

should be held

perpendicular to the

button surface

Push Pull gauge

should be held

perpendicular to the

button surface

Data source / location Trim Line 3 Trim Line 3

Sample size 1 1

93

Who will collect the data Amandeep and

Shubham

Amandeep and

Shubham

When will the data Be collected G Shift G Shift

How will the data Be collected Push Pull Gauge Push Pull Gauge

Other data that should be collected at

the same time

The following table shows the data collected according to third data collection plan:

Table 31 result of third data collection plan

94

Figure 74 Histogram analysis of data in table 31

Form the above histogram analysis it can be concluded that the spring force of

beading is playing and important role. This gave us our second validated cause.

Next we designed our Forth data collection plan to validate our prioritized root

causes, which are:

1. Door aperture gap very less.

2. Door closing force is high.

Table 32 Forth data collection plan

Gap Between

Door

Aperture and

Door

Push Button

Force- with

beading

Push Button

Force- without

beading

Performance measure mm Kgf Kgf

Type of Data (Attribute /

Variable)

Variable Variable Variable

Operational definition Gap Between

Door Aperture

and Door

Push Pull gauge

should be held

perpendicular to

Push Pull gauge

should be held

perpendicular to

95

the button surface the button surface

Data source / location Trim Line 3 Trim Line 3 Trim Line 3

Sample size 1 1 1

Who will collect the data Amandeep and

Shubham

Amandeep and

Shubham

Amandeep and

Shubham

When will the data Be collected G Shift G Shift G Shift

How will the data Be collected Filler Gauge Push Pull Gauge Push Pull Gauge

Other data that should be

collected at the same time

Push Button

Force

Figure 75 3- points at which gap was measured

96

Table 33 Result of forth data collection plan

The following box-plots will help you to pictures the data in table 15 more clearly. At

this point we have our third validated cause.

Figure 76 Box Plot of data in table 32

97

Table 34 summary of measurement and analysis phase

Improvement Phase

The following tables show our action plan to reduce the problem. Table 35 Action plan for improvement

The action plan was implemented in following steps as follow:

98

Step 1:

Figure 77 Email sent to BIW

Step 2:

Figure 78 Email sent to ERC

99

Changed beading design

Figure 79 Present beading design

Figure 80 Suggested beading design

Learning

Learned about six sigma, DMAIC approach and how to apply this methodology in

real life situation

Learned about team work

Learned about importance of quality

Learned how to use MINITAB software

Learned about the various statically tools used in SIX SIGMA. E.g. hypothesis

testing, regression, etc

100

REFRENCES

1. Source: http://www.tatamotors.com/about-us/company-profile.php

2. Source: http://www.tatamotors.com/about-us/manufacturing.php

3. Source: http://www.ergo-plus.com

4. Source: TMPS Guidelines handbook-TATA Motors

5. Source: http://www.images.google.com/dmaic/

6. Source: Zandin, Kjell B (2003). MOST Work Measurement Systems

http://www.tatamotors.com/about-us/company-profile.php

http://www.tatamotors.com/about-us/manufacturing.php

http://www.ergo-plus.com/

Project Report-Tata Motors

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