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COMPANY PROFILE
Shriram Pistons & Rings Ltd.(SPRL) is one of the largest
andmost sophisticated manufacturers of Precision
AutomobileComponents i.e. Pistons, Piston rings, Piston Pins and
EngineValves in products sold under brand name USHA/SPR in
themarkets.
SPRL manufacturing unit is located at Meerut Road in
Ghaziabad(25 kms from Delhi). The plant has been recognized as one
of themost modern and sophisticated plants in North India in the
fieldof Automobile Components Production.
The company offers diesel and gasoline pistons; and cast
iron,steel, and moly piston rings. It also provides replacement
parts toautomotive workshops, repair shops, and service stations.
Thecompanys products are used in automobile vehicles andgensets. It
sells its products through distributors. The companywas
incorporated in 1963.
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TECHNICAL COLLABORATION
For such a kind of Sophisticated and Modernised technology and
forthe production of world class products Shriram Pistons is having
tie-up with these companies...
M/s. KOLBENSCHMIDT,GERMANY For Pistons
M/s. RIKEN CORPORATION,JAPAN - For Piston Rings
M/s. FUJI OOZX,JAPAN - For engine valves
M/s. HONDA FOUNDARY,JAPAN - For Technical Support
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PRODUCTION CAPACITY
Piston 17.06 million in 2011-2012Pin 14.09 million in
2011-2012Rings 76.05 million in 2011-2012Engine Valves 33.8 million
in 2011-2012
Piston 16.2 million in 2010-2011Pin 13.09 million in
2010-2011Rings 74.08 million in 2010-2011Engine Valves 32.05
million in2010-2011
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ORIGINAL EQUIPMENTMANUFACTURERS
DOMESTIC OEMS
Passenger Vehicle:-Ford MotorsGeneral MotorsHonda SielMahindra
& MahindraMaruti SuzukiNissanSuzuki PowertrainTata Motors
Two Wheelers:-Bajaj AutoHero MotocorpHMSISuzuki MotorcycleTVS
motors
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COMMERCIAL VEHICLES:-Ashok LeylandMahindra & MahindraSML
IsuzuTata MotorsTata CumminsVE Commercial Vehicles
Tractors:-HMT TractorsNew HollandSonalika InternationalMahindra
SwarajTractors and Farm Equipments(TAFE)
Industrial Engines:-CumminsGreavesHonda Power ProductsKerala
AgroKirloskarLombardiniWABCO
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INTERNATIONAL OEMSEurope:-Ford, UKFord, GermanyHusqvarna
Motorcycles (BMW), ItalyIveco, ItalyRenault, FranceRenault,
Spain
Asia:-Honda, Peoples Republic of ChinaHonda, ThailandHyundai,
KoreaMega Motors, IranWABCO, Peoples Republic of China
Australia:-Ford, Australia
South Africa:-Ford, South Africa
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QUALITY OBJECTIVES
1. Organisation which is sensitive and interactive to the needs
ofcustomer.
2. Continuous upgrading of quality and process to meet
changingneeds of customer.
3. Optimization of return on investment by
Continuous Improvement Technology Development Organizational
Development Cost Reduction Effort Effective Use Of All
Resources
4. Work to international norms of quality and management.
Total Customer Satisfaction Through Quality
Management And Continuous Improvement
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CONSUMMATION
SPR received th ISO 9001 certificate from RWTUV, Germany
in1994.
Best foundary awards from the institute of Indian foundrymrn
inthe year 2003.
Green rating award by CII, U.P. pollution board & world bank
in theyear 2004.
The company received TPM excellence award in hte year 2004. SPRL
has received the best vendor awards from Maruti Suzuki for
4 consecutive times. Best supplier awards from tata Cummins ltd.
For 3 consecutive
years. Excellence award in export by government of india.
Excellence award in quality by Honda scooters and Motorcycles
limited. Received best vendor award for overall performance from
Ashok
Leyland in 2008-09. ISO/TS16949 achieved for SPR unit II
Ghaziabad in year -2009. Received performance award from Honda Siel
products ltd. In
march -2012. Volvo Eicher Commercial Vehicle (VECV) has given us
award for
OVERALL QUALITY EXCELLENCE for 2012. Grand award for QCDDM from
Honda Motorcycle & Scooter India.
This is the topmost award for any supplier of HMSI and we are
theonly one to receive it.
Vendor performance from Suzuki Motorcycle. Excellence award in
technology by ACMA in 2007-08. Excellence award in quality by ACMA
in 2007-08.
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PLANT LOCATIONS1) Shriram Pistons & Rings Ltd.
A-4 & A-5, Industrial AreaMeerut RoadGhaziabad
Uttar Pradesh - 201003India
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2) Shriram Pistons & Rings Ltd.
SP-1/892 & 893, RIICO Industrial AreaPathredi, District
AlwarRajasthan - 303107India
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FEATURES OF SPR FACTORYTotal area covered by the factory is 27
acres.The factory has manufacturing facilities for
Piston, Rings, Pins and engine valves.Total strength of the
company is 5230 nos.The turnover/sales gor the year 2011-2012
is
Rs 1000.00 Cr.The company is exporting to more than 35
countries.Export sales are of Rs. 188.00 Cr. In year 2011-
12.Over 10% of the sale is exported to sophisticated
markets such as Europe, UK,
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TYPES OF PISTONSMANUFACTURED
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TYPES OF RINGSMANUFACTURED
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METHODS PERFORMED INFOUNDARY FOR RINGS
1. Melting and Alloy MakingIn this section the aluminium
obtained from various suppliers is
melted in this section upto the temperature of 750 degree
centigrate.The aluminium from the supplier is of 99.9% aluminium
which is verybrittle and could be easily moulded. But this type of
aluminium is ofno use therefore various types of alloys are added
to it likechromium, nickel etc. in different composition for
different type ofrequirements from the buyer.
2. Purification and HoldingIn this section the metal which is
obtained after melting is havingsome impurities in them which are
not desirable. Therefore it ispurified with the help of various
methods and after that the moltenmetal is allowed to stand still so
that some of the impurities left maysettle down and the metal
obtained is of desired composition.
3. CastingGenerally there are various methods of performing
casting method buthere at Shriram Pistons the method used is most
economical, safe forworkers, less hazardous, very swift and
appropriate process for massproduction which isGravity Die Casting
in which the molten metal flows under theinfluence gravity and
allowed to cool down and solidify after that thedesired product is
obtained.
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4. Riser CuttingIn this method the riser which is over the
casting product providedfor extra metal is removed and only the
desired casting productremains.
5. Heat TreatmentHeat treating is a group of industrial and
metalworking processesused to alter the physical, and sometimes
chemical, properties of amaterial. The most common application is
metallurgical. Heattreatments are also used in the manufacture of
many other materials,such as glass. Heat treatment involves the use
of heating or chilling,normally to extreme temperatures, to achieve
a desired result suchas hardening or softening of a material. Heat
treatment techniquesinclude annealing, case hardening,
precipitation strengthening,tempering and quenching.
6. Rough TurningRough turning is a process in which the excess
material is removedfrom the outer surface of the casting product
roughly. It is generallydone on the pistons which are used in heavy
duty vehicles liketrucks, trailers etc. It is not performed on
smaller pistons due tosmall in size and extra material on them can
be removed bymachining very easily due to less volume to be removed
from themwhereas bigger pistons are having much volume to be
reducedtherefore they are passed through the process rough
turning.
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7. InspectionIn this method the casting product is inspected by
the human eyesfor various casting defects like shrinkage, visual
defects like dents,and they are again send to the furnace for
melting and can be usedagain which certainly reduce the time and
money at the initial stageof manufacturing.
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MANUFACTURING METHODOLOGIESADOPTED BY COMPANY
1) TPM(Total Productive Maintenance)
2) KAIZEN
3) 5S
4) KANBAN
5) SIX SIGMA
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TPMTOTAL PRODUCTIVE MAINTENANCE
In industry, total productive maintenance (TPM) is a system
ofmaintaining and improving the integrity of production andquality
systems through the machines, equipment, processes,and employees
that add business value to an organization.TPM focuses on keeping
all equipment in top working conditionto avoid breakdowns and
delays in manufacturing processes.
One of the main objectives of TPM is to increase theproductivity
of plant and equipment with a modest investmentin maintenance.
Total quality management (TQM) and totalproductive maintenance
(TPM) are considered as the keyoperational activities of the
quality management system. Inorder for TPM to be effective, the
full support of the totalworkforce is required. This should result
in accomplishing thegoal of TPM:
Enhance the volume of the production, employee morale andjob
satisfaction
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THE EIGHT PILLARS OF TPM
The eight pillars of TPM are mostly focused on proactive
andpreventative techniques for improving equipment reliability:1)
Autonomous maintenance2) Planned Maintenance3) Quality
maintenance4) Focused Improvement5) Early Equipment Management6)
Training And Education7) Safe Health Environment8) TPM In
administration
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Implementation of Total Productive Maintenance
Following are the steps involved by the implementation of TPMin
an organization: Initial evaluation of TPM level,
IntroductoryEducation and Propaganda (IEP) for TPM, formation of
TPMcommittee, development of master plan for TPMimplementation,
stage by stage training to the employees andstakeholders on all
eight pillars of TPM, implementationpreparation process,
establishing the TPM policies and goalsand development of a road
map for TPM implementation.According to Nicholas,[4] the steering
committee should consistof production managers, maintenance
managers, andengineering managers. The committee should formulate
TPMpolicies and strategies and give advice. This committee shouldbe
led by a top-level executive. Also a TPM program team mustrise,
this program team has oversight and
coordination of implementation activities. As well, it's
lackingsome crucial activities, like starting with partial
implementation.Choose the first target area as a pilot area, this
area willdemonstrate the TPM concepts.[4] Lessons learned from
earlytarget areas/the pilot area can be applied further in
theimplementation process.
Objectives of Total Productive Maintenance
The main objective of TPM is to increase the Overall
EquipmentEffectiveness of plant equipment. TPM addresses the causes
foraccelerated deterioration while creating the correct
environmentbetween operators and equipment to create ownership.OEE
has three factors which are multiplied to give one measurecalled
OEE.
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Performance x Availability x Quality = OEEEach factor has two
associated losses making 6 in total , these6 losses are as
follows:Performance = Running at reduced speed -Minor Stops
Availability =Breakdowns -Product changeover
Quality =Startup rejects -Running rejects
The objective finally is to identify then prioritize and
eliminatethe causes of the losses. This is done by self managing
teamsthat problem solve. Employing consultants to create this
cultureis common practice
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KAIZEN
(Kaizen in japanese writing)
Kaizen (?), Chinese and Japanese for "change for better".When
used in the business sense and applied to the workplace,kaizen
refers to activities that continually improve all functions
andinvolve all employees from the CEO to the assembly line
workers.It also applies to processes, such as purchasing and
logistics, thatcross organizational boundaries into the supply
chain. It has beenapplied in healthcare, psychotherapy,
life-coaching, government,banking, and other industries.
By improving standardized activities and processes, kaizen
aimsto eliminate waste (see lean manufacturing). Kaizen was
firstimplemented in several Japanese businesses after the
SecondWorld War, influenced in part by American business and
qualitymanagement teachers who visited the country. It has since
spreadthroughout the world and is now being implemented
inenvironments outside of business and productivity.
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Overview
The Sino-Japanese word "kaizen" simply means "change forbetter",
with no inherent meaning of either "continuous" or"philosophy" in
Japanese dictionaries or in everyday use. Theword refers to any
improvement, one-time or continuous, large orsmall, in the same
sense as the English word "improvement".However, given the common
practice in Japan of labelingindustrial or business improvement
techniques with the word.
"Kaizen" especially in the case of oft-emulated
practicesspearheaded by Toyota, the word Kaizen in English is
typicallyapplied to measures for implementing continuous
improvement, oreven taken to mean a "Japanese philosophy" thereof.
Thediscussion below focuses on such interpretations of the word,
asfrequently used in the context of modern
managementdiscussions.
Kaizen is a daily process, the purpose of which goes
beyondsimple productivity improvement. It is also a process that,
whendone correctly, humanizes the workplace, eliminates overly
hardwork, and teaches people how to perform experiments on
theirwork using the scientific method and how to learn to spot
andeliminate waste in business processes. In all, the
processsuggests a humanized approach to workers and to
increasingproductivity: "The idea is to nurture the company's
people as muchas it is to praise and encourage participation in
kaizen activities.
Successful implementation requires the participation of workers
inthe improvement. People at all levels of an organization
participatein kaizen, from the CEO down to janitorial staff, as
well as external
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stakeholders when applicable. Kaizen is most commonlyassociated
with manufacturing operations, as at Toyota, but hasalso been used
in non-manufacturing environments. The format forkaizen can be
individual, suggestion system, small group, or largegroup.
At Toyota, it is usually a local improvement within a
workstation orlocal area and involves a small group in improving
their own workenvironment and productivity. This group is often
guided throughthe kaizen process by a line supervisor; sometimes
this is the linesupervisor's key role. Kaizen on a broad,
cross-departmental scalein companies, generates total quality
management, and freeshuman efforts through improving productivity
using machines andcomputing power.
While kaizen (at Toyota) usually delivers small improvements,
theculture of continual aligned small improvements
andstandardization yields large results in terms of
overallimprovement in productivity. This philosophy differs from
the"command and control" improvement programs (e g BusinessProcess
Improvement) of the mid-twentieth century.
Kaizen methodology includes making changes and
monitoringresults, then adjusting. Large-scale pre-planning and
extensiveproject scheduling are replaced by smaller experiments,
which canbe rapidly adapted as new improvements are suggested.
In modern usage, it is designed to address a particular issue
overthe course of a week and is referred to as a "kaizen blitz"
or"kaizen event". These are limited in scope, and issues that
arisefrom them are typically used in later blitzes. A person who
makes alarge contribution in the successful implementation of
kaizenduring kaizen events is awarded the title of "Zenkai".
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HistoryAfter WWII, to help restore Japan, American occupation
forcesbrought in American experts to help with the rebuilding of
Japaneseindustry while The Civil Communications Section (CCS)
developeda Management Training Program that taught statistical
controlmethods as part of the overall material. This course was
developedand taught by Homer Sarasohn and Charles Protzman in
1949-50.Sarasohn recommended W. Edwards Deming for further training
inStatistical Methods.
Prior to the arrival of Mellen in 1951, the ESS group had a
trainingfilm to introduce the three TWI "J" programs (Job
Instruction, JobMethods and Job Relations)---the film was titled
"Improvement in 4Steps" (Kaizen eno Yon Dankai). Thereby, "Kaizen"
was introducedto Japan.
For the pioneering, introduction, and implementation of Kaizen
inJapan, the Emperor of Japan awarded the 2nd Order Medal of
theSacred Treasure to Dr. Deming in 1960. Consequently, the Union
ofJapanese Science and Engineering (JUSE) instituted the
annualDeming Prizes for achievement in quality and dependability
ofproducts.
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Implementation
The Toyota Production System is known for kaizen, where all
linepersonnel are expected to stop their moving production line in
caseof any abnormality and, along with their supervisor, suggest
animprovement to resolve the abnormality which may initiate a
kaizen.
The cycle of kaizen activity can be defined as:
Standardize an operation and activities, Measure the operation
(find cycle time and amount of in-process
inventory). Gauge measurements against requirements. Innovate to
meet requirements and increase productivity. Standardize the new,
improved operations. Continue cycle ad infinitum.
This is also known as the Shewhart cycle, Deming cycle, or
PDCA.
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Another technique used in conjunction with PDCA is the 5
Whys,which is a form of root cause analysis in which the user asks
aseries of 5 "why" questions about a failure that has occurred,
basingeach subsequent question on the answer to the previous.
There are normally a series of causes stemming from one
rootcause, and they can be visualized using fishbone diagrams or
tables.The Five Whys can be used as a foundational tool in
personalimprovement, or as a means to create wealth
Masaaki Imai made the term famous in his book Kaizen: The Key
toJapan's Competitive Success.
Apart from business applications of the method, both
AnthonyRobbins and Robert Maurer have popularized the kaizen
principlesinto personal development principles. In the book One
Small StepCan Change Your life: The Kaizen Way, and CD set The
Kaizen Wayto Success, Maurer looks at how individuals can take a
kaizenapproach in both their personal and professional lives.
In the Toyota Way Fieldbook, Liker and Meier discuss the kaizen
blitzand kaizen burst (or kaizen event) approaches to
continuousimprovement. A kaizen blitz, or rapid improvement, is a
focusedactivity on a particular process or activity. The basic
concept is toidentify and quickly remove waste. Another approach is
that of thekaizen burst, a specific kaizen activity on a particular
process in thevalue stream.
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KAIZEN (or continuous improvement)
Kaizen, also known as continuous improvement, is a
long-termapproach to work that systematically seeks to achieve
small,incremental changes in processes in order to improve
efficiency andquality. Kaizen can be applied to any kind of work,
but it is perhapsbest known for being used in lean manufacturing
and leanprogramming. If a work environment practices kaizen,
continuousimprovement is the responsibility of every worker, not
just a selectedfew.
1. Create constancy of purpose toward improvement of productand
service, with the aim to become competitive and to stay inbusiness
and to provide jobs.
2. Adopt the new philosophy.3. Eliminate the need for inspection
on a mass basis by buildingquality into the product in the first
place.4. End the practice of awarding business on the basis of
pricetag. Instead, minimize total cost.5. Improve constantly and
forever the system of production andservice to improve quality and
productivity and thus constantlydecrease costs.6. Institute
training on the job.7. Institute leadership. The aim of supervision
should be to helppeople and machines and gadgets to do a better
job.8. Drive out fear so that everyone may work effectively for
thecompany.
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9. Break down barriers between departments. People in
research,design, sales and production must work as a team to
foreseeproblems of production and use of the product or service.10.
Eliminate asking for zero defects and new levels ofproductivity.
Such exhortations only create adversarial relationshipsas the bulk
of the causes of low quality and low productivity belongto the
system and thus lie beyond the power of the work force.11. Remove
barriers that rob the hourly worker of his right to prideof
workmanship.12. Remove barriers that rob people in management and
inengineering of their right to pride of workmanship.13. Institute
a vigorous program of education and self-improvement.14. Put
everybody in the company to work to accomplish thetransformation.
The transformation is everybody's job.
In Western civilization, kaizen is often broken down into four
steps:assess, plan, implement and evaluate. In Western workplaces,
a"kaizen blitz" is synonymous with a concentrated effort to
makequick changes that will help achieve a better work
environment.
The Kaizen management originates in the best Japanesemanagement
practices and is dedicated to the improvement ofproductivity,
efficiency, quality and, in general, of businessexcellence. The
Kaizen methods are internationally acknowledged asmethods of
continuous improvement, through small steps, of theeconomical
results of companies.
The small improvements applied to key processes will generate
themajor multiplication of the companys profit while constituting
asecure way to obtain the clients loyalty/fidelity.
The companies that want to have performance must keep
theirleading position on the market by increasing the quality level
of theservices provided, reducing costs and last, but not least,
motivating
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the whole staff in order to implement the concept of
performance-oriented organization.
Within the present economical context, cost reduction is one of
themajor objectives.
Kaizen is a solid strategic instrument which is used to achieve
andovercome the companys objectives. The 5S techniques
arefundamental techniques which allow the increase of efficiency
andproductivity while ensuring a pleasant organizational
climate.
The Kaizen methods and techniques are valuable instruments
thatcan be used to increase productivity, to obtain the
competitiveadvantage and to rise the overall business performance
on a toughcompetitive market like the one in the European
Union.
We must permanently think of the fact that the way in which we
fulfilleven the daily tasks today is not the most efficient way to
perform.Therefore, we must continuously look for new ways of
achieving ourobjectives in the easiest manner and, of course, at
the lowest costs.
III. DATA ANALYSIS AND RESULT INTERPRETATIONIt is extremely
important to define the structure of the 5S teams inorder to ensure
the good development of actions. Secondly, withinthe team
structure, there should be members from each departmentof the
organization according to possibilities. Since the role of eachteam
member is essential, here are some aspects selected after
thepractical applications that we should reflect upon. Teams tend
to go straight to action without paying enoughattention to the
recording of the present stage in the area where they
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perform; At the end of the working day, there is a tendency not
toend up the data recording.At the end of the three days of action,
the members of the Kaizen 5S - Tin shop team have revealed the
following aspects: At the end of the first working day, all the
team membersinvoluntarily sat at the same table, although at the
beginning of theday they used to stay in different groups according
to thedepartment they belonged to; We noticed that it is easy to
performaccording to the 5S spirit, but it is difficult to keep and
improve whatwas done during the initial action. Together we are
stronger; In three days we can create an integer made of
distinctpersonalities; It is essential to have an objective to
achieve and tofight for achieving it; Performance is directly
linked to individual achievements; It isenough to have a helping
hand to rise; When a problem occurs, it isessential to identify
correctly its cause and to eliminate it as soon aspossible.We
should not be afraid of problems and think of the situation as
anopportunity to improve; When both the employees and themanagement
of the organization start to admit that the
improvement of work quality is as important as the activity
itself, wecan say that the Kaizen spirit has been installed in the
company.The Kaizen techniques help us focus on the basic way that
we canwork. The improvement of work quality should be
continuous.Kaizen must become a way of being, an attitude, and it
must bepermanently present within the company;
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Following the 5S steps, we managed to identify more easily
theproblems that made the activity of the sale and service
processesmore difficult; the Kaizen actions must be daily practiced
and theirimmediate result will be the elimination of scraps, the
reorganizationof the working areas and the discovery of better ways
to achieve theworking tasks of each employee.After the
interpretation of the results obtained in the Kaizen 5S workshops,
it has been confirmed that the implementation andapplication of the
Kaizen concepts need no investments or majorexpenses, but only more
attention paid to details and practicalmeans to work
intelligently.
The KAIZEN principles presumes a practical approach and low
costsof improvement. The Kaizen management system is based on
thecontinuous loss reduction by means of methods that do not rely
oninvestments, but on the improvement of the processes and
theemployees performance.According to the principles, we must be
sure that, when we take anaction, our action will go on in the best
possible way and is notmerely an intermediate action to generate a
temporary result.Philip B. Crosby introduced the concepts of Do it
right first time and Quality is free according to which everything
must be
well done the first time and every time and respectively
qualitycosts nothing what costs is lack of quality.
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At the end of the study on the Kaizen 5S activities, we
haveselected a series of suggestions that can stand for a guide to
usewhen implementing the Kaizen concept:
KAIZEN must be a way of being, an attitude, a spirit to
bepermanently present within each team; Our lifestyle, both at
homeand at work, should focus on our constant efforts to improve;
Theapplication of the Kaizen principles supposes a continuous
dialoguebetween the manager and the employees (vertical
communication)on the one hand, and between the employees on the
samehierarchical level (horizontal communication), on the other
hand. The application of the Kaizen principles involves no
majorexpenses, but only more attention to details and practical
ways to dothings better and more efficiently; Problems should not
beconnected to people because blaming people does not solve
theproblem; Each approach should start with highlighting the
positiveparts; We should not judge or blame; we should use
feed-backtechniques.
Unlike the European management, the Japanese managementfocuses
on the active involvement of all staff categories in theprocess of
continuous improvement.
The directly productive staff is particularly encouraged so that
theycan suggest and make improvements. After a detailed analysis,
wehave noticed that, even in the areas where we consider
noimprovements are needed, there are still plenty of possibilities
to
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improve. A good management of human resources in theorganization
is one of the strategic objectives of the organizationwhich should
be clearly defined and accepted by all its members.The Kaizen
principles are the resistance structure that should bebuilt on, so
that we can get to a continuous, step by stepimprovement of the
company performance.
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5S5S is the name of a workplace organization method that usesa
list of five Japanese words:Seiri
Seiton
Seiso
Seiketsu
Shitsuke
Transliterated or translated into English, they all start
withthe letter "S".The list describes how to organize a work
spacefor efficiency and effectiveness by identifying and storing
theitems used, maintaining the area and items, and sustainingthe
new order. The decision-making process usually comesfrom a dialogue
about standardization, which buildsunderstanding among employees of
how they should do thework.
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There are five 5S phases. They can be translated from
theJapanese as:-
Sort
Straighten
Shine
Standardise
Sustain
Seiri
(Sort) Remove unnecessary items and dispose of them properly
Make work easier by eliminating obstacles Reduce chance of being
disturbed with unnecessary items Prevent accumulation of
unnecessary items Evaluate necessary items with regard to cost or
other factors Remove all parts not in use Segregate unwanted
material from the workplace Need fully skilled supervisor for
checking on regular basis Don`t put unnecessary items at the
workplace & define a taggedarea to keep those unnecessary
items
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Seiton
(Systematic Arrangement) Can also be translated as "set in
order" , "straighten" or
"streamline" Arrange all necessary items so they can be easily
selected for
use Prevent loss and waste of time Make it easy to find and pick
up necessary items Ensure first-come-first-served basis Make
workflow smooth and easy All above work should be on regular
base.
Seiso
(Shine) Can also be translated as "sweep", "sanitize", "shine",
or
"scrub" Clean your workplace completely Use cleaning as
inspection Prevent machinery and equipment deterioration Keep
workplace safe and easy to work keep work place clean.
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Seiketsu
(Standardize) Standardize the best practices in the work area.
Maintain high standards of housekeeping and workplace
organization at all times. Maintain orderliness. Maintain
everything in order and
according to its standard. Everything in its right
place.(Chilled totes in chilled area, Dry
totes in dry area.) Every process has a standard.
Shitsuke
(Sustain) To keep in working order Also translates as "do
without being told" (though this doesn't
begin with S) Perform regular audits Training and Discipline
Training is goal oriented process. its result feedback is
necessary monthly.
Additional Ss
Other phases are sometimes included e.g. safety, security,
andsatisfaction. These however do not form a traditional set
of"phases" as the additions of these extra steps are simply
toclarify the benefits of 5S and not a different or more
inclusivemethodology.
Safety
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The phase "Safety" is sometimes added.There is debate
overwhether including this sixth "S" promotes safety by stating
thisvalue explicitly, or if a comprehensive safety program
isundermined when it is relegated to a single item in an
efficiency-focused business methodology.
Security
The phase "Security" can also be added. To leverage security
asan investment rather than an expense, the seventh "S"
identifiesand addresses risks to key business categories including
fixedassets (PP&E), material, human capital, brand equity,
intellectualproperty, information technology, assets-in-transit and
theextended supply chain. Techniques are adapted from thosedetailed
in Total security management (TSM) or the businesspractice of
developing and implementing comprehensive riskmanagement and
security practices for a firms entire valuechain.
The Origins of 5S
5S was developed in Japan and was identified as one of
thetechniques that enabled Just in Time manufacturing.[4]
Two major frameworks for understanding and applying 5S
tobusiness environments have arisen, one proposed by Osada,the
other by Hirano. Hirano provided a structure forimprovement
programs with a series of identifiable steps,each building on its
predecessor. As noted by John Bicheno,Toyota's adoption of the
Hirano approach was '4S', withSeiton and Seiso combined.
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What is the 5S Technique?
5S is a technique that results in a well-organized
workplacecomplete with visual controls and order. Its an
environment thathas a place for everything and everything in its
place, when youneed it.
5S produces a workplace thats clean, uncluttered, safe
andorganized. People become empowered, engaged and spirited. Asthe
workplace begins to speak, by linking people andprocesses, product
begins to flow at the drumbeat of theCustomer.
Visual order is the foundation of excellence in
manufacturing.When it is in its place on the production floor, work
gets doneefficiently and effectively. When it is not in place, work
still getsdone but at a level of cost that is hard to justify.
Visual SystemsGwendolyn D. Galsworth
-
5S is not just a clean-up campaign, its a system that
allowsindividuals to work more efficiently. It requires;
Perseverance and determination The ability to see whats
important Attention to detail
5S is the key first step in workplace improvement.Sort
Remove from the workplace all items that are not needed
forcurrent production (or office) operation. Sorting means leaving
only the bare necessities When in doubt, throw it away.
Set in Order
Arranging needed items so thatthey are readily accessible
andlabelled so that anyone can findthem or put them away.
-
Shine
Sweep and clean the work area.The key purpose is to
keepeverything in top condition so thatwhen someone needs to
usesomething, it is ready to be used.Cleaning a work area produces
andopportunity to visually inspectequipment, tooling, materials
and
work conditions.
Standardize
Define what the normal condition ofthe work area. Define how to
correctabnormal conditions. The standardshould be easily understood
and easy tocommunicate (i.e. visual controls).
-
Sustain
Implementing solutions to address theroot causes of work area
organizationissues. All employees must be properlytrained and use
visual managementtechniques.
Applying the Kaizen Method and the 5STechnique in Production
Planning
I. INTRODUCTION
Experience is the toughest teacher because first you take the
testand second you are taught the lesson. Vernon Sanders Law.All
over the world the Kaizen techniques have been
particularlydistinguished as the best methods of performance
improvementwithin companies since the implementing costs were
minimal. It isnowadays more than ever that the relationship between
manager andemployee is crucial and the Kaizen techniques have a
majorcontribution to the reinforcement of this relationship since
theachievements of a company are the result of the mixed efforts
ofeach employee.These methods bring together all the employees of
the companyensuring the improvement of the communication process
and thereinforcement of the feeling of membership.Presently,
considering the global phenomenon, we can notice that,in the field
of car industry, the products and services are comparable
-
to one another, the life cycle of products is more and more
reducedwhereas the service intervals are more and more extended.
Underthese circumstances, the increase of service quality provided
toclients has become a desideratum that the organization cannotget
and improve the performance level without.
The Kaizen management originates in the best Japanesemanagement
practices and is dedicated to the improvement ofproductivity,
efficiency, quality and, in general, of businessexcellence. The
Kaizen methods are internationally acknowledged asmethods of
continuous improvement, through small steps, of theeconomical
results of companies. The small improvements appliedto key
processes will generate the major multiplication of thecompanys
profit while constituting a secure way to obtain theclients
loyalty/fidelity.The companies that want to have performance must
keep theirleading position on the market by increasing the quality
level of theservices provided, reducing costs and last, but not
least, motivatingthe whole staff in order to implement the concept
of performance-oriented organization.Within the present economical
context, cost reduction is one of themajor objectives.Kaizen is a
solid strategic instrument which is used to achieve andovercome the
companys objectives. The 5S techniques arefundamental techniques
which allow the increase of efficiency andproductivity while
ensuring a pleasant organizational climate.The Kaizen methods and
techniques are valuable instruments thatcan be used to increase
productivity, to obtain the competitiveadvantage and to rise the
overall business performance on a toughcompetitive market like the
one in the European Union.We must permanently think of the fact
that the way in which we fulfilleven the daily tasks today is not
the most efficient way to perform.Therefore, we must continuously
look for new ways of achieving ourobjectives in the easiest manner
and, of course, at the lowest costs.We will further present some
definitions which will help us
-
get familiar with the Kaizen concepts:
KAIZEN = CONTINUOUS IMPROVEMENT
KAI = CHANGE
ZEN = GOOD (to better)
GEMBA the real place where each employee works, theplace where
we add value indeed.
PDCA the cycle Plan, Do, Check, Act in order to standardizeand
prevent the reoccurrence of nonconformities
SDCA the cycle Standardize, Do, Check, Act
5S TECHNIQUES1-SEIRI-Sort
Red labels have been applied to all marks which were
notnecessary during the activity within the tin service shop;
All useless things have been sorted and eliminated Approximately
700 kg of scantlings have been thrown
away; The causes that led to the scantling accumulation have
been analysed. Rules specific to this activity have been stated
and are to be
implemented.
-
BEFORE AFTER
BEFORE AFTER
-
S2-SEITON-Order All objects which were placed inappropriately
have beentaken inventory of. The locations of all objects necessary
in the workshop havebeen defined and marked. Colors have been used
to mark the different areas. The access, storing and working areas
have beenestablished and marked. The arranging way has been set
according to destinationand degree of usage.
-
BEFORE AFTER
BEFORE AFTER
-
S3-SEISO Cleaning and disturbance detection. All offices in the
area have been cleaned as well as the
computer monitors and the key boards. The supply wiring has been
redone. The supply connection wiring for the communication
servers
has been redone, the location and store place has
beenchanged.
-
KANBAN
Kanban principles
Kanbans maintain inventory levels; a signal is sent toproduce
and deliver a new shipment as material isconsumed. These signals
are tracked through thereplenishment cycle and bring extraordinary
visibility tosuppliers and buyers.
Purpose Logistic controlsystemImplemented at ToyotaDate
implemented 1953
Kanban (()?) (literally signboard or billboard inJapanese) is a
scheduling system for lean and just-in-time (JIT)production. Kanban
is a system to control the logistical chainfrom a production point
of view, and is a inventory controlsystem. Kanban was developed by
Taiichi Ohno, an industrial
-
engineer at Toyota, as a system to improve and maintain a
highlevel of production. Kanban is one method to achieve JIT.
Kanban became an effective tool to support running a
productionsystem as a whole, and an excellent way to
promoteimprovement. Problem areas are highlighted by reducing
thenumber of kanban in circulation. One of the main benefits
ofkanban is to establish an upper limit to the work in
progressinventory, avoiding overloading of the manufacturing
system.
Origins
In the late 1940s, Toyota started studying supermarkets withthe
idea of applying shelf-stocking techniques to the factoryfloor. In
a supermarket, customers generally retrieve what theyneed at the
required timeno more, no less. Furthermore, thesupermarket stocks
only what it expects to sell in a given time,and customers take
only what they need, since future supply isassured. This
observation led Toyota to view a process as beinga customer of one
or more preceding processes, and to view thepreceding processes as
a kind of store. The "customer" processgoes to the store to get
required components, which in turncauses the store to restock.
Originally, as in supermarkets,signboards guided "shopping"
processes to specific shoppinglocations within the store.
Kanban aligns inventory levels with actual consumption. Asignal
tells a supplier to produce and deliver a new shipmentwhen material
is consumed. These signals are tracked throughthe replenishment
cycle, bringing visibility to the supplier,consumer, and buyer.
Kanban uses the rate of demand to control the rate ofproduction,
passing demand from the end customer up through
-
the chain of customer-store processes. In 1953, Toyota
appliedthis logic in their main plant machine shop.
Operation
One key indicator of the success of production scheduling
basedon demand, pushing, is the ability of the demand-forecast
tocreate such a push. Kanban, by contrast, is part of an
approachwhere the "pull" comes from demand. Re-supply or production
isdetermined according to the actual demand of the customer.
Incontexts where supply time is lengthy and demand is difficult
toforecast, often, the best one can do is to respond quickly
toobserved demand. This situation is exactly what a kanbansystem
accomplishes, in that it is used as a demand signal thatimmediately
travels through the supply chain. This ensures thatintermediate
stock held in the supply chain are better managed,and are usually
smaller. Where the supply response is not quickenough to meet
actual demand fluctuations, thereby causingpotential lost sales,
stock building may be deemed moreappropriate, and is achieved by
placing more kanban in thesystem.
Taiichi Ohno stated that, to be effective, kanban must
followstrict rules of use. Toyota, for example, has six simple
rules, andclose monitoring of these rules is a never-ending task,
therebyensuring that the kanban does what is required.
Toyota's Six Rules
Later process picks up the number of items indicated by
thekanban at the earlier process.
-
Earlier process produces items in the quantity and
sequenceindicated by the kanban.
No items are made or transported without a kanban. Always attach
a kanban to the goods. Defective products are not sent on to the
subsequent process.The result is 100% defect-free goods.
Reducing the number of kanban increases the sensitivity.
Kanban cards
Kanban cards are a key component of kanban and they signalthe
need to move materials within a production facility or tomove
materials from an outside supplier into the productionfacility. The
kanban card is, in effect, a message that signalsdepletion of
product, parts, or inventory. When received, thekanban triggers
replenishment of that product, part, or inventory.Consumption,
therefore, drives demand for more production,and the kanban card
signals demand for more productsokanban cards help create a
demand-driven system.
It is widely held by proponents of lean production
andmanufacturing that demand-driven systems lead to
fasterturnarounds in production and lower inventory levels,
helpingcompanies implementing such systems be more competitive.
In the last few years, systems sending kanban
signalselectronically have become more widespread. While this trend
isleading to a reduction in the use of kanban cards in aggregate,
itis still common in modern lean production facilities to find use
ofkanban cards. In Oracle ERP (enterprise resource
planning)software, kanban is used for signalling demand to
suppliersthrough email notifications. When stock of a
particularcomponent is depleted by the quantity assigned on kanban
card,a "kanban trigger" is created (which may be manual
orautomatic), a purchase order is released with predefined
quantityfor the supplier defined on the card, and the supplier is
expectedto dispatch material within a specified lead-time.
-
Kanban cards, in keeping with the principles of kanban,
simplyconvey the need for more materials. A red card lying in an
emptyparts cart conveys that more parts are needed.
Three-bin system
An example of a simple kanban system implementation is
a"three-bin system" for the supplied parts, where there is no
in-house manufacturing. One bin is on the factory floor (the
initialdemand point), one bin is in the factory store (the
inventorycontrol point), and one bin is at the supplier. The bins
usuallyhave a removable card containing the product details and
otherrelevant informationthe classic kanban card.
When the bin on the factory floor is empty (because the parts
init were used up in a manufacturing process), the empty bin andits
kanban card are returned to the factory store (the inventorycontrol
point). The factory store replaces the empty bin on thefactory
floor with the full bin from the factory store, which alsocontains
a kanban card. The factory store sends the empty binwith its kanban
card to the supplier. The supplier's full productbin, with its
kanban card, is delivered to the factory store; thesupplier keeps
the empty bin. This is the final step in theprocess.
Thus, the process never runs out of productand could bedescribed
as a closed loop, in that it provides the exact amountrequired,
with only one spare bin so there is never oversupply.This 'spare'
bin allows for uncertainties in supply, use, andtransport in the
inventory system. A good kanban systemcalculates just enough kanban
cards for each product. Mostfactories that use kanban use the
coloured board system(heijunka box).
-
Electronic kanban
Many manufacturers have implemented Electronic kanban(sometimes
referred to as E-kanban) systems. These help toeliminate common
problems such as manual entry errors andlost cards. E-kanban
systems can be integrated into enterpriseresource planning (ERP)
systems, enabling real-time demandsignaling across the supply chain
and improved visibility. Datapulled from e-kanban systems can be
used to optimize inventorylevels by better tracking supplier lead
and replenishment times.
E-kanban is a signaling system that uses a mix of technology
totrigger the movement of materials within a manufacturing
orproduction facility. Electronic kanban differs from
traditionalkanban in that it uses technology to replace traditional
elementssuch as kanban cards with barcodes and electronic
messages.
A typical electronic kanban system marks inventory withbarcodes,
which workers scan at various stages of themanufacturing process to
signal usage. The scans relaymessages to internal/external stores
to ensure restocking ofproducts. Electronic kanban often uses the
internet as a methodof routing messages to external suppliers and
as a means toallow a real time view of inventory, via a portal,
throughout thesupply chain.
Organizations such as the Ford Motor Company and
BombardierAerospace have used electronic kanban systems to
improveprocesses. Systems are now widespread from single
solutionsor bolt on modules to ERP systems.
-
Types of kanban systems
In a kanban system, adjacent upstream and downstreamworkstations
communicate with each other through theircards, where each
container has a kanban associated with it.The two most important
types of kanbans are:
Production (P) Kanban: A P-kanban, when received,authorizes the
workstation to produce a fixed amount ofproducts. The P-kanban is
carried on the containers that areassociated with it.
Transportation (T) Kanban: A T-kanban authorizes
thetransportation of the full container to the
downstreamworkstation. The T-kanban is also carried on the
containersthat are associated with the transportation to move
throughthe loop again
Kanban is another framework used to implement agile. Back inthe
1940s, Toyota optimized its engineering process by modelingit after
how supermarkets stock shelves. Supermarkets stockjust enough
product to meet consumer demand, a practice thatoptimizes the flow
between the supermarket and the consumer.
Because inventory levels match with consumption patterns,
thesupermarket gains significant efficiency in inventorymanagement
and optimizing for the customer. When Toyotabrought that idea to
it's factory floors, teams (such as the teamthat attaches the doors
to the car's frame) would deliver a card,or "kanban", to each other
(say, to the team that assembles the
-
doors) to signal that they have excess capacity and are ready
topull more materials.
Although the signaling technology has evolved, this system
isstill at the core of "just in time" manufacturing today.
Kanban does the same for software teams. By matching theamount
of work in progress to the team's capacity, kanbangives teams more
flexible planning options, faster output,clear focus, and
transparency throughout the developmentcycle.
Flexibility in planning A kanban team is only focused on the
work that's actively in
progress. Once the team completes a work item, they pluckthe
next work item off the top of the backlog. The productowner is free
to re-prioritize work in the backlog withoutdisrupting the team,
because any changes outside thecurrent work items don't impact the
team.
As long as the product owner keeps the most important workitems
on top of the backlog, the development team isassured they are
delivering maximum value back to thebusiness. So there's no need
for the fixed-length iterationsyou find in scrum.
Minimizing cycle time
Cycle time is a key metric for kanban teams. Cycle time is
theamount of time it takes for a unit of work to travel through
theteams workflowfrom the moment work starts to the moment
-
it ships. By optimizing cycle time, the team confidentlyforecast
the delivery of future work.
Overlapping skill sets lead to smaller cycle times. When onlyone
person holds a skill set, that person becomes abottleneck in the
workflow. So teams employ basic bestpractices like code review and
mentoring help to spreadknowledge. Shared skills mean that team
members can takeon heterogeneous work, which further optimizes
cycle time.It also means that if there is a backup of work, the
entire teamcan swarm on it to get the process flowing smoothly
again.For instance, testing isn't only done by QA
engineers.Developers pitch in too!
In a kanban framework, it's the entire team's responsibility
toensure work is moving smoothly through the process.
Efficiency through focus
Multitasking kills efficiency. The more work items in flight
atany given time, the more context switching, which hinderstheir
path to completion. That's why a key tenant of kanban isto limit
the amount of work in progress (WIP). Work-in-progress limits
highlight bottlenecks and backups in theteam's process due to lack
of focus, people, or skill sets.
For example, a typical software team might have fourworkflow
states: to do, in progress, code review, and done.They could choose
to set a WIP limit of 2 for the code review
-
state. That might seem like a low limit, but there's goodreason
for it: code that hasn't been reviewed not only hasn'tshipped yet,
but may need significant re-work before it isready to ship. So it's
important to take action on codereviews right away, and setting a
WIP limit helps the teamhold themselves accountable to that. It
forces the team toknock out those reviews before pulling in new
work.
One of kanban's core values is continuous improvement. Buthow do
teams ensure they're continuing to improve? Oneword: visuals. When
the team can see data, it's easier to spotbottlenecks in the
process (and remove them!). Two commonreports kanban teams use are
control charts and cumulativeflow diagrams.
A control chart shows the cycle time for each issue as wellas a
rolling average for the team.
ProTip: The team's goal is to reduce the amount of time anissue
takes to move through the entire process. Seeing theaverage cycle
time drop in the control chart is an indicator ofsuccess.
A cumulative flow diagram shows the number of issues ineach
state. The team can easily spot blockages by seeing thenumber of
issues increase in any given state. We can see inthe chart below
the amount of code waiting to be merged(red) significantly
increases over time. This creates abottleneck that denies the
customer of features and fixes thathave already built, and
increases the likelihood of massive
-
integration conflicts when the work does get mergedupstream.
In the example above, the team realizes the backup justbefore 1
September and quickly swarms to bring the amountof un-merged code
back down to an acceptable level.
Moving toward continuous delivery
We know that continuous integrationthe practice of buildingand
validating code incrementally throughout the dayisessential for
maintaining quality. Now let's meet CI's older,more sophisticated
cousin: continuous delivery (CD). This isthe practice of releasing
work to customers frequentlyevendaily or hourly.
Kanban and CD beautifully complement each other becauseboth
techniques focus on the just-in-time (and one-at-a-time)delivery of
value.
The faster a team can deliver innovation to market, the
morecompetitive their product will be in the marketplace. Andkanban
teams focus on exactly that: optimizing the flow ofwork out to
customers.
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SIX SIGMA
Six Sigma is a set of techniques and tools for
processimprovement. It was developed by Motorola in 1986. JackWelch
made it central to his business strategy at GeneralElectric in
1995.[3] Today, it is used in many industrial sectors.[4]
Six Sigma seeks to improve the quality output of process
byidentifying and removing the causes of defects andminimizing
variability in manufacturing and businessprocesses. It uses a set
of quality management methods,mainly empirical, statistical
methods, and creates a specialinfrastructure of people within the
organization ("Champions","Black Belts", "Green Belts", "Yellow
Belts", etc.) who areexperts in these methods. Each Six Sigma
project carried outwithin an organization follows a defined
sequence of steps andhas quantified value targets, for example:
reduce process cycletime, reduce pollution, reduce costs, increase
customersatisfaction, and increase profits.The term Six Sigma
originated from terminology associatedwith manufacturing,
specifically terms associated withstatistical modeling of
manufacturing processes. The maturityof a manufacturing process can
be described by a sigma ratingindicating its yield or the
percentage of defect-free products itcreates. A six sigma process
is one in which 99.99966% of allopportunities to produce some
feature of a part are statisticallyexpected to be free of defects
(3.4 defective features / millionopportunities), although, as
discussed below, this defect levelcorresponds to only a 4.5 sigma
level. Motorola set a goal of"six sigma" for all of its
manufacturing operations, and this goalbecame a by-word for the
management and engineeringpractices used to achieve it.
-
Six Sigma projects follow two project methodologies inspired
by Deming's Plan-Do-Check-Act Cycle.
Etymology of "six sigma process"The term "six sigma process"
comes from the notion that if onehas six standard deviations
between the process mean and thenearest specification limit, as
shown in the graph, practically noitems will fail to meet
specifications This is based on thecalculation method employed in
process capability studies.Capability studies measure the number of
standard deviationsbetween the process mean and the nearest
specification limit insigma units, represented by the Greek letter
(sigma). Asprocess standard deviation goes up, or the mean of the
processmoves away from the center of the tolerance, fewer
standarddeviations will fit between the mean and the
nearestspecification limit, decreasing the sigma number and
increasingthe likelihood of items outside specification. One should
alsonote that calculation of Sigma levels for a process data
isindependent of the data being normally distributed. In one of
thecriticisms to Six Sigma, practitioners using this approach
spenda lot of time transforming data from non-normal to normal
usingtransformation techniques. It must be said that Sigma levels
canbe determined for process data that has evidence of
non-normality.
-
Cpk (Process Capability Index)The process capability index or
process capability ratio is astatistical measure of process
capability: the ability ofa process to produce output within
specification limits. Theconcept of process capability only holds
meaning forprocesses that are in a state of statistical control.
Processcapability indices measure how much "natural variation"
aprocess experiences relative to its specification limits andallows
different processes to be compared with respect to howwell an
organization controls them.If the upper and lower specification
limits of the process areUSL and LSL, the target process mean is T,
the estimatedmean of the process is and the estimated variability
of theprocess (expressed as a standard deviation) is .
..
..
Estimates what the process is capable of producing,considering
that the process mean may not be centeredbetween the specification
limits. (If the process mean is notcentered, overestimates process
capability.) if theprocess mean falls outside of the specification
limits. Assumesprocess output is approximately normally
distributed.
-
Cp (Process Capability)
A process is a unique combination of tools, materials,methods,
and people engaged in producing a measurableoutput; for example a
manufacturing line for machine parts. Allprocesses have inherent
statistical variability which can beevaluated by statistical
methods.
The process capability is a measurable property of a processto
the specification, expressed as a process capabilityindex or as a
process performance index. The output of thismeasurement is usually
illustrated by a histogram andcalculations that predict how many
parts will be produced outof specification (OOS).Two parts of
process capability are:1) measure the variability of the output of
a process, and2) compare that variability with a proposed
specification orproduct tolerance.
Measure the processThe input of a process usually has at least
one or more
measurable characteristics that are used to specify
outputs.These can be analyzed statistically; where the output
datashows a normal distribution the process can be described bythe
process mean and the standard deviation.
A process needs to be established with appropriate
processcontrols in place. A control chart analysis is used to
determinewhether the process is "in statistical control". If the
process is
-
not in statistical control then capability has no
meaning.Therefore the process capability involves only common
causevariation and not special cause variation.
A batch of data needs to be obtained from the measuredoutput of
the process. The more data that is included the moreprecise the
result, however an estimate can be achieved withas few as 17 data
points. This should include the normalvariety of production
conditions, materials, and people in theprocess. With a
manufactured product, it is common to includeat least three
different production runs, including start-ups.
The process mean and standard deviation are calculated. Witha
normal distribution, the "tails" can extend well beyond plusand
minus three standard deviations, but this interval shouldcontain
about 99.73% of production output. Therefore for anormal
distribution of data the process capability is oftendescribed as
the relationship between six standard deviationsand the required
specification.
Capability studyThe output of a process is expected to meet
customerrequirements, specifications, or engineering
tolerances.Engineers can conduct a process capability study to
determinethe extent to which the process can meet these
expectations.The ability of a process to meet specifications can
beexpressed as a single number using a process capability
-
index or it can be assessed using control charts. Either
caserequires running the process to obtain enough measurableoutput
so that engineering is confident that the process isstable and so
that the process mean and variability can bereliably estimated.
Statistical process control definestechniques to properly
differentiate between stable processes,processes that are drifting
, and processes that are growingmore variable. Process capability
indices are only meaningfulfor processes that are stable.
..................................................................
.........................................................................
Estimates what the process is capable of producing if theprocess
mean were to be centered between the specificationlimits. Assumes
process output is approximately normallydistributed.
-
Important OperationsPerformed In Ring Plant
ROUGH GRINDINGWhen a fresh lot is brought from the foundary
department therings surface is not properly finished. Its surface
is too rough tobe used in an engine.
At this stage the axial height of the ring is altered with the
help ofa grinding machine in which two wheels are running in
oppositedirections and a ring is fed inside it due rubbing action
the axialheight of the ring is reduced.
In this machine we also use lot of lubricating because
enormousamount of heat will be produced which could easily increase
therejection and more wear and tear of the machines. Though thering
obtained is still not in very good dimensions but it is themost
important step of production.
-
SEMI-FINISH GRINDING
It is a one step further in the process. Here the axial height
isreduced more to bring close the tolerance limit of the ring.
In this process we also use two grinders running in
oppositedirections but here we use grinding wheels having more
finishedsurface so that the ring obtained is having lesser axial
heightvalue and the tolerance is shrinked.There is one more
difference that is the feeding system. Here thefeeding system is
having a big rotating magnetic disc on whichthe ring is attached
and is fed to the wheels.
-
FINISH GRINDER
This is the final process in grinding. Here the machine position
hasbeen changed now the grinders are placed in horizontal plane and
weuse a disc having holes of size of the ring which is to be made
andthen it is fed inside the grinder.
There are different sized plate for different rings and the
operator isrequired to change the disc for every different ring to
be finished.
The machine used is a CNC machine which makes the task very
easyand it could be run easily by a single worker because one
doesnthave to change the parameters again and again which alters
due torubbing of the grinding wheels and disc.
-
CAM TURNING
It is the first process on line which is to be done on the outer
diameterof the ring in which a cam turning machine works on the
outerdiameter of the ring and giving a more finished surface to
outerdiameter and decreases the tolerance limit.
There are two types of machines in the company one is DIMACO
whichis an older machine and worker has to do all the settings
manually andanother one is WAYSIA in which the worker have to
adjust the valuewith the help of apindle given to adjust the
value.
-
DIMACO
WAYSIA
-
GAP CUTTING
When the ring is brought from foundary there is no gap cut in
the ring,as we know that there is a cut in between the ring so that
it can beclamped over the piston easily.
So at this machine gap is cut between the rings.
As like cam turning it is also having two machine, one is DIMACO
inwhich there are two rotating blades and another one is WAYSIAIn
which there is only one rotating blade.
-
DIMACO
WAYSIA
-
BORINGIn this process we make the inner side of the ring or we
could say thatwe will be doing inner diameter of the ring.
In this process a spindle having small tools at its end are
allowed torotate inside the ring which gets their power from
electric motors.
In this process the spindles are rotated at a speed of 200
r.p.m.Which further finishes the ring and reduces its
tolerance.
-
HONING
It is a further process for the outer diameter of the ring. In
this processa reciprocating motion of the sleeve results in the
decrease of theouter diameter of the ring which further increases
the finish of the ring.
-
DE-MAGNETISINGAfter going through so many processes there is
some magnetic effectproduced in the rings which is totally
undesirable.
Therefore to remove such type of effect a De-magnetising machine
isused.
ULTRASONIC CLEANINGAs we know that while grinding the rings get
dirty due to action oflubricants.
Therefore to clean them up we use ultra sonic cleaning in which
highfrequency ultrasonic waves are used to clean the rings.
STRESS RELIEVINGDue to different processes the ring might get
slightly twisted and havesome extra tension in it.
Therefore to remove this tension some weight is kept over the
ring toremove the extra tension and the ring is no more
twisted.
-
PARKERIZINGIt is a process of coating the rings with phosphorus
which act as avery important part for the ring.
When the ring is first time run in an engine the phosphorus
layer actsas a lubricating by melting and protects the ring from
wear and tearwhile running first time.
CHROMINGIn this process the rings are coated with chromium with
the helpelectrochemical process.
-
PROCESS
A process is a collection of interrelated work tasks initiated
inresponse to an event that achieves a specific result for
thecustomer of the process.
Adding more specific detail to that general definition:
that achieves a specific result: must deliver a specific result
this result must be individually identifiable and countable a good
process name clearly indicates the result or end state
of the process for the customer of the process: a customer
receives the result or is the beneficiary of it the customer can be
a person or an organization customer can be identified and can pass
judgment on the
result and process customer point of view helps identify and
name the process
accurately initiated in response to a specific event: the
process must be initiated in response to a specific event multiple
events can initiate a process having an event AND a result allows
the tracing of the
sequence of tasks that turns the event into the result work
tasks: a collection of actions, activities, steps or tasks make up
a
business process a step in the initial workflow will probably be
divided into
more detailed steps later a collection of interrelated: the
process steps must relate to each other
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interrelationship is through sequence and flow...thecompletion
of one step leads to (flows into) the initiation ofthe next
step
also interrelated by dealing with the same work item
A process is a very important parameter because if dont know how
tomake a raw material into a useful product which is told by a
processthen there would be no benefit of that raw material.
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VARIATION
No two products or characterstics are exactly alike.
A process contain many sources of variability.The difference
among products may be large, or they may beimmeasurably small, but
they are always present.
Causes Of Variation
Chance(or common) variation
Many sources of little variation within a process that has a
stable andrepeatable distribution over time.
The process output is predictable.
Special(or assignable) causes
Single source causing high variation that makes the
processdistribution change.
The process output is unpredictable.
There are generally two types of variations;-
1) Total Process Variation- in this type the variation is due to
the wholeprocess rather than a single cause.
2) Measurement Process Variation- the variation is due to the
error inmeasurement process i.e. the measurement processes are
notunder control.
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ANALYSIS OF
PROCESS CAPABILITY
OF ROUGH GRINDER
MACHINE AND STUDY OF
REASONS FOR REJECTION
IN IT
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TYPE OF REJECTIONS
Frequent Rejections In The Ring Are:-
1) AXIAL HEIGHT DOWN
In this defect the axial height of the ring is observed to be
down i.e.the axial height is reduced more than the desired.
This is generally observed due to more pressure exerted by
thespindles, or there is play in the spindles.
Other reason may be that the micrometre isnt caliberated.
2) RING BROKEN
In this type of defect the ring obtained after grinding are
broken.
This is generally observed due over pressure, the worker is
notalert and the gap between the plates at exit is less which
results inbreakage of the ring.
An another reason could be that the guide plate setting is not
doneproperly.
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3) BAD FACE
In this type of defect the face of the rings is not
properlyfinished and is having burrs over its surface.
This is observed when the grinding wheel is totally blunt, orthe
dressing is not done regularly or properly.
4) BURNT RING
Sometime due to excessive amount of heat the ring obtained
isburnt slightly, which causes the permanent deformity in the
ring.
This generally occurs due to lack of flow of coolant in the
machineor the flow is not proper. Which has to be taken measure by
theworker.
5) SCRATCH
Sometime some scratches are obtained on the surface ofthe
rings.
This is generally obtained due to the bad surface of thegrinding
wheel, or improper dressing.
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Some Other Minor Rejections Are:-
Poor roughness at the Sand blasting Staggering Gun Movement Poor
storage of mandrels Run out Occurrence of unmelts Irregular Coating
thickness Machine Knowledge among operators Gap chip off Outer
Diameter Edge Breakage
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PERIMETERS TO REMOVE REJECTION
1)Tools should be properly and regularly caliberated.
2)Play within the spindles should be checked within
2-3months.
3)Ensure proper flow of coolant.
4)Workers should be alert while working.
5)Use of lubrication for the spindles
6)Maintenance of the machine should be done regularly.
7)Dressing should be done properly and at regular interval
oftime.