Six Week Industerial Training Project Report on VA-VE

8/19/2019 Six Week Industerial Training Project Report on VA-VE

1/49

SIX WEEKS INDUSTRIAL TRAINING REPORTSubmitted in partial fulfilment of the requirement for the award of

Degree of

Master of Technology

In

MECHANICAL ENGINEERING

Submitted By

ROHIT KUMAR 12095139

Undertaken at

NEEL METAL PRODUCTS LTD. (JBM GROUP)GURGAON

DEPARTMENT O MECHANICAL ENGINEERINGSRI GURU GRANTH SAHIB WORLD UNI!ERSIT"#

ATEHGARH SAHIB$1%0%0 PUNJABJUL" 2015

1


2/49

ACKNOWLEDGEMENT

Myself, Rohit Kumar take this opportunity to express my profound gratitude and deepregards to my guide Mr. Sukhvir Singh Dhaiya for his exemplary guidance, monitoringand constant encouragement throughout the course of training I had undertaken in J M!"#$"% Department&. 'he (lessing, help and guidance given (y him time to time shallcarry me a long )ay in the *ourney of life on )hich I am a(out to em(ark.I am alsoo(liged to staff mem(ers of J M !"#$"% Department& for the valua(le informationprovided (y them in their respective fields. I am grateful for their cooperation during theperiod of my assignment.

2


3/49

CERTIFICATE

'his is certified that +ro*ect ork entitled - I%/D IM+R0"%M%1'2 su(mitted (y Mr.Rohit Kumar for the partial fulfillment of the M.'%34 5yr Degree !Seventh Semester&offered (y Sri 6uru 6ranth Sahi( orld 7niversity, 8atehgarh Sahi(, +un*a( during theacademic year 9:;5$9:;< is an original )ork carried out (y the student under mysupervision, and his )ork has not formed the (asis for the a)ard of the any Degree.

Signature of Supervisor

3


4/49

CONTENTS

' *+,' *+ N-. ' *+ N /+ P + N-.

1. SIZE O TIMIZ!TIO" ##$. "ESTI"% O& S'! E( B)!"*S #+#. ,T) TO T-! EZOI(!) B)!"* #/. -O(U,TI0IT 2 -I,E -E(U,TIO" ,O"0E-TE( &-OM ,T)

TO ,OI)3$ B)!"*S4ST-O*E 5#+ S M#

+. -O(U,TI0IT 2 -I,E -E(U,TIO" ,O"0E-TE( &-OM ,T) #6

4

CHAPTER NO. NAME PAGE NO.1. ,OM !" -O&I)E 17$. I"T-O(U,TIO" 67$1#. 0!70E -O,ESS $$7#1/. IE)( IM -O0EME"T #$7//+. ,O",)USIO" /+


5/49

TO ,OI)3$ B)!"*S4ST-O*E 5#8 S M. -O(U,TI0IT 2 -I,E -E(U,TIO" ,O"0E-TE( &-OM ,T)

TO ,OI)3$ B)!"*S4ST-O*E 5$8 S M#9

6. "E: MET'O( :IT'OUT B-I(%E #;9.

-O(U,TI0IT 2 ST!"(!)O"E79 S M 5$88 T -O%-ESSI0E7;83$$+ B)!"*S

/8

;. -O(U,TI0IT 2 $ B)!"*S4ST-O*E 5 #8S M 1B)!"*4ST-O*E 5 #8 S M

/8

18. I(E"TI&I,!TIO")! OUT &O- (E0E)O ME"T /111. &I"!) )! OUT &O- (E0E)O ME"T /#1$. ME)TI"% S,-! //1#. ,OMME-,I!) S,-! //

COMPAN" PRO ILE

JBM GROUP began its erations

as a manufactures of ) % cylinders for the (elhi ",- region. Mo?ing strength to strength

assisted @ith e=>erience and kno@ledge ABM grou> entered the automobile industry in 1;9+. In

1;9 the grou> signed a


6/49

JBM G*- is a focussedC dynamic and >rogressi?e organiDation @ith ?alue added >roductsC

ser?ices and inno?ati?e solutions. The grou> has di?ersified >ortfolio to ser?e in the field of

automoti?eC engineering and design ser?icesC rene@able energy and education sectors and has an

infrastructure of #+ manufacturing >lantsC / engineering and design research centres across 19

locations globally.

:ith turno?er of US 1.$ billionC ABM %rou> has broadened its horiDon by focusing on uality

deli?eryC solutions a>>roachC >roduct de?elo>ment >rocessesC fle=ible manufacturing systems

and contract manufacturing.

ABM %rou> is >rimarily a tier 1 su>>lier to the automoti?e OEM industry and caters ser?ices to

esteemed clients that include !shok )eylandC BaorationC

'ondaC 'eroC A,BC MahindraC Maruti SuDukiC -enaultC "issanC T!T!C ToyotaC T0SC 0ol?o7EicherC 0olks@agen and many moreC

The %rou> has alliances @ith more than $8 reno@ned com>anies globally and the associationsinclude !rcelor MittalC ,ornalgia etc.

P*-4 6 , 4 S+*7'6+,

To modernise the facilities and im>ro?e its e=>ertiseC ABM %rou> is dri?en by higher >erformanceC reduced7@astage and uality >roductsC @hich are >roduced @ith the finesttechnology and are aligned @ith the manufacturing ca>ability to match the customer needs.

:e belie?e in creating high7 uality automoti?e >roducts and sub7systems by focusing on its high?aluesC higher >erformance and highest uality >roducts.

The %rou>Fs leading edge >roducts include2

• BI: arts and assemblies• ,hassis and Sus>ension >arts.• ,ross ,ar Beam 4 ,ross Truck Beam• ,ross Members• Engineering•

E=haust Systems• &abrication• &uel &ilter • &uel Tanks• 'eat Shields• ) % and ,"% ,ylinders• Sha>ed Blanks

6


7/49

• Skin anels• Steel &asteners• Tailor :elded blanks• ToolsC Aigs and &ilters• Tubes and Tubular Mani>ulations• :heel assembly

L', -8 C-/ '+, -8 JBM G*-• !"S Steel Tubes )td.• !rcelor "eel Bank ?t. )td.• &AM ,ylinders ?t. )td.• Indo Tooling ?t. )td.• Aay Bharat Maruti )td.• ABM !uto )td.• ABM ,admium ?t. )td.•

ABM Industries )td.• ABM *anemitsu ulleys ?t. )td.• ABM M! !utomoti?e ?t. )td.• ABM Ogihara !utomoti?e )td.• "eel !uto ?t. )td.• "eel Industries ?t. )td.• N++ M+ P*-4 6 , L 4.

N++ M+ P*-4 6 , L 4.

"eel Metal roducts )td. G"M )H is the fastest gro@ing ,om>any of ABM %rou> @ith high7tech

>lants at ?arious locations in India. "M ) has earned a leading >osition in industry @ith

facilities a?ailable in >ress lines u> to 1$88 tonsC @eld lines and E( coating >lant7 @hich are not

only limited to auto @orld but also fitting for @hite goods industry.

,o?ering the acti?ities in the disci>lines of automoti?eC steel ser?iceC fabricationC constructionC

and @aste managementC The ABMC after its reorganiDationC has emerged as a leading %rou>. Its

automoti?e sector has achie?ed outstanding >erfection in high uality >roduction. By the

in?ol?ement of internationally re>uted >layers in the technical ad?ancement in the gro@th and

de?elo>mentC the %rou> has recei?ed recognition in the @ide ranging customer >reference. O?er

the yearsC the %rou> has di?ersified its acti?ities co?ering other areas of >ublic im>ortance. In

the year $886 the %rou> ?entured in the sector of @aste management and today it >ro?ides a

no?el ser?ice to the >eo>le in this section in the cities of ,hennai and !mbattur.

7


8/49

O +* '- , 4 6' ' '+,

• E=haust Systems7 Ultra Modern facility for robotic @elding and heat resistance

>ainting.•

&acilities to design manufacture and do real time testing of @elding and checkingfi=tures.

• -im rolling lineC central anode tri chrome nickel >lating and com>lete @heel

assembly set u>.• Steel Ser?ice ,entre7 the ,om>any has / blanking lines ca>able of >roducing blanks

of regular and irregular geometrical sha>es and siDes.• Tubes mills to manufacture Electrical -esistance :elding GE-:H tubes• 0ehicle assembly7 ,a>ability to >roduce com>lete bodies.

8


9/49

9

S. "o. !@ards ear

1. "e@ Model (e?elo>ment !@ard $889

$. Best Su>>lier !@ard $886

#. ,ertificate for Significant !chie?ement $886/. !@ard for the de?elo>ment of ,ham>ionC !lfa ,argo $886

+. ISO TS 1 ;/;2$88$ $886

. Outstanding contribution to Su>>ly ,hain Management $886

6. Outstanding erformance in de?elo>ment $886

9. (e?elo>ment of ,ham>ion !lfa ,argo Body $886

;. Tro>hy for yield im>ro?ement $886

18. !@ard for ne@ model de?elo>ment $886

11. ,((M !@ard for uality J (eli?ery Targets $886

1$. Shield for o?erall e=cellence $886

1#. Best Su>>lier of the ear $88

1/. ,ertificate for Significant !chie?ement $88

1+. Best roduct (e?elo>ment su>>ort $88

1 . S%! ,on?ention riDe $88

16. ,ertificate &or Significant !chie?ement $88+

19. ,((M !@ard in Stam>ing ,ategory $88+

1;. !>>reciation ,ertificates for schedule adherence $88+

$8. E,O su>>lier certification $88+

$1. !>>reciation ,ertificates for schedule adherence $88+

$$. !>>reciation certificate $88+

$#. 0endor erformance !@ard &or !lto ,ost -eduction $88/

$/. !@ard for outstanding contribution to su>>ly chain management $88/

$+. !@ard &or Business E=cellence 7 Strong ,ommitment To E=cel $88/


10/49

Infrastructure

The ABMFs Infrastructure is set u> to de?elo> ad?anced manufacturing systemsC ad?anced

enter>rise conce>tsC engineering toolsC manufacturing >rocesses and e ui>mentC >roduct designand modelingC to cut time to market and to integrate >roduct and system designC manufacturingCand testing.

ress )ines ABM %rou>Fs e=>ertise in sheet metal >arts manufacturing is un>aralleled. ABM has >resses from @orld7reno@ned >ress makers like -o?egttaC Sim>acC 'itachiC ErfurtC Isgec andmany more. The >ress ca>acity ranges from $8T to $888 T in mechanical and hydraulic ?ersions.In additionC ABM grou> has tandem linesC @hich cater to high ?olume >arts and skin >arts. ABM%rou> has a>>ro=imately $+8 nos. of >resses.

:eld )ines ABM %rou> >ossesses a @ide range of modern @eld e ui>mentFs com>rising of stationary and >ortable s>ot @eldingC MI%4TI% @eldingC seam @eldingC submerged arc @eldingand s>ecial >ur>ose @elding machines. ABM %rou> also has com>lete infrastructure to @eld rear a=les. !utomation in manufacturing demonstrates the %rou>Fs >ro7acti?e thrust to moderniDe thefacilities. The robotic @elding systems from !BB and )JT ha?e yielded the highest le?els of

>roducti?ity and consistency in ualityC leading >roduct.

&le=ible Manufacturing Systems ABM %rou> has a multi>ur>ose &le=ible Manufacturing system.The + a=es laser7cutting machine from @orld7class manufacturer rimaC ItalyC @itnesses ABMFs

uest for international standards. The + a=es laser7cutting machine ob?iates the need for blankingC trimming and >iercing o>erations. The salient feature of the system ensures ra>id >rocessing of >arts during the de?elo>ment stageC besides regular >roduction of com>licated >arts @ith substantial sa?ings in tool costs.

10


11/49

Aim / Visi n / !issi n

Tells the story of our e=traordinary accom>lishments and guides us to e=>and as a uni uelysuccessful business of inno?ation and technical e=cellenceC >ro?iding finest ser?ices to our clients.

"ua#it$ % #ic$ / %r cesses

The >olicy of ABM %rou> is to achie?e total customer satisfaction by deli?ering >roducts and >ro?iding ser?ices that meet or e=ceed their e=act re uirements and e=>ectations and to do so ontime and at most com>etiti?e >rices in domestic and e=>ort market for our entire >roduct range.

!ISION

0ision7 an Entre>reneurFs (ream.! ?ision is the desired state of organiDation. It is an as>irationaround @hich a strategistC >erha>s a chief e=ecuti?e might seek to focus the energies of membersof the organiDation. E=>anding leadershi> in our business through >eo>leC kee>ing >ace @ithmarket Trends and Technology.

!ALUES

:e belie?e in sim>licity by *ee>ing a lo@ >rofile e=ternally and ha?ing clearC frank andeffecti?e ,ommunication in the organiDation. :e belie?e in team@ork @ith @ell7defined-es>onsibilities and accountability. :e belie?e in relationshi>s of trust amongst >eo>le through@ell7defined res>onsibility and authority. :e belie?e in according to> >riority to customer &ocusthrough >rom>t and a>>ro>riate res>onse. :e belie?e in res>ect and care for all those !ssociated@ith us by commitments.

11


12/49

INTRODUCTION

0alue analysis G0!H or ?alue engineering G0EH is a function7orientedC structuredC multi7disci>linary team a>>roach to sol?ing >roblems or identifying im>ro?ements. The goal of any0! study is to2

• Im>ro?e ?alue by sustaining or im>ro?ing >erformance attributes Gof the >roroductCand4or ser?ice being studiedH.

• :hile at the same time reducing o?erall cost Gincluding life7cycle o>erations andmaintenance e=>ensesH.

B 6 *- 4

In 1;/6C engineer )a@rence Miles originated the ?alue analysis system @hile @orking for %eneral Electric. The original fi?e7ste> >rocess included2

1. Information$. !nalysis#. ,reati?ity/. Audgment+. (e?elo>ment

The 0! methodology @as ado>ted and renamed by the United States "a?yC >o>ulariDing the term?alue engineering. The use of ?alue engineering continued to e=>and throughout the federalgo?ernment o?er the ne=t t@o decades. Today nearly e?ery federal agency @ith construction or

>urchasing res>onsibility is using this methodology. 0! is an im>ro?ement tool that is a>>licableto any customer7based endea?or.

In 1; 1C )a@rence ( Miles in his book KTechni ues of 0alue !nalysis EngineeringK defined0alue !nalysis as Lan organiDed creati?e a>>roach @hich has its >ur>ose the efficientidentification of unnecessary cost i.e. cost @hich >ro?ides neither uality nor use nor life nor a>>earance nor customer features.L 0! is also defined as a>>lication of recogniDed techni ues toidentify the functions of a >roduct Or ser?ice and >ro?ide those functions at the lo@est >ossible

cost. 0alue !nalysis is a standardiDedC multi 7 disci>lined team a>>roach that identifies the lo@estcost @ay and ensures the highest @orth to reliably accom>lish the functions of a >roductC >rocessor ser?ice. 0alue analysis assesses >roduct functions and ?alue N to N cost ratiosC and e=>loreso>>ortunities for reduction. It uses a lanC is function basedC and re uires that a >roduct begenerated result of the study.

,altransF 0! >rogram has e?ol?ed o?er the years since the first study @as conducted in1; ;. The maloyed to im>ro?e >ro


13/49

studies are s>onsored to im>ro?e @ork >rocesses in order to res>ond to changing customer needsC ne@ regulatory or >olicy challenges and technology ad?ances.0! is an effecti?e >roblem sol?ing and uality assurance tool that can facilitate ,altrans goalsC toma=imiDe safetyC mobilityC deli?eryC ste@ardshi>C and ser?ice. 'istorical data indicates that

>roroach to >roblem sol?ing and >roment• Im>ro?e a >roerformance @hile ma=imiDing uality• Identify and de?elo> strategies to mitigate or a?oid risks and the associated costs• Identify o>>ortunities @hich >romote conte=t7sensiti?e7solutions• 0alidate >roeC >ur>ose7and7needC and baseline design

0! studies >ro?ide an o>>ortunity for a structured and thorough re?ie@ by functional e=>erts.0! studies often re?eal ne@ information that fosters a >roonsibilities and liabilities as o@ner of thefacility are ade uately addressed in the >roacts and regional tra?el that mayneed to be balancedC but not com>romisedC @ith com>eting >rorore>aration and coordinationC 0! can aid in obtaining >roroossible design that is sensiti?e to the conte=t of theim>acted communities and en?ironment.

OftenC the earlier a 0! study is undertakenC the more beneficial it @ill be. ,onducting studies inthe later >hases of a >ro>ortunity for identifying ?iable im>ro?ements @ithoutcom>romising the deli?ery schedule.

The benefit matri=P sho@n in &igure 1;71C otential 0alue !nalysis Benefits ?ersus roicts the benefits that can be deri?ed during the follo@ing four >rimary >hases of

>roment2

• ,once>t N (e?elo>ment of the >roroortG S-H.

• !>>ro?al N !cti?ities to gain >ro>ro?al and regulatory acce>tance of theen?ironmental documentC kno@n as ro>ro?al and En?ironmental (ocumentG !JE(H.

• &inal (esign N (e?elo>ment of lansC S>ecificationsC and Estimate G SJEH.• ,onstruction N !nalyDing constructabilityC identifying and assessing cost reduction

incenti?e >ro>osals G,-I sH and4or e?aluating the merit of >ro>osed construction contractchange orders G,,OsH.

13


14/49

!A$!E

HISTORICAL PERSPECTI!E O !ALUE ANAL"SIS

)arry MilesC an engineer by trainingC is kno@n as the father of the 0! 4 0E conce>t. 'ede?elo>ed the techni ue at %eneral Electric G%EH in the late 1;/8s.)arry Miles mo?ed fromdesign engineering to >urchasing for %eneral Electric G%EH shortly before the United Statesentered :orld :ar II. )ater Gabout 1;/#HC he @as assigned to be the >rocurement officer for a %Emanufacturing >lant. 'e de?elo>ed a re>utation of great enthusiasm for concei?ing cost7effecti?eo>erations and using unusual methods for >roblem sol?ing. (ue to the com>etition for ra@materialsC >roductsC >ersonnelC and other resources in the time of @arC Mr. Miles de?elo>ed a

>rocedure for >rocuringC designingC and using com>onents and >roducts. This >rocedure used

LfunctionsL as its basis. Mr. Miles found that he could more readily obtain @hat he needed if heused his ne@ >rocedureC rather than s>ecifying standard designed com>onents.C G&or e=am>le2the re uired >roduct to be >ro?ided must translate a rotational force into a lateral force. It must

be able to @ithstand these stressesC fit @ithin the area allo@edC and connect to these other >arts.HThis ne@ LfunctionL based >rocedure @as so successful that it @as >ossible to >roduce the goods@ith greater >roduction and o>erational efficiencyC and less e=>ensi?ely.

The terms ?alue analysis 4 ?alue engineering originated in the early dayFs de?elo>ment of thetechni ues. The first a>>roach @as rather than reduce costsC to increase ?alues. 'ence the need toanalyDe ?alue. Soon after Miles de?elo>ed this systematic methodologyC his conce>ts @ereackno@ledged as a >o@erful a>>roach to >roblem sol?ing through function 7based techni uesC

and they found their @ay outside %E into areas such as industryC healthcare and go?ernmentser?ices. MilesK techni ues resulted into huge sa?ings for design engineersC manufacturingengineersC >urchasing agentsC and ser?ice >ro?iders e=hibiting to the users @hy so muchunnecessary costs e=ists in e?erything @e do and ho@ to systematically identifyC clarifyC anddemarcate costs @hich ha?e no relationshi> to customersK needs or desires. PThe name 0alueEngineering has subse uently become most uni?ersally acce>ted name for the LfunctionL based

>rocedure.Mr. ,harles Bythe@ayC in 1; 8FsC during his @ork for S>erry U"I0!,C createdfunctional critical >ath analysis >rocedure that highlighted the logic of the acti?ity under ?aluestudy. ! diagramming >rocedure called the L&unctional !nalysis System Techni ueL G&!STH @aslater on ado>ted as a standard com>onent of the 0alue Method.

WHAT IS !ALUE ANAL"SIS AND !ALUE ENGINEERING0! 4 0E is an orderly and creati?e method to increase the ?alue of an item. This itemL can be a

>roductC a systemC a >rocessC a >rocedureC a >lanC a machineC e ui>mentC toolC a ser?ice or amethod of @orking. 0alue !nalysis 4 0alue Engineering is defined as Kthe >rofessionallya>>liedC team basedC function 7 orientedC systematic a>>lication of recogniDed techni uesGfunction analysisH @hich are as belo@27

• Identify the Lfunction of a >roductC >rocessC >ro


15/49

• Establish a monetary ?alue for that functionC• ro?ide the necessary function Gdefined by the customer to meet his 4 her re uirementsHC• ,onsistent @ith the s>ecified >erformance and reliability needed at the lo@est Iife cycle

cost Gcost o?er the e=>ected lifeH.• !nd thus Increases customer satisfaction and adds ?alue to the in?estment.

0alue analysis in?ol?es identifying >roduct function GsH relating to cost and >rice analyDing thedesign and construction @ith an eye for eliminating elements not contributing to function. Somedesigners think 0! undermines good design. If the design @as sound the start 0! is redundant.

et designs and technology change. SoundC inno?ati?e designs age and become uncom>etiti?e 7ri?als catch u>. -emember car @indscreens are today glued into >lace by robots Gadhesi?etechnologyH.

H-: ', !A 4'88+*+ 8*-/ !E;

• Traditionally 0alue !nalysis G0!H is used to describe the a>>lication of the Qtechni ues toan e=isting >roduct or ser?ices or after the fact.

• 0alue Engineering G0EH has been used to refer to the design stage or before the fact.0alue Engineering G0EH a>>roach is used for ne@ >roductsC and a>>lies the same

>rinci>les and techni ues to >re7manufacturing stages such as conce>t de?elo>mentCdesign and >rototy>ing.

• 0alue !nalysis and 0alue Engineering G0EH is a >o@erful ,hange Management androblem Sol?ingK tool @ith o?er a century of @orld@ide a>>lication track record.

• 0E is used to create functional breakthroughs by targeting ?alue mismatches during >roductC >rocessC and >roost >roduct release >roblems and >rocessim>ro?ement inno?ation.

• 0alue !nalysis G0!H is considered to be a >rocessC as o>>osed to a sim>le techni ueC because it is both an organiDed a>>roach to im>ro?ing the >rofitability of >roducta>>lications and it utiliDes many different techni ues in order to achie?e this ob>ort 0! acti?ities include KcommonK techni ues used for all 0!e=ercises and some that are a>>ro>riate for the >roduct under consideration.

• ! fe@ other names for 0! 4 0E are 7 0alue ManagementC 0alue lanningC etc.• 0alue !nalysis >rocess attacks unnecessary costs and is thus one of the most effecti?e

@ays to increase an organiDationKs >rofitability.• 'o@e?er that is only doing half the ro?ement >rogram cannot only reduce costsC but also im>ro?e

o>erations and >roduct >erformance.• The 0! a>>roach can be effecti?ely used to analyDe e=isting >roducts or ser?ices offered

by manufacturing com>anies and ser?ice >ro?iders alike.• The 0! 4 0E methodology in?ol?es function analysis and e?erything has a function.• Therefore the methodology has uni?ersal a>>lication.

15


16/49

• 0alue !nalysis 4 0alue Engineering can be a>>lied @ith e ual success to any costgenerating areas.

THE !ALUE Eroduct utilityC esteem and market ?aluesC each of @hich aredefined belo@ 2

• Utility ?alue NIt is defined as the ho@ useful 4 functional the >roduct is seen to be.• Esteem ?alue Nit is defined as the ?alue that customer 4 user gi?es to >roduct

attributesC not directly contributing to utility but more relating to aesthetic andsubromised.

• Market ?alue N It is defined as the ?alue @hat market is >re>ared to >ay for the >roduct.In sim>le @ords it is the total of the utility ?alue and esteem ?alue. Mathematically

Market ?alue RUtility ?alue 3 Esteem ?alue

OBJECTI!ES O !A

T=+ / ' ->?+6 '7+ -8 =+ !A$!E *+@$• The 0! 4 0E obro?e on ?alue mismatches in >roductsC

>rocesses and ca>ital >roortant functions N define necessary ?ersus un 7 necessary functions• &ind and im>ro?e on lo@ >erforming functions.• (efine and segregate the necessary functions from the unnecessary functions and

thereby creati?ely de?elo> alternati?e means of accom>lishing the necessary

functions at lo@er total Glife cycleH cost.THE !ALUE ANAL"SIS TERMINOLOG"

• "eed 2 These are users e=>ectationsC may be e=>ressed e=>licitlyC or may be latent.• 0alue 2 0alue is an im>recise @ordC its meaning de>ends both on the user and on

the conte=t.• &or e=am>le a ty>e@riter ribbon or a @ord N >rocessing >ackage may ha?e good

?alue @hile the ty>e@riter or com>uter may not ha?e.• In an engineering conte=t the distinction can be im>ortantC as any cosmetic

changes brought about by 0alue !nalysis or by means of any other techni ue are@aste of time if the total >roduct is unacce>table to the market.

• 0alue is a uantityC @hich enhances customer satisfaction or slashes the e=>enseattributable to the >roduct.

I 7 + /+ =-4 +*/,@

• 0alue R :orth 4 ,ost

16


17/49

o O- • 0alue of an item R erformance of its function 4 ,ost

o O- • 0alue R G3H 4 G7H R GBenefitsH 4 G,ostsH• 0alue greater than 1.8C the item is >ercei?ed to be fair or ha?ing good ?alue.• 0alue is less than 1.8C the item is >ercei?ed to be ha?ing >oor ?alue.• :hen an item has a >ercei?ed @orth that far e=ceeds the life N cycle costC @e

usually consider >urchasing the item.• !n item that does its function better than anotherC has more ?alue. Bet@een t@o

items that >erform their function e ually @ellC the one that costs less is more?aluable.

• (ifferent customers @ill inter>ret the ?alue of a >roduct in different @ays.• The >erformance of its functionsP could include that it is beautiful G@here

neededH or it lends an image to the user 4 >ossessor G@here desired H• Its common characteristic is a high le?el >erformanceC ca>abilitiesC emotional

a>>ealC styleC etc. relati?e to its cost.• This can also be e=>ressed as ma=imiDing the function of >roduct relati?e to its

cost 2! + R G>erformance 3 ca>ability 4 costH R &unction 4 cost

6 '- @

• The use of functions and a function 7 logic >rocess to describe needsC >ur>oses andconse uences is at the heart of 0alue Engineering.

• The use of function 7 logic hel>s >eo>le realiDe and o?ercome many of the >reconcei?ed biases.

• &unction allo@s definition of each task in a >rocess or one of its acti?ities in terms of end

goals and not solutions.• ! function is described by a ?erb GactionH and an obreferably measurableH.• lacing those functions in a decision 7 logic diagram hel>s reach a common

understanding.• This >o@erful ?erb7 noun combination hel>s remo?e >eo>le from the LI @antL >osition to

the basic needs in?ol?ed.• It also hel>s >eo>le see @hat >arts of their decisions rely on critical featuresC and @here

decisions are re uiring substantial su>>ort to maintain those G>otential ?alue7mismatchesH.

• This assists in focusing u>on a >recise understanding of the ?alue in?ol?ed.•

0alue analysis defines a Lbasic functionL as anything that makes the >roduct @ork or sell.• ! function that is defined as LbasicL cannot change.• Secondary functionsC also called Lsu>>orting functionsLC described the manner @hich the

basic functionGsH @ere im>lemented.• Secondary functions could be modified or eliminated to reduce >roduct cost.• 0alue is not a matter of minimiDing cost.

17


18/49

• In some cases the ?alue of a >roduct can be increased by increasing its functionG>erformance or ca>abilityH and cost as long as added function increases more than itsadded cost.

• The conce>t of functional @orth im>ortant.• &unctional @orth is the lo@est cost to >ro?ide a gi?en function.• 'o@e?erC there are less tangible LsellingL functions in?ol?ed in a >roduct to make it of

?alue to a customer.• &unction analysis is the starting >oint of 0!C @ithout a genuine function nothing @ork

and can sell.• !ll >roblem sol?ing techni uesC attem>t to change a condition means of a rele?ant and

uni ue solution.• Too detail thought on the obts to describe a solution and @e may miss the

o>>ortunity to engage in di?ergent thinking about other alternati?es.• :hen trying to describe >roblemsC @e must guard against getting locked in to a course of

action @ithout realiDing itC because of our bias.•

This underlines im>ortance of abstraction and di?ergent thinking.• This high le?el of abstraction can be achie?ed by describing @hat is to be accom>lished

@ith a ?erb and a noun >air.• The ?erb ans@ers the uestionC L@hat is to be done K L:hat is it to do P i.e. it defines the

re uired action.• The noun ans@ers the uest L:hat is it being done to L i.e. it tells @hat is acted u>on.• 'o@e?erC identifying function by a ?erb7noun is not as sim>le a matter as it a>>ears.• Identifying the function in the broadest >ossible terms >ro?ides the greatest >otential for

di?ergent thinking because it gi?es the greatest freedom for creati?ely de?elo>ingalternati?es.

• ! function should be identified as to @hat is to be accom>lished by a solo and not ho@ itis to be accom>lished.

• 'o@ the function is identified determines the sco>e or range of solutions that can beconsidered.

• That functions designated as LbasicL re>resent the o>erati?e function of the item or >roduct and must be maintained and >rotected.

• (etermining the basic function of single com>onents can be relati?ely sim>le.• By definition thenC functions designated as LbasicP @ill not changeC but the @ay those

functions are im>lemented is o>en to inno?ati?e s>eculation.• :hen >urchasing a >roduct it is assumed that the basic function is o>erati?e.• The cost contribution of the basic function does notC by itselfC establish the ?alue of the

>roduct.• &e@ >roducts are sold on the basis of their basic function alone.• !lthough the cost contribution of the basic function is relati?ely smallC its loss @ill cause

the loss of the market ?alue of the >roduct.• The customerKs attention directed to those ?isible secondary su>>ort functionsC or >roduct

featuresC @hich determine the @orth of the >roduct.

18


19/49

• &rom a >roduct design >oint of ?ie@C >roducts that are >ercei?ed to ha?e high ?alue firstaddress the basic functionKs >erformance and stress the achie?ement of all of the

>erformance attributes.• Once the basic functions are satisfiedC the designerKs then address the secondary functions

necessary to attract customers.• Secondary functions are incor>orated in the >roduct as features to su>>ort and enhance

the basic function and hel> to differentiate and sell the >roduct.• The elimination of secondary functions that are not ?ery im>ortant to the customer @ill

reduce >roduct cost and increase ?alue @ithout detracting from the @orth of the >roduct.• Eliminating or combining as many secondary functions as >ossible hel>s achie?e one

obro?e ?alue by reducing thecost function relationshi> of a >roduct.

• The abo?e e=am>les list only a fe@ of the more im>ortant functionsC If >ossible it is torestrict the number of functions to bet@een + and 9.

• If the number of functions )isted @orks out to be more than this it is >rudent to break do@n the >role of this is the motorcar.• If @e ask a random sam>le of >o>ulation to list the functions that they desire of a motor

?ehicle and their res>ecti?e rankingsC a list some@hat similar to the one gi?en belo@emerge.

i. Trans>ort >eo>leii. ro?ide safety

iii. ro?ide comfort

19

•

If we consider any product then it is li ely that we could listfunctions in that product in ter!s of Nouns and "er#s pairs$E%a!ple& '• ()OD*CT WA+,ING MAC,INE• -*NCTION+ "er# Noun

-unction type• )e!o.e Dirt

(ri!ary / essential• )inse Content

+upporti.e• E%tract Water

+upporti.eE%a!ple& 0• ()OD*CT INCANDE+CENT 1*L1• -*NCTION+ "er# Noun

-unction type• (roduce Li2ht

(ri!ary / Essential• (rotect -ila!ent

+upporti.e• (ro.ide Decorati.e

Aesthetic• 1e Interchan2ea#le

+upporti.eE%a!ple& 3• ()OD*CT -O*NTAIN (EN


20/49

i?. Trans>ort luggage?. ro?ide >rotection

?i. ro?ide controls?ii. So on

• The functions listed abo?e are isolated and too large for consideration and it is better

consider the ?ehicle as t@o sub7assemblies.E / +• Taking the chassis as a sub7assembly determines the functions it su>>orts

i. roduce tor ue GengineHii. ,ontrol direction GsteeringH

iii. ro?ide retardation GbrakesHi?. ,on?ert tor ue Gtransmission4gearsH?. ro?ide fle=ibility Gsus>ensionH

?i. ,ontrol fuel G>um> accelerator etc.H?ii. So on

• To drill dro@n further each of these functions re>resent a sub7assembly in itself 1 can be

further studied in detailC and if taken to its logical conclusion @e could analyses functionof the car do@n to its last com>onent le?el and beyond.

• The underlying obroduct is that it becomes >ossible to determine a cost of the function.

• C-, @ ,ost is the e=>enditure economically roduction or resourceutiliDation G>roductC ser?ice or combination of the t@oHC

• ,osts attributable to a function acti?ity re>resent the total necessary or a>>ro?ede=>enditures for the realiDation function.

THE COST UNCTION MATRIX

• The cost function matri= is designed to cost an e=isting >roductC ser?ice or system byfunction.

• This is in addition to the cost of com>onent >arts.• !ttributing cost to function brings in >ers>ecti?e the costs to satisfy a function.• That is by this a>>roach it is >ossible to determine if second order functions are costing

the most to achie?e.• !n additional ad?antage from costing by function is that it forces the ?alue analysts to

rigorously e=amine and understand the nature of the >roduct being in?estigated.

H-: - 6- , * 6 ,+ =+ / *' @

• In the left hand column ?ertically list all the different >artsC sub7assemblies under in?estigation.

20


21/49

• In the ne=t column fill in the costs a>>ro>riate to each >art listed in the first column.• !cross the to> in the first ro@ list functions desired to be >erformed.• Establish @hich >artGsH is satisfying such function and to @hat e=tentC• &or e=am>le one >art @ill often contribute to@ards more than one function.• !>>ortion the cost of each >art amongst the functions to @hich it contributes N @here one

com>onent interacts @ith se?eral functionsC the >ro>ortion of its interaction needs to bedetermined.

• Total the cost of each function at the bottom of each function column.

U ' ' -8 =+ 6-, 6 '- M *' @

• The cost function matri= demonstrates that an a>>arently minor function is res>onsiblefor a maart of the total costC or ?ice ?ersa.

• In terms of >artsC tooC it may sho@ that something relati?ely unim>ortant is costing toomuch.

•

,ost may or may not include o?erheads.• ro?ided that the costs are ascertained consistently this @ill make little differenceC

although it is ad?antageous to eliminate o?erheads to a?oid the >otential of anomalies.• :orth2 The @orth of a >roduct has multi>le dimensions such as 7 benefits recei?edC

ser?ices obtainedC >roduct >erformanceC ualityC safetyC con?enienceC status 4 esteemC >ossessionC etc.

• The @orth of the >roduct is an indicati?e measure of @hat is in it for the customers.• It is a measure of ho@ @ell the end >roduct meets the desired core needs and the

>eri>heral desires of those that ha?e a say in the >roduct selection or its use.• -emember the core and >eri>heral needs are as >ercei?ed by the user and these may

change @ith different users and e?en for the same user these may change @ith time.• E?ery >roduct has to satisfy the core need failing @hich its @orth @ill be >oor or e?en

negati?e.• !nimator2 'e is a >erson in charge of the organiDation and the e=ecution of a ?alue

analysis study.• (ecision7maker2 erson @ho ultimately decides on 0! 4 0E teamFs recommendations• 0alue analysis team 2 ! grou> of e=>ert s re>resentati?es of and concerned about

the obays at the time of >urchase.• Much more is at stake.• The >urchase of anythingC takes into account its long7term utility 4 effects 4 costs.• The initial costs >lus these long7term costs are called life7cycle costs.• This includes things like the timeC the man>o@er needed GnumberC e=>ertiseC

training4retrainingC and so onHC the degree of difficulty in?ol?edC a?ailability of money or other resourcesC the fre uency maintenance needed and its associated e=>ensesC thes>ares costsC etc.

21


22/49

APPLICATIONS O !ALUE ANAL"SIS

• *-/ + +*'6 -' -8 7'+:# !A !Ei. Enables >eo>le to >in>oint areas that need attention and im>ro?ement.

ii. ro?ides a method of generating ideas and alternati?es for >ossible solutions to

concern.iii. ro?ides a means for e?aluating alternati?es..i?. !llo@s one to e?aluate and uantify intangibles and to com>are a>>les @ith

oranges.?. ro?ides a ?ehicle for dialogue by allo@ing large amounts of data to be a

summariDed in concise formC allo@ing ne@ and better uestions to be askedC andusing numbers to communicate in an information7searching mode.

?i. (ocuments the rationale behind recommendations and decisions.?ii. Materially im>ro?es the ?alue of goods and ser?ices.

• 0alue !nalysis has been successful in se?eral domains and its a>>lication is only limited by the userFs creati?ity.

• Some a>>lication areas are 7 (efense !utomoti?e !eronautical Soft@are de?elo>ment:ater treatment ,i?il engineering systems and >roceduresC ?enture analysisCforecastingC resource allocationC marketingC ,lient ser?ices :ork >rocesses(ocumentation OrganiDational de?elo>ment etc.

• ,ustomer satisfaction and ?alue >erce>tion 77 The most common a>>lication of 0alue!nalysis is @hat many ha?e called the Lstate N of N the N artP customer satisfaction and?alue >erce>tion study.

• 'ere are some of the @ays the study >ays off for clients2• They need to be com>etiti?e on the LBasicsL Ghigh satisfaction4lo@ ?alueH N not allo@ing

any @eaknesses inC but not in?esting more than necessary in them. .• They need to dominate the L0alueL Issues Ghigh satisfaction4high ?alueH. .• They need to kno@ the 0alue LO>>ortunityL Issues Glo@ satisfaction4high ?alueH to kno@

@hat to in?est in for future gro@th.• They need to kno@ the LIrritationsL Glo@ satisfaction4lo@ ?alueH to kno@ @here to

inno?ate.• Identifying !t -isk ,ustomers 7 ! big issue today is the so7called !t -iskP customer

Gthose likely to defectH.• 0alue !nalysis findings hel> to determine @hy a com>anyKs customers are !t -isk.• !ndC firms can learn @hy maetitorsK customers are !t -isk so they can be

targeted.• Increasing Em>loyee )oyalty 7 0alue !nalysis studies are conducted among Em>loyees

to identify things they e=>ect from any com>any they @ork for GThe BasicsHC things they?alueC things that irritate them and things they donKt care about.

• "e@ roduct 4 Ser?ice (e?elo>ment 7 E?ery marketer has been in?ol?ed in a study @hereconsumers LsayL they are L?ery interested in trying a ne@ >roduct @hich subse uentlyfails in the market>lace.

• &ailure is often considered the consumerKs fault @hereas it really results from asking the@rong uestion.

22


23/49

• eo>le donKt buy @hat they are LinterestedL inC they buy @hat they ?alue.• The reason most ne@ >roducts fail is that they donKt >ro?ide enough Lne@ ?alueL to

consumers.• 0alue !nalysis @ill sho@ @hich tangible and intangible as>ects of a ne@ >roduct

consumers ?alue and @hich they do not care about

CHARACTERISTICS O THE !ALUE METHOD

Se?eral characteristics differentiate the 0alue Method from other techni ues.• These hel> ensure that the customer obtains the kind of >roduct they need and @antC

@hereas the firm benefitsK by means of cost reduction and >rofitability.• The >rominent characteristics of the ?alue method are• 0alue7based decision >rocessC• Uses functional a>>roach• &ollo@s a ?ery systematicC formal and organiDed lan. It is not ha>haDard or informal

and it is a management acti?ity that re uires >lanningC control and co7ordination.• (irects efforts to@ards ma=imum >ossible alternati?es through creati?ity techni ues.• Taking the a>>ro>riate action at the a>>ro>riate time so as to >roduce good results.• Systematic and organiDed.• The 0alue Method >rocess uses tested and successful >rocedures that are directed to@ard

achie?ing success in meeting the >ur>oses for the L>rorocessinstills Lcommon understandingLC generates high >roduction and high >erforming teamacti?itiesC reduces the time necessary to obtain a >roduct and focuses the efforts on the

>ur>oses behind the >rorocess.

PRINCIPLES O THE !ALUE METHODOLOG"

• The >hiloso>hy of 0E is im>lemented through a systematic rational >rocess consisting of a series of techni uesC including

i. &unction analysis to define the reason for the e=istence of a >roduct or itscom>onentsC

ii. ,reati?e and s>eculati?e techni ues for generating ne@ alternati?esC andiii. Measurement techni ues for e?aluating the ?alue of >resent and future conce>ts.

• 0alue !nalysis is based on the fundamental >rinci>le that the customer is al@ays lookingfor the best >roduct at the least cost.

• 0alue is the connection bet@een customer satisfaction and >rice.• 0alueC thenC is an essential >arameter for im>ro?ing a >rocess by reducing costs @hile

al@ays maintaining or increasing client satisfaction.• This method analyses a >rocess not as a collection of >eo>le or actionsC @hich contribute

to >roduct realiDationC but as a collection of functionsC @hich need to be satisfiedC by a >rocess @ith the goal of res>onding to the needs of the customers.

P= ,+ I $ S+ +6 '- P= ,+@

23


24/49

• To make a ?alue analysis a study grou> of / to >ersons is formed.• More number of members com>licates mattersC degenerates discussionsC and delays

decisions.• The team must be interdisci>linaryC incor>orating a balance of different backgroundsC

?ie@>oints and de>artments.• The members should be from e ui?alent le?els in the organiDational hierarchy to

minimiDe >eer >ressure and >olitics.• !t timesC it is hel>ful to ha?e a decision maker on the team to gain commitment for the

im>lementation of the 0E results.• One or more members of the team must be @ell ?ersed @ith the 0E >rocessC or else an

outside facilitator can be inducted in the team.• One of the members should be an e=>ert on the subroduct 4ser?ice 4

>rocess 4 etc.H of the 0E >rocess.• The team members must ha?e an o>en mind and be result oriented.•

Then @e select the item to be studied. The 0E study should i. The item should be one that gi?es the im>ression that its cost is too high or that itdoes not do its function @ell.

ii. Sol?e a >roblem. The need should be real and be su>>orted by the management.iii. The selected item should ha?e a good >robability of success and im>lementation.i?. ,om>le=C multi7com>onent >roducts may gi?e the best returns Gsco>e for

sim>lificationH. roducts @ith large usage offer greater sa?ings o?erall. Old >roducts may benefit from ne@ technical de?elo>ments. The team must target >roductsC ser?ices and administrati?e >rocedures offering the largest >otentialsa?ings.

?. 'a?e credible obortant to the >eo>le in the area being studied.?ii. 'a?e the commitment of the re uestor and the 0E team.?iii. 'a?e rece>ti?ity in the organiDationC for effecti?e im>lementation the s>onsor and

4 or decision maker must be rece>ti?e to change.P= ,+ II $ I 8-*/ '- P= ,+@

• In the information >haseC the main function and the secondary functions of an item arestudied.

• The functions are classified into LbasicL and LsecondaryL functions and the cost of realiDing each function is ascertained.

• !ccurate marginal cost data is needed because 0! aims to reduce costs.• 'o@e?er a>>ortioning o?erheads is difficult generally these are e=cluded from the 0!

e=ercise Gunless it is the o?erhead elements themsel?es that are being analyDedH• The first action of the grou> should be to gather all the information about the item.• Identify and define the com>onents 7 understand them and their characteristics.• !sk the best s>ecialist of the fieldC not the >erson most accessible.• %et a detail of costs.• ,ollect dra@ingsC s>ecificationsC all the @ritten data on the item.

24


25/49

• (onKt be satisfied @ith ?erbal information.• It is better to collect too much information than collect too little.• The attitude of a ?alue analyst should be criticalC aggressi?eC nonconformistC ne?er

satisfied @ith @hat she 4 he recei?es for the money gi?en.• 'e must challenge traditional assum>tions.• The @hole team should be in?ol?ed in doing this. Use brainstorming to challenge

assum>tions. Identify functions that the customer may be looking forC not erations manager thinks are essential or non7essential.

• ! ,ost &unction Matri= or 0alue !nalysis Matri= is >re>ared to identify the cost of >ro?iding each function by associating the function @ith a mechanism or com>onent >artof a >roduct.

• roduct functions @ith a high cost7function ratio are identified as o>>ortunities for further in?estigation and im>ro?ement @hich are then brainstormedL analyDedC and selected.

• The ob>roach is to dra@ the attentionC of theanalysts a@ay from the cost of com>onents and focus their attention on the cost

contribution of the functions.• (etailed cost estimates become more. Im>ortant follo@ing function analysisC @hene?aluating ?alue im>ro?ement >ro>osals.

• The total cost and >ercent contribution of the functions of the item under study @ill guidethe teamC or analystC in selecting @hich functions to select for ?alue im>ro?ementanalysis.

-* + 6' # 8-* ' , 6+@

• :hat is it Ga >encilH• :hat is it for Gmake >ermanent marksH• :hat is the main function Gmake marksC @rite linesH• :hat is the methodC material or >rocedure that @as used to realiDe the main function Ga

gra>hite stick and @oodH• :hat are the corres>onding secondary functions GLtransfer gra>hite to >a>er and

Lfacilitate holding the gra>hiteL• :hat does the item cost and ho@ can @e distribute the cost of realiDing the main function

into each secondary function• ,om>aring these costs to an item of a similar functionC ho@ much should each function

and the total cost GThis e=am>leC the >encilC is already a high ?alue itemH• It is not im>ortant that the indi?idual costs assigned are im>recise.• Because e?en an im>recise numerical ?alue is much better than an e=>ression such as

L?ery costlyL or Lof lo@ costL.The ?alue of each secondary function is measured2

• (oes it contribute ?alue GIs there something that does not contribute ?alue H.• Is the cost in >ro>ortion to the function realiDed• (oes it need all its >artsC elementsC >rocedures• Is there something better to do the same function

25


26/49

• Is there a standard >art that can do the functionThe cost of each function is in?estigated and a monetary numeric ?alue is assigned tolerancesand strict s>ecifications outlined.

• :hatKs necessary is se>arated from @hat is nice to ha?e.• The guiding >rinci>le is2 !ll that does not contribute to the main function is @aste and

should be eliminated.

!A$!E PROCESS

THE !A PROCESS (JOB PLAN)

• The key com>onent of 0!"E >rocess is its use of a carefully crafted and thoroughlytested lan.

• !dherence to the lan focuses efforts on its s>ecific decision >rocess2 that containsthe right kind of em>hasisC timing and elements to secure a high uality >roduct.

• The lan and its sub7elements do this by highlighting and focusing e?eryone on thein?ol?ed issuesC essential needsC criteriaC >roblemsC ob lan are dis>layed [email protected]"I"% TE,'"I UES N

• 0arious uestioning techni ues are used in 0! 4 0E >rocess.

26


27/49

T=+ P*'/ * < +, '- ,

The uestioning se uence used follo@s a @ell7established >attern @hich e=aminesthe U- OSE for @hich the acti?ities are undertaken

the )!,E at @hich the acti?ities are undertakenthe SE UE",E in @hich the acti?ities are undertakenthe E-SO" by @hom the acti?ities are undertakenthe ME!"S by @hich the acti?ities are undertaken @ith a ?ie@ to acti?ityE)IMI"!TI"%,OMBI"I"%-E!--!"%I"%SIM )I& I"%

• In the first stage of the uestioning techni ueC the ur>oseC laceC Se uenceC ersonC K

Mean of e?ery acti?ity recorded is systematically ueriedC and a reason for each re>ly issought. PURPOSE @ PURPOSE

:hat is actually done:hy is the acti?ity necessary at allIn order to E)IMI"!TE unnecessary >arts of the articular >lace

SEarticular time

PERSON:ho is doing it:hy is it done by that >articular >ersonIn order to ,OMBI"E @here?er >ossible or -E!--!"%E the se uence of o>erationsfor more effecti?e results.

MEANS'o@ is it being done:hy is it being done in that >articular @ayIn order to SIM )I& o>eration.

T=+ S+6- 4 * < +, '- ,

• The secondary uestions co?er the second stage of the uestioning techni ueC during@hich the ans@ers to the >rimary uestions are subossible alternati?es of >laceC se uenceC >ersons and4or means are >racticableand >referable as a means of im>ro?ement o?er the e=isting method.

27


28/49

• ThusC during this second stage of uestioningC ha?ing asked alreadyC about e?ery acti?ityrecordedC @hat is done and shy is it doneC the method study man goes on to in uire @hatelse might be done.

• !ndC hence2 :hat should be done• In the same @ayC the ans@ers already obtained on >laceC se uenceC >erson and means are

subrimary uestions @ith the t@o secondary uestions under each of the

head2 >ur>oseC >laceC etc. yields the follo@ing listC @hich sets out the uestioningtechni ue in full2

PURPOSE:hat is done:hy is it done:hat else might be done :hat should be done

PLACE:here is it done

:hy is it done there :here else might it be done :here should it be done SEerson do it :ho else might do it :ho should do it

MEANS'o@ is it done :hy is it done that @ay 'o@ else might it be done 'o@ should it be

done(o not be distracted by mere aggregate functions such as the rubber on a >encilKs endK orthe ice >roducing >art of a refrigerator.These @ere functions added since it @as. Economical or easy to do so.They ha?e no relationshi> @ith the main function.

P= ,+ $ C*+ '7' P= ,+

• In this >hase the obtC or >rocessC or design idea that realiDes the main function.

• ! sim>le brainstorm >rocedure to stimulate creati?ity is stated belo@2

i. State the main function clearly and shortly on >a>er or a blackboard G?erb andnounHC so that the grou> can ri?et its attention on it. The >hysical obecific >rocess is >ur>osi?ely not mentioned. Secondary or aggregate functionsare not stated.

ii. The leader of the grou> says L:e begin no@L and @hen the ideas do not flo@ sofast anymore Gabout 1+ to $8 min.H The leader says LThatKs allL.

iii. Members of the grou> Kthink loudK about any >otential solution to the >roblem.

28


29/49

• It is ?ery im>ortant that they do not analyDe their o@n thoughts or those of others.• They should not smile or react @hen e=oticC im>robable or senseless ideas are stated.• They should not criticiDe or s>eak @ith others.• They should only let their imagination run @ild and state ideas.• !n idea can be ins>ired by a >re?ious idea. GIf no rare ideas are statedC then the members

are analyDingC not making a brainstormH.i?. The leader registers all ideas on >a>er or a blackboard.

?. :hen the session is finaliDedC if there is any doubt @hat @as meant by an ideaCthe leader clarifies the idea @ith the hel> of members.

• 'e does not analyDe or discard any idea.• This finaliDes the brainstorm.• Other creati?ity techni ues that are >o>ularly used are

- %ordon techni ue- "ominal %rou> Techni ue

- Mor>hological synthesis- !ttribute listing techni ue

P= ,+ I! $ A ,', P= ,+@

The e?aluation should be done after an inter?alC at best about t@o days after the brainstormC toallo@ the grou> to gain >ers>ecti?e.

• "o@ the grou> analyDes each idea.• They grou> similar ideas.• :hen e?aluatingC they do not think @hy the idea @ould not @orkC @hy it is not >ossible.•

Each idea is de?elo>edC making it more >racticalC making it function better.• ! ?ery a>>ro=imate cost for each idea is estimated and ideas @ith an a>>arently lo@ cost

are in?estigated carefully.• :hen an idea is canceledC that should be based on factsC not o>inions.• ! fe@ >oints to be remembered in this >hase are

Identify barriers and eliminate them tactfully.• Barriers are e=cuses or >reconcei?ed ideas that cannot be substantiated @ith numbersC

factsC detailed and >recise information or e=>erimental e?idence.• Barriers can be honest beliefs.• "ormally there is gold behind a barrier. Select about t@o to four ideas.

Obtain information for analyDing and de?elo>ing an idea.• (o not @ork in isolation.• Once the grou> has ad?anced as far as it can on its o@nC make contact @ith s>ecialists.• This may be necessary in the selection and also during the de?elo>ment of ideas.

29


30/49

• The ?alue analyst is a coordinator of s>ecialistsC of grou>s of e=>erts in other com>anies.

Obtain information from the best sourceC not the nearest or most accessible one.• (o not take into account an ans@er by a >erson or s>ecialist that lies outside his field of

e=>ertise.• The use of s>ecialists is a >o@erful @ay of tearing do@n barriers. !?oid generaliDations.

(o not acce>t second hand information. !sk for co>ies of documents.

P= ,+ ! $ D+7+ - /+ P= ,+@

This >hase attem>ts a further de?elo>ment of the t@o to four ideas selected earlier.• ! real effort to de?elo> the ideas of lo@est cost that do the main function is attem>ted.• TestsC >rototy>esC uotations of costC costs of short termC long term alternati?es and of any

ne@ ideas alternati?esC >ro?e to be useful at this stage.• !t the end of this >rocessC the idea of least cost should ha?e been identified.• !sk yourself2 :ould I s>end my o@n money on this solution If notC modify it.

P= ,+ !I $ P*+,+ '- P= ,+@

The team must ensure that the >erson really interested in a>>lying the solution and the decisionmaker get to see it.

• resent the final solution in @ritingC in a concise formatC stating the sa?ingsC costs and adetailed >lan for im>lementing the idea. To the >erson that should im>lement it.

• %i?e a co>y to his boss. It should ha?e all the information needed.• The ?alue analysis grou> should not itself im>lement the ideaC if this is outside its normal

area of @ork.• !s @ith ?ariety reductionC com>lacency and ingrained >ractices can block ne@

im>lementation.• The 0! team must communicate and sell their case effecti?ely G@ith detailed costing and

sa?ingsC im>lementation >lansC models or >rototy>esH.

P= ,+ !II $ I/ +/+ '- P= ,+@

0alue analysis is not a method of controlling the @ork of others or of in?estigating errors.• "ormally the amount of @ork to im>lement an idea is greater than the amount of @ork

needed to >roduce the idea.• Therefore it is good >rocedure to let the >eo>le that im>lement the idea get most of the

>raise and merit.• This >roduces e=cellent @ork relations.

30


31/49

P= ,+ !III $ !+*'8'6 '- P= ,+@

It is necessary to ensure that the grou> that im>lements the idea informs of the sa?ings >roducedand other benefits. If neededC the 0! team hel>s them to establish the @ay the im>lementation@ill be checked and the sa?ings calculated.

• E?ery ste> of the >rocess is geared to@ard obtaining a result that increases the -OIGreturn on in?estmentH or ?alue for the client Goursel?esC our em>loyerC etc.H.

• The 0! team must ha?e a record of the results and a series of Lfall backL >ositions to useas the rorogresses.

31

Creative Im lementationAnal sis &

Functiona

Functional

im lementation


32/49

BEHA!IORAL AND ORGANI ATIONAL ASPECTS O !A !E

•

0! is a systematicC rational and structured >rocess. et its foundation is based on theeffecti?e use of >eo>le in the form of teams.• This foundation itself >ossess some formidable challenges to the successful

im>lementation of 0! I 0EC• Some of @hich are

i. 0! teams can @aste timeC be o?erly conser?ati?e and a?oid decisions.ii. The members of the 0! team are already saddled @ith other res>onsibilities and

in that sense are busy.iii. Strong narro@ 7 minded interests are common. .i?. The results from a 0! study may be threateningC es>ecially to the current

>lannersC designersC and decision makers.?. Emotional as @ell as rational conflict of interest is usually generated.

AST ( UNCTION ANAL"SIS S"STEM TECHNIermits >eo>le @ith dissimilar technical back grounds to effecti?ely communicate

and resol?e issues that re uire multi7disci>lined considerations.• &!ST builds u>on 0! by linking the sim>ly e=>ressedC ?erb7noun functions to describe

com>le= systems.• &!ST is not an end >roduct or resultC but rather a beginning.• It describes the item or system under study and causes the team to think through the

functions that the item or system >erformsC forming the basis for a @ide ?ariety of subse uent a>>roaches and analysis techni ues.

• &!ST contributes significantly to >erha>s the most im>ortant >hase of ?alue engineering2function analysis.

• &!ST is a creati?e stimulus to e=>lore inno?ati?e a?enues for >erforming functions.• The &!ST diagram or model is an e=cellent communications ?ehicle. Using the ?erb

noun rules in function analysis creates a common languageC crossing all disci>lines andtechnologies.

32


33/49

• It allo@s multi7disci>lined team members to contribute e ually and communicate @ithone another @hile addressing the >roblem obreconcei?edconclusions.

• :ith &!STC there are no right or @rong model or result.• The >roblem should be structured until the >roduct de?elo>ment team members are

satisfied that the real >roblem is identified.• !fter agreeing on the >roblem statementC the single most im>ortant out>ut of the multi7

disci>lined team engaged in de?elo>ing a &!ST model is consensus.• Since the team has been charged @ith the res>onsibility of resol?ing the assigned

>roblemC it is their inter>retation of the &!ST model that reflects the >roblem statementthatKs im>ortant.

• The team members must discuss and reconfigure the &!ST model until consensus isreached and all >artici>ating team members are satisfied that their concerns are e=>ressedin the model.

•

Once consensus has been achie?edC the &!ST model is com>lete and the team can mo?eon to the ne=t creati?e >hase.• &!ST differs from ?alue analysis in the use of intuiti?e logic to determine and test

function de>endencies and the gra>hical dis>lay of the system in a function de>endencydiagram or model.

• !nother malete unitC rather thananalyDing the com>onents of a system.

• :hen studying systems it becomes a>>arent that functions do not o>erate in a random or inde>endent fashion.

• ! system e=ists because functions form de>endency links @ith other functionsC onents form a de>endency link @ith other com>onents to make the system @ork.• The im>ortance of the &!ST a>>roach is that it gra>hically dis>lays function

de>endencies and creates a >rocess to study function links @hile e=>loring o>tions tode?elo> im>ro?ed systems.

• There are normally t@o ty>es of &!ST diagramsC the technical &!ST diagram and thecustomer &!ST diagram.

• ! technical &!ST diagram is used to understand the technical as>ects of a s>ecific >ortion of a total >roduct.

• ! customer &!ST diagram focuses on the as>ects of a >roduct that the customer caresabout and does not del?e into the technicalitiesC mechanics or >hysics of the >roduct. !

customer &!ST diagram is usually a>>lied to a total >roduct.• There is essential logic associated @ith the &!ST 'O:7:' directional orientation.• &irstC @hen undertaking any task it is best to start @ith the goals of the taskC then e=>lore

methods to achie?e the goals.• :hen addressing any function on the &!ST model @ith the uestion :' C the function

to its left e=>resses the goal of that function.

33


34/49

• The uestion 'O:C is ans@ered by the function on the rightC and is a method to >erformthat function being addressed.

• ! systems diagram starts at the beginning of the system and ends @ith its goal.• ! &!ST modelC reading from left to rightC starts @ith the goalC and ends at the beginning

of the LsystemL that @ill achie?e that goal.• SecondC changing a function on the 'O: 7 :' >ath affects all of the functions to the

right of that function.• This is a domino effect that only goes one @ayC from left to right.• Starting @ith any >lace on the &!ST modelC if a function is changed the goals are still

?alid Gfunctions to the leftHC but the method to accom>lish that functionC and all other functions on the rightC are affected.

• &inallyC building the model in the 'O: directionC or function o?er indi?idual

functions and focus on the systemC lea?ing function Lga>sL in the system.• ! good rule to remember in constructing a &!ST Model is to build in the 'O: direction

and test the logic in the :' direction.• The ?ertical orientation of the &!ST model is described as the :'E" direction.• This is not >art of the intuiti?e logic >rocessC but it su>>lements intuiti?e thinking.• :'E" is not a time orientationC but indicates cause and effect.• Sco>e lines re>resent the boundaries of the study and are sho@n as t@o ?ertical lines on

the &!ST model.• The sco>e lines bound the Lsco>e of the studyLC or that as>ect of the >roblem @ith @hich

the study team is concerned.• The left sco>e line determines the basic functionGsH of the study.• The basic functions @ill al@ays be the first functionGsH to the immediate right of the left

sco>e line.• The right sco>e line identifies the beginning of study and se>arates the in>ut functionGsH

from the sco>e of the study.• The ob


35/49

• !ll functions to the right of the basic functionGsH >ortray the conce>tual a>>roach selectedto satisfy the basic function.

• The conce>t describes the method being consideredC electedC to achie?e the basicfunctionGsH.

• The conce>t can re>resent either the current conditions Gas isH or >ro>osed a>>roach Gto beH.

• !s a general ruleC it is best to create a Lto beP rather than an Las isL &!ST ModelC e?en if the assignment is to im>ro?e an e=isting >roduct.

• This a>>roach @ill gi?e the >roduct de?elo>ment team members and o>>ortunitycom>are the LidealL to the LcurrentL and hel> resol?e ho@ to im>lement the differences.

• :orking from an Las isL model @ill restrict the teamKs attention to increment2im>ro?ement o>>ortunities.

• !n Las isL model is useful for tracing the sym>toms of >roblem to its root causeC ande=>loring @ays to resol?e the >roblemC because of the de>endent relationshi> of functionsthat form the &!ST model.

• !ny function on the 'O:7:' logic >ath is a logic >ath function.• If the function along the :' direction lead into the basic functionGsHC than they are

located on the maath. If the :' >ath does not lead directly to the basicfunctionC it is a minor logic >ath.

• ,hanging a function on the maath @ill alter or destroy the @ay the basicfunction is >erformed.

• ,hanging a function on a minor logic >ath @ill disturb an inde>endent Gsu>>ortingHfunction that enhances the basic function.

• Su>>orting function are usually secondary and e=ist to achie?e the >erformance le?elss>ecified in the obecifications of the basic functions or because a >articular a>>roach @as chosen to im>lement the basic functionGsH.

• Inde>endent functions describe an enhancement or control of a function located on thelogic >ath.

• They do not de>end on another function or method selected to >erform that function.• Inde>endent functions are located abo?e the logic >ath functionGsHC and art considered

secondaryC @ith res>ect to the sco>eC natureC le?el of the >roblemC and its logic >ath.• The ne=t ste> in the >rocess is to dimension the &!ST model or to associate information

to its functions.• &!ST dimensions includeC but are not limited to2 res>onsibilityC budgetsC allocated target

costsC estimated costsC actual costsC subsystem grou>ingsC >lacing ins>ection and test >ointsC manufacturing >rocessesC >ositioning design re?ie@sC and others.

• There are many @ays to dimension a &!ST model.• The t@o >o>ular @ays are called ,lustering &unctions and the Sensiti?ity Matri=.• ,lustering functions in?ol?es dra@ing boundaries @ith dotted lines around grou>s of

functions to configure sub7systems.• ,lustering functions is a good @ay to illustrate cost reduction targets and assign design N

to N cost targets to ne@ design conce>ts.

35


36/49

• &or cost reductionC a team @ould de?elo> an Las isL >roduct &!ST modelC cluster thefunctions into subsystemsC allocate >roduct cost by clustered functionsC and assign targetcosts.

• (uring the >rocess of creating the modelC customer sensiti?ity functions can be identifiedas @ell as o>>ortunities for significant cost im>ro?ements in design and >roduction.

• &ollo@ing the com>letion of the modelC the subsystems can be di?ided among >roductde?elo>ment teams assigned to achie?e the target cost reductions.

• The teams can then select cost sensiti?e sub7systems and e=>and them by mo?ing thatsegment of the model to a lo@er le?el of abstraction.

• This e=>oses the detail com>onents of that assembly and their function4costcontributions.

"IELD IMPRO!EMENT

"'+ 4 I/ *-7+/+

ield is defined as the ratio of the number of >roducts that can be sold to the number of >roductsthat can be manufactured. !n !nalytical techni ueC designed to e=amine all the facts and cost of a >roduct in order to determine @hether any cost item can be reduced or eliminatedC @hileretaining all the functional >erformance and uality re uirements.

C + -*'+, -8 "'+ 4 I/ *-7+/+

It can be categories in three >arts gi?en as belo@27• SiDe O>timiDation• rofile Blanking• Obaya

S' + O '/' '-

SiDe o>timiDation defines ideal com>onent >arametersC such as material ?aluesC cross7sectiondimensions and thicknesses. It is used to determine the ideal thickness of a material based on the

>erformance goals and the forces e=>ected to be >laced on the com>onent during its life. In ano>timiDation >rocessC it is generally used after freeformo>timiDation once the initial geometry of

the com>onent has been defined and inter>reted. In ,' + - '/' '- C the >ro>erties of structural elements such as ,=+ ='6 +,,C>+ / 6*-,,$,+6 '- *- +* '+, C , *', '88 +,,# and / ,, are modified to sol?e the o>timiDation >roblem.

(efining siDe ?ariables in O>tiStruct is done ?ery similarly toother siDe o>timiDation codes. Each siDe ?ariable is defined using a (ES0!- bulk data entry. If a discrete design ?ariable is desiredC a ((0!) bulk data entry needs to be referenced for thedesign ?ariable ?alues. The (ES0!- cards are related to siDe >ro>erties in the model using

36

http://altairenlighten.com/2011/12/free-form/http://altairenlighten.com/2011/12/free-form/http://altairenlighten.com/2011/12/free-form/


37/49

a(0 -E)1 or (0 -E)$ bulk data entry. Each (0 -E) bulk data entry must reference atleast one (ES0!- bulk data entry to be acti?e during the o>timiDation. 'y>er:orks includes a

>re7>rocessor called 'y>erMesh that can be used to set u> any number of siDe ?ariables for the >ro>erties.

SiDe o>timiDation is done for follo@ing ad?antages27

• ,hange in blank siDe• -eduction in sheet thickness• Using alternate grade @ithout com>romising the >art uality J safety

SiDe O>timiDation E=am>les27

I4+ '8'+4 * 8-* S' + O '/' '-

B+8-*+ S' + O '/' '-

37


38/49

' . 1. A8 +* S' + O '/' '-

P*-8' + B '

Blanking is shearing >rocesses in @hich a >unch and die are used to modify @ebs. The toolingand >rocesses are the same as in the >iercingC only the terminology is different2 in blanking the

>unched out >iece is used and called a blank in >iercing the >unched out >iece is scra>.

&ine blanking is a s>ecialiDed form of blanking @here there is no fracture Done@hen shearing. This is achie?ed by com>ressing the @hole >art and then an u>>er and lo@er

>unch e=tract the blank. V+W This allo@s the >rocess to hold ?ery tight tolerancesC and >erha>seliminate secondary o>erations.

Materials that can be fine blanked

include aluminums C brass C co>>er C andcarbon Calloy C andstainless steels . &ine blanking >ressesare similar to other metal stam>ing >ressesC but they ha?e a fe@ critical additional >arts. ! ty>icalcom>ound fine blanking >ress includes a hardened die >unch GmaleHC the hardened blanking dieGfemaleHC and a guide >late of similar sha>e4siDe to the blanking die. The guide >late is the firsta>>lied to the materialC im>inging the material @ith a shar> >rotrusion or stinger around the

>erimeter of the die o>ening. "e=t a counter >ressure is a>>lied o>>osite the >unchC and finallythe die >unch forces the material through the die o>ening. Since the guide >late holds thematerial so tightlyC and since the counter >ressure is a>>liedC the material is cut in a manner morelike e=trusion than ty>ical >unching. Mechanical >ro>erties of the cut benefit similarly @ith a

hardened layer at the cut edge of the >art. Because the material is so tightly held and controlledin this setu>C >art flatness remains ?ery trueC distortion is nearly eliminatedC and edge burr isminimal. ,learances bet@een the die and >unch are generally around 1X of the cut materialthicknessC @hich ty>ically ?aries bet@een 8.+N1# mm G8.8$8N8.+1$ inH. ,urrently >arts as thick as 1; mm G8.6+ inH can be cut using fine blanking. Tolerances bet@een Y8.888#N8.88$ inG8.886 N8.8+89 mmH are >ossible based on material thickness J tensile strengthC and >art layout.

38

5 mm

https://en.wikipedia.org/wiki/Shearing_(metalworking)https://en.wikipedia.org/wiki/Punch_(metalworking)https://en.wikipedia.org/wiki/Die_(manufacturing)https://en.wikipedia.org/wiki/Web_(manufacturing)https://en.wikipedia.org/wiki/Blanking_and_piercing#cite_note-degarmo425-5https://en.wikipedia.org/wiki/Aluminiumhttps://en.wikipedia.org/wiki/Brasshttps://en.wikipedia.org/wiki/Brasshttps://en.wikipedia.org/wiki/Copperhttps://en.wikipedia.org/wiki/Carbon_steelhttps://en.wikipedia.org/wiki/Alloy_steelhttps://en.wikipedia.org/wiki/Stainless_steelhttps://en.wikipedia.org/wiki/Stainless_steelhttps://en.wikipedia.org/wiki/Stamping_(metalworking)https://en.wikipedia.org/wiki/Extrusionhttps://en.wikipedia.org/wiki/Shearing_(metalworking)https://en.wikipedia.org/wiki/Punch_(metalworking)https://en.wikipedia.org/wiki/Die_(manufacturing)https://en.wikipedia.org/wiki/Web_(manufacturing)https://en.wikipedia.org/wiki/Blanking_and_piercing#cite_note-degarmo425-5https://en.wikipedia.org/wiki/Aluminiumhttps://en.wikipedia.org/wiki/Brasshttps://en.wikipedia.org/wiki/Copperhttps://en.wikipedia.org/wiki/Carbon_steelhttps://en.wikipedia.org/wiki/Alloy_steelhttps://en.wikipedia.org/wiki/Stainless_steelhttps://en.wikipedia.org/wiki/Stamping_(metalworking)https://en.wikipedia.org/wiki/Extrusion


39/49

:ith standard com>ound fine blanking >rocessesC multi>le >arts can often be com>leted in asingle o>eration. arts can be >ierced C >artially >iercedC offset Gu> to 6+ HCembossed C or coined Coften in a single o>eration. Some combinations may re uire >rogressi?e fine blanking o>erationsCin @hich multi>le o>erations are >erformed at the same >ressing station.

The ad?antages of fine blanking are2

• E=cellent dimensional controlC accuracyC and re>eatability through a >roduction run

• E=cellent >art flatness is retained

• StraightC su>erior finished edges to other metal stam>ing >rocesses

• )ittle need to machine details

• Multi>le features can be added simultaneously in 1 o>eration V11W

• More economical for large >roduction runs than traditional o>erations @hen additionalmachining cost and time are factored in G1888N$8888 >arts minimumC de>ending onsecondary machining o>erationsH .V1$W

One of the main ad?antages of fine blanking is that slots or holes can be >laced ?ery near to theedges of the >artC or near to each other. !lsoC fine blanking can >roduce holes that are muchsmaller Gas com>ared to material thicknessH than can be >roduced by con?entional stam>ing.

The disad?antages are2• Slightly slo@er than traditional >unching o>erations

• 'igher e ui>ment costsC due higher tooling cost @hen com>ared to traditional >unching o>erations and to higher tonnage re uirements for the >resses

Earlier "o@

39

https://en.wikipedia.org/wiki/Piercing_(metalworking)https://en.wikipedia.org/wiki/Repouss%C3%A9_and_chasinghttps://en.wikipedia.org/wiki/Repouss%C3%A9_and_chasinghttps://en.wikipedia.org/wiki/Coining_(metalworking)https://en.wikipedia.org/wiki/Progressive_stampinghttps://en.wikipedia.org/wiki/Progressive_stampinghttps://en.wikipedia.org/wiki/Blanking_and_piercing#cite_note-fbb-11https://en.wikipedia.org/wiki/Blanking_and_piercing#cite_note-12https://en.wikipedia.org/wiki/Blanking_and_piercing#cite_note-12https://en.wikipedia.org/wiki/Punchinghttps://en.wikipedia.org/wiki/Punchinghttps://en.wikipedia.org/wiki/Piercing_(metalworking)https://en.wikipedia.org/wiki/Repouss%C3%A9_and_chasinghttps://en.wikipedia.org/wiki/Coining_(metalworking)https://en.wikipedia.org/wiki/Progressive_stampinghttps://en.wikipedia.org/wiki/Blanking_and_piercing#cite_note-fbb-11https://en.wikipedia.org/wiki/Blanking_and_piercing#cite_note-12https://en.wikipedia.org/wiki/Punchinghttps://en.wikipedia.org/wiki/Punching


40/49

' . 2. P*-4 6 '7' @ S 4 - + $ F SPM $N+, +4 %0 X 2 SPM

N+, ' -8 S= +4 B ,

' . 3. CTL - T* + -'4 B

Earlier "o@

40


41/49

' . %. P*-4 6 '7' @P*'6+ *+4 6 '- :=+ 6- 7+* +4 8*-/ CTL - C-' 2 B , S *- + 35 SPM

E * '+*

N-:

' . 5. P*-4 6 '7' @ P*'6+ *+4 6 '- :=+ 6- 7+* +4 8*-/ CTL - C-' 2 B , S *- + 30 SPM

41


42/49

1150

7 3 0

' . . P*-4 6 '7' @

P*'6+ *+4 6 '- :=+ 6- 7+* +4 8*-/ CTL - C-' 2 B , S *- + 20 SPM

42


43/49

+*- B*'4 + B+ :++ B

E ', ' M+ =-4 :' = B*'4 +

' . &. N+: M+ =-4 :' =- B*'4 +

E * '+*

43


44/49

an' 1

an' 2

%art(2

N+:

' . F. P*-4 6 '7' @ S 4 - + $ F SPM 200 T P*- *+,,'7+ 90 225 > ,

E * '+*

N-:

44

Part- ;


45/49

' . 9. P*-4 6 '7' @ 2 B , S *- + 30 SPM 1 B , S *- + 30 SPM

P*-6+,,@ W-* ' S + ,

The main @orking >rocess @hich used in 0!70E are as27[

• Identification of o>>ortunity• !nalysis and &easibility of o>tions• (e?elo>ing Solution• Trials J !>>ro?als• Submitting Solution• Obtaining !greement 4 (e?elo>ment

I4+ '8'6 '- @$

otential Material Sa?ing &inal Blank

' . 10.

45


46/49

In this >art is identified for the >otential sa?ings. \'atches ortion is Scra>

A ,', + ,'>' ' @$

"ecessary information about the >art @as collected2

•

Material SiDeC Material %radeC roing rocess in?ol?ed in making &inal art.

(e?elo>ment of alternati?es2 "ested stri> layouts @ere de?elo>ed by using &TI Soft@are.

' . 11.

D+7+ - ' S- '- @$

• Best ield.•

Material a?ailability J ,ontrol.• rocess feasibility.• Tool feasibility as >er a?ailable resources.• System 4 uality a>>ro?al.• (aily re uirement.• In?estment and ay back calculation.

' T*' ,


47/49

&inal trials done @ith the >resence of concern (e>t. -e>resentati?e.

' . 12. &I"!) )! OUT &O- (E0E)O ME"T

O>

• Aa>anese :ord ObayaP meaning BI% -OOMP• &ounded by Toyota roduction SystemP• ABM %rou> N Obaya for Scra> UtiliDationP

T +, -8 S=++ M+ S6* , ' JBM G*-

• Melting Scra> @hich includes TrimmingC unching nesting Scra>s etc..

47


48/49

' . 13.

• ,ommercial Scra> @hich includes End cutsC ocket >unchingC etc..

' . 1%.

Scra> is made in use by making small >arts from them. This @ill increase yield im>ro?ement andthe com>any income. Same >rocess is take >lace as in the blanking.

48


49/49

CONCLUSION

In the end of the >roro?ement is one of the mostim>ortant factor that effects a com>any through many @ays and a s>ecial de>artment isres>onsible for all of this @hose @ork is to roduct can be increased• To the increase the com>any >rofit• reduces the @astage of ra@ material and scra>s• The im>ortance of yield im>ro?ement e=>lained before and it increases the turno?er

of the com>any.

N++4 -8 =+ H- * - S A=+ 4 -8 C-/ + ' '-

Six Week Industerial Training Project Report on VA-VE

Documents