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Military-Madrasa-Mullah Complex 49

India Quarterly, 66, 2 (2010): 133–149

Article

Optimization of Work-in-ProgressInventory of Bottleneck Process:A Case Study of Passenger

Car Industry

S.G. Mani

Bhimaraya Metri

Abstract

The manufacturing of motor vehicle involves series of processes starting from welding steel sheetsto form a welded body, painting and assembling sequentially to finally give it a sellable form. The

nature and the intricacy involved in each processes determine the rate of production. Also, factors

such as machine/equipment breakdowns result in alteration of the production rates further affecting

the smooth manufacturing flow. This case study discusses how mismatches in the production rates

(designed and altered) in a high-speed conveyors of various processes (starvation/blockages) could be

minimized by ensuring optimized buffer storages by building WIP and minimizing risk of demand loss

and optimizing inventory costs keeping the productivity also into consideration.

Keywords

Work-in-progress, energy cost, starvation/blockage, buffer, probability

Introduction

Now-a-days, due to competitive pressure in the automotive manufacturing industry, the drive for lower

costs and a technical edge are vital for survival and growth. An automotive industry consists of many

important processes such as weld shop, paint shop and assembly shop and the units progress from one

shop to the next in a sequence as shown in Figure 1. These shops in themselves are the business units and

serves as internal customers to each other. Any line stoppage or difference in production rate results in

the starvation/stuffing on the line and impacts the overall balance of the manufacturing ecosystem.

Moreover, since the shape of the body is formed in weld shop and moved to paint shop and subsequently

moved into assembly shop to make a complete vehicle, it is of paramount importance and significance

in manufacturing. In rest of the manufacturing shops (engines), stock and supply are possible due to the

compact size. Therefore, in ideal scenario one can say that three shops should work in conjugation with

Global Business Review15(4S) 49S–58S

© 2014 IMISAGE Publications

Los Angeles, London,New Delhi, Singapore,

Washington DCDOI: 10.1177/0972150914550547

http://gbr.sagepub.com

S.G. Mani is Research scholar at International Management Institute (IMI), New Delhi, 110016, India.

E-mail: [email protected]

Bhimaraya Metri is Professor and Dean (Academics) at International Management Institute (IMI), New Delhi,

110016, India. E-mail: [email protected]

at INDIAN INSTITUTE OF TECH on October 3, 2015gbr.sagepub.comDownloaded from

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Global Business Review, 15, 4S (2014): 49S–58S

50S S.G. Mani and Bhimaraya Metri

each other and should be designed at similar job rates. However, this is not always true. The fact that the

assembly output could be enhanced because the nature of the shop in it is labour intensive while the weld

and paint shop are highly process-intensive shops; therefore whenever the market demand increases

the paint shop pose a bottleneck as the process time could not be increased or decreased drastically. The

minimum incubation time for each operation and the equipment breakdown losses further increase the

production rate mismatches in the shop.

To neutralize the difference in the production rate, the difference in jobs per hour at paint shop and

assembly, excess buffer of paint shop WIP is maintained. However, the inventory holding cost ofmaintaining such buffer is not evaluated and this needs a control measure and optimization to reduce the

cost of inventory versus cost of stoppage. Also, there is an inverse relationship between inventory and

productivity, therefore keeping a larger inventory does not benefit (Lieberman and Asaba, 1997;

Lieberman and Demeester, 1999).

By modelling paint shop line process and optimization of buffer inventory of paint shop for assembly

shop production schedule, the WIP can be optimized. Line stoppage occurs because of inherent failures

and blockage/starvation (Holmström, 1994). Blockage occurs when the buffer is full and starvation

occurs when buffer is empty. This case study finds the impact of various constraints and reduces such

non-inherent line stoppages through tools such as linear programming and simulation and gives the

guidance as to what should be the optimized level of painted body storage to get the maximum benefits

for the company (Schleich et al., 2007).

Process Flow Diagram

A typical paint shop comprises various sections and subsections seamlessly interconnected with each

other by conveyors. Paint shop is a highly equipment-intensive shop and employs state-of-the-art

painting equipments and also multiple robots to ensure even painted surface and excellent surface finish.

Process flow diagram of paint shop under consideration is given in Figure 2a. In the paint shop set-up,

usually provisions for WIP buffer is created to accommodate the Jobs Per Hour (JPH) mismatch within paint operations and also to ensure that the line runs smoothly in case of any equipment breakdown. The

depiction of WIP buffers is indicated in Figure 2a, where circles show the buffers between the processes

and arrows show the direction of flow of the units.

After gaining the understanding of the number of the buffer spaces, it is important to study the buffer

capacities and the Takt times of each process in light of the impact of the breakdowns that makes

the availability low and hence affect the output. An insight into the breakdown patterns helps identify the

realistic Takt times. Studying the data for past 6 months, critical inferences between the mean time

between failure (MTBF) and mean time to repair (MTTR) is derived.

Figure 1. The Sequence of Typical Automobile Manufacturing Source: Prepared by the authors.









Optimization of Work-in-Progress Inventory of Bottleneck Process 51S

The method used for the calculation of the MTTR and MTBF is as follows:

MTBF = (Total time considered – Total cumulative time of line stoppage)/Total number

of failures observed

MTTR = Total cumulative time of line stoppage/Total number of failures observed

Availability = MTBF/(MTBF + MTTR)

Apart from MTBF and MTTR, the standard deviations in repair times were calculated.

Now, the system is modelled as shown in Figure 2b.

Figure 2a. Process Flow Diagram of Paint Shop

Source: Prepared by the authors.

Figure 2b. Model diagram











Objective Function:

Maximize:21

i (not empty) Pi(not full)P121

121 #R P

Subject to:

Bi Bci121 #R ….(Capacity constraint)

0Bi121 $R …..(Non-negativity constraint)

where

Pi (not empty) = Probability buffer is not empty

Pi (not full) = Probability buffer is not full

After solving the linear programming equations, optimum buffer inventory was calculated for the

current capacities.

Definition of Terms

Ideal capacity = capacity for 99.9 per cent availability

Ideal buffer = buffer for ideal capacity (99.9 per cent availability)

Optimal buffer = buffer for current level of capacity (solver solution)

Current buffer = current level of buffer inventory.

Depending on the v-buffer values and target, buffer availability was set at 99.9 per cent. Buffer

distribution was assumed to be normal distribution with n as the number of units in the buffer at the start

of the day and v as v-buffer.

Now for 99.9 per cent availability, Z value corresponds to 3.1.

Hence the ideal capacity is

(n + z v-buffer) – (n – z v-buffer) = 2 z v-buffer = 6.2 v-buffer.

where v-buffer was calculated considering the process i and process i + 1 cases as shown in Table 1.

Table 1. Multiple Possibilities Probability Matrix

Process i Process i + 1 Probability

Working Not working 0.006Not working Working 0.010Not working Not working 0.000Working Working 0.984











As shown in Table 1, all four possible conditions between any process i and its immediate next stage

(process i + 1) was considered and probabilities of that occurrences were checked and derived. This was

done for all the points.

For each case, v-buffer was evaluated as the sum of standard deviation due to working process and a

standard deviation due to the variation in repair times of not working process. A weighted average wastaken to be final v-buffer for that buffer.

To find out v-repair, historical data was taken and arranged in descending order. Extreme values of

repair times were removed (those having Z value > 3 v-repair) and v-repair was recalculated until all the

values were under Z < 3.

External factors causing line stoppage were also ignored, for example, lack of power supply and

reasons from weld shop because the occurrences seldom happen. Finally, the system was modelled as

discussed in the next section.

Paint Shop WIP Optimization Model

Figure 3 shows a visual model depicting the ideal capacities, current capacities, buffer availabilities

under current conditions and optimum conditions along with MTBF, MTTR and standard deviations of

all the areas.

After calculating the buffer availabilities, all those buffers with availabilities < 99.9 per cent were

identified as system bottlenecks. The identification was kept dynamic in order to find the bottlenecks

depending on the demand of the assembly. The system identified five critical buffers during a lean

demand and 11 critical buffers during a peak demand.

After this, the buffers were ranked in order of importance depending on the difference between the

ideal buffer and optimum buffer. The more the difference, the more was the design flaw and more lossexpected due to equipment failure.

Linear Programming

The output of the linear programming is shown in Table 2. After finding out the critical buffers, the

processes before and after the buffer were noted and the difference between optimum and ideal buffers

was given the priority rank of the processes. Only negative values were considered as positive values

meant excess capacity.

Inclusion of Process Constraint

So far the calculations were based on the assumption of paint shop being able to match assembly demand

and keeping the speed of flow as required. However, due to process constraints, paint shop cannot match

assembly demand when it is very high. Considering a Takt time of 49 seconds, paint shop can theoretically

produce 3600/49 = 73.46 units per hour leading to production of 1,285 units per day for 17.5 working









Figure 3. Details of v-Buffer for All Points of WIP









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hours per day of paint shop. That is equivalent to approximately 80 units per day demand of assembly.

In addition, the timings of the supplier shop and customer shop were different and that also need to be

taken into the account.

As a result, to meet the assembly demand of 1,600 units per day, more units need to be kept in paint

shop as reserve. Also, there are equipment failures which cause gaps in units reaching the assembly sothey need to be compensated. Also, in the case of bottlenecks, the deficit of optimum and ideal buffer

inventory should be compensated through reserve.

Technical Constraints on Buffers

After the painting process the unit needs to immediately go to oven or else the paint coagulates and does

not bind well with the surface, also the finish of the paint is affected. As a result, after the I/C booth, T/C

booth, U/C booth and ED area, it immediately goes to its respective oven with only a buffer space of

1 to 2 units that can be kept in between.

Calculation of WIP Needed for Paint Shop-1 for

Meeting Assembly Demand

A simulation was prepared in the MS excel sheet to depict the importance of standard deviation of

the buffers in the availability of the units between processes and also to get the sense of the system.

A speedometer was prepared with black indicator as shown in Figure 4 depicting number of units in

the buffer. In this speedometer, area A indicates the danger zone which would lead to shortages. If the

pointer reaches there, it indicates that the number of units is approaching full or empty. They were kept

at 10 per cent of the buffer capacity. Random numbers in excel were used to simulate the effect of

deviation from mean. Area B shows the possible WIP levels which is safe and the range on which one

can operate. Area C indicates the suggesting optimum area of WIP levels.

Figure 4. Simulation Output to Identify the Optimal WIP Levels











Conclusion

The article presents how to ensure a seamless flow between two differential flow rate manufactur -

ing processes with optimized inventory in a bottleneck sub-processes. It also discusses how to manage

sudden increased output in our automotive industry as India is poised for more growth (Bhattacharya,2009).

It also presents an interactive speedometer dashboard with alarm levels set to bring to the notice of

the concerned department whenever it tends to reach 10 per cent mark on both sides. A priority matrix

has been made for focusing the area on which the improvement needs to be done for the equipment

breakdowns as well as to reduce the mean time taken to repair.

As a future scope, the model shall be further made accurate by considering other constraints such as

total number of units within the processes which are dependent on the specific type of processes, whether

the units are stacked and moved close to each other, whether it is manual or automated. Some processes

have fixed number of units irrespective of assembly demand whereas some others have a fixed processing

time, which means the number of units inside the process decrease when the speed of the flow decreases

and there are more gaps between consecutive units. By considering all these constraints, the final model

shall be made much more robust and accurate.

List of Abbreviations

AB Assembly body

AS Assembly shop

Bi Buffer i

MTBF Mean time between failures

MTTR Mean time to repair

PB Paint body

PS Paint shop

v Standard deviation

SD Standard deviation

TL Table lift

WB Weld body

WIP Work-in-process

WS Weld shop

References

Bhattacharya, A.K. (2009). Discreet manufacturing is India going to be the next global hub for high tech manu-

facturing? Proceedings of the 38th Annual Meeting of Northeast Decision Sciences Institute, Mohegan Sun,

Connecticut.

Holmström, J. (1994). The relationship between speed and productivity in industry networks: A study of industrial

statistics. International Journal of Production Economics, 34(1), 91–98.










Lieberman, M.B., & Asaba, S. (1997). Inventory reduction and productivity growth: A comparison of Japanese

and US automotive sectors. Managerial and Decision Economics (Special issue on Japanese Technology

Management), 18(2), 73–85.

Lieberman, M.B., & Demeester, L. (1999). Inventory reduction and productivity growth: Linkages in the Japanese

automotive industry. Management Science, 45(4), 466–485.

Schleich, H., Schaffer, J., & Scavarda, L.F. (2007). Managing complexity in automotive production. ICPR – 19th International Conference on Production Research, Valparaiso, Chile.







Summer Internship Program

Final Report

Optimization of Work in Process Inventory ofPaint Shop-1 using Linear Programming &

Modelling Tools

(Company: Maruti Suzuki India Ltd.)

By:

Shaunak Laad

12P024

Management Development InstituteGurgaon 122 007

May, 2013



Page 2 of 53 MDI Gurgaon

Summer Internship Program

Final Report

Optimization of Work in Process Inventory ofPaint Shop-1 using Linear Programming &

Modelling Tools

(Company: Maruti Suzuki India Ltd.)

By:

Shaunak Laad

12P024

Under the guidance of:

Mr. S G Mani

DDVM Plant-1

Gurgaon Plant

Management Development Institute

Gurgaon 122 007May, 2013




Certificate of Approval

The following Summer Internship Report titled "Optimization of Work in Process Inventory of

Paint Shop-1 using Linear Programming & Modelling Tools" is hereby approved as a certified

study in management carried out and presented in a manner satisfactory to warrant its

acceptance as a prerequisite for the award of Post-Graduate Diploma in Business

Management for which it has been submitted. It is understood that by this approval the

undersigned do not necessarily endorse or approve any statement made, opinion expressed

or conclusion drawn therein but approve the Summer Internship Report only for the purpose

it is submitted.

Summer Internship Report Examination Committee for evaluation of Summer Internship

Report

Organizational Guide : Signature…………………………………….

: Name Mr. S G Mani

: Designation: DDVM Plant-1

: Address: Maruti Suzuki India Ltd.,

Sector 18, Old Palam Gurgaon Road

Udyog Vihar, Gurgaon-0124 234 6730

Tel No: 9811099190Email: [email protected]

Name: Shaunak Laad

Roll No.: 12P024




Acknowledgement

First of all I want to thank Maruti Suzuki India Ltd. for giving me this excellent opportunity of

doing my summer project in such an esteemed organisation. It is my pleasure to be

indebted to various people who directly or indirectly contributed in the development of this

work and have provided me the support during the entire summer internship.

I express my sincere gratitude to Mr. S G Mani for his guidance and constant supervision as

well as for regularly motivating me to find my full potential providing necessary direction

regarding the project along with his support in completing the project.

I would also like to express my gratitude and special thanks to Mr. Chandan Kumar in

Assembly Shop and Mr. Sachin Gupta & Mr. Alok Agrawal in Paint Shop for giving me

attention and their valuable time and input without which I would not be able to

successfully complete my project.

Lastly I would extend my thanks to my professors at MDI who have guided me in the

completion of my summer project at Maruti Suzuki India Ltd.




Executive Summary

The Gurgaon Plant of Maruti Suzuki India Ltd. is made of 3 Plants. A Plant consists of Weld Shop,

Paint Shop and an Assembly Shop and cars progress from one shop to the next in that sequence.

Now in Plant-1 Assembly Shop, there are 3 assembly lines, namely Line-1 Line-4 and Line-5 each

independently producing cars provided by Paint Shop. The design Takt times for them are 140

seconds, 90 seconds and 78 seconds respectively which cumulatively result in Overall design takt

time of around 33 seconds for assembly-1 meaning that a car leaves Assembly-1 in every 32

seconds during maximum demand. However the design takt time for Paint Shop-1 is 49 seconds

causing Paint Shop-1 to be the process bottleneck.

Line stoppages occur due to many factors like equipment failures during a process or

unavailability of raw materials for processing, worker unable to finish his work on time, power

failures etc. Since assembly produces almost 2 cars in a minute each having an average ticket

size of around 4 lakhs, every minute line stoppage costs the company around 8 lakhs in sales

which is a huge amount. Hence it becomes very critical to maintain availability of the cars in

every stage and to maintain smooth flow throughout the process.

Because of Line Stoppages and the difference in Jobs per hour at Paint Shop & Assembly, excess

buffer of Paint Shop WIP is maintained. However the inventory holding cost of maintaining such

buffer is not evaluated and this needs a control measure and optimization to reduce the cost of

inventory vs cost of stoppage. By Modelling of Paint Shop Line Process & Optimization of Buffer

Inventory of Paint Shop-1 for Assembly Shop-1 Production Schedule, the WIP can be optimised.

Line stoppage occurs because of inherent failures & blockage/starvation. Blockage/Starvation

occurs if the buffer is full, and if buffer is empty. This project tries to reduce such non-inherent

line stoppages through tools like linear programming and simulation.




Table of Contents

Certificate of Approval---------------------------------------------------------------------------------------3

Acknowledgement---------------------------------------------------------------------------------------------4

Executive Summary-----------------------------------------------------------------------------------------------5

Table of Contents----------------------------------------------------------------------------------------------6

List of Figures----------------------------------------------------------------------------------------------------7List of Tables---------------------------------------------------------------------------------------------------8

List of Appendices---------------------------------------------------------------------------------------------8

List of Abbreviations-----------------------------------------------------------------------------------------9

1. About the Company-----------------------------------------------------------------------------------------10

1.1.

Company Profile---------------------------------------------------------------------------------------10

1.2. History & Timeline---------------------------------------------------------------------------------------10

1.3. Future Plan----------------------------------------------------------------------------------------------12

1.4.

Vision-----------------------------------------------------------------------------------------------------13

1.5. Core Values---------------------------------------------------------------------------------------------13

1.6.

Products & Services-----------------------------------------------------------------------------------131.7.

Work Culture-------------------------------------------------------------------------------------------18

1.7.1. Organizational Heirarchy-------------------------------------------------------------------------------18

1.8. Production Management System- 3G 3K 5S--------------------------------------------------------19

1.9.

3M Avoidance------------------------------------------------------------------------------------------19

1.10. DOL (Direct On Line)-----------------------------------------------------------------------------------19

1.11. JIT (Just In Time)----------------------------------------------------------------------------------------19

1.12.

Poka Yoke-----------------------------------------------------------------------------------------------19

1.13. Pika Pika------------------------------------------------------------------------------------------------20

1.14. Vehicle Tracking System-------------------------------------------------------------------------------20

1.15.

Awards & accolades------------------------------------------------------------------------------------20

1.16. Current Challenges in Indian Automotive Sector--------------------------------------------------20

2. Introduction---------------------------------------------------------------------------------------------------------21

2.1.

Literature Review--------------------------------------------------------------------------------------21

2.2. Process Flow Diagram---------------------------------------------------------------------------------26

2.3. MTBF, MTTR & Standard Deviation of Repair Times----------------------------------------------28

2.4. Definition of terms-------------------------------------------------------------------------------------28

3.

Paint Shop-1 Optimization Model--------------------------------------------------------------------------------30

4. Linear Programming-----------------------------------------------------------------------------------------31

4.1.

Inclusion of Process Constraint-----------------------------------------------------------------------334.2.

Timings of Assembly-1 & Paint Shop-1--------------------------------------------------------------33

4.3. Technical Constraints on Buffers--------------------------------------------------------------------33

4.4. Simulation-----------------------------------------------------------------------------------------------33

5.

WIP in Processes-----------------------------------------------------------------------------------------------35

6. Total Paint Shop-1 WIP Needed---------------------------------------------------------------------------36

7. As Is Analysis--------------------------------------------------------------------------------------------------38

7.1.

Influence of Weld Shop-1 and Assembly Shop-1 on WIP of Paint Shop-1---------------------39

8. Findings----------------------------------------------------------------------------------------------------------40

9. Key Learning--------------------------------------------------------------------------------------------------41

10.

Conclusion & Recommendations----------------------------------------------------------------------------------42

References---------------------------------------------------------------------------------------------------43




List of Figures

1. Figure 1: 5 Pillars of Maruti---------------------------------------------------------------------------------18

2. Figure 2: Process Flow Diagram of Paint Shop-1--------------------------------------------------------------26

3.

Figure 3: PS-1 WIP Optimization Model -------------------------------------------------------------------30

4. Figure 4: Output of Linear Programming ------------------------------------------------------------------31

5.

Figure 5: Simulation Buffer Indicators-----------------------------------------------------------------------34

6. Figure 6: PS-1 WIP% Needed----------------------------------------------------------------------------------37

7. Figure 7: Actual PS-1 WIP% for May ----------------------------------------------------------------------38

8.

Figure 8: Cumulative Overproduction of Weld Shop & Assembly S-----------------------------------39




List of Tables

1. Table 1: Areas responsible for stoppage------------------------------------------------------------------------27

2. Table 2: Duration of data ------------------------------------------------------------------------------------------27

3.

Table 3: Working Duration------------------------------------------------------------------------------------------27

4. Table 4: MTBF, MTTR & Standard Deviation of Repair Times----------------------------------------------28

5. Table 5: Classification of Events possible------------------------------------------------------------------------29

6.

Table 6: Difference between optimal and ideal buffers ----------------------------------------------------32

7. Table 7: Bottlenecks & their Ranks, Ideal Capacities --------------------------------------------------------32

8. Table 8: Optimum Buffer Availability of PS-1, 2, 3------------------------------------------------------------33

9.

Table 9: Working Hours Assembly & Paint Shop, Plant-1------------------------------------------------33

10. Table 10: Cars in Processes-----------------------------------------------------------------------------------36

11.

Table 11: A & B shift actual WIP%---------------------------------------------------------------------------38

12.

Table 12: Weld & Assembly Plan vs. Actual Production--------------------------------------------------39

List of Appendices

1. Appendix A -----------------------------------------------------------------------------------------------53




List of Abbreviations

1. Bi---------------------------------------------------------------------------------------------------------------Buffer i

2.

PS-------------------------------------------------------------------------------------------------Paint Shop

3. WS--------------------------------------------------------------------------------------------------------Weld Shop

4. AS---------------------------------------------------------------------------------------------Assembly Shop

5.

σ---------------------------------------------------------------------------------------Standard Deviation

6. SD----------------------------------------------------------------------------------------------Standard Deviation

7.

U/C--------------------------------------------------------------------------------------------Under Coat

8.

T/C-------------------------------------------------------------------------------------------------Top Coat

9. I/C----------------------------------------------------------------------------------------------Intermediate Coat

10.

ED--------------------------------------------------------------------------------------Electro Deposition

11. AB------------------------------------------------------------------------------------------Assembly Body

12. WB-----------------------------------------------------------------------------------------------Weld Body

13.

PB------------------------------------------------------------------------------------------------Paint Body

14. TL--------------------------------------------------------------------------------------------------Table Lift

15. PBS--------------------------------------------------------------------------------------Paint Body Storage

16.

MTBF-----------------------------------------------------------------------Mean Time Between Failure

17. MTTR--------------------------------------------------------------------------------Mean Time to Repair

18.

WIP---------------------------------------------------------------------------------------Work In Process

19. PTA-----------------------------------------------------------------------------------Pre Treatment Area

20. DS----------------------------------------------------------------------------------------------Dry Sanding




1.

About the Company

1.1 Company ProfileMaruti Suzuki India Ltd (formerly Maruti Udyog Ltd) is India's largest passenger car company,

accounting for over 50 per cent of the domestic car market. The company offers full range of cars

from entry level Maruti 800 & Alto to stylish hatchback Ritz, A-star, Swift, Wagon R, Estillo and

sedans DZire, SX4 and Sports Utility vehicle Grand Vitara. It is a subsidiary of Suzuki Motor

Corporation of Japan and is engaged in the business of manufacturing, purchase and sale of motor

vehicles and spare parts (automobiles).

The other activities of the company include facilitation of pre-owned car sales, fleet management

and car financing. They have four plants, three located at Palam Gurgaon Road, Gurgaon, Haryana

and one located at Manesar Industrial Town, Gurgaon, Haryana. The company has seven subsidiary

companies, namely Maruti Insurance Business Agency Ltd, Maruti Insurance Distribution Services

Ltd, Maruti Insurance Agency Solutions Ltd, Maruti Insurance Agency Network Ltd, Maruti Insurance

Agency Services Ltd, Maruti Insurance Agency Logistics Ltd and True Value Solutions Ltd. The first six

subsidiaries are engaged in the business of selling motor insurance policies to owners of Maruti

Suzuki vehicles and seventh subsidiary, True Value Solutions Ltd is engaged in the business of sale of

certified pre-owned cars under the brand 'Maruti True Value'.

1.2 History & Timeline

Maruti Suzuki India Ltd was incorporated on February 24, 1981 with the name Maruti Udyog Ltd.The company was formed as a government company, with Suzuki as a minor partner, to make apeople's car for middle class India. Over the years, the company's product range has widened,

ownership has changed hands and the customer has evolved.

In October 2, 1982, the company signed the license and joint venture agreement with SuzukiMotor Corporation, Japan.

In the year 1983, the company started their productions and launched Maruti 800.

In the year 1984, they introduced Maruti Omni and during the next year, they launched MarutiGypsy in the market.

In the year 1987, the company forayed into the foreign market by exporting first lot of 500 cars to

Hungary.




In the year 1990, the company launched India's first three-box car, Sedan.

In the year 1992, Suzuki Motor Corporation, Japan increased their stake in the company to 50%.

In the year 1993, they introduced the Maruti Zen and in the next year they launched MarutiEsteem in the market.

In the year 1995, the company commenced their second plant.

In the year 1997, they started Maruti Service Master as model workshop in India to look after salesservices.

In the year 1999, the third plant with new press, paint and assembly shops became operational.

In the year 2000, the company launched Maruti Alto in the market.

In the year 2002, Suzuki Motor Corporation increased their stake in the company to 54.2%.

In January 2002, the company introduced 10 finance companies (8 + 2JVs) in Mumbai.

In the year 2005, the company launched the first world strategic model from Suzuki MotorCorporation 'the SWIFT' in India.

In the year 2006, they launched WaganR Duo with LPG and also the New Zen Estillo.

During the year 2006-07, the company commenced operations in the new car plant and the dieselengine facility at Manesar, Haryana.




1.3 Future PlansThe company plans to establish Plant C at Manesar, which will have an installed capacity of 250,000

units per annum. The plant is likely to be ready by end of fiscal 2012/ early 2013. The company plans

to set up Rs 1700 crore diesel engine plant at Gurgaon. They are going to double the diesel engine

capacity at their Gurgaon facility to six lakh units by 2014. Of this, Rs 950 crore is being invested for

the first phase of 1.5 diesel engines by mid-2013. Maruti Suzuki's Rs 4,000 crore plant at Bechraji inMehsana district of north Gujarat is likely to be commissioned by mid-2015.

With Becharaji unit,

In November 2006, they inaugurated a new institute of Driving Training and Research (IDTR),which was set up as a collaborative project with Delhi Government at Sarai Kale Khan in SouthDelhi. During the year 2007-08, the company signed an agreement with the Adani group forexporting 200,000 units annually through the Mundra port in Gujarat. They launched Swift Dieseland SX4- Luxury Sedan with Tag line 'MEN ARE BACK' during the year.

In July 2007, the company launched the new Grand Vitara, a stylish, muscular and 5-seater in theMUV segment. The company changed their name from Maruti Udyog Ltd to Maruti Suzuki India

Ltd with effect from September 17, 2007. During the year, the company entered into a jointventure agreement with Magneti Marelli Powertrain SpA and formed Magneti Marelli

Powertrain India Pvt Ltd for manufacturing Electric Control Units. Also they entered into another joint venture agreement with Futaba Industrial Co Ltd and formed FMI Automotive Components

Ltd for manufacturing Exhaust Systems Components. During the year, the company made pactwith Shriram City Union Finance Ltd, a part of Shriram Group, Chennai, to offer easy, transparentand hassle-free car finance to their customers, particularly in semi urban and rural markets. The

agreement is a joint initiative of the two companies for providing competitive car finance topeople in Tier-II and Tier-III cities across the country.

During the year 2008-09, the company launched a new A2 segment car, branded the A-star in Indiaand in Europe as the new Alto. They raised their production capacity to a landmark 1 million cars.

In June 2008, the company launched Maruti 800 Duo, which is a dual fuel (LPG-cum- petrol) modelcar. In March 2009, the company launched A-star or Suzuki Alto at Geneva Motor Show sales begin

at EU. In April 2009, the company revealed new Ritz K12M engine at Gurgaon plant.

During the year 2009-10, the company raised the capacity of their next generation K-series engine

plant to more than 500,000 units per annum. They started work on an additional plant of 250,000cars per annum capacity at Manesar. The company launched their fifth world strategic model, theRitz. They also came out with the spacious multi purpose van, Eeco and the all new WagonR with

a K-series engine.

During the year 2010-11, the company launched refreshed variants of WagonR and Alto with thenew K-series engines. SX4 was offered with a Super Turbo Diesel engine. The Company launched

the Suzuki Kizashi, India's first sports luxury sedan. It sports a 2.4 litre engine and is endowed withbest-in-class features. The Company developed in-house i-GPI (Integrated Gas Port Injection)

Technology and launched factory-fitted CNG variants for five of its models: Alto, WagonR, Eeco,

Estilo and SX4. Apart from launching new products, the company added 131 new sales outlets toreach 933 outlets in 668 cities and increased its service reach to 1,395 cities with 2,946 outlets.

The company's network is now servicing about 1.2 million vehicles every month.




total production of cars of the company will go up to 20 lakh per year. The company will set up 4 to

5 ITIs in Gujarat for meeting the requirement of skilled manpower. Upcoming R&D facility at Rohtak

that shall be operational by 2014 shall contain stockyards, spare parts warehouses, ports and 16

regional offices.

1.4 Vision

1.5 Core Values

1.6 Products and services

Current Automobiles

1. Alto K10 (Launched 2010)

2. A-star (Launched 2008)

Core Values

CustomerObsession

Fast, Flexible &First Mover

Innovation &Creativity

Networking &Partnership

Openness &Learning

The Leader in Indian Automobile Industry, Creating Customer Delight and Shareholders

Wealth; a Pride of India




3. Eeco (Launched 2010)

4.

Ertiga(Launched 2012)

5.

Estilo (Launched 2006)

6. Gypsy (launched 1985)




7. Maruti 800 (Launched in 1983)

8.

Maruti Alto 800(Launched 2012)

9.

Omni (Launched 1984)

10. Ritz (Launched 2009)

http://en.wikipedia.org/wiki/Maruti_Alto_800

http://en.wikipedia.org/wiki/Maruti_Alto_800




11. Swift DZire (Launched 2008)

12.

Swift (Launched 2005)

13.

SX4 (Launched 2007)

14. WagonR (Launched 1999)




Imported automobiles

15.

Grand Vitara (Launched 2007)

16. Kizashi (Launched 2011)




1.7 Work Culture at Maruti Suzuki India Ltd.

Figure 1: 5 Pillars of Maruti

1.7.1 Organisation Heirarchy

Managing Director & CEO

Director & MEO

MEO/EO

DVM/SFM 2

DDVM/ SFM 1

DPM/FMGR

SR. MANAGER

MANAGER

DY. MANAGER

ASST. MANAGER

SUP/A. SUP

TECH./ASSOCIATE

Safety CostProductivityQualityEnvironment

5 Pillars of Maruti




1.8 Production Management System - 3G 3K 5S Approach

1.9 3M Avoidance

Reduction of the 3M Production Affecting Problems

1.10DOL (Direct On Line)

With complete faith in the supplier, the material is directly supplied on the line which

reduces the storage costs as much as possible. It is an effort towards reducing inventory to

as little as possible.

1.11 JIT (Just In Time)

This is a method of reducing waste. Waste in scrap & rework is obvious but inventory is also

a form of waste so this is a simple method that indicates how wastes maybe minimized or

even eliminated. It suggests methods of inventory reduction including the concept of zero

inventory, that is, availability of the right thing, at the right place and at the right time.

1.12 Poka Yoke

A literal translation means fool proofing. This system is in connection with the torque

wrenches, which are directly connected with the conveyor. Poka yoke ensures completionof a critical activity such as tightening of a nut. Thus till the time the worker does not use the

said wrench a light keeps blinking. The line will be allowed to continue past the said station

only when the light stops blinking.

1.13 Pika Pika

A literal translation means ―blink-blink. This system ensures correct selection of similar

looking items to an assembly. It makes use of motion sensors to ensure the same.

1.14 Vehicle Tracking System (VTS)

Major role of the tracking system in an automobile manufacturing industry is to be able to

make dynamic changes to the existing schedule. Its main objectives are to enable mixproduction & production in one unit. Issue of broadcasts in the form of sequence prints &

3G

•Genchi (Go to the actualspot)

•Genbutsu (See the actual

problem)•Genjitsu (take decisionbased on the actualproblem)

3K

•Kimerareta Koto Ga(What has been decided)

•Kichin To Mamoru (What

must be followed)•Ktion Dori Ni (As per the

standards)

5S

•Seiri (Sort)

•Seiton (Arrange)

•Seiso (Clean)

•Seiketsu (Standardize)

•Shitsuke (Self-Discipline)

Muri•Inconvenience

Mura•Wastage

Muda•Inconsistency




display monitors is an added responsibility. Tracking of the vehicles from start to finish is the

main aim.

1.15 Kaizen ActivitiesKaizen are small improvements which can be done within 30 days. They are continuous

improvements and changes with realistic constraints. Employees are constantly asked to give their

input to process improvements and this method is a bottom up approach towards waste removal

1.16 Awards & Accolades1. Business Standard Company of The Year 2010-11

2.

In the 2009 Global Reputation Pulse Study – MSIL’s global reputation ranking up from 77 to

49 – all companies and all sectors. Global reputation ranking up from 4 to 3 –global car

companies category

3.

Maruti Suzuki India Ltd. ranks 91 in Forbes Magazines List of worlds top 200 most reputed

companies. In the automotive sector Maruti Suzuki ranked 7 in 2005

4. Won Gold in Manufacturing Excellence Awards (IMEA)2009 organised by Economic Times in

partnership with Frost & Sullivan

5. ICSI National Awardfor Excellence in Corporate Governance,2009

6.

Golden Peacock Award for excellence in field of Environment Management in Automotive

Sector in 2007

7. Golden Peacock Award for Sustainability in 2012

8. The Economic Times & Avaya Global Connect Limited award – Customer Responsiveness

Awards in automotive category in 2006 & 2007

9.

Ranked 4th in an Index of thought leaders in India published by London based

communication agency Globe Scan.

10.

NHRDN Trailblazer Award 2010 for HRD Excellence

11.

“ Hall of Fame” award for single handedly changing the face of Indian Automobile Industry

by Car India 201112. Golden Peacock Award – 2012 for ‘ Occupational Health & Safety ‘ performance in

Automobile Sector in 2012

13. Ranked as India’s Most Respected Automobile Company by leading business magazine

Business World, 2007

1.16 Current Challenges in Indian Automotive Sector1. Rapid Expansion of the existing capacities as the current capacities are getting exhausted

2.

Shrinking Product Life Cycle of a car which is because of technological developments and

rapidly changing customer demands coupled with higher income levels of individuals

3. Cost Pressure shared by entire supply chain fuelled by sticky inflation in countries like India

4.

Talent Crunch as young employees joining this industry need lots of training to meet the

demanding quality standards and retaining them is also a big challenge in this sector




2.

Introduction

An automobile plant consists of Weld Shop, Paint Shop and Assembly Shop in that order. Assembly

Shop has a constant and a regular requirement of cars which are provided by Paint Shop and its

demand fluctuates from around 1200 cars per day during the lean period to a demand of 1600 cars

per day during the peak period. However due to the difference in the capacities (jobs per hour) of

assembly and paint shops, there are process constraints and bottlenecks. In this case, Paint Shop is

the bottleneck and the following project is to identify the number of cars required in Paint Shop inorder to fulfil both lean and peak demand of assembly for a given pattern of equipment failures.

2.1

Literature Review

Sr.

No.

Title Authors Summary

1

Modeling-Of-Hybrid-

Production-Systems-

With-Constant-WIP-And-

Unreliable-Equipment

Mehmet

Savsar, Kuwait

University,

Kuwait

1. Push-Pull and Purely Push systems are modelled

2. Stoppages are classified as either from starvation or

blockage or by inherent failures

3.

An algorithm is developed for WIP optimization

maximum output

4.

An Unreliable Equipment is considered in beginning,

middle & in the end and for each case the buffer space

is allocated for maximum output

5. Number of Stations are varied and the buffer space

optimization is analyzed again

6.

Effects of Preventive Maintenance along with

Corrective Maintenance is seen vs Only Corrective

Maintenance

2

A Heuristic Procedure

For The Automobile

Assembly – Line

Sequencing Adopting

Ecodesign Practices –

Case Study Of A Midsized

Automotive Supplier

F.-Y. DING*

and J. HE

1.

A sequence is considered in assembly line and various

penalty weights are assigned to cost impact of various

parameters.

2.

Iterative Method then is applied of Constructive-

Swapping-Resequencing to obtain the best Objective

Value

3

An Exploratory Study On

Implementation Of Lean

Manufacturing Practices

Er. Rajesh

Kumar MEHTA

Faculty-RIT,

Indore, INDIA

Dr.

Dhermendra

MEHTA

Faculty-FMS-

Pt.JNIBM,

Vikram

University,

Ujjain (MP),

INDIA

Dr. Naveen K.

MEHTA

Faculty-MIT,

Ujjain (MP),

INDIA

1. A Questionnaire is prepared to analyse the problems in

effectively implementing Lean Manufacturing System.

2. The Results show that 81% employees are well aware

of Lean,

3.

Half of the employees know about Kaizen, 20% know

about 5S.

4. Dependency on traditional system of working is one the

biggest barrier in the implementation of LMS.

5. Over processing generates most waste.

6.

QC department is the most efficient in elimination of

wastes

4

Capacity Building As A

Tool For Assessing

R. Krishnaveni

and B.

1.

Participatory organization evaluation tool POET was

modified and used for capacity assessment. The survey




Training And

Development Activity -

An Indian Case Study

Sripirabaa was conducted consisting of 46 questions.

2. A scaled capacity score on the x-axis and the scaled

consensus score on the y-axis gives the Guided

Reflections for Institutional Development (GRID) for the

seven areas of the Training & Development

Assessment.

3. Achieving HC –HC in all the assessment areas of the TDA

implies that the members agree that they are

implementing the common TDA practices to their

maximum capacity.

4.

It helped the organization to have all the capacity

assessment areas of the TDA in the HC –HC quadrant,

indicating that the organization is implementing the

common TDA practices along with the consensus of its

members.

5

Critical Success Factors

Of Sustainable

Competitive Advantage -

A Study In Malaysian

Manufacturing Industries

Gowrie

Vinayan,

Sreenivasan

Jayashree &

Govindan

Marthandan

1. Objective of this research paper is to provide a

measurement criterion for Sustainable Competitive

Advantage for Malaysian manufacturing organizations.

2. Operationalization of Sustainable Competitive

Advantage was carried out considering following

factors:

a.

The Structural Approach

b. The Resource-based View

c. Dynamic- Capability View

d. The Blue Ocean Strategy

3.

The Following Hypothesis were tested:

a.

H1: Effective Supply Chain Management is one

of the measures of Sustainable Competitive

Advantage

b. H2: Organizational Responsiveness is one of the

measures of Sustainable Competitive

Advantage

c.

H3: Product Differentiation and Innovation is

one of the measures of Sustainable

Competitive Advantage

d. H4: Cost Leadership is one of the measures of

Sustainable Competitive Advantage

4. Likert-Style Rating Scale was chosen

5.

Study used cross-sectional design which captured the

perceptions of managers at a point in time

6. Findings obtained indicate that the theoretically

formulated measurement criteria or dimension of SCA

are significantly and positively linked with the construct

‘Sustainable Competitive advantage’.

6

Discreet Manufacturing

Is India Going To Be The

Next Global Hub For High

Tech Manufacturing

Anindya K.

Bhattacharya,

Brooklyn

College/The

City University

of New York,

(212) 427-

1733,

anindyab@bro

oklyn.cuny.edu

1. This paper examines some political economy and

corporate strategy policy issues relating to “discreet

manufacturing” or the application of high-tech skills to

selected manufacturing sectors in India such as

automobiles, automotive components and

pharmaceuticals.

2.

The paper argues that the Indian strategy of moving

down the value chain from high-end areas to more

labour-intensive production at the bottom has not

been able to ensure large-scale job creation.




3. The paper also maintains that in spite of some

impressive achievements in “pockets of excellence”,

Indian companies still have not reached the stage

where they are able to commercialize new, innovative

manufactured products that could sell in global

markets.

4. Unlike China where manufacturing is moving up the

value chain from low-skilled, labour-intensive

operations to higher-skilled, technology-intensive

areas, India’s strategy appears to be the reverse,

moving down the value chain from high-end, niche

areas that require highly skilled, technologically-

sophisticated labour to more labour-intensive,

assembly-line mass production at the bottom.

5.

Therefore, the employment potential of the high-tech

manufacturing sector in alleviating India’s enormous

unemployment problem cannot be taken for granted.

7

Effects-Of-Vendor-

Managed-Inventory-On-

The-Bullwhip-Effect

Susanne

Hohmann,

University of

Applied

Sciences of

Gelsenkirchen

and FOM

University of

Applied

Sciences,

Germany

Stephan

Zelewski,

University of

Duisburg-

Essen,

Germany

1. The appearance of the bullwhip effect can be attributed

to five reasons in total:

a.

Demand distortion

b. Misperceptions of feedback

c.

Batch ordering

d. Price fluctuations

e. Strategic behaviour

2. The analysis is based on a simple supply chain

consisting of a producer, a wholesaler, a retailer and a

consumer.

3.

Lead Time is considered between Producer Wholesaler

and Retailer but not between retailer & consumer

4. The use of forecast methods and the right perception

of outstanding orders (β = γ) leads to a decreased

bullwhip effect in the supply chain.

5.

The producer’s bullwhip effect is reduced; the retailer’s

bullwhip effect does not occur anymore.

6. The wholesaler is thus not needed in VMI; they even

lead to increased inefficiency in the supply chain.

8

Ergonomic And Usability

Analysis On A Sample Of

Automobile Dashboards.

Raíssa

Carvalho*and

Marcelo

Soares

Departament

of Design,

Federal

University of

Pernambuco,

Av. Prof

Moraes

Rego,1235

Cidade

Universitária,

PE – Brazil

1.

The sample consisted of three dashboards, of three

different makes and characterized as being

a. a popular model

b. an average model

c. a luxury model

2.

The examination was conducted by

a.

observation

b. with the aid of photography

c. notes and open interview

d. questionnaires and

e. performing tasks with users

3. From this it was possible to point to the existence of

problems such as: complaints about the layout, lighting,

colours, available area, difficult access to points of

interaction, such as buttons, and the difficult

nomenclature of dials.

4.

Ergonomic Comparisons were made between the

models regarding serious, medium or mild impact on




various parameters

5. Comparison was made of usability between models

regarding good, average or poor

9

Frugal Engineering - An

Emerging Innovation

Paradigm

Nirmalya

Kumar and

Phanish

Puranam

1. 6 underlying principles or pillars on which such frugal

engineering efforts often seem to rest:

a. Robustness

b.

Portability

c.

De-featuring

d.

Leapfrog technology

e. Mega scale production

f. Service Ecosystems

2. The article demonstrates how developed world and

developing world have followed different trajectories.

3.

The developed world’s innovators are building for an

ever-expanding bandwidth network and spiralling

toward fancier, costlier, more network-hungry and

status-giving devices.

4. In contrast, emerging market innovators are constantly

seeking new uses for the cheap and basic mobile

phone, which are used for banking, weather forecasts,

market reports, and finding employment.

5.

And the developed world’s domestic demand for ever-

sleeker, faster, fancier devices makes it harder for them

to innovate for the larger, much-less affluent world

outside, one still dominated by frugal wants. It is in this

domain where Indian innovation can make a difference

10

Green Accounting And

Management For

Sustainable

Manufacturing In

Developing Countries

Sherine

Farouk, Jacob

Cherian & Jolly

Jacob

1. The main purpose of the paper is to examine the

literatures that deals with Environmental accounting or

green accounting and sustainability.

2.

The advantage of corporate environmental accounting

initiative is identified as the ability to determine and

create awareness regarding costs related to

environment, which in turn helps in identifying the

techniques for reducing and avoiding costs of such

type.

3.

Due to this advantageous feature, the performance of

the environment has also been improved.

4. The study also makes an attempt to understand how

green accounting has been considered and evaluated

by different authors who have done researches in the

same field.

5.

Based on different studies considered, a procedural

model suitable for most of the developing countries is

selected.

11

Green Value Chain In The

Context Of Sustainability

Development And

Sustainable Competitive

Advantage - A

Conceptual Framework

Jason Tan

Suhaiza

Zailani

1. This article describes the differences between a value

chain and a supply chain.

a.

Value is perceived by the customers rather than

objectively determined by the seller;

b. Value is a subjective experience that is

dependent on context and varies in the eyes of

the beholder;

c. Value occurs when needs are met through the

provision of products, resources, or services;

and




d. Value is an experience, and it flows from the

customers.

e.

Value typically involves a trade-off between

what the customers receive and what they give

up to acquire and use a product or service.

2. Because value is derived from customer needs,

activities that do not contribute to meeting these needs

are being considered as “non value added” waste which

deserved attention and actions

3.

Grouped the benefits into eight broad categories i.e.

a.

Clean and green operation;

b. Effective operations;

c. Profitability;

d. Competitive product or service;

e.

Market expansion;

f.

Improvement in company image;

g.

Improvement in management; and

h. Others.

4. Indicators of Sustainable Competitive Advantage:

a.

Financial Performance

b. Environmental Performance

c.

Social Performance

14

Human Factors

Identification And

Classification Related To

Accidents ‘Causality On

Hand Injuries In The

Manufacturing Industry

Rosa María

Reyes-

Martínez , Aide

Maldonado-

Macías and

Lilia Roselia

Prado-León

1. The aim of this research was to identify and classify the

human factors that influence human errors and failures

that cause accidents and injuries specifically on hands.

2.

Talking while walking & using hands jewellery were top

2 reasons in personal factors category & performing

tasks without gloves & distraction of worker were top 2

reasons in Human error category

3. Little attention to preventive security & The low

involvement of supervisor in monitoring and risk

detection were top 2 reasons in organisational factors

whereas Poor condition equipment for lack of

maintenance & Lack of safety guards on equipment

were top 2 reasons in Unsafe Conditions

15

Kaizen And Ergonomics -

The Perfect Marriage.

Martin

Antonio

Rodriguez, Luis

Fernando

Lopez

1.

In the beginning, each Team Member of the Kaizen

Circle Group is assessed on issues such as Working

environment, team work, problem solving tools, quality

conscience, quality tools, etc

2. They use the Ishikawa diagram to root out the main

causes that produce the problem

3.

Company’s Ergonomist helps groups to evaluate jobs

and operations, giving advice and general solutions to

the possible cause, developing countermeasures by

themselves.

4. Team Members use the before and after pictures taken

in the workplace after taking the countermeasure.




2.2

Process Flow DiagramProcess Flow Diagram of Paint Shop – 1 is given below. After Visiting the PS-1, the buffers are

incorporated in its process flow diagram as follows:

Figure 2: Process Flow Diagram of Paint Shop-1

Where, Circles show the buffers between the processes and arrows show the direction of flow of the

cars. In all there were 21 buffers and 22 processes including assembly.

Now based on This Process Flow Diagram, The Areas causing line stoppages are identified and are

grouped as Internal & External as follows

Areas Responsible for StoppageSr. No. Internal External

1 TL-1 Weld Shop-1

2 TL-2 Power Supply

3 TL-3 IT

4 TL-4

5 TL-5

6 PBS-TL

7 Pre-Treatment Area

8 Electro Deposition Area

9 ED Oven

10 SOL Sealing Area11 PVC

TL-1PreTreatment Area

TL-2 Electro-Deposition Area

TL-3

ED Oven SOL Sealing Area

PVCU/C Oven U/C Area

Dry Sanding-1

B6

TL-4

TL-5B10

Interm. Coat BoothI/C Oven

Dry Sanding -2

Top Coat BoothT/C Oven

Touch Up Line

Final Inspection

TL-PBS

B15

B18

B21

Paint Shop-1 Process Flow Diagram

B20

B11

B14

B17

B19

B16

B13

B12B9 B8

B7

B5

B4B3

B2 B1

Assembly




12 U/C Area

13 U/C Oven

14 Dry Sanding - 1

15 Intermediate Coat Booth

16 I/C Oven

17 Dry Sanding - 2

18 Top Coat Booth

19 T/C Oven20 Touch Up Line

21 Final Inspection

Table 1: Areas responsible for stoppage

After this, the data of 6 months of line stoppages

was collected and categorised into Areas

Responsible for Stoppage and based on when the

line stopped, which area was responsible for

stoppage, how long it took to repair; the MTBF &

MTTR were calculated as shown below:

Months Nov-12 Dec-12 Jan-13 Feb-13 Mar-13 Apr-13 Total

Holidays (A) 8 10 7 5 9 5 44

Days (B) 30 31 31 28 31 30 181

Working (C=B-A) 22 21 24 23 22 25 137

Shifts/Day 2 2 2 2 2 2 2

Working Duration

(mins)/Day960 960 960 960 960 960 960

Working Duration

(mins)21120 20160 23040 22080 21120 24000 131520

Table 3: Working Duration

MTBF = (Total Time Considered-Total Cumulative Time of Line Stoppage)/Total Number of FailuresObserved

MTTR = Total Cumulative Time of Line Stoppage/Total Number of Failures Observed

Availability = MTBF/ (MTBF+MTTR)

Apart from MTBF and MTTR, the standard deviations in repair times were calculated

External Factors influencing line stoppage i.e. Weld, Power & IT were removed for this calculation

Total Days Considered 6 months

Start Date 1st November 2012

End Date 30-April 2013

Total Stoppages 591

Table 2: Duration of data




2.3

MTBF, MTTR & Standard Deviation of Repair Times

Process MTBF (mins) MTTR (mins)Standard Deviation of

Repair Times (mins)

PBS-TL 2859 14.47 9.02

Final Inspection 43840 8.67 2.31

Touch Up Line 8768 15.53 7.29

T/C Oven 13152 11.7 9.42

T/C Booth 2055 9.72 7.14

Dry Sanding-2 16440 11.38 5.71

I/C Oven 18789 6.86 2.97

I/C Booth 2684 10.81 8.83

TL-5 5978 8 3.91

TL-4 32880 12 12.75

Dry Sanding-1 16440 11.38 5.71

U/C Oven 131520 7 0

U/C Booth 7736 10.1875 4.56

PVC 4384 8.62 6.44

Sol Seal Area 8768 11.79 6.68ED Oven 131520 17 0

TL-3 32880 9 7.44

ED Area 3288 5.84 3.18

TL-2 16440 8.88 5.59

PTA 4871 8.35 4.19

TL-1 7736 11 6.52

Table 4: MTBF, MTTR & Standard Deviation of Repair Times

Now, the system was modelled as following

2.4 Definition of terms

Ideal capacity = capacity for 99.9% availability

Ideal Buffer = buffer for ideal capacity (99.9% availability)

Optimal Buffer = buffer for current level of capacity (solver solution)

Current Buffer = Current level of buffer inventory

Depending on the σbuffer values and Target buffer availability was set at 99.9%. Buffer distribution

was assumed to be Normal Distribution with µ as the number of cars in the buffer at the start of the

day and σ as σbuffer.

Now for 99.9% Availability, Z value corresponds to 3.1

Hence the ideal capacity is (µ+zσbuffer) - (µ-zσbuffer) = 2zσbuffer = 6.2σbuffer

σbuffer was calculated as follows:

Cases were considered for processi and processi+1 as following

Processi Processi+1 ProbabilityWorking Not Working 0.006

Ai Assembly (Y)Ai+1Bi Bi+1




Not Working Working 0.010

Not Working Not Working 0.000

Working Working 0.984

Table 5: Classification of Events possible

For Each case, σbuffer was evaluated as the Root of sum of squares of standard deviation due to

working process and a standard deviation due to the variation in repair times of not working

process. A weighted average was taken with weights being the probability of that event happening.Finally σbuffer for that buffer was calculated by taking root of the sum of squares of standard

deviations obtained as they were independent events.

For finding out σrepair, historical data was taken and arranged in descending order. Extreme Values of

Repair times were removed (those having Z value >3 σrepair) and σrepair was recalculated till all the

values were under Z<3

External factors causing line stoppage were also ignored like lack of Power Supply and reasons from

Weld Shop-1 & IT.

Finally, the system was modelled as follows




3.

Paint Shop-1 WIP Optimization ModelVisual Model depicting the ideal capacities, current capacities, buffer availabilities under current

conditions and optimum conditions along with MTBF, MTTR and standard deviations of all the areas

Figure 3: PS-1 WIP Optimization Model

After calculating the buffer availabilities all those buffers with availabilities < 99.9% were identified

as system bottlenecks. The identification was kept dynamic in order to find the bottlenecks

depending on the demand of the assembly. The system identified 5 critical buffers for a lean

demand whereas 11 critical buffers during peak demand.

After this, the buffers were ranked in order of importance depending on the difference between the

ideal buffer and optimum buffer. The more the difference, the more was the design flaw and moreloss expected due to equipment failure.




4.

Linear Programming

Objective Function:

Maximize:

∑ ∏ ( )×( )

21

Subject to:

1.

∑ Bi211 ≤ Bci….(Capacity Constraint)

2.

∑ Bi ≥ 0211 …..(Non Negativity Constraint)

Where,

Pi(not empty) = Probability buffer is not empty

Pi(not full) = Probability buffer is not full

After Solving the linear programming equations Optimum buffer inventory was calculated for the

current capacities

The output of the Linear Programming was as following:

Figure 4: Output of Linear Programming

After finding out the critical buffers, the processes before and after the buffer were noted and

difference between optimum and ideal buffers gave the priority ranks of the processes. Onlynegative values were considered as positive values meant excess capacity.




Rank Process Δ (Optimum-Ideal)

1 T/C Booth -14.9

2 I/C Booth -11.9

3 T/C Oven -9.7

4 I/C Oven -7.7

5 ED Area -6.2

6 TL-2 -6

7 Dry Sanding-2 -5.28 Final Inspection -4.4

9 TL-5 -4.2

Table 6: Difference between optimal and ideal buffers

After visiting Paint Shop-2 & Paint Shop-3, their buffer capacities were compared with that of PS-1.

PS-2 & PS-3 had I/C Booth Process followed by Dry Sanding Process without having table lifts. PS-2

had Pre Treatment Area followed by Electro Deposition Area without having Table Lifts. They were

collectively called PT-ED Area.

Buffer

Buffer

CapacityPS-2

Buffer

CapacityPS-3

Buffer

CapacityPS-1

Ideal

Capacities

Bottlenecks

or Non-Bottlenecks

Δ(Opt-

Ideal)

Pre Buffer

Process

Post

BufferProcess

Rank

B1 73 87 114 23Non-

Bottleneck87.0 PBS-TL Assembly 21

B2 3 3 13 12Non-

Bottleneck0.4

Final

InspectionPBS-TL 11

B3 9 7 38 5Non-

Bottleneck30.1

Touch Up

Line

Final

Inspection17

B4 29 30 49 6Non-

Bottleneck40.3 T/C Oven

Touch Up

Line18

B5 1 5 1 13 Bottleneck -6.0 T/C Booth T/C Oven 1

B6 6 50 10 13 Bottleneck -1.3Dry

Sanding-2T/C Booth 7

B7 38 15 53 2Non-

Bottleneck 49.2 I/C OvenDry

Sanding-2 19

B8 3 4 2 10 Bottleneck -4.1 I/C Booth I/C Oven 2

B9 XX XX 9 12 Bottleneck -1.7 TL-5 I/C Booth 5

B10 XX XX 8 4Non-

Bottleneck2.0 TL-4 TL-5 13

B11 1 6 7 2Non-

Bottleneck3.4

Dry

Sanding-1TL-4 15

B12 11 16 8 2Non-

Bottleneck3.9 U/C Oven

Dry

Sanding-116

B13 12 2 1 3 Bottleneck -1.1U/C

BoothU/C Oven 8

B14 1 4 6 8 Bottleneck -0.8 PVCU/C

Booth9

B15 2 6 9 8Non-

Bottleneck0.7

Sol Seal

AreaPVC 12

B16 64 79 75 3Non-

Bottleneck68.6 ED Oven

Sol Seal

Area20

B17 1 2 1 1Non-

Bottleneck0.0 TL-3 ED Oven 10

B18 1 2 1 5 Bottleneck -1.9 ED Area TL-3 4

B19 3 5 2 5 Bottleneck -1.7 TL-2 ED Area 6

B20 XX 4 1 5 Bottleneck -2.1 PTA TL-2 3

B21 6 5 11 7Non-

Bottleneck2.0 TL-1 PTA 14

Table 7: Bottlenecks & their Ranks, Ideal Capacities

PS-1 PS-2 PS-3




Optimum Buffer Availability 87.51% 87.16 94.72%

Assembly Demand (Cars/Hr) 74 44 45

Table 8: Optimum Buffer Availability of PS-1, 2, 3

Comparing the three paint shops we understand that PS-2 and PS-3 are able to provide better

availability of buffers due to lower assembly demands of AS-2 & AS-3 along with having more buffer

capacities for similar failure distributions.

4.1 Inclusion of Process ConstraintSo far the calculations were based on the assumption of Paint Shop being able to match assembly

demand and keeping the speed of flow as required. However due to process constraints, Paint Shop

cannot match assembly demand when it’s too high. Considering a takt time of 49 seconds, Paint

Shop can theoretically produce 3600/49=73.46 cars per hour leading to production of 1285 cars per

day for 17.5 working hours per day of Paint Shop. That is equivalent to approximately 80 cars per

day demand of assembly.

4.2 Timings of Assembly-1 & Paint Shop-1

Assembly-1 Paint Shop-1

Time(Mins) From To From To Time(Mins)

105 6:30:00 am 8:15:00 am 6:30:00 am 8:22:30 am 112.5

162.5 8:22:30 am 11:05:00 am 8:22:30 am 11:35:00 am 192.5

145 11:35:00 am 2:00:00 pm 11:35:00 am 2:07:30 pm 152.5

202.5 2:07:30 pm 5:30:00 pm 2:07:30 pm 5:37:30 pm 210

152.5 5:37:30 pm 8:10:00 pm 5:37:30 pm 8:40:00 pm 182.5

95 8:40:00 pm 10:15:00 pm 8:40:00 pm 10:22:30 pm 102.5

97.5 10:22:30 pm 12:00:00 am 10:22:30 pm 12:00:00 am 97.5

960 1050

Total Time (Hrs) 16 Total Time(Hrs) 17.5

Table 9: Working Hours Assembly & Paint Shop, Plant-1

As a Result for meeting the assembly demand of 1600 cars per day, more cars need to be kept in

Paint Shop as Reserve. Also, there are equipment failures which cause gaps in cars reaching the

assembly so they need to be compensated. Also, in the case of bottlenecks, the deficit of optimum

and ideal buffer inventory should be compensated through reserve.

4.3 Technical Constraints on Buffers:After the painting process the car needs to immediately go to Oven or else the paint coagulates and

doesn’t bind well with the surface. Also the finish of the paint is affected. As a result After the I/C

Booth, T/C Booth, U/C Booth & ED Area it immediately goes to its respective ovens with only a

buffer space of 1 to 2 cars in between.

4.4 SimulationA Simulation was prepared in the excel sheet to depict the importance of standard deviation of the

Buffers in the Availability of the cars between processes and also to get the feel of the system. A

Speedometer was prepared with black indicator depicting number of cars in the buffer and yellow

marker suggesting the optimum level to keep.




Figure 5: Simulation Buffer Indicators

Red Area indicated that the Number of cars is approaching full or empty. They were kept at 10% of

the Buffer Capacity. Random Numbers in excel were used to simulate the effect of deviation from

mean.

4.13

Near

Full

99.04

Near

Full

4.62

Near

FullNear

Empty




5.

WIP in ProcessesTotal number of cars in processes depends on the type of process and whether the cars get stacked

and move close to each other, whether it is manual or automated. Some processes have fixed

number of cars irrespective of assembly demand whereas some processes have a fixed processing

time which means the number of cars inside the process decrease when the speed of the flow

decreases and there are more gaps between consecutive cars.

After visiting the line the number of cars in the processes was calculated as follows

Process Cars in the

process

Cars before it

reaches

assembly

Time for gap to

reach assembly

(hrs)

Time for buffer to empty (mins)

PBS-TL 1 100 1.36 81

Final Insp. 8 106 1.44 5

Touch Up Line 15 146 1.99 26

T/C Oven 42 205 2.79 35

T/C Booth 19 247 3.37 0

DS-2 7 271 3.69 4

I/C Oven 42 329 4.47 41

I/C Booth 14 372 5.06 1

TL-5 1 390 5.31 4

TL-4 1 395 5.38 3

DS-1 5 401 5.46 4

U/C Oven 30 411 5.59 4

U/C Booth 2 441 6.00 0

PVC 2 446 6.07 2

Sol Seal Area 11 453 6.16 4

ED Oven 32 534 7.27 57

TL-3 1 566 7.71 0

ED Area 22 568 7.73 0

TL-2 1 591 8.04 1




PTA 32 592 8.06 0

TL-1 1 630 8.58 5

Table 10: Cars in Processes

The ones which are marked yellow are the ones which depend on assembly demand

After this, from the linear programming solution, the total number of cars ahead of a particular car

in a process was calculated and also the time taken for a car gap to reach assembly was evaluated.

6. Total Paint Shop-1 WIP neededTotal WIP needed by Paint Shop depends on:

1. Buffers (α)

o

Cars that are between two consecutive processes

2.

Buffer Capacity Compensation(α1)

o

Compensation for the cars which we cannot keep in buffers due to inadequate

capacities

o This is to tackle the failures which are transferred due to blockage or starvation

3. Reserves (β)

o

These are the cars which are out from final inspection and kept as reserve when

assembly demand is higher than what Paint Shop can supply

4. Failure Compensation (β1)

o

These are the cars to be kept for compensating the gaps occurring due to inherent

failures of processes

5.

Processes (γ)

o

These are the cars which are inside the processes and work is being done on them

After solving the linear programming equations varying the assembly demand from 960 (60 cars/hr)

to 1600 (100 cars/hr) cars per day and adding the components we get the following graph:

PS WIP = α+α1+β+β1+γ

No of Cars = Max Capacity x Min Cycle time/Current Cycle




Figure 6: PS-1 WIP % Needed

From the graph we can see that the WIP % reaches a minimum of 52.73% when assembly demand

approaches 80 cars/hr and then again increases to a maximum of 61.84% as assembly demand

reaches 100 cars/hr.

0.00

10.00

20.00

30.00

40.00

50.00

60.00

70.00

60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 100

W I P a s % o f A s s e m b l y D e m a n d

Assembly Demand (Cars/hr)

PS-1 WIP needed

% of Assembly Demand

Total Cars in Buffers "α" as % of Assembly Demand

Total Cars in Reserve "β" as % of Assembly Demand

Total Cars in Processes as % of Assembly Demand




7.

As Is AnalysisActual WIP in Paint Shop-1 for the month of May is given in the following Graph:

Date A Shift B Shift PLAN PBON PBOKA Shift

WIP%

B Shift

WIP%

01-May 592 615 1266 1234 1248 46.8 49.8

02-May 610 627 1266 1292 1278 48.2 48.5

03-May 652 663 1110 1154 1131 58.7 57.5

04-May 634 596 1266 1181 1203 50.1 50.506-May 602 601 1221 1215 1215 49.3 49.5

07-May 623 606 1221 1216 1232 51.0 49.8

08-May 638 621 1221 1208 1207 52.3 51.4

09-May 673 618 1222 1154 1145 55.1 53.6

10-May 651 606 1221 1185 1224 53.3 51.1

13-May 595 625 1222 1230 1186 48.7 50.8

14-May 539 550 1221 1116 1099 44.1 49.3

15-May 574 585 1221 1239 1234 47.0 47.2

16-May 615 602 1239 1213 1207 49.6 49.6

17-May 634 617 1239 1201 1238 51.2 51.4

20-May 632 575 1239 1162 1164 51.0 49.5

21-May 553 552 1239 1272 1166 44.6 43.4

22-May 564 532 1238 1176 1190 45.6 45.2

23-May 575 521 1238 1181 1150 46.4 44.1

27-May 476 478 1239 1145 1185 38.4 41.7

28-May 547 533 1239 1221 1237 44.1 43.7

29-May 555 571 1239 1213 1197 44.8 47.1

30-May 609 576 1239 1200 1216 49.2 48

Total 597.4 585.0 1230.3 1200.4 1197.8 48.6 48.8

Table 11: A & B shift actual WIP%

Figure 7: Actual PS-1 WIP% for May

From this graph, we can clearly see that WIP in Paint Shop-1 is clearly below optimum levels of 55%

and the average WIP % for month of May was 48.7%

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

% o f A s s e m b l y D e m a n d

Actual PS WIP% for May

A Shift WIP% B Shift WIP% Optimum




7.1 Influence of Weld Shop-1 and Assembly Shop-1 on WIP of Paint

Shop-1The following graph depicts the plan versus actual of Weld Shop-1 and Assembly Shop-1 which

influences the WIP of Paint Shop-1

Date PLAN

WB

OK

AB

ON

Weld

Overproduction

Assembly

Overproduction

Weld

Cummulative

Overproduction

Assembly

Cumulative

Overproduction

01-May 1220 1223 1283 3 63 3 63

02-May 1220 1185 1287 -35 67 -32 130

03-May 1070 1198 1118 128 48 96 178

04-May 1220 1221 1253 1 33 97 211

05-May 1221 1204 1253 -17 32 80 243

07-May 1221 1204 1228 -17 7 63 250

08-May 1220 1257 1231 37 11 100 261

09-May 1221 1221 1229 0 8 100 269

10-May 1222 1265 1204 43 -18 143 251

11-May 1221 1219 1240 -2 19 141 270

13-May 1222 1223 1238 1 16 142 28614-May 1221 1239 1232 18 11 160 297

15-May 1221 1256 1240 35 19 195 316

16-May 1239 1240 1249 1 10 196 326

17-May 1239 1244 1238 5 -1 201 325

20-May 1239 1177 1245 -62 6 139 331

21-May 1240 1240 1247 0 7 139 338

22-May 1238 1229 1251 -9 13 130 351

23-May 1238 1217 1246 -21 8 109 359

27-May 1191 1182 1187 -9 -4 100 355

28-May 1190 1261 1198 71 8 171 363

29-May 1189 1219 1205 30 16 201 379

30-May 1189 1217 1204 28 15 229 394

Total 27912 28141 28306 229 394

Table 12: Weld & Assembly Plan vs Actual Production

Figure 8: Cumulative Overproduction of Weld Shop & Assembly Shop, Plant-1 for May

-100

0

100

200

300

400

500

N u m b e r o f C a r s

Date

Cumulative Overproduction -Weld & Assembly

Assembly Cumulative Overproduction Weld Cummulative Overproduction

Plan




8.

FindingsSome of my findings are as follows:

From the above graph we can clearly observe that Assembly Shop-1 has been regularly

overproducing which has been the main cause of low WIP % of Paint Shop-1.

Out of 23 working days only 1 day assembly has produced cars which are less than its Plan

and the rest 22 days it has over produced.

The Cumulative Overproduction of Assembly for month of May was 394 cars.

Weld shop-1 also has a cumulative overproduction of 229 cars but still that has meant a WIP

loss of 165 cars (nearly 13.75%) for Paint Shop-1 over the course of a month.




9. Key Learning

Some of the key learning includes:

Acquaintance with Automotive Industry and its working.

Working of a Paint Shop in an automobile plant.

Important of maintaining flow of cars and the subsequent role of buffers in facilitating a

regular flow to maintain system availability for a mass production system.

Criticality of bottlenecks and process constraints while meeting the demand of products.

Importance of Reserves and compensation for gaps in the process flow.

When we try to maximize the output of local system it is not necessary to result in global

maximum output. In this case, overproduction of assembly caused less WIP in Paint Shop

causing it to be inefficient. Hence it is very important to have a global perspective and a

global control which is the need of the hour.




10.

Conclusion & Recommendations

Conclusion (Identifying the key issues)After analyzing the process WIP of Paint Shop-1 it can be said that:

The buffer capacities of the paint shop are designed for minimization of transfer of line

stoppages however they are far from ideal and as the equipments fail in a more dynamic

way the capacities are however inflexible for such adjustment

Paint Shop process control includes having enough cars in its system as work in process

at the beginning of the day so that it is able to successfully meet the demand of the

assembly

From the calculations stated above it can be concluded that WIP% is also dynamic

depending on the demand of the assembly and from the graph we can see that it

decreases to a minimum of 52.73% for assembly demand of 1280 cars/day to a

maximum of 61.84% for 1600 cars/day

Although Assembly, Paint and Weld Shop receive the same Plan from Production

Planning & Control, the actual productions for the day are different from the plan and

because of this the WIP of Paint Shop is affected.

Recommendations

The following recommendations are suggested by me from my findings:

By knowing where the line stoppage has occurred we know the time it would take for

the gap to reach the assembly. So the cars can be kept ready for transfer accordingly

instead of a reactive approach

Hourly update of Assembly Shop to Weld Shop about the level of production achieved so

that if there is a case of overproduction by assembly, the same can be matched by weld

shop causing the WIP of Paint Shop to remain optimum.

Buffer inventory to kept as suggested by the Linear Programming outcome whichconveys that enough buffer should be kept so that there is a combined least probability

of becoming empty or full




References:1. http://www.indiainfoline.com/Markets/Company/Background/Company-Profile/Maruti-

Suzuki-India-Ltd/532500

2. http://articles.economictimes.indiatimes.com/2013-01-03/news/36130684_1_diesel-cars-

maruti-suzuki-s-gujarat-gujarat-plant

3.

http://www.marutisuzuki.com/accolades.aspx#

4.

http://www.mdi.ac.in/elibrary/Online_Resources.html

5. http://www.marutisuzuki.com/vision-core-values.aspx

6. http://en.wikipedia.org/wiki/Maruti_Suzuki

http://www.indiainfoline.com/Markets/Company/Background/Company-Profile/Maruti-Suzuki-India-Ltd/532500





http://articles.economictimes.indiatimes.com/2013-01-03/news/36130684_1_diesel-cars-maruti-suzuki-s-gujarat-gujarat-plant





http://www.marutisuzuki.com/accolades.aspx




http://www.marutisuzuki.com/vision-core-values.aspx


http://en.wikipedia.org/wiki/Maruti_Suzuki













Appendix A: Line Stoppage DataS.No Date Shift Shop Fault Line Downtime (Min.)

1 1-Nov-12 B PS1 L-5 HIGH VOLTAGE TROUBLE 8

2 1-Nov-12 B PS1 R-1 SYSTEM ERROR TROUBLE 10

3 1-Nov-12 A PS1 R-1 SYSTEM ERROR TROUBLE 5

4 1-Nov-12 A PS1 ST-11B TROUBLE 13

5 1-Nov-12 B PS1 WBS HANGER STOP 8

6 1-Nov-12 A PS1 WBS HANGER STOP 4

7 1-Nov-12 A PS1 WBS HANGER STOP 38 1-Nov-12 A PS1 WBS POWER TRIP 15

9 1-Nov-12 B PS1 WBS YV4 OUT 7

10 1-Nov-12 A PS1 WBS ZERO 20

11 2-Nov-12 C PS1 IC ROBOT R-4 TURBINE FAULT 5

12 2-Nov-12 A PS1 P-18 OVERLOAD 25



15 2-Nov-12 A PS1 ROBOT HIGH VOLTAGE 15

16 2-Nov-12 B PS1 ST1C CLAMP NO 4 TROUBLE 5



19 3-Nov-12 B PS1 ST11B CLAMP NO 1 TROUBLE 4

20 5-Nov-12 A PS1 R-1 SYSTEM ERROR TROUBLE 1021 6-Nov-12 B PS1 ALTO MODEL OUT AT PT HANGER 10

22 6-Nov-12 B PS1 RITZ MODEL OUT AT PT HANGER 10

23 6-Nov-12 B PS1 RITZ MODEL OUT AT PT HANGER 5

24 6-Nov-12 A PS1 T/C DATA SHIFT WIPING ZONE TROUBLE 10

25 7-Nov-12 A PS1 PBS TL-1 HANGER STOP OVER HAD 13

26 7-Nov-12 B PS1 ST-11B CLAMP PROBLEM 5

27 7-Nov-12 B PS1 WBS GAP 10

28 9-Nov-12 B PS1 CAR BODY STRUCK IN PVC TL 6

29 9-Nov-12 C PS1 SEALER PUMP - AIR TROUBLE 15

30 9-Nov-12 B PS1 ST IC TROUBLE 5

31 9-Nov-12 B PS1 ST-1B CAR OUT 5

32 9-Nov-12 B PS1 WBS ALTO OUT 5

33 9-Nov-12 B PS1 WBS HANAGER STOP 434 10-Nov-12 B PS1 NP-6 trouble 3

35 10-Nov-12 A PS1 P_16 Conveyor trouble 4

36 10-Nov-12 A PS1 PVC shuttle trouble 12

37 10-Nov-12 C PS1 WBS hanger stop 10

38 11-Nov-12 C PS1 LIGHT TROUBLE - T/UP & T/C 10

39 11-Nov-12 A PS1 NP3 DOG MISS 10

40 11-Nov-12 B PS1 NP-8 EXIT STOPPER TROUBLE 7

41 11-Nov-12 A PS1 PVC SHUTTLE ALTO OUT 6

42 11-Nov-12 A PS1 ST11B CLAMP NO.2 TROUBLE 5

43 11-Nov-12 C PS1 SWR-2M & p-21 OVER LOAD 10

44 11-Nov-12 C PS1 SWR-2M & p-21 OVER LOAD 10

45 11-Nov-12 B PS1 T/C ROBOT L-5 TROUBLE 3

46 11-Nov-12 B PS1 T/C ROBOT R-1 SYSTEM ERROR TROUBLE 347 11-Nov-12 A PS1 TL-2 SEQUENCE TROUBLE 8

48 17-Nov-12 A PS1 F01 TROUBLE 5

49 17-Nov-12 B PS1 F-1 EXIT PAUSE TROUBLE 5

50 17-Nov-12 B PS1 F-1 EXIT PAUSE TROUBLE 5

51 17-Nov-12 A PS1 NP-9 OVERLOAD 15

52 17-Nov-12 A PS1 P-21 OVERLOAD 30

53 17-Nov-12 A PS1 ST-11M TROUBLE 20

54 17-Nov-12 A PS1 T/C DATA COUNT TROUBLE 10

55 17-Nov-12 A PS1 TL-3 TROUBLE - LINK ERROR 20

56 17-Nov-12 B PS1 WBS ALTO OUT 12

57 19-Nov-12 B PS1 Alto body out in PVC 5

58 19-Nov-12 B PS1 F-1 entrance body out Yv-4 5

59 19-Nov-12 A PS1 F-3 TROUBLE 1560 19-Nov-12 C PS1 IC L 5 HIGH VOLTAGE TROUBLE




61 19-Nov-12 A PS1 IC R-4 & 5 HIGH VOLTAGE TROUBLE 15

62 19-Nov-12 B PS1 L-5 high voltage trouble 9

63 19-Nov-12 B PS1 R-1 station ES gun two not working 10

64 19-Nov-12 B PS1 R-1 system Error –Top Coat 10

65 19-Nov-12 A PS1 SEALER PUMP NOT WORKING 8

66 19-Nov-12 A PS1 T4 - 1 TROUBLE 7

67 19-Nov-12 A PS1 T4 - 6 TROUBLE 10



70 19-Nov-12 A PS1 T4 - 6 TROUBLE 371 19-Nov-12 A PS1 T4 - 6 TROUBLE 3

72 19-Nov-12 A PS1 T4 - TROUBLE 10

73 19-Nov-12 A PS1 WBS HANGER STOP 10

74 20-Nov-12 C PS1 IC ROBOT L-5 HIGH VOLTAGE 24

75 20-Nov-12 A PS1 NP HK TROUBLE 15

76 20-Nov-12 B PS1 PBS OVER HEAD HANGER 19

77 20-Nov-12 B PS1 PVC TL LOADING TROUBLE 10

78 20-Nov-12 A PS1 SWR 3N TROUBLE 15

79 20-Nov-12 A PS1 T/C AUTO SELECTION TROUBLE 30

80 20-Nov-12 B PS1 T/C AUTO SELECTION TROUBLE 10

81 20-Nov-12 B PS1 TL-5 ST-2H TROUBLE 8

82 21-Nov-12 A PS1 Pipe burst (pencil) gun left side trouble 12

83 21-Nov-12 A PS1 PVC pump problem 584 21-Nov-12 A PS1 sealer pump probllem 5

85 21-Nov-12 A PS1 T/C oven trouble 28

86 21-Nov-12 A PS1 T/C selection trouble 20

87 21-Nov-12 B PS1 WBS car out 5

88 22-Nov-12 A PS1 PVC gun proble 10

89 22-Nov-12 A PS1 Robot trouble 10

90 22-Nov-12 A PS1 T/C selection trouble (100 times) 10

91 22-Nov-12 A PS1 YV4 body out at pvc shuttle 4

92 22-Nov-12 A PS1 YV4 body out at pvc shuttle 4

93 23-Nov-12 B PS1 P.B.S conveyor stop many times 15

94 23-Nov-12 A PS1 PBS -TL power problem 130

95 23-Nov-12 C PS1 PBS -TL Trouble 10

96 23-Nov-12 B PS1 PL 2S Trolly sturk to pussar area 12

97 24-Nov-12 A PS1 F-2 entrance trouble 4

98 24-Nov-12 A PS1 ST 11 B Body out 9

99 24-Nov-12 A PS1 U/C PVC pump stop 3

100 26-Nov-12 A PS1 WBS All model zero 77

101 26-Nov-12 B PS1 WBS All model zero 15

102 26-Nov-12 B PS1 WBS Body out 3

103 26-Nov-12 B PS1 Wrong model in PVC shuttle (two times) 25

104 27-Nov-12 A PS1 PBS over head convayor stop due to overload. 39



107 3-Dec-12 A PS1 BODY DRAILED AT NP 8 EXIT 5

108 3-Dec-12 A PS1 F-3 SEQUENCE TROUBLE 7

109 3-Dec-12 B PS1 PBS OVER HEAD STOP

110 3-Dec-12 A PS1 PVC SHUTTLE SEQUENCE TROUBLE 7

111 3-Dec-12 A PS1 T/C ROBOT POWER OFF 13

112 3-Dec-12 A PS1 TC GROUPING AREA STOPPER NOT OPEN 6

113 4-Dec-12 B PS1 R-1 ROBOT TROUBLE 6

114 4-Dec-12 B PS1 WBS GAP 13

115 5-Dec-12 B PS1 STIC ALTO CLAMP NOT OPEN 3

116 5-Dec-12 A PS1 WBS ALTO OUT 4

117 5-Dec-12 A PS1 WBS EECO OUT 5

118 5-Dec-12 B PS1 WBS GAP 6

119 5-Dec-12 A PS1 WBS HANGER STOP 6



122 5-Dec-12 B PS1 WBS PART TROLLEY OUT 5





124 6-Dec-12 A PS1 ST-IB WAGON R OUT 4

125 6-Dec-12 B PS1 PST-IH TROUBLE 10

126 6-Dec-12 A PS1 PVC SHUTTLE ALTO OUT 7

127 6-Dec-12 A PS1 F-3 GROUP TROUBLE 5

128 7-Dec-12 A PS1 IC YV4 MODEL MANUAL OPERATE 10

129 7-Dec-12 A PS1 PVC LIFT TROUBLE 5

130 7-Dec-12 A PS1 TL-3 CAR BODY OUT 4

131 7-Dec-12 A PS1 TL-5 UNLOADING FAULT - CAR MODEL 10

132 8-Dec-12 A PS1 PT HANGER NO. 7 ALTO OUT 12

133 8-Dec-12 A PS1 SEALER PUMP NOT WORKING 12134 8-Dec-12 B PS1 ST1C TROUBLE 15

135 8-Dec-12 A PS1 WBS ALTO BODY OUT 3

136 8-Dec-12 A PS1 WBS CAR OUT 7

137 8-Dec-12 B PS1 WBS HANGER STOP 5

138 8-Dec-12 A PS1 WBS TROUBLE ( TL-1) 3

139 8-Dec-12 A PS1 WBS TROUBLE YR-9 OUT 3

140 10-Dec-12 A PS1 PT HANGER NO. 6 NG 12

141 10-Dec-12 A PS1 ST-11D ALTO OUT 7

142 10-Dec-12 A PS1 ST-1D CLAMP NG 5

143 10-Dec-12 B PS1 TL-2 PART TROLLEY CLAMP NG 5

144 10-Dec-12 B PS1 TL-4 CLAIN FAULT 10

145 10-Dec-12 B PS1 WBS ALTO OUT 3

146 10-Dec-12 B PS1 WBS YV4 OUT 3147 11-Dec-12 A PS1 CB-2K PROBLEM 5

148 11-Dec-12 A PS1 F-3 FAULT 4

149 11-Dec-12 A PS1 IC ROBOT L-5 TROUBLE 7

150 11-Dec-12 A PS1 PVC TL-1 RITZ OUT 10

151 11-Dec-12 A PS1 ST-1B BODY OUT 4

152 11-Dec-12 A PS1 TL-1 ATTATCHMENT TROUBLE 15

153 11-Dec-12 B PS1 WBS YV4 OUT 6

154 11-Dec-12 B PS1 WBS ZERO 6

155 12-Dec-12 B PS1 L0-2 ROBOT - HIGH VOLTAGE 10

156 12-Dec-12 A PS1 PVC SHUTTLE TL-1 ALTO OUT 12

157 14-Dec-12 A PS1 UNDERCOAT PUMP A & B VALVE TROUBLE 5

158 14-Dec-12 A PS1 WBS GAP 8



161 15-Dec-12 A PS1 IC ROBOT R-5 TURBINE FAULT 10

162 15-Dec-12 A PS1 PVC TL-1 ALTO OUT 5

163 17-Dec-12 B PS1 F-3 GROUP-3 ENTRANCE TROUBLE 10

164 17-Dec-12 B PS1 PVC SHUTTLE- ALTO OUT 5

165 17-Dec-12 A PS1 PVC SHUTTLE TROUBLE 33

166 20-Dec-12 A PS1 WBS All model zero 88

167 3-Jan-13 C PS1 BOTH SELAER PUMP NOT WORKING 195

168 3-Jan-13 A PS1 OH3 OVERLOAD 7

169 3-Jan-13 B PS1 POWER TRIP RPS PS-1 45

170 3-Jan-13 A PS1 TL-1 LOADING FAULT 27

171 3-Jan-13 A PS1 TL-1 LOADING FAULT 25

172 5-Jan-13 C PS1 IC ROBOT L02 PAINT SPITTING TROUBLE 8

173 5-Jan-13 B PS1 L-3 ROBOT TROUBLE 17

174 5-Jan-13 A PS1 LINE STOP BY TAKISHA 10

175 5-Jan-13 A PS1 LINE STOP BY TAKISHA 10

176 5-Jan-13 B PS1 PBS OVER HEAD CONVEYOR TROUBLE 28

177 5-Jan-13 C PS1 PBS TL LOADING ERROR 25

178 5-Jan-13 B PS1 PT PANEL TRIP 13

179 5-Jan-13 A PS1 R-6 ROBOT TROUBLE 30

180 5-Jan-13 B PS1 SEQUENCE ERROR 15

181 5-Jan-13 A PS1 ST-1C TROUBLE 10

182 5-Jan-13 A PS1 TL - 5 LOADING TROUBLE 20

183 7-Jan-13 A PS1 IC R-2 & R3 HIGH VOLTAGE TROUBLE 25

184 7-Jan-13 B PS1 F-2 OVERLOAD 13

185 7-Jan-13 A PS1 HANGER SHORTAGES 15

186 7-Jan-13 B PS1 IC ROBOT L-5 HEAD BOLT BROKEN 5




187 7-Jan-13 B PS1 IC ROBOT R-4 PIPE PUNCTURE 5

188 7-Jan-13 B PS1 PBS ;OADING TROUBLE 10

189 7-Jan-13 B PS1 RITZ OUT IN T/C 10

190 7-Jan-13 A PS1 SKR-2L TROUBLE - GROUPING AREA 10

191 7-Jan-13 B PS1 TL-1 PHOTO CELL TROUBLE 10

192 7-Jan-13 A PS1 VTS SYSTEM DOWN 15

193 8-Jan-13 B PS1 BODY DERAILED IN T/C OVEN 208

194 8-Jan-13 B PS1 BODY DERAILED IN T/C OVEN 85

195 8-Jan-13 A PS1 HANAGER NO 36 NG 3

196 8-Jan-13 A PS1 OH1 ENTRANCE TROUBLE 3197 8-Jan-13 A PS1 OH-1 LIMIT SWITCH OVERLOAD 10

198 8-Jan-13 A PS1 ST11B VY4 BODY OUT 3

199 8-Jan-13 A PS1 ST-1D EECO CLAMP NOT OPEN 5

200 9-Jan-13 A PS1 F-1 ENTRANCE TROUBLE 5

201 9-Jan-13 A PS1 F-1 ENTRANCE TROUBLE 4

202 9-Jan-13 B PS1 OH2 OVERLOAD 15

203 9-Jan-13 B PS1 OH3 OVERLOAD 5

204 9-Jan-13 C PS1 P-16 CONVEYOR STOP 28

205 9-Jan-13 A PS1 ST11B OMNI CLAMP NOT OPEN 4

206 9-Jan-13 C PS1 ST-2B HANGER TROUBLE 10

207 9-Jan-13 A PS1 STIC YV4 CLAMP NOT OPEN 3

208 9-Jan-13 A PS1 TL-2 CYCLE STOP IN PART TROLLEY 5

209 9-Jan-13 B PS1 WBS HANGER STOP 6210 10-Jan-13 A PS1 OH1 ENTRANCE TROUBLE 5

211 10-Jan-13 A PS1 OH-1 IC TROUBLE 19

212 10-Jan-13 A PS1 PBS BODY STOP 10

213 10-Jan-13 A PS1 R-8 SYSTEM ERROR 5

214 11-Jan-13 B PS1 PBS QHC STOP 5

215 11-Jan-13 A PS1 ST1C CLAMP NO.1 TROUBLE 5

216 11-Jan-13 A PS1 TL-2 PART TROLLEY OUT 7

217 11-Jan-13 B PS1 WBS ZERO 12

218 11-Jan-13 A PS1 WBS ZERO 10

219 12-Jan-13 A PS1 DUMMY OMNI OUT AT RPS 5

220 12-Jan-13 A PS1 ED OVEN ENTRANCE TROUBLE 17

221 12-Jan-13 A PS1 PBS OVER HEAD CONVEYOR STOP 8

222 12-Jan-13 A PS1 PBS OVER HEAD CONVEYOR STOP 4

223 12-Jan-13 B PS1 ST-11B BODY OUT 4

224 12-Jan-13 B PS1 ST-IC CLAMP TROUBLE 4

225 12-Jan-13 A PS1 TL-5 LIMIT SWITCH FAULT 5

226 14-Jan-13 A PS1 Dog stuck at NP-9 exit 20

227 14-Jan-13 A PS1 PBS Hanger stop during lunch time

228 14-Jan-13 A PS1 PT Hanger stop 4

229 14-Jan-13 B PS1 R1 Hight voltage trouble 20

230 14-Jan-13 B PS1 R1 Hight voltage trouble 10

231 14-Jan-13 C PS1 R1 system error trouble 6

232 14-Jan-13 A PS1 Under coat SGC off 15

233 14-Jan-13 A PS1 WBS Omni out 5

234 15-Jan-13 B PS1 BR Robot high voltage 5

235 15-Jan-13 B PS1 BR Robot paint control not for passion red 15

236 15-Jan-13 A PS1 F-7 Stop due to latch trouble 9

237 15-Jan-13 A PS1 NP-4 overload due to LS 4

238 15-Jan-13 B PS1 OH-1 STOP 10

239 15-Jan-13 B PS1 P-21 coneyor not runing 20

240 15-Jan-13 A PS1 PBS -OHC trouble 5

241 15-Jan-13 A PS1 T/C Robot l-8 system error trouble 8

242 15-Jan-13 B PS1 WBS Eeco out 6

243 15-Jan-13 B PS1 WBS Omni out (two time ) 10

244 16-Jan-13 B PS1 GR.7 FAULT 16

245 16-Jan-13 B PS1 ST11B TROUBLE 4

246 16-Jan-13 B PS1 UNDER COAT MODIFICATION 10

247 17-Jan-13 B PS1 1B trouble 12

248 17-Jan-13 A PS1 Dolly stopper broken at TL-1 10

249 17-Jan-13 A PS1 DS-1 Syncro trolly panel wire loose 10




250 17-Jan-13 B PS1 P-21 not running 8

251 17-Jan-13 B PS1 PBS OK conveyor trouble 17

252 17-Jan-13 A PS1 PBS STOP 15

253 17-Jan-13 C PS1 PBS TL CPU ERROR 140

254 17-Jan-13 C PS1 PBS TL CPU error 60

255 17-Jan-13 B PS1 PBS TL HANGER STOP 20

256 17-Jan-13 B PS1 PBS TL HANGER STOP 5

257 17-Jan-13 A PS1 Sealer line main panel trip 25

258 17-Jan-13 B PS1 Sealer Pump not working 23

259 17-Jan-13 B PS1 WBS Eeco out 5260 19-Jan-13 C PS1 H/ROOF EECO L-3 LIGHT ERROR 20

261 19-Jan-13 B PS1 L-5 T/C ROBOT HIGH VOLTAGE 10

262 19-Jan-13 B PS1 PART TROLLEY TROUBLE 10

263 19-Jan-13 A PS1 PBS LOADING STOP 10

264 19-Jan-13 A PS1 PS-IK TROUBLE 6

265 19-Jan-13 B PS1 TL-4 BODY OUT 30

266 19-Jan-13 B PS1 WBS ALTO OUT 11

267 21-Jan-13 C PS1 P-21 OVER LOAD 30

268 21-Jan-13 C PS1 IC ROBOT R-3 HEAVY ERROR 10

269 21-Jan-13 A PS1 PAINT SPOT ( L-7/R-7 ROBOT) 11

270 21-Jan-13 A PS1 PBS OVERLOAD CONVEYOR STOP 10

271 21-Jan-13 A PS1 POWER TRIP LOW AIR PRESSURE 6

272 21-Jan-13 C PS1 SWR TROUBLE AT PBS 20273 22-Jan-13 C PS1 OH1 EXIT PAUSE TROUBLE 31

274 22-Jan-13 B PS1 OH1 EXIT PAUSE TROUBLE 10

275 22-Jan-13 A PS1 S.K R 2N Problem 10

276 22-Jan-13 B PS1 SKR IB TROUBLE 6

277 22-Jan-13 A PS1 ST 11 M problem 12

278 22-Jan-13 B PS1 ST 11B CLAMP NO.2 DOLLY PIN BROKEN 5

279 22-Jan-13 A PS1 VTS not working problem 20

280 23-Jan-13 A PS1 ED body repair 20

281 23-Jan-13 A PS1 Line-1(Omni Line) problem 10

282 23-Jan-13 C PS1 PVC Auto spray Gun problem 5

283 23-Jan-13 A PS1 PVC Sealer gun problem 15

284 23-Jan-13 B PS1 pvc Shuttle YV4 body out 7

285 23-Jan-13 A PS1 ST-12B stopper problem 12

286 23-Jan-13 A PS1 TL-1 loading Fault 5

287 24-Jan-13 A PS1 NP9 GYPSY DOOR OPEN 10

288 24-Jan-13 B PS1 PAINT NOT COMING - PASSION RED LINE 15

289 24-Jan-13 C PS1 PBS - OHC STOP 10

290 24-Jan-13 A PS1 STORAGE FRICITION STOP 6

291 24-Jan-13 A PS1 WBS YE3 OUT 4

292 24-Jan-13 A PS1 YV4 LINE NO. STOP 15

293 25-Jan-13 B PS1 DS-1 SYNCRO TROLLEY TROUBLE 5

294 25-Jan-13 B PS1 F-4 ENTRANCE TROUBLE 7

295 28-Jan-13 A PS1 IC R-3 ,R-5 ROBOT TROUBLE 20

296 28-Jan-13 A PS1 FST2A TROUBLE 4

297 28-Jan-13 A PS1 I/C NP-3 EXIT TROUBLE 18

298 28-Jan-13 B PS1 IC ROBOT HIT WITH AUTHO CLEANING SYSTEM 15

299 28-Jan-13 A PS1 PVC GUN NOT WORKING 10

300 28-Jan-13 A PS1 ST1C CLAMP NO.4 TROUBLE 5

301 28-Jan-13 A PS1 UNDER COAT CONVEYOR EXIT TROUBLE 15

302 28-Jan-13 C PS1 WBS HANGER STOP 12

303 29-Jan-13 C PS1 BODY DERAIL IN T/C SETTING ZONE 10

304 29-Jan-13 A PS1 OH1 ENTRANCE TROUBLE 5

305 29-Jan-13 B PS1 PBS TL STOP 10

306 29-Jan-13 C PS1 ST-10L TROUBLE 3

307 29-Jan-13 C PS1 TL-2 TROUBLE 20

308 29-Jan-13 B PS1 TL-5 BREAKDOWN 25

309 29-Jan-13 A PS1 WBS GAP ( CB4 EMERGENCY STOP) 14

310 29-Jan-13 B PS1 WBS HANGER STOP 6

311 29-Jan-13 C PS1 WBS TL-1 TROUBLE 20

312 29-Jan-13 A PS1 WIPING ZONE DATA SHIFTING TROUBLE 5




313 30-Jan-13 C PS1 CL ROBOT HIGH VOLTAGE 85

314 30-Jan-13 B PS1 P-16 TROUBLE 5

315 30-Jan-13 A PS1 VTS PBOK TERMINAL NOT WORKING 15

316 30-Jan-13 B PS1 WBS BODY OUT -ALTO 3

317 30-Jan-13 B PS1 WBS BODY OUT -CAR 5

318 30-Jan-13 B PS1 WBS HANGER STOP 8

319 31-Jan-13 B PS1 IC ROBOT TROUBLE 5

320 31-Jan-13 A PS1 L-2 ROBOT HIGH VOLTAGE 20

321 31-Jan-13 B PS1 NP-9 STOP 6

322 31-Jan-13 A PS1 PBS OHC STOP 16323 31-Jan-13 B PS1 PBS OHC STOP 5

324 31-Jan-13 A PS1 R-1 ROBOT MGP TROUBLE 4

325 31-Jan-13 B PS1 T/C ROBOT HIGH VOLAGE 27

326 31-Jan-13 A PS1 TL-2 TROUBLE 6

327 31-Jan-13 A PS1 TL-3 ALTO BODY OUT 5

328 1-Feb-13 B PS1 I/C ROBOT L-5 TURBINE FAULT 5

329 1-Feb-13 B PS1 IC - ROBOT R-3 ROBOT ALARM TROUBLE 5

330 1-Feb-13 C PS1 NP-4 TROUBLE 5

331 1-Feb-13 C PS1 ROBOT L-2 HIGH VOLTAGE 5

332 1-Feb-13 C PS1 SGC GUN NOT WORKING 9

333 1-Feb-13 B PS1 T/C - GYPSY HOOD & TRUNK OPEN TROUBLE 5

334 1-Feb-13 A PS1 TL-5 GYPSY OUT 27

335 1-Feb-13 C PS1 WBS EECO OUT 7336 1-Feb-13 A PS1 WBS YR9 OUT 28

337 2-Feb-13 B PS1 NP-2 OVER LOAD 10

338 2-Feb-13 B PS1 PBS - OHC STOP 20

339 2-Feb-13 B PS1 T/C HOOD & TRUNK OPEN GYPSY MODEL 3

340 2-Feb-13 B PS1 T/C ROBOT L-2 HIGH VOLTAGE TROUBLE 5

341 2-Feb-13 B PS1 T/C ROBOT L-5 HIGH VOLTAGE TROUBLE 5

342 4-Feb-13 A PS1 TL-5 UNLOADING TROUBLE 10

343 4-Feb-13 A PS1 WBS AHANGER STOP 7

344 4-Feb-13 A PS1 WBS AHANGER STOP 4

345 4-Feb-13 A PS1 WBS EECO OUT 3

346 5-Feb-13 A PS1 All model WBS zero 10

347 5-Feb-13 C PS1 L-10 & L-6 Robot hight voltage 7

348 5-Feb-13 B PS1 OH-2 Stop due to welding 7

349 5-Feb-13 A PS1 P-21 Stop due to extra body 10

350 5-Feb-13 A PS1 ST-7M Trouble (production) 12

351 5-Feb-13 A PS1 T/C Robot R-10 4

352 5-Feb-13 A PS1 WBS Alto out 3

353 5-Feb-13 A PS1 WBS omni out 5

354 6-Feb-13 B PS1 L-3 ,R-1 MGP srip trouble 5

355 6-Feb-13 B PS1 NP-4 body stag 5

356 6-Feb-13 C PS1 R-4 Robot heavy error 15

357 6-Feb-13 A PS1 Sealer pump B not working 7

358 6-Feb-13 A PS1 ST -13 to 14 trouble 8

359 8-Feb-13 A PS1 F-3 FRICITION EXIT TROUBLE 20

360 8-Feb-13 B PS1 L-2 ROBOT TROUBLE 15

361 8-Feb-13 B PS1 NP-3 FALSE EXIT TROUBLE 10

362 8-Feb-13 B PS1 ST-4H TROUBLE 5

363 8-Feb-13 A PS1 WBS BODY GAP 20

364 11-Feb-13 A PS1 WBS TL-1 trouble 15

365 11-Feb-13 A PS1 L2 turbine fault & R5 high voltage trouble (I/C) 15

366 11-Feb-13 B PS1 OH1 ENTRANCE TROUBLE 5

367 11-Feb-13 A PS1 PB-ON dock miss 16

368 11-Feb-13 B PS1 WBS GYPSY OUT 5

369 12-Feb-13 A PS1 P-21 TROUBLE 5

370 12-Feb-13 A PS1 TL-2 fork lifter overload 15

371 12-Feb-13 A PS1 TL-2 trouble 5

372 13-Feb-13 A PS1 P-21 OVERLOAD 22

373 13-Feb-13 A PS1 WBS EECO OUT 6

374 14-Feb-13 A PS1 L-2 ROBOT - BELL OUT 5

375 14-Feb-13 C PS1 PVC - TL2 LIVER BROKEN 8




376 14-Feb-13 C PS1 PVC TL-2 LIMIT SWITCH PROBLEM 10

377 15-Feb-13 C PS1 DOG MISS AT PBOK 12

378 15-Feb-13 C PS1 F-3 PAUSE NOT WORKING 5

379 15-Feb-13 C PS1 IC ROBOT R-3 ALARM 5

380 15-Feb-13 A PS1 IC YV4 CLAMP OPEN TROUBLE 4

381 15-Feb-13 C PS1 MGP STRIP IN R-1 ROBOT 2

382 15-Feb-13 A PS1 OH-2 TROUBLE 8

383 15-Feb-13 B PS1 PBS BODY VTS NOT WORKING 25

384 15-Feb-13 C PS1 ST-2K TROUBLE 10

385 15-Feb-13 A PS1 WBS EECO OUT 4386 16-Feb-13 A PS1 F-3 PAUSE NOT WORKING 15

387 16-Feb-13 B PS1 T/C DOLLY STUCK - WITH GRATING 10

388 16-Feb-13 A PS1 T/C L-2 ROBOT BELL DOWN IN BOOTH 20

389 16-Feb-13 B PS1 TOP COAT DATA SHIFT 5

390 18-Feb-13 B PS1 PVC TL-1 TROUBLE 8

391 18-Feb-13 A PS1 T/ COAT WIPING MACHINE NOT WORKING 10

392 18-Feb-13 B PS1 T/C DATA SHIFTING TROUBLE 5

393 19-Feb-13 B PS1 F-5 ENTRANCE FAULT 18

394 19-Feb-13 A PS1 F5 Friction not working 15

395 19-Feb-13 A PS1 L-1,R1,L-3 Robot High Voltage 15

396 19-Feb-13 A PS1 Overhead Conveyor Stop 4

397 19-Feb-13 A PS1 Sealer pump not working 10

398 19-Feb-13 B PS1 TL-5 UNLOADING TROUBLE 6399 20-Feb-13 A PS1 NP-8 OVER LOAD 10

400 20-Feb-13 A PS1 TL-5 UNLOADING FAULT 5

401 20-Feb-13 B PS1 WBS HANGER STOP 9

402 20-Feb-13 B PS1 WBS ZERO 13

403 22-Feb-13 B PS1 F-5FRICITION TROUBLE 8

404 22-Feb-13 B PS1 WBS EECO OUT 7

405 22-Feb-13 B PS1 WBS EECO OUT 3

406 22-Feb-13 A PS1 WBS ZERO 50

407 23-Feb-13 A PS1 WBS HANGER STOP 12



410 23-Feb-13 B PS1 WBS ZERO 6

411 24-Feb-13 A PS1 Alto 800 out at TL-3 7

412 24-Feb-13 A PS1 R-5 Robot HV trouble (I/C) 5

413 24-Feb-13 A PS1 ST-11B YV-4 out 6

414 24-Feb-13 A PS1 TL-4 Part trolley out 8


416 25-Feb-13 B PS1 F-5 ENTRANCE TROUBLE 20

417 25-Feb-13 A PS1 WBS HANGER STOP 22


419 26-Feb-13 C PS1 WBS ZERO 60

420 26-Feb-13 B PS1 F-1 ENTRANCE TROUBLE 4

421 26-Feb-13 C PS1 OH-3 Conveyor Overload 5

422 26-Feb-13 B PS1 TL-1 TROUBLE (GYPSY body out from WBS) 8

423 26-Feb-13 B PS1 TL-6 TROUBLE 7

424 26-Feb-13 C PS1 Top Coat L-1 Robot High Voltage 5


426 27-Feb-13 B PS1 Master CPU Link Trouble 40

427 27-Feb-13 A PS1 OH-1 STOP 5

428 27-Feb-13 B PS1 PBS SCANER FAULT 25

429 27-Feb-13 A PS1 PBS TL LOADING TROUBLE 10

430 27-Feb-13 A PS1 T/C ROBOT TROUBLE 30


432 28-Feb-13 B PS1 L-5 ROBOT START TROUBLE 5

433 28-Feb-13 B PS1 PBS LOADING FAULT 20

434 28-Feb-13 B PS1 ST-11B trouble 5

435 28-Feb-13 C PS1 T/C ROBOT HIGH VOLTAGE 5

436 28-Feb-13 A PS1 WBS BODY OUT 4

437 28-Feb-13 B PS1 WBS EECO out 4

438 28-Feb-13 A PS1 WBS gap 5





440 1-Mar-13 C PS1 CST3B LIMIT SWITCH TROUBLE 5

441 1-Mar-13 C PS1 OH1 ENTRANCE TROUBLE 5

442 1-Mar-13 A PS1 PBS LOADING FAULT 40

443 2-Mar-13 A PS1 OH-2 TROUBLE 6

444 2-Mar-13 A PS1 PBS TL LOADING TROUBLE 12



447 2-Mar-13 A PS1 WBS - WAON-R OUT 3

448 4-Mar-13 A PS1 L2 BELL CUP DOWN 40449 4-Mar-13 A PS1 L2 BELL CUP DOWN 40

450 4-Mar-13 A PS1 TL1 PART TROLLY OUT 6

451 4-Mar-13 A PS1 TL1 PART TROLLY OUT 6

452 4-Mar-13 A PS1 WBS OMNI OUT 8




456 4-Mar-13 C PS1 WBS ZERO 13

457 4-Mar-13 C PS1 WBS ZERO 13

458 5-Mar-13 C PS1 IC ROBOT R-4 BELL ZAM 5

459 5-Mar-13 B PS1 WBS PAINT TROLLY OUT 6

460 5-Mar-13 B PS1 WIPING MACHINE EECO CARRY HIT IN T/C 10

461 7-Mar-13 B PS1 SGC PUMP NOT WORKLING 45462 8-Mar-13 A PS1 SGC ROBOT TROUBLE 13

463 8-Mar-13 A PS1 WBS HANGER STOP 9

464 11-Mar-13 B PS1 BODY OUT TROUBLE - RITZ 3

465 11-Mar-13 A PS1 DATA SHIFTING TROUBLE 7

466 11-Mar-13 A PS1 PVC BODY OUT - YV4 6

467 11-Mar-13 B PS1 SGC AUTO MACHINE NOT WORKING 10

468 11-Mar-13 B PS1 TL-5 UNLOADING TROUBLE 7

469 11-Mar-13 A PS1 WBS GAP 7

470 12-Mar-13 B PS1 MGP STRIP TROUBLE 3

471 12-Mar-13 B PS1 SEALER PUMP NOT WORKING 5

472 12-Mar-13 B PS1 ST11B CLAMP TROUBLE 10

473 12-Mar-13 B PS1 WBS HANGER STOP 10

474 13-Mar-13 B PS1 FEATHER MACHINE TROUBLE 5

475 13-Mar-13 B PS1 NP-8 ENTRANCE TROUBLE 10

476 13-Mar-13 B PS1 TL-5 UNLOADING FAULT 15

477 13-Mar-13 B PS1 WBS ZERO 14

478 13-Mar-13 B PS1 WBS ZERO 4

479 14-Mar-13 B PS1 OH-1 STOP 4

480 14-Mar-13 B PS1 WBS PART TROLLEY OUT 7

481 14-Mar-13 A PS1 WBS ZERO 25

482 15-Mar-13 B PS1 OH-1 STOP 10

483 15-Mar-13 B PS1 PART TROLLEY OUT 8

484 15-Mar-13 B PS1 TOP COAT BOOTH TRIP 25

485 15-Mar-13 A PS1 WBS PART TROLLEY OUT 20

486 18-Mar-13 A PS1 NP-3 WBS OMNI OUT 5

487 18-Mar-13 A PS1 P-21 LIMIT SWITCH NOT WORKING 12

488 18-Mar-13 A PS1 R-3 High voltage problem 5

489 18-Mar-13 A PS1 Surface white paint drain 10

490 18-Mar-13 A PS1 T/C L-1 MGP SRIP TROUBLE 5

491 18-Mar-13 A PS1 T/C OVEN NOT PROPERLY 10

492 19-Mar-13 A PS1 BODY DETECTION UNMACTHED IN I/C 41

493 19-Mar-13 A PS1 PVC PUMP NOT WORKING 5

494 19-Mar-13 A PS1 OVEN TEMPRATURE LOW 5

495 19-Mar-13 A PS1 WBS HANGER STOP 6

496 19-Mar-13 A PS1 SEALER PUMP PB NOT WORKING 5

497 19-Mar-13 A PS1 HIGH STOPPER ERROR TL-5 7

498 19-Mar-13 A PS1 L-2 ROBOT HV ABNORMAL 7

499 19-Mar-13 B PS1 T/C WIPING MACHINE MISS SELECTION 5

500 19-Mar-13 B PS1 WBS PART TROLLEY OUT 7

501 21-Mar-13 A PS1 F-7 TROUBLE 10




502 21-Mar-13 A PS1 F-7 TROUBLE 8

503 21-Mar-13 A PS1 NP-1 STOPPER NOT OPEN 5

504 21-Mar-13 B PS1 PVC SHUTTLE TRANSFER NOT WORKING 50

505 21-Mar-13 A PS1 T/C ROBOT HIGH VOLTAGE TROUBLE 5

506 22-Mar-13 A PS1 NP-6 OVER LOAD 4

507 22-Mar-13 A PS1 ST-11R TROUBLE - RITZ OUT 3

508 23-Mar-13 A PS1 COUNTER SHIFT DATA T/C 4

509 23-Mar-13 A PS1 ROBOT TURBINE TROUBLE 10

510 23-Mar-13 A PS1 ST-1C CLAMP TROUBLE 6

511 25-Mar-13 B PS1 F-5 ENTERANCE TROUBLE 10512 25-Mar-13 B PS1 L-9 ROBOT TURBINE TROUBLE 10

513 25-Mar-13 B PS1 ST4B STOPPER NOT WORKING 7

514 29-Mar-13 A PS1 CL ROBOT HIGH VOLTAGE TROUBLE 10

515 29-Mar-13 A PS1 ROBOT R-2 LIGHT TROUBLE 10

516 29-Mar-13 A PS1 RPS SGC AUTO NOT WORKING 12

517 29-Mar-13 A PS1 T/C L-1 MGP STRIP TROUBLE 10

518 29-Mar-13 B PS1 WBS ALL MODEL ZERO 46

519 30-Mar-13 A PS1 WBS ZERO 8

520 2-Apr-13 A PS1 IM STOPPER NOT OPEN 8

521 2-Apr-13 A PS1 NP-4 STOPPER NOT OPEN 10

522 2-Apr-13 B PS1 ROBOT - LIGHT ERROR 5

523 2-Apr-13 B PS1 ST1A TROUBLE HANGER NO.1 6

524 2-Apr-13 A PS1 ST-1C LIMIT SWITCH TROUBLE 23525 2-Apr-13 A PS1 TOP COAT - MASTER TROUBLE 4

526 2-Apr-13 B PS1 WBS ZERO 5

527 3-Apr-13 A PS1 IC HIGH VOLTAGE TROUBLE 36

528 4-Apr-13 A PS1 PART TROLLEY OUT OF TL-1 8

529 4-Apr-13 A PS1 PVC PUMP NOT WORKING 5

530 4-Apr-13 A PS1 TOP COAT BOOTH NOT RUN 36

531 6-Apr-13 B PS1 NP-1 OVERLOAD 12

532 6-Apr-13 A PS1 NP-2 AND NP-3 SKIP TRANSFER FAULT 17

533 6-Apr-13 A PS1 NP-21 OVER LOAD 13

534 6-Apr-13 B PS1 OH-2 OVERLOAD 7

535 6-Apr-13 B PS1 S K R 2 J LIMIT SWITCH (NOT WORKING) 14

536 6-Apr-13 A PS1 T/C COAT L-9 TURBINE FAULT 5

537 6-Apr-13 A PS1 T/C COAT ROBOT R-4 ROBOT ALARAM PROBLEM 5

538 6-Apr-13 B PS1 WBS HANGER STOP 4

539 8-Apr-13 B PS1 FRICTION GROUP PROBLEM -2 PROBLEM 2

540 8-Apr-13 A PS1L-9 HIGH VOLTAGE,CLN - HIGH VOLTAGE ,THREE

TIME L-2 HIGK VOLTAGE10

541 8-Apr-13 B PS1 RITZ MODEL OUT ON HANGER 17 5

542 8-Apr-13 A PS1 S III B DOG MISS 4

543 8-Apr-13 B PS1 T/C ROBOT R-9 LIGHT ERROR PROBLEM 7

544 8-Apr-13 B PS1 TL-5 UNLOADING FAULT 4

545 8-Apr-13 A PS1 WBS CAR OUT 3

546 18-Apr-13 A PS1 BODY OUT IN WBS (THREE TIME) 12

547 18-Apr-13 A PS1 BOTH SEALER PUMP NOT WORKING 18

548 18-Apr-13 A PS1 MGP STRIP TROUBLE IN R-3 ROBOT T/C 4

549 19-Apr-13 B PS1 OH-4 LS OVERLOAD 15

550 19-Apr-13 B PS1 PCP/1F FRICTION GROUP-5 5

551 19-Apr-13 A PS1 SGC SPRAY ON ALL MODEL 8

552 19-Apr-13 B PS1 TL-5 UNLOADING FAULT (MANY TIMES) 5

553 20-Apr-13 B PS1 P-21 &P-16 OVERLOAD WBS A11 MODEL ZERO 8

554 20-Apr-13 B PS1TOUCH-UP AREA UPPER LINE DOLLY LEFT SIDE

WHEEL BROKEN (DOLLY NO. 172)26

555 20-Apr-13 B PS1 14

556 20-Apr-13 B PS1 6

557 22-Apr-13 A PS1 ALL MODEL WBS ZERO (8 TIMES) 43

558 22-Apr-13 A PS1 NP-6 PROBLEM 5

559 22-Apr-13 B PS1 OH-2 OVERLOAD 8

560 22-Apr-13 A PS1 TL-5 UNLOADING FAULT FOR CAR (4 TIME) 6

561 22-Apr-13 B PS1TL-5 UNLOADING FAULT MANY TIMES TILL THE

SHIFT6



562 23-Apr-13 A PS1 I/C R-4 ROBOT HIGH VOLTAGE 7

563 23-Apr-13 A PS1 POWER CUT 75

564 24-Apr-13 B PS1 DATA COUNT TROUBLE IN T/C 3

565 24-Apr-13 B PS1 NP-7 TRANSFER PROBLEM 4

566 24-Apr-13 B PS1OH-2 C/V OVERLOAD DUE TO PT HANGER NO.-6

STUCK WITH STOPPER11

567 24-Apr-13 B PS1 PVC SEALER GUN NOZZEL BROKEN 4

568 24-Apr-13 B PS1 SGC AUTO M/C CONTINOUS SPRAY PROBLEM 5

569 24-Apr-13 B PS1 T/C ROBOT L-5 HIGH VOLTAGE (TWO TIME) 3

570 10-Apr-13 A PS1 F-1 ENTRANCE TROUBLE 5571 10-Apr-13 B PS1 FRICTION GROUP NO.-6 DRIVE OVERLOAD 6

572 10-Apr-13 B PS1 TL-1 OMNI OUT 10

573 10-Apr-13 A PS1 TL-1 TROLLEY NO-3 STOPPER BROKEN 9

574 15-Apr-13 A PS1 CL ROBOT HIGH VOLTAGE 30

575 15-Apr-13 A PS1 OVER LOAD 1 PCP-1L 4

576 15-Apr-13 B PS1 T/C ROBOT CL PROBLEM 15

577 15-Apr-13 A PS1 WBS OMNI OUT 10

578 15-Apr-13 B PS1 YV-4 BODY OUT AT ED HANGER NO.32 6

579 16-Apr-13 A PS1 BODY OUT IN WBS (TWO TIME) 9

580 16-Apr-13 A PS1 DOLLY CATCH PROBLEM BEHIND TL-5 5

581 16-Apr-13 A PS1 PBS LOADING ERROR 9

582 16-Apr-13 A PS1 STEAM NOT AVILABLE 10

583 16-Apr-13 A PS1 T/C ROBOT L-6 SYSTEM ERROR 10584 17-Apr-13 A PS1 I/C BOOTH TRIPPED 2

585 17-Apr-13 A PS1 ST-11 B RITZ MODEL OUT 8

586 9-Apr-13 B PS1 FRICTION GROUP-2 TROUBLE(THREE TIME) 5

587 9-Apr-13 B PS1 FRICTION GROUP-3 TROUBLE(ONE TIME) 3

588 9-Apr-13 A PS1 R-6 ROBOT PAINT SPOT 10

589 9-Apr-13 B PS1 RITZ BODY OUT AT ED HANGER (FOUR TIME) 12

590 3

591

optimisaton of wip inventory

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