productivity improvement in an aluminium die casting unit by applying lean principles

Lean Project to improve material handling system in an aluminium die casting unit

Department of IEM, Bangalore Institute of Technology

Chapter 1

INTRODUCTION

1.2 Lean Manufacturing

Lean manufacturing or lean production, often simply "lean", is a systemic method for

the elimination of waste ("Muda") within a manufacturing process. Lean also takes into account

waste created through overburden ("Muri") and waste created through unevenness in workloads

("Mura"). Working from the perspective of the client who consumes a product or service, "value"

is any action or process that a customer would be willing to pay for.

Essentially, lean is cantered on making obvious what adds value by reducing everything

else. Lean manufacturing is a management philosophy derived mostly from the Toyota

Production System (TPS) and identified as "lean" only in the 1990s. TPS is renowned for its

focus on reduction of the original Toyota seven wastes to improve overall customer value, but

there are varying perspectives on how this is best achieved. The steady growth of Toyota, from

a small company to the world's largest automaker, has focused attention on how it has achieved

this success.

1.3 Project Overview

The project is being carried out in DIMO CASTINGS Pvt. Ltd.

1.3.1 Aim

To increase productivity in internal logistics at bay -2 of the organization by reducing work

in progress inventory , optimum utilization of space and improving ergonomic factors for fettling

operation.

1.3.2 Objectives

-decentralizing the fettling process

-to create an optimum layout design for fettling operations

-reduce flow process time

-re-evaluate material handling techniques by considering work study and ergonomics principles



1.3.3 Methodology

The crux of the project was to implement lean principles and techniques. To have lean

principles and techniques implemented, a study on the current scenario in the plant was made.

The various methodologies adopted to implement lean principles included the use of flow

process charts, spaghetti diagrams and understanding concepts like FTE, work cell concept and

ergonomics. Material flow was to be studied using spaghetti and the over utilized and under-

utilised resources in terms of men and space were to be highlighted using the FTE concept and

studying the path travelled by men and materials respectively. Also, to analyse time, a time study

analysis flow process charts were to be used. Adopting cell manufacturing by designing work

cell concept was necessary and a suitable fixture for gear cases which takes in consideration

human ease of working, safety and time reduction was to be designed .

1.3.4 Benefits of the project

-reduction in manufacturing lead time

-optimum utilization of space, manpower and machines

-reduction in material travel time

-reduction in work-in-progress inventory.

1.3.5 Objectives achieved

The project was carried for a period of three months (Jan 2015 - Mar 2015). The system was

studied in detail and after frequent interactions with officials the major issues were realized. The

major concerns were poor material flow for fettling operations, excessive work-in-progress

inventory, poorly designed work stations,non-value adding movement of men and material.

The issues were studied in detail and necessary data for the same were collected from

officials in the organization. Data interpretation and analysis were carried out. With the help of

the officials some suggestions were implemented.



The objectives and their corresponding results are as follows:

1. Decentralizing the fettling process

Fettling operations were carried away from respective machines, this scenario proved very

inefficient henceforth a new layout for fettling operations were proposed near the respective

machines.

2. To create an optimum layout design for fettling operations

A detailed work-cell concept was developed which:

reduced the existing number of operators

utilizes optimum

reduced non value adding transportation

reduced WIP inventory

3. Reduce flow process time

The proposed designs were analysed using flow process charts and as a function of

quantity*frequency*distance. The proposed methods proved improved values theoretically

4. To re-evaluate material handling techniques by considering work study and ergonomics

principles

The current material handling methods for gear case were not ergonomically efficient and had

poor considerations for the operator’s safety. Taking into consideration all these factors, a fixture

which incorporated two steps of operations into one was designed.



Chapter-2

THEORETICAL BACKGROUND AND LITERATURE REVIEW

2.1 History of Lean Manufacturing

Henry Ford was one of the first people to develop the ideas behind Lean Manufacturing.

He used the idea of "continuous flow" on the assembly line for his Model T automobile, where

he kept production standards extremely tight, so each stage of the process fitted together with

each other stage, perfectly. This resulted in little waste.

But Ford's process wasn't flexible. His assembly lines produced the same thing, again

and again, and the process didn't easily allow for any modifications or changes to the end product

– a Model T assembly line produced only the Model T. It was also a "push" process, where Ford

set the level of production, instead of a "pull" process led by consumer demand. This led to large

inventories of unsold automobiles, ultimately resulting in lots of wasted money.

Other manufacturers began to use Ford's ideas, but many realized that the inflexibility of

his system was a problem. Taiichi Ohno of Toyota then developed the Toyota Production System

(TPS), which used Just In Time manufacturing methods to increase efficiency. As Womack

reported in his book, Toyota used this process successfully and, as a result, eventually emerged

as one the most profitable manufacturing companies in the world.

2.2 Lean Wastes

Fig 2.1 Lean Wastes

2.2.1 Overproduction



It is unnecessary to produce more than the customer demands, or producing it too early before it

is needed. This increases the risk of obsolescence and the risk of producing the wrong thing. It

tends to lead to excessive lead and storage times. In addition, it leads to excessive

work-in-process stocks which result in the physical dislocation of operations with consequent

poorer communication.

2.2.2 Defects

In addition to physical defects which directly add to the costs of goods sold, this may include

errors in paperwork, late delivery, production according to incorrect specifications, use of too

much raw materials or generation of unnecessary scrap . When defect occurs, rework may be

required otherwise the product will be scrapped.

Generation of defects will not only waste material and labor resources, but it will also create

material shortages, hinder meeting schedules, create idle time at subsequent workstations and

extend the manufacturing lead time.

2.2.3 Inventory

It means having unnecessarily high levels of raw materials,works-in-process and finished

products. Extra inventory leads to higher inventory financing costs, higher storage costs and

higher defect rates.It tends to increase lead time, prevents rapid identification of problems and

increase space requirements. In order to conduct effective purchasing, it is especially necessary

to eliminate inventory due to incorrect lead times.

2.2.4 Transportation

It includes any movement of materials that does not add any value to the product, such as moving

materials between workstations. Transportation between processing stages results in prolonging

production cycle times, the inefficient use of labour and space. Any movement in the firms could

be viewed as waste. Double handling and excessive movements are likely to cause damage and

deterioration with the distance of communication between processes.

2.2.5 Waiting

It is idle time for workers or machines due to bottlenecks or inefficient production flow on the

factory floor. It includes small delays between processing of units.When time is being used

ineffectively, then the waste of waiting occurs. This waste occurs whenever goods are not

moving or being worked on. This waste affects both goods and workers, each spending time

waiting. Waiting time for workers may be used for training or maintenance activities and should

not result in overproduction.



2.2.6 Motion

It includes any unnecessary physical motions or walking by workers which divert them from

actual processing work. This might include walking around the factory floor to look for a tool,

or even unnecessary or difficult physical movements, due to poorly designed ergonomics, which

slow down the workers. It involves poor ergonomics of production, where operators have to

stretch, bend and pick up when such actions could be avoided.

2.2.7 Over-processing

It is unintentionally doing more processing work than the customer requires in terms of product

quality or features such as polishing or applying finishing in some areas of product that will not

be seen by the customer. Over-processing occurs in situations where overly complex solutions

are found to simple procedures. The over-complexity discourages ownership and encourages

employees to overproduce to recover the large investment in the complex machines.

2.2.8 Under-utilized and over utilized factors

It includes machines, labours ,excessive maintenance procedures that consume way more time

and money but in return do not add any substantiate values. Every factor in the system should

be utilized in an optimum fashion.

2.3. Lean Tools

2.3.1. 5S

Eliminates waste that results from a poorly organizedwork area (e.g. wasting time looking

for a tool).

Organize the work area:

- Sort (eliminate that which is not needed)

- Set In Order (organize remaining items)

- Shine (clean and inspect work area)

- Standardize (write standards for above)

- Sustain (regularly apply the standards)

2.3.2 Andon



Visual feedback system for the plant floor that indicates production status, alerts when

assistance is needed, and empowers operators to stop the production process. Acts as a real-time

communication tool for the plant floor that brings immediate attention to problems as they occur

– so they can be instantly addressed.

2.3.3 Bottleneck Analysis

Identify which part of the manufacturing process limits the overall throughput and

improve the performance of that part of the process. Improves throughput by strengthening the

weakest link in the manufacturing process.

2.3.4 Continuous Flow

Manufacturing where work-in-process smoothly flows through production with minimal

(or no) buffers between steps of the manufacturing process. Eliminates many forms of waste

(e.g. inventory, waiting time, and transport).

2.3.5 Gemba (The Real Place)

A philosophy that reminds us to get out of our offices and spend time on the plant floor

– the place where real action occurs. Promotes a deep and thorough understanding of real world

manufacturing issues – by first-hand observation and by talking with plant floor employees.

2.3.6 Heijunka (Level Scheduling)

A form of production scheduling that purposely manufactures in much smaller batches

by sequencing (mixing) product variants within the same process. Reduces lead times (since

each product or variant is manufactured more frequently) and inventory (since batches are

smaller).

2.3.7 Hoshin Kanri (Policy Deployment)

Align the goals of the company (Strategy), with the plans of middle management (Tactics)

and the work performed on the plant floor (Action). Ensures that progress towards strategic goals

is consistent and thorough – eliminating the waste that comes from poor communication and

inconsistent direction.

2.3.8 Jidoka (Autonomation)

Design equipment to partially automate the manufacturing process (partial automation is

typically much less expensive than full automation) and to automatically stop when defects are

detected. After Jidoka, workers can frequently monitor multiple stations (reducing labor costs)

and many quality issues can be detected immediately (improving quality).



2.3.9 Just-In-Time (JIT)

Pull parts through production based on customer demand instead of pushing parts through

production based on projected demand. Relies on many lean tools, such as Continuous Flow,

Heijunka, Kanban, Standardized Work and Takt Time. Highly effective in reducing inventory

levels. Improves cash flow and reduces space requirements.

2.3.10 Kaizen (Continuous Improvement)

A strategy where employees work together proactively to achieve regular, incremental

improvements in the manufacturing process. Combines the collective talents of a company to

create an engine for continually eliminating waste from manufacturing processes.

2.3.11 Kanban (Pull System)

A method of regulating the flow of goods both within the factory and with outside

suppliers and customers. Based on automatic replenishment through signal cards that indicate

when more goods are needed. Eliminates waste from inventory and overproduction. Can

eliminate the need for physical inventories (instead relying on signal cards to indicate when more

goods need to be ordered).

2.3.12 KPI (Key Performance Indicator)

Metrics designed to track and encourage progress towards critical goals of the organization.

Strongly promoted KPIs can be extremely powerful drivers of behavior – so it is important to

carefully select KPIs that will drive desired behavior.

The best manufacturing KPIs:

-are aligned with top-level strategic goals (thus helping to achieve those goals)

-are effective at exposing and quantifying waste (OEE is a good example)

-are readily influenced by plant floor employees (so they can drive results)

2.3.13 Muda (Waste)

Anything in the manufacturing process that does not add value from the customer’s

perspective. Eliminating muda (waste) is the primary focus of lean manufacturing.

2.3.14 Overall Equipment Effectiveness (OEE)

Framework for measuring productivity loss for a given manufacturing process.



Three categories of loss are tracked:

a) Availability (e.g. down time)

b) Performance (e.g. slow cycles)

c) Quality (e.g. rejects)

Provides a benchmark/baseline and a means to track progress in eliminating waste from a

manufacturing process. 100% OEE means perfect production (manufacturing only good parts,

as fast as possible, with no down time).

2.3.15 Poka-Yoke (Error Proofing)

Design error detection and prevention into production processes with the goal of achieving

zero defects. It is difficult (and expensive) to find all defects through inspection, and correcting

defects typically gets significantly more expensive at each stage of production.

2.3.16 Root Cause Analysis

A problem solving methodology that focuses on resolving the underlying problem instead

of applying quick fixes that only treat immediate symptoms of the problem. A common approach

is to ask why five times – each time moving a step closer to discovering the true underlying

problem. Helps to ensure that a problem is truly eliminated by applying corrective action to the

“root cause” of the problem.

2.3.17 Standardized Work

Documented procedures for manufacturing that capture best practices (including the time

to complete each task). Must be “living” documentation that is easy to change. Eliminates waste

by consistently applying best practices. Forms a baseline for future improvement activities.

2.3.18 Takt Time

The pace of production (e.g. manufacturing one piece every 34 seconds) that aligns

production with customer demand. Calculated as

Planned Production Time / Customer Demand.

Provides a simple, consistent and intuitive method of pacing production. Is easily extended to

provide an efficiency goal for the plant floor (Actual Pieces / Target Pieces).

2.3.19 Total Productive Maintenance (TPM)

A holistic approach to maintenance that focuses on proactive and preventative

maintenance to maximize the operational time of equipment. TPM blurs the distinction between



maintenance and production by placing a strong emphasis on empowering operators to help

maintain their equipment. Creates a shared responsibility for equipment that encourages greater

involvement by plant floor workers. In the right environment this can be very effective in

improving productivity (increasing up time, reducing cycle times, and eliminating defects).

2.3.20 Value Stream Mapping

A tool used to visually map the flow of production. Shows the current and future state of

processes in a way that highlights opportunities for improvement. Exposes waste in the current

processes and provides a roadmap for improvement through the future state.

2.3.21 Visual Factory

Visual indicators, displays and controls used throughout manufacturing plants to improve

communication of information. Makes the state and condition of manufacturing processes easily

accessible and very clear – to everyone.

2.4 Takt time and Full Time Equivalent

2.4.1 Takt time

The expression of takt time is derived from the German word “Takt” for the pace of a piece

of music. In Operations Management, the takt time is defined as the maximum time it can take

to produce a unit in order to keep up with demand. If, for example, the demand is at 6 units per

minute, the takt time would be at 10 seconds per unit.

Once the takt time has been determined, the target manpower can be calculated as the ratio

of total labor content(the time sum of all worksteps needed to produce one flow unit) and takt

time. The target manpower is the number of employees (or other resources) needed to operate

the process at takt time if the work could be divided evenly between them Since this is an

idealized calculation, the outcome will most likely not correspond exactly with reality, one

reason being that it is not always possible to evenly split work between employees if different

skills are needed. Still, calculating the target manpower provides a good starting point for line

balancing.

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Line balancing is the process of dividing an existing workload as evenly as possible between all

of the available resources in order to increase overall productivity. If, for example, one

workstation has a lot of idle time, maybe it can take over some of the workload from the

workstation at the bottleneck. The basic line balancing procedure consists of four steps:

(1)Calculate the takt time

(2) Assign tasks in a way that keeps all processing times below the takt time

(3) Make sure that all tasks are assigned

(4) Minimize the number of workers needed

The general ability of an organisation to adjust its capacity and scale it up and down in order to

adjust to changes in demand (the so-called staffing to demand) is an important form of flexibility,

which can be achieved e.g. with temp workers or overtime work. A special form of line balancing

is the so-called dynamic line balancing, which includes walking around the workstations during

production, looking for pileups and rearranging resources in order to keep up with demand.

Cycle time, labor content and idle time are indicators for assessing the productivity of a process.

Cycle time: The cycle time is defined as the time between the output of two successive flow

units (e.g. the time between two served customers or two treated patients). It is always equivalent

to the time of the longest process step.

Total labor content: The total labor content is defined as the time sum of all process steps. If,

for example, a process consists of two steps each claiming 20 seconds, the total labor content is

40 seconds.

Idle time: The idle time is defined as cycle time minus processing time. The idle time thus tells

us for how long a resource (e.g. a worker) is not able to do anything, because he has to wait for

another resource. If, for example, one worker in a sandwich restaurant prepares sandwiches

while another operates the register, the second worker has to wait for a sandwich to be finished

in order to collect on the customer.

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2.4.2 Full Time Equivalent

The ratio of the total number of paid hours during a period (part time, full time, contracted)

by the number of working hours in that period Mondays through Fridays.

The ratio units are FTE units or equivalent employees working full-time. In other words,

one FTE is equivalent to one employee working full-time.

For example: You have three employees and they work 50 hours, 40 hours, and 10 hours

per week – totalling 100 hours. Assuming a full-time employee works 40 hours per week, your

full time equivalent calculation is 100 hours divided by 40 hours, or 2.5 FTE.

2.5 Line Balancing

Line Balancing is leveling of the workload across all operations in a line to remove

bottlenecks and excess capacity.

When you consider mass production, components are produced or operations on that

component are carried out in lines on set of machines instead of single machine. A line may be

assembly line, modular line or section, a line set with online finishing and packing. A line

includes multiple work stations with varied work contents. Production per hour is varied

depending on work content (standard minutes of particular task/operation), allocation of total

manpower to a particular operation, operator skill level and machine capacity. Operation with

lowest production per hour is called as bottleneck operation for the line.

A bottleneck operation in a line determines the output of the line. That is why it is very

important to increase production of the bottleneck processes or operation.

Line supervisors, work study officers find ways to increase production from the

bottleneck operation and implement those means one by one to level work across operations. In

layman language this is called as line balancing.

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Secondly Line balancing is essential because, if excess capacity of work is burdened on

operators the under utilized cost for other operators adds to the producton cost there by

decreasing profitability.At the time of machine/manpower planning based on work content of

each operations, they prepare a sheet where operation wise manpower is calculated. Most of the

cases calculated manpower gives fraction of figure but in real you can’t allocate to fraction of

manpower to an operation. So manpower planner decides to which operations one machinist, to

which operations two machinist or where only single machinist will be allocated for two or three

operations. Planner makes this decision based on calculated data.

3.1 COMPANY BACKGROUND

DIMO Castings Pvt. Ltd. has carved a niche in the precision pressure die casting industry by

manufacturing high quality products that cater to the Automobile, Electronics and Engineering

and Healthcare sectors.

Established in the year 1965 in Bangalore by late Mr. Pathmanabhan , DIMO Castings applies

modern innovative processes and develops in-house expertise to manufacture precision pressure

die casting components to meet the highly exacting requirements of the clients. DIMO Castings

has witnessed a tremendous growth since its inception. Currently, there are two manufacturing

units: one in Bangalore , Karnataka and the second in Hosur, Tamil Nadu.

As the requirement of the customer has changed from casting procurement to finished parts

supply, TURN TECH- a sister concern has been established to support the machining

requirements.

3.2. QUALITY CONFORMANCE

Precision and quality are not just terms of DIMO Castings. They are synonymous with the

organization. The processed and techniques that have gone into manufacturing the products to

the highest quality standards are reflected in the certification and award and bestowed on DIMO

Casting.

The quality control measures with PPAP, KAIZEN and 5 S Housekeeping activity have enabled

DIMO Castings to adhere to JIT practices for timely delivery of high quality products to the

customers. The products manufactured by DIMO Castings are of such high quality and precision

that even clients recognise with Demings Award accept our self-certified products, which are

then taken to the production line directly

3.3. CERTIFICATION AND AWARDS

DIMO Castings in an ISO 9001: 2008 Company certified by TUV NORD. The organization is

bestowed with the best foundry Award (Nationwide) from Alucast India for two consecutive

years- 2001, 2002

3.4. COMPANY’S VISION AND MISSION

3.4.1 VISION

To serve the society by manufacturing and supplying world class products that provide high

value for money

3.4.2 MISSION



To enhance the quality of life of all our customers, business associates, supplier partners, stake

holders, end-users and our internal team, by being obsessive about product quality and customer

delight.

3.5. COMPANY CORE VALUES

3.5.1 ADAPTABLITY

The ability to be flexible and adaptable to client’s requirements and priorities.

3.5.2 TECHNICAL EXPERTISE

Adopting the state-of-the-art-technology and combine it with the expertise of the in-house team

for best results.

3.5.3 COMMITED WORK FORCE

A strong and experienced team who strive to make the company’s name synonymous with

excellence.

3.5.4 CUSTOMER FOCUS

Committed to continuous improvement in quality, processes and systems, thereby delighting the

customers.

3.6. COMPANY LOCATION

PLANT STATE LOCATION

1 KARNATAKA Bommasandra, Bangalore

2 TAMIL NADU Hosur

3.7. ORGANIZATION STRUCTURE

The company has successfully grown to its current state of grandeur because of its highly

dedicated staff.

Sl. No DEPARTMENT No of staff

1 ADMIN 1

2 HR 1

3 FINANCE 4

4 PURCHASE 1

5 QUALITY CONTROL 12

6 INSPECTION 20

7 MAINTENANCE 5

8 DIE MAINTENANCE 8

9 HOUSE KEEPING 7

10 STORE 7

11 PRODUCTION 94

12 DISPATCH 2

13 TRANSPORT 5

14 FURNACE 12

15 FETTLING 82



16 CNC 27

TOTAL 288

3.8 CUSTOMERS

CUSTOMER PROFILE

TVS Motors

company ltd.

Tyco Electronics,

Portland

Kirloskar Toyota

Textile Machinery

Miscellaneous

requirements

Country India

USA &China India India

Profit share 60%

15% 20% 5%

Product description 20gms to 2kgs of

automobile parts

200gms to 500gms

of medical

equipment

600gms of gear

transmission

housing

300gms



3.9 PRODUCT LINE

DIMO Castings manufactures a wide range of product of which few are as show below

1. ENGINE PARTS

Crank cases Small engine components

Cylinder block Cylinder head

2. GEAR PARTS

Gear case Auto gear transmission housing

3. OIL FLTERS AND

COVERS

Oil pump cover Cap oil filters

4. CLUTCH

ASSEMBLIES

Housing clutch Clutch covers



Clutch assembly

5. BELT DRIVES AND

WHEEL ASSEMBLY

Footrest brackets Wheel hub

Brake panels Belt drives

6. ELECTRICAL

ELECTRONIC AND

MEDICAL EQUIPMENTS

Motor covers Medical Equipment

Electronic assemblies

Chapter - 4

SYSTEM STUDY

4.1 System Analysis



DIMO Castings Pvt. Ltd is a leading manufacturer of aluminium castings located in

Bommasandra, Bangalore. The company has clients from automobile, textile, healthcare and

various other industrial sectors. Our project was carried out at bay-2 of the organization to

improve material flow for fettling operation and to reduce the manpower for optimum output.

The plant operates two 12-hour shifts for production and two 8-hour shifts for fettling operations.

4.2 Process Flow

The raw material used for the process is aluminium ingots. The aluminium ingots are

melted in the mother furnace; the mother furnaces are maintained at a temperature of about

1200˚c.

The molten metal undergoes a process called degassing usually necessary to reduce the

amount of hydrogen in the solution formed due to chemical reaction with atmospheric water

vapour which further leads to porosity. The molten metal is then carried to respective holding

furnaces near the respective casting machines. The holding furnaces are maintained at a

temperature of 600°C so as to maintain its molten state. The furnaces, both mother and holding

furnace are refilled in order to maintain temperature.

The molten metal is then poured by an operator into the die casting machine. The

automatic machines are equipped with a robotic arm which does the same. The machines based

on their specification produce the respective products. Heavy components are produced on

machines with higher force applying capacity and vice versa.

The cast piece is removed by the operator using industrial tongs for manual machines

and robotics arms for automatic machines. It is left to cool for a while. The casting is inspected

for defects and stored in a pallet. The runner for light weight castings are removed near the

machine by hammering the runner from the casting and for heavy components a band saw is

used. The runner is re-melted in the holding furnace.

The castings are then transported in the pallets using cranes to the fettling area where

necessary finishing processes like burr removal, grinding and drilling are carried out. The



finishing processes for components with high tolerances are machined using CNC machines and

the other components are fettled manually. The final products are subjected to inspection; critical

components are subjected to 100% inspection while others are inspected by sampling. The

rejcted pieces are re melted in the mother furnace.

Fig 4.3 Process flow

4.2.1 ALUMINIUM INGOTS

Aluminium ingots is the raw material used in DIMO. These Aluminium ingots are provided by

their respective customers. Each ingot is estimated to weigh around 6kgs.

4.2.2 CLEANING AND DEGASSING

Degasification is the removal of dissolved gases from liquids, especially water or aqueous

solutions. Degassing of molten Aluminium alloys is a foundry operation aimed to

Aluminium ingots

Loading in melting furnace

Molten metal

cleaning and degassing

Transfering to holding

furnace

Metal pouring

Casting production

Fettling and

trimming

Shot blasting and powder

coating

Inspection packaging

and despatch

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remove Hydrogen dissolved in the melt There are numerous possible methods for such removal

of gases from solids.

Methods:

Pressure reduction

Heating

Membrane degasification

Substitution by inert gas

Addition of reductant

5.2.3 FURNACE:

A furnace is a device used for high-temperature heating.

Furnaces are broadly classified into two types

Combustion Furnace

Electric Furnace

Combustion Furnace

Combustion Furnaces are the furnaces which uses fuel as the source of heat to melt the materials.

Electric Furnace

Electric furnace is heating chamber with electricity as the heat source for achieving very high

temperatures to melt alloy metals. The electricity has no electrochemical effect on the metal but

simply heats it.

4.2.4 CASTING

Die casting is a metal casting process that is characterized by forcing molten metal under high

pressure into a mold cavity. The mold cavity is created using two hardened tool steel dies which

have been machined into shape and work similarly to an injection mold during the process. Most

die castings are made from non-ferrous metals,

specifically zinc, copper, aluminium, magnesium, lead, pewter and tin based alloys. Depending

on the type of metal being cast, a hot- or cold-chamber machine is used.

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Hot-chamber die casting

Hot-chamber die casting, also known as gooseneck machines, rely upon a pool of molten metal

to feed the die. At the beginning of the cycle the piston of the machine is retracted, which allows

the molten metal to fill the "gooseneck". The pneumatic or hydraulic powered piston then forces

this metal out of the gooseneck into the die. The advantages of this system include fast cycle

times (approximately 15 cycles a minute) and the convenience of melting the metal in the casting

machine. The disadvantages of this system are that it is limited to use with low-melting

point metals and that aluminium cannot be used because it picks up some of the iron while in the

molten pool. Therefore, hot-chamber machines are primarily used with zinc, tin, and lead based

alloys.

Cold-chamber die casting

These are used when the casting alloy cannot be used in hot-chamber machines; these include

aluminium, zinc alloys with a large composition of aluminium, magnesium and copper. The

process for these machines start with melting the metal in a separate furnace. Then a precise

amount of molten metal is transported to the cold-chamber machine where it is fed into an

unheated shot chamber (or injection cylinder). This shot is then driven into the die by a hydraulic

or mechanical piston. The biggest disadvantage of this system is the slower cycle time due to the

need to transfer the molten metal from the furnace to the cold-chamber machine.

4.2.5 FETTLING

The complete process of cleaning of castings is called fettling. It involves the removal of the

cores, gates, sprues, runners, risers and chipping of any of unnecessary projections on the surface

of the castings.

The fettling operation are

1. Removal of gates and risers

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

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

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

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



2. Removal of fins and unwanted projections

1. Removal of gates and risers- Gates and risers can be removed from casting by several methods

depending upon size and metal used.

Hammer-They can be broken by hitting with the hammer.

Cutting saw-These saws may be hand saw and power saw. Mostly the hand saws

are used for small and medium but power saw are used for large work.

Flame cutting-This type of method is specially used for ferrous materials of large

sized castings where the risers and gates are very heavy.

2. Removal of fins, rough spots and unwanted projections.

The casting surface after removal of the gates may still contain some rough surfaces left at the

time of removal of gates and these are removed with the help of grinding machines and hand

files.

4.2.6 SHOT BLASTING

Shot blasting is a method used to clean, strengthen (peen) or polish metal. There are two

technologies used: wheel blasting or air blasting.

Wheel blasting- directly converts electric motor energy into kinetic abrasive energy by rotating

a turbine wheel. With these large amounts of accelerated abrasive, wheel blast machines are used

where big parts or large areas of parts have to be derusted, descaled, deburred, desanded or

cleaned in some form.

Air blast- machines can take the form of a blast room or a blast cabinet, the blast media is

pneumatically accelerated by compressed air and projected by nozzles onto the component. For

special applications a media-water mix can be used, this is called wet blasting.

4.2.7 POWDER COATING

Powder coating is a type of coating that is applied as a free-flowing, dry powder. The main

difference between a conventional liquid paint and a powder coating is that the powder coating

does not require a solvent to keep the binder and filler parts in a liquid suspension form. The

coating is typically applied electrostatically and is then cured under heat to allow it to flow and

form a "skin". The powder may be a thermoplastic or a thermoset polymer. It is usually used to

create a hard finish that is tougher than conventional paint.

http://www.wheelabratorgroup.com/sites/wheelabrator/content/equipment/airblast__wetblast/manual_air__wet_blast_cabinet.aspx

http://en.wikipedia.org/wiki/Powder_(substance)

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

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

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

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

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



INSPECTION

Inspection is an organized examination or formal evaluation exercise. Inspection involves

measurements, tests and gauges applied to certain characteristics in regard to an activity. The

inspections carried out in DIMO are visual inspection and inspection using pneumatic gauges.

Chapter - 5

DATA COLLECTION AND ANALYSIS

The main aim of data collection is to understand the current level of performance of the

production line. Data was collected after thorough investigation and understanding of the various

processes,limitaions and records. Takt time, FTE(full time equivalent) operators, material

movement as a function of F*Q*D(frequency*quantity*distance) were determined and a suitable

workcell design was proposed.

5.1 Data collection

5.1.1 Voice of customer

- Improve fettling layout at bay-2 of the plant.

- Substantiate with solid values to show current and proposed methods

- Design a highly functional work-cell concept incorporating efficient

material handling and ergonomic factors.

5.1.2 Key issues

- organization meets daily demand but fails to achieve in-house efficiency.

- no structured and standardized workflow i.e various departments do not work

in synchronous manner.

- poor production planning.

- labour issues

- failure to analyse the root cause and purpose of various operations.

- excessive material handling.

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



- excessive work in progress inventory.

- poor ergonomics in work areas for various operation.

Fig5.1 Fish bone diagram

5.1.3 Translating to measurable paramaeters:

Layout design - as a function of quantity*frequency*distance

Data collection - FPC( Flow process charts)

Proper utilization of labour - FTE (Full Time Equivalent Calculations)



5.1.4 Data collection objectives:

The below mentioned objectives are in a sequential manner of achieving the various goals.

1) Build a layout design from scratch; both a virtual as well as 3 dimensional models of the

layout to its approximate scale.

2) Understand the flow of material flow using flow process charts (bay -2 only)

3) Collect demand details for the month of February 2015 for the selected product (gearcase) in

order to calculate respective takt time of the product.

The limited time and scope of the project could focus only on a single product. The product

for the study was thus selected from the despatch details as on February 2015.

Table 5.1 Despatch details

Component Despatch FEB 2015

GEAR CASE 39300

CYLINDER BLOCK 40350

RCS SMALL 8300

DRUM REAR EXCEL 16750

MOVABLE DRIVE JUPITER 39200



Fig 5.1 Histogram representing demand of product

Among the above gearcase, cylinder block and movable drive Jupiter were of high demand and

these products tend to have a constant demand throughout the year.

Among the three gearcase was thus selected as the subject of study.

The components in bay -2 were studied in detail and a clear picture about the material

handling system was obtained. The overview study was carried out using flow process chart and

graphically representing them on a scaled virtual layout as shown below as spaghetti diagram.

This provided insights into under-utilized space in bay-2. The study further helped us understand

the root cause for the faulty material handling systems.

0

10000

20000

30000

40000

50000

DESPATCH FEB 2015

HOUSING CLUTCH APACHE 14295

COVER BREATHER 28620

CYL HEAD 26450



I & M

9

0.58

3333

333

333

33M

. Ris

e:

7M. R

un

DIE

ST

OR

AG

E

FETT

LIN

G A

REA

RA

W M

AT

ER

IALS

RECEIVING SHIPMENT

TOOL STORES

SHIP

PIN

G

FETTLING AREA

FURNACE

FURNACE

FURNACE

STORES

STORESC

NC

STORES

STORES

DIE COAT TANK

PALLET PALLET PALLET

S

O

S

PA

LLE

T

OPERATION

INSPECTION

DESPATCH

PALLET

PA

LLET

Fig 5.2 Plantlayout(Spaghettidiagram)



Fig 5.3 Gearcase

The project focusses on machine ck200d which mainly produces gearcase and oil cap for

KTTM .The current process utilizes 1 operator for removing the runner as the component comes

out of the machine, unloaded automatically. The component is then stored near the machine in

pallets. The pallets occupy an approximate area of 1m*1m, the no. of pallets near machine with

WIP stock varies based on demand and availability of labourers for successive operations. The

pallets are then carried to bay-1 for grinding. There are 2 grinding machines with 2 wheels on

opposite sides which can be operated by 2 operators per machine, there is WIP before the

grinding operation. The component is again piled for the next operation leading to WIP

inventory. The component then undergoes removal of cap by an operator and further leads to

WIP inventory. It then undergoes minor fettling operations by an operator and again proceeds to

unnecessary WIP. The component then moves towards the drilling machine in bay-1 for further

operations, there is unnecessary piling before and after drilling. The component is then moved

for final marking and inspection by another operator.

The component in total utilizes 5 operators and 2 helpers for moving the component

around The total area covered by WIP 5m*5m and finished goods 2m*2m.

The above mentioned study about the material flow was studied using flow process charts

over a period of 4 weeks and an average values of the various operations are mentioned in

sequence in the below provided flow processs chart.

Table 5.2 Detailed process map (Flow process chart)



FLOW PROCESS CHART TYPE : MAN / MATERIAL / MACHINE

CHART NO : SHEET NO : OF : SUMMARY

SUBJECT CHARTED: ACTIVITY PRESENT PROPOSED SAVING

GEAR CASE N15 OPERATION 7

TRANSPORT 7

DELAY 5

INSPECTION 1

STORAGE 1

DISTANCE (m) :

LOCATION : T IME (man-hr):

OPERATIVE(S): CLOCK NO COST :

CHARTED BY : DATE: LABOUR:

MATERIAL:

APPROVED BY : DATE: TOTAL :

SL NO DESCRIPTION QTY. DIST TIME SYMBOL REMARKS

(m) (min)

1 Casting(Bay-2) 100 73 *2 Piled in Pallet near m/c 100 *3 Removal of Runner(Minor) 100 5 *4 Temporarily stored(Pallet) 100 *5 Transported to Grinding Area(Bay-1) 100 61 3 *6 Grinding Edges(B-1) 100 7 *7 Piled on Floor(B-1) 100 *8 Fettled(B-1) 100 20 *9 Piled on Floor(B-1) 100 *

10 Loaded to Pallet 100 0.5 *11 Transported to Drilling Area(BAY-1) 100 13 3 *12 Loaded to Crate 100 0.5 *13 Drilled (2 m/c s) 100 *14 Loaded to Crate 100 0.5 *15 Transported to BAY-2 100 80 *16 Piled on Floor 100 *17 Marked 100 *18 Inspection 100 *19 Loaded to Dispatch Pallet 100 1 *20 Transported to dispatch area 100 5 *

21 Storage 100 4 *



Fig 5.3 Pie Chart representing value added and non-value added activities

The only value adding factor among the above mentioned steps is operation and it amounts to

only 33% of the overall steps and non-value adding constituted the remaining 77% which

includes transportation, delay, inspection, storage. The project aimed at reducing the non-value

adding activities and thereby increasing the value adding factors to improve efficiency of work

in the current system.

5.2 ANALYSIS

This phase focusses on working on the acquired data and helps in understanding the

setbacks in the current system.

5.2.1 Analysis objectives:

1) Plot under-utilized and over utilized areas in the plant using spaghetti diagram.

2) Deduce relevant parameters such as frequency, quantity, and distance travelled from the FPCs

5) Efficient utilization of labour

33%

33%

24%

5%5%

VALUE ADDED AND NON VALUE ADDED

OPERATIONS TRANSPORTATIONS DELAY INSPECTIONS STORAGE



5.2.2 Stepwise analysis:

The aim of constructing spaghetti diagram was to understand if the material flow was

happening in an efficient manner, i.e if the internal logistics factors were optimally utilized. The

results proved otherwise. The spaghetti diagram clearly shows that fettling operations for various

products were not streamlined. There are two options to improve this scenario

Streamline the fettling operation at the fettling area itself for all the components.

Construct a workcell design to incorporate respective fettling operations besides

the machines itself.

Among the two when compared in general by considering respective value added and non-value

added activities the latter proved highly efficient. Another reason for the conclusion was the

optimum utilization of space criteria.

The material flow in the organization was studied for all machines in bay-2 . this provided us

insight into the utilization of space in the plant. The reasons for such poor utilization were

analysed and among them the following proved critical.

- sticking to existing or previous patterns of material flow.

- adamant to change at various levels of management.

- improper planning, analysis and evaluation while constructing a layout.

Fig 5.4 Under-utilized areas in bay-2



The system of study was CK 200d( component - Gearcase n15). The material was studied

from flow process charts and analysed as a function of frequency, quantity and distance. The

above mentioned parameters were analysed for a 12 hour shift and the following data was

collected over period of 4 weeks.

Frequency refers to the number of times the component has been moved between respective

departments in a shift. Quantity refers to the number of components moved for every single

movement between respective departments. Distance refers to the distance moved for every

single frequency. The parameters are considered as a product function as the cost associated with

same would be a multiple of these factors ,hence the product function helps us to compare the

corresponding improvements using the same function.

Table 5.3 Material Travel data as a function of Frequency*Quantity*Distance

FROM–TO DEPARTMENTS

PRESENT

(FREQUENCY*QUANTITY*DISTANCE)

CASTING - GRINDING

(2*500*63)=63000

GRINDING - DRILLING

(10*100*15)=15000

DRILLING – CAP REMOVAL

(10*100*15)=15000

CAP REMOVAL –

INSPECTION

(10*100*60)=60000

INSPECTION – PACKAGING

(1000*1*2)=2000

PACKAGING - DESPATCH

(2*500*1)=1000

TOTAL

∑ (F*Q*D)=156000



The time taken for various critical operations were analysed. Takt time for the component

was calculated using despatch details of February.

Inorder to efficiently utilize various operations and labour effort has to be equally distributed

among the respective operations in an optimally designed sequence.

Table5.4 Line Balancing based on Takt time

GEAR CASE N15 COMPONENTS

PER hr

TIME FOR 1

COMPONENT IN

seconds

Line balancing (equal division

of time)

seconds

CYCLE TIME

(MC)

82 44 44

GRINDING 450 8 4.25

DRILLING 720 5 4.25

CAP REMOVAL 1200 3 4.25

INSPECTION

AND MARKING

1200 3 4.25

Total 63

takt time = 61 sec

The takt time was calculated and in order to efficiently utilize the time for various operations

the machining time was reduced from the takt time as changing the machine time proved to be

a concept out of scope of the project, the remaining time was equally divided among the

remaining crucial operations and the following conclusions were made.



Fig 5.5 Histogram representing Line Balanced Time

From the above graph it is clear that operations 2 and 3 take time above the takt time whereas

operations 4 and 5 take much lesser than takt time. Therefore it can be concluded that operations

3,4 and 5 are not adding any substantial value to the product and those operations can be

combined for proper utilization of labour. Furthermore these operators could be assigned other

jobs.

The table below shows the necessary time for each operator by combining the operations.

The scenario has proved that from having two operations working below takt time , the system

has reduced it to a single operation and savings in terms of the operators salary in the long run

Table 5.5 Line balanced time by combining operations

OPERATIONS TIME FOR 1 COMPONENT

IN sec

Line balancing

(equal division of time)

CYCLE TIME (MC) 44 44

GRINDING 8 8.5

DRILLING,CAP REMOVAL AND

INSPECTION

11 8.5

44

8

5 3 3

44

4.2

5

4.2

5

4.2

5

4.2

5

C Y C L E T I M E ( M C )

G R I N D I N G D R I L L I N G C A P R E M O V A L I N S P E C T I O N A N D M A R K I N G

TIM

E (S

ECO

ND

S)

LINE BALANCED BASED ON TAKT TIME

TIME FOR 1 COMPONENT IN sec Line balancing (equal division of time)



Fig5.6 Histogram representing Line Balanced time for combined operations

The calculations provided cannot justify the problem completely as the effort put in might

vary for operations but equal distribution of effort is very essential to achieve a profitable

scenario. The following analysis further proves this statement.

Inorder to analyse efficient utilization of manpower full time equivalent (FTE) operator

calculations were carried out. The methodology was crucial for analysis as the previous method

does not take into consideration the demand details for the product. It refers to the time allotted

to a worker such that he is occupied full time. The calculation provides us the number of workers

required for the given operation time so that they are occupied full time when the shift I running.

The number of operators are calculated based on the takt time (production details February

2015)

FTE = (Total time for all operation on a component+ clearance time)

Takt time

The value obtained as FTE indicates “number of operators” required such that their occupied.

0

5

10

15

20

25

30

35

40

45

50

CYCLE TIME (MC) GRINDING DRILLING,CAP REMOVAL ANDINSPECTION

TIM

E (S

ECO

ND

S)

Line balance based on Takt time(Combined operations)

TIME FOR 1 COMPONENT IN sec Line balancing (equal division of time)



Table 5.6 Full time equivalent calculataions

Time(seconds)

Machine 44

Grinding 8

Drilling 5

Cap removal 3

Inspection and marking 3

Total 63

ideal

Production feb 39300

per day 1403.571429 1404

per hour 58.5 59

Time for 1 component(seconds) 61.01694915 61

No. of operators (61+10)/62 1.032258 2



From the above calculations it was evident that 2 operators are sufficient to carry out the

works currently being carried out by 5 operators. The system was studied with various

combinations of operation sequences. The inherent constraints were analysed and the following

optimum sequence for operation were suggested.

Table 5.7 Sequence of operations and time taken for respective operation

OPERATIONS MACHINE OPERATOR-1 OPERATOR-2

MACHINE 44 sec

RUNNER REMOVAL 3 sec

GRINDING 8 sec

DRILLING,CAP REMOVAL 5 sec

FINAL INSPECTION,

MARKING AND DESPATCH

3 sec

The plant currently has only a single shift for fettling while production happens 24 hours, this

leads to WIP inventory at the beginning of the day. The proposed system would ideally eliminate

the duration taken in fettling the previous night’s production.

In order to provide a larger picture, gantt charts were constructed . It was inferred from the gantt

chart that operator 1 can complete 5 components and operator 2 can complete 4 components for

the time taken for a single casting. The set of operations( i.e Operator-2 = 5,3;Operator-1=8,3)

for each operator clearly explains the rate at which components finish their operations from the

respective operators.

This can only be achieved by improving current layout and by proper scheduling. The explained

scenario is possible in ideal scenarios but if adopted thoroughly the system would show

comparative improvements even considering some clearances and tolerances.



Fig 5.7 Gantt load chart representing operation sequence time

5.2.3 WORKCELL DESIGN

44

3 8

5 3

3 8

5 3

3 8

5 3 5 3 5 3

3 8

M A C H I N E

O P E R A T O R - 1

O P E R A T O R - 2

TIME (SECONDS)

GANTT CHART



This design focusses on improving the existing processes by incorporating necessary

changes and then study their effects. If the effects are positive then maintain the system or else

try different alternatives are tried.

From the above data calculations it is evident that high number of workers are being

utilized ineffectively, the optimum number of workers for the machine ck200d was estimated to

be 2. Hence a suitable work cell design was proposed.

The design objectives:

- less material travel

- less man travel

- ergonomic workspace

- combine multiple functionalities wherever possible

- flexible to incorporate further improvements

- Operator-1 - Operator-2

Fig 5.8 Work-cell design

5.2.4 WORKCELL DESIGN EXPLAINED



The work cell constitutes of 2 workers as mentioned. The above figure clearly shows the

positions of the respective operators.

The process begins with operator -1.He removes the casting from the bin or chute as the

machine has automatic unloading facility. He then places it in the pallet. The process repeats for

20 components. Approximate cooling time was observed to be 20 minutes. The operator then

removes the 21st component and places in the pallet and takes the 1st component he had placed

in the pallet. This is done as 20 minutes buffer time was allowed for natural cooling.

The operator- 1 takes the first component and does the grinding operation. The operator then

pushes the component onto the next table with a rubber stopper to prevent the component from

falling down. The operator -1 repeats the above mentioned procedure.

The operator - 2 takes the component from the table and loads it onto a specially designed

fixture to suffice drilling and cap removal using a pneumatic hand drill.

5.2.5 Reasons for using the fixture:

-The current system utilizes vertical drilling machines for this operation. The component does

not need such excessively powered equipment, as the end objective is to only remove the

covering of holes in the casting due to die design.

-Vertical drilling machine has its own challenges like occupies excessive space, not portable and

uses more power.

-Current system does not have any holding system. The operation is carried out by holding the

component with hand which is against the principles of ergonomics.



Fig 5.8 Fixture design

Fig 5.9 Gearcase

The component is slotted in the fixture and holes are aligned with the respective holes of the

component. The hand drilling machine is then channelled through the respective holes, the

pneumatic hammering function is used to remove the cap.

The operator then proceeds for final inspection, marking and despatch.

The improvement in the system flow can be understood by comparison of the present and

proposed by considering the (quantityfrequency*distance) function and flow process chart.



5.3 IMPROVEMENT ANALYSIS

The proposed workcell design showed improvement by reducing

- number of operations from 7 to 4, savings 3 steps from the previous system

-number of transportation steps from 8 to 4

-number of delay steps from 6 to 1

-distance travelled from 166 metres to 22 metres

-operators from 5 to 2

Table 5.8 Proposed workcell design Flow process chart

The improvement can be understood clearly from the histogram below. The project

objective of reducing non value adding factors and thereby increasing value addition in the

various aspects of production is clearly understood through the pie chart below

FLOW PROCESS CHART TYPE : MAN / MATERIAL / MACHINE

CHART NO : SHEET NO : OF : SUMMARY

SUBJECT CHARTED: ACTIVITY PRESENT PROPOSED SAVING

GEAR CASE PROPOSED OPERATION 7 4 3

TRANSPORT 8 4 4

DELAY 6 1 5

INSPECTION 1 1 0

STORAGE 1 1 0

DISTANCE (m) : 166 22 144

LOCATION : TIME (man-hr):(min)

OPERATIVE(S): CLOCK NO COST :

CHARTED BY : DATE: LABOUR: 5 2 3

MATERIAL:

APPROVED BY : DATE: TOTAL :

SL NO DESCRIPTION QTY. DIST TIME SYMBOL REMARKS

(m) (min)

1 Casted 100 105 *

2 Removal of runner 100 5 *

3 Loaded to pallet 100 0.025 5 *

4 Stored in pallet near machine 100 * 20 components are stored for cool off time

5 Unloaded for grinding 100 0.025 5 *

6 Grinding operation 100 14 *

7 Pushed near drilling machine 100 2 4 *

8 Drilling,cap removal ,inspection 100 17 *

9 Loaded to pallet 100 0.025 4 *

10 Transported to despatch area 100 20 3

11 Storage 100 *



Fig 5.10 Histogram comparing present and proposed scenarios

Fig 4.11 Pie chart for proposed material handling system

The improvement is clear from the existing process in terms of percentage it can be clearly

stated that there is an improvement of about 4% and crucial decrease in the non value adding

parameter ( transportation) from 24% to 9%

4 4

1 1 1

7 7

5

1 1

CHANGE IN PRESENT & PROPOSED METHODS

PROPOSED PRESENT

37%

36%

9%

9%

9%

PROPOSED VALUE ADDED AND NON VALUE ADDED

OPERATIONS TRANSPORTATIONS DELAY INSPECTIONS STORAGE



The proposed workcell concept was further analysed and improvement from existing

state was prevalent. Similar Frequency*Quantity*Distance analysis were carried out between

respective departments and the following factors were noticed

- frequency and quantity are inversely proportional factors.

-distance was the factor that caused a huge variation in the quantity*function*distnce product

function between previous and proposed workcell design.

Table 5.9 Comparison of present and proposed Frequency*Quantity*Distance

FROM–TO DEPARTMENTS

PRESENT

(FREQ*QUANTITY

*DISTANCE)

PROPOSED

(FREQ*QUANTITY

*DISTANCE)

CASTING - GRINDING (2*500*63)=63000

(1000*1*3)=3000

GRINDING - DRILLING (10*100*15)=15000 (1000*1*2)=2000

DRILLING – CAP REMOVAL (10*100*15)=15000 (1000*1*0)=0

CAP REMOVAL – INSPECTION (10*100*60)=60000 (1000*1*0)=0

INSPECTION – PACKAGING (1000*1*2)=2000 (1000*1*2)=2000

PACKAGING -

DESPATCH

(2*500*1)=1000 (2*500*20)=2000

TOTAL ∑ (F*Q*D)=156000 ∑ (F*Q*D)=9000

SAVINGS 156000 - 9000 = 147000

The system contributes to a saving of about 1,47,000 units . This unit will be a multiple factor

for cost and hence can be help in understanding the improvement in terms of percentage.

The system adopts ideal scenarios hence the value can only be considered as a factor for

theoretical studies. In terms of percentage the system shows an improvement of about 94%.