relax reduce lead time at company x ise 250 course project sponsor: executive director, diesel fuel...

RELAXReduce Lead time at company X

ISE 250 Course Project

Sponsor: Executive Director, Diesel Fuel Injection pumps Dept

Owner: Assistant Manager, Plunger Dept Coach: Dr. Baruch I. Saeed

Team Members:Nazia Farooqi, Karpaga Sundari Revathy, Neelima Maganti, Sweta V Chegu

BackgroundCompany X produces various automobile parts: • Fuel Injection Pumps• Spark Plugs• Auto Electricals

Fuel Injection pump -- 81% of the market sharePlunger is an important part of the fuel injection pumpPlunger & Barrel - Element

Different types of Plungers: Type A, B, K & QType A plungers – 85% of total production.Project concentration – Type A Plungers

DEFINE

Problem Statement

•Plunger Dept. unable to meet the demand of Element assembly

Goal •Study various factors affecting lead time & hence eliminate wastes in production

Business Case

•Bottleneck in the production of Fuel Injection Pump• Lost sales

Charter

CharterScope •Beginning of Hard stage production till the

product is delivered to the Element assembly•Identification of bottlenecks and the wait times between processes •Data including lead times, cycle times and inventory needs to be collected

Deliverables •Target Date – May 16, 2006•Customer – Element Assembly•Service – Reduced Lead time•Product – Plunger

What defines Success

•Meeting Demand placed by element assembly in time•Reduced Lead Time

Is Analysis Is Not Analysis Reduction of lead

time Reduction of total

costs Elimination of

overproduction Improvement of

quality Reduction of

waiting times

Elimination of excess transport

Elimination of extra processing

Elimination of excess inventory

Elimination of excess motion

Is & Is-Not Analysis

Involvement Matrix

Task Responsible for Involved inconsulted with regarding Informed about

Identifying solutions

Team members, Product engr. & Industrial engr.

Team members, Product engr & Industrial engr.

Team members consulted Product Engr & IE for set-up time, tool matrix

Kanban, Line balancing

Selecting solution

Sponsor, owner, Managers & engineers

Finance personnel, Sponsor, owner, Managers & engineers

Team members presented the root cause analysis & solutions to top-level management

Costs, risks, Benefits, Priorities

Planning the implementation Executive director

Finanace personnel, Executive director

Team members consulted the project team for implementation date & time

Budget allocations, time lines, resources

Which groups/individuals responsible for :

Involvement Matrix (Cont’d)

Task Responsible for Involved inConsulted with regarding Informed about

Handling potential problems

Line Supervisors & Engineers

Line Supervisors & Engineers

Line Supervisors, Engineers & Maintenance personnel were consulted with regards to production stoppages & errors

Alternative methods of handling unexpected problems

Implementing the solution

Engineers, workers, maintenance personnel, line supervisors

Engineers, workers, maintenance personnel, line supervisors

Consult the workers & line supervisors for the feasibility

Expected results of the new processes

Which groups/individuals responsible for :

CAP Chart

Group

Resis

tant

Un

de

rstand

ing

Su

pp

ortive

Co

mm

itted

Resis

tance(H

ML

) Issues Concerns

Influence strategy (who influences whom?)

Workers O X M

Overtime Process will get

complicated. Reduced breaks

Concerned about Job security

Workers influenced by line Supervisor & Asst. Manager, Plunger Dept.

Team members O

Cooperation of workers and maintenance personnel.

Motivate the line supervisors of the entire department.

Motivate the Line supervisors of all the department

Assistant manager(Plunger dept) O

To convince workers & maintenance personnel about the benefits of implementing change process

Manager influences Asst. Manager, Asst Manager influences workers & line supervisors

Product engineer O Will the quality be maintained? Manager influences the product engineer

Product engineer O Will the quality be maintained? Manager influence the product engineer

Industrial engineer O Explain the expected benefits of the process change & focus

He influences the workers, maintenance personnel, and line supervisors

Manager of plunger dept O

Is Project progressing in the right pace & direction

Manager influences the asst managers

Line supervisor of plunger dept O X

Convince the workers & satisfy the upper management

Influenced by asst manager and manager and will motivate the workers in return

Liner supervisor of heat treatment stage O X


Influenced by asst manager and manager and will motivate the workers in return

Line supervisor of element assembly O


Influenced by asst manager and manager will motivate the workers in return

Maintenance personnel O X M

Overtime Process will get

complicated Reduced breaks Concerned about job

security Influenced by industrial engineer & line supervisor

Executive director of plunger department O

Ensure that the procedures are standardized

CAP CHART (CONTD.....

Gantt Chart of Project schedule

Steps in Plunger ProductionPlunger Production

Soft Stage

Heat Treatment Stage

Hard Stage

Process Steps for Hard Stage

Pre-Dia Grinding

Top Surface Grinding

Final Dia grindingFinal Dia grinding

Throttle groove grinding

Throttle groove grinding

Vane grindingVane grinding

Stop Groove grindingStop Groove grinding

BrushingBrushing

Alkedox cleaningAlkedox cleaning

InspectionInspection

RepairRepair

Process Flow Diagram

2600 18 sec 7320 6 sec 8790 18 sec 1260 1900 18 sec 2989 14 sec 200 60 sec 12,500 10 sec 1250 0.72 sec 250 4 sec 7732 46.8 sec

Vane Grinding

Final dia Grinding

Stop groove Grinding

Alkodeox cleaning

Throttle groove Grinding

Pre-dia Grinding Top surface Grinding

Brushing Inspection Repair

WIP WIP WIP WIP

WIP

WIP WIP WIP

WIP WIP

Finished Product

Need Drives CTQs Reduced probability of breaking down Good Machine Condition Proper maintenance Improved yield On time Delivery Skilled and Trained Labor Able to perform multiple operations (flexible workforce) Deliver as per production schedule Delivery at right time and right place Identify right bin and place it there Short wait Identify bottlenecks and fix it Conforms to specifications Good Quality Defect free product No back flow for products Short Wait for Service In case of complaint, customer should Be provided with the right person in contact Good Customer

Good Customer Once the problem is identified,

Support Rapid removal of defects it is fixed

CTQ Tree

Kano Model

Plunger Department

Must be needs More is better Delighters

•Deliver products at the right time (adhere to schedule)

•Deliver products at the right place (identify bins)

•Conforms to specifications

•No further repair or rework

•No back flow of products

•Knowledgeable employees (answer questions)

•Short waits for service

•Rapid removal of defects

MEASURE

Balance Score Card

Goals Measures

Responsive Supply No. of late deliveries of Plungers to element assembly

Good Service and performance

% of defects at element assembly

Goals Measures

Production excellence

Cycle time, Yield

Increased productivity

Workers/engineers utilization

Meeting Production schedules

Actual vs planned

Goals Measures

Increase Production Number of plungers produced per day

More training to workers about product and operations

No. of trainings taken per month

Customer Perspective Internal Business perspective

Innovation & LearningGoals Measures

Increase production

Quaterly sales

Cost reduction Expense calculation for the hard stage

Reduce Rework # of parts rejected at inspection

Financial Perspective

Data collection summary

Parameter In Seconds In Days

Manufacturing lead time /plunger 513395.8 8.913122

Cycle time/plunger 46980.8 0.815639

Work-In-Process (units) 101,219 101219

Bottleneck 466415 8.097483

Utilization 10.07% 10.07%

PARETO CHART(CONT)

0

0.5

1

1.5

2

2.5

3

Waittime

BottleNeck

Downtime

Changeovertime

Wait time

Bottle neck

Down times

Change over time

ANALYZE

Cause and Effect Diagram

Contd...

Procedures

Time Environmet

More materialmovement

No automated materil handling system

Less budget

Improper layout

Current layout

not planned for future scope No future vision

Improper inspection methodology

Lack of error proofing

Involves manual labor

Process not deigned by keeping the person

performing the job

Inspection person makes errors

Montonous job for the person

Only one person perfoms the job

No proper training Improper training procedures

Frequent employers policy changes

Less # regular employee

Improper documentation of procedures

Liner supervisor not updating procedures

More focus on production

Management emphasis

Improper planning

Work area too noisy

Industrial environment

Machines contribute to noise

Machine coolant and lubrication not done frequently

Part of setup and not in maintenance schedule

Improper procedure

Work area too hot

Improper temp control

More wait for m/c’s

Imbalanced line

More breakdowns

High m/c utilization

Less # of machines

No proper prosal to management for new machines

No knowledgeable person to perform capacity analysis

Improper maintenance

Lack ofcoordination

Improper monitoring system

More idle time by workers

Wait to get the tools

Less # of tools

Tools lost frequently

Improper binning

Workers keep changing

Casual workers

Waiting for instructions

Line supervisor busy

Gets last min production schedules

No procedure to release

production schedules earlier

Cause and Effect ( contd..)

IMPROVE

FMEA ChartProject: RELAX Team: Karpaga, Nazia, Neelima, Sweta Date:3/7/2006 (original)

Item or Process step

Potential Failure mode

Potential effects of failure S

everi

ty

Potential causes O

ccu

ran

ce

Current controls D

ete

cti

on

RP

N

Recommended action

Responsibility & target date

After action taken S

everi

ty

Occu

ran

ce

Dete

cti

on

RP

N

Late delivery

Delay in production 4

Not know n (Different department) 5

Request HT personnel to take action 2 40

Tw o departments jointly w ork to reduce delay

Line mangers 0

Parts not meeting specif ications

Delay in production & rew ork 5

Improper inspection 2

Request the HT to perform proper inspection 2 20

Tw o departments jointly w ork to reduce delay

Line managers

Pre-Dia Grinding

Slow up


Less number of machines 9

No action taken 3 189

Balance the line

Assistant Manger, Plunger Dept 0

Excess Repair & rew ork 8

Using w rong tools 6


Emply proper indentif ication system for tools

Operator & Supervisor


Unskilled Labor 4

Planning a training program 4 80

Implement training programs

Plunger Dept. manager

Collection of material from HT stage

No Problem indentif ied

Top Surface grinding

Rough surfaces




everi

ty

Potential causes O

ccu

ran

ce

Current controls D

ete

cti

on

RP

N

Recommended action



everi

ty

Occu

ran

ce

Dete

cti

on

RP

N

Final Dia Grinding Slow up




Balance the line


Throttle Groove Grinding

Less YieldMore scrap & repair 5

Machine setup requires to be very accurate 9


Inspect parts before the next step

Line Inspector 0

Machine breakdow n More w ait 4

Not adhering to maintenance schedule 3

Lagged action 4 48

Plan maintenance program w ithout interrupting production

Maintenance & Production supervisor

Slow upDelay in production 7



Balance the line


JamsParts & tool breakage 3

Improper set-up 6

Onjob training by supervisor 2 36

Avoid setups before breaks

Line supervisor


Vane Groove

Grinding

Stop groove

grinding

FMEA Chart (Cont’d)

Stop Groove

FMEA Chart (Cont’d)




ever

ity

Potential causes O

ccu

ran

ce

Current controls D

etec

tio

n

RP

N

Recommended action



ever

ity

Occ

ura

nce

Det

ecti

on

RP

N

Stop groove grinding

Delayed start & chengeover

delayed oputut 5

sharing of tools 4


Separate tool set for each process

Plunger Dept. manager

Brushing

Alkodeox Cleaning

Inspection

Manual inspection not accurate

complaints or backflow 6

monotonous job..prone to make mistakes 3

Onjob training by supervisor 4 72

3 or more w orkers to be trained for inspection

Supervisor 0

Repair

Machine breakdown

Inventory locked 3

More parts w aiting for repair 3

No action taken 1 9

Introduce another repair center for vane grinding

Line Inspector 0

141 0


Total RPN = "After


Define issues related to workers

Determine the production line inefficiency

Determine maintenance Schedule

Determine efficient material handling procedures

Determine Efficient set-up procedures

Determine standard documentation procedures

Determine Inspection procedure to avoid reworks

Replace casual labor with regular employee

Perform capacity analysis of machines

Lubricate of machines at the end of shifts

Implement 5S to Sort the inventory & Set it in order.

Set-up operations to be performed at end of shifts to avoid interference with production process

Perform Time & Motion study for every process step to provide scope for continuous improvement (For Ex.

Provide 100% inspection at Vane grove grinding

Provide 5S training, product training, Kanban training, procedural training

Buy new machines to avoid bottlenecks

Refill coolant once a week (Don’t wait till the coolant level indicator drops)

Provide storage racks & bins for raw materials & WIP at each work area

Avoid doing extra operations during online set-up

Use IS & dedicated personnel to update the inventory online

Color code the bins for storingBlue bin- Tools, Black- WIP, yellow-raw material

Train workers to identify the tools & bins; to use them appropriately

Consolidate tools & buy new tools to avoid sharing of tools

What are factors that contribute to high Lead time?

Provide proper work instructions

Allocate resources (workers, tools m/cs) based on analysis

A joint maintenance schedule developed by line supervisor & maintenance personnel

Affinity Diagram

Affinity Diagram (cont’d)Define issues related to workers

Determine the production line inefficiency

Determine maintenance Schedule

Determine efficient material handling

Determine Efficient set-up procedures

Determine standard documentation procedures

Determine Inspection procedure to avoid reworks

Implement Proper communication between the line supervisors & workersIntroduce activities that motivate team workIntroduce award programs to workers for improvement suggestions

CONTROL

Prioritization MatrixCriterion Vs. Criterion

CriteriaCriteria

1 5 10 5 21 0.391 5 5 5 16 0.30

1/5 1/5 5 5 10.4 0.191/10 1/5 1/5 5 5.5 0.101/5 1/5 1/5 1/5 0.8 0.01

Grand total 53.71=equal important 5=more important 10=much more important 1/5=less important 1/10=much less imp

NPV Option vs NPV

OptionOption

1 1/10 1/10 1/10 1.3 0.021 5 10 1/5 16.2 0.30

10 1/5 1/5 5 15.4 0.2910 1/10 5 5 20.1 0.3710 5 5 1/5 20.2 0.38

Grand total 73.21=equal value 5=less value 10=much less value 1/5=more value 1/10=much more value

LaborRow total

Relative decimal

valueNPV

NPV Cost DurationChange required

CostDuration

Change requiredLabor

Skilled labor

Row total

Relative decimal

valueLine balancing

Line balancing

Time study

Inventory stocking Inspection

Time studyInventory stocking

InspectionSkilled labor

Prioritization Matrix (Cont’d)

Cost Option vs Cost

OptionOption

1/10 1/10 1/10 1/10 0.4 0.0110 5 5 5 25 0.3510 1/5 1/5 1/5 10.6 0.1510 1/5 5 5 20.2 0.2810 1/5 5 1/5 15.4 0.22

Grand total 71.61=equal cost 5=less cost 10= much less cost 1/5=more cost 1/10=much more cost

Duration Option vs Duration

OptionOption

10 10 10 10 5 5 50 0.4055151/10 1 5 5 1/5 1/5 11 0.0924571/10 1 5 5 1/5 1/5 11 0.0924571/10 1/5 1/5 1 1/5 1/10 2 0.0137881/10 1/5 1/5 1 1 1/5 3 0.0210871/5 5 5 5 1 5 21 0.1703161/5 5 5 10 5 1/5 25 0.20438

1=equal time 5=more time 10=much more time 1/5=less time 1/10=much less time Grand total 123

InspectionSkilled laborTool handling

Machine set up

Relative decimal

valueLine balancing

Time studyProcedural change

Skilled labor

Tool handling

Machine set up

Row total

Line balancing

Time study

Procedural

change Inspection

Time studyInventory stocking

InspectionSkilled labor

Skilled labor

Row total

Relative decimal

valueLine balancing

Line balancing

Time study

Inventory stocking Inspection

Change required Option vs Change required

OptionOption

10 10 10 10 40 0.611/10 1/5 1 1/5 1.5 0.021/10 5 1 1/5 6.3 0.101/10 1 1 5 7.1 0.111/10 5 5 1/5 10.3 0.16

Grand total 65.21=equal change 5=more change 10=much more change 1/5=less change 1/10=much less change

Labor Option vs Labor

OptionOption

10 10 10 10 40 0.611/10 1 5 1 7.1 0.111/10 1 5 1/5 6.3 0.101/10 1/5 1/5 1/5 0.7 0.011/10 1 5 5 11.1 0.17

Grand total 65.21=equal labor 5=more labor 10=much more labor 1/5=less labor 1/10=much less labor

Time StudyMaintenance

InspectionMachine set up

Machine set up Row total

Relative decimal

valueLine balancing

Line balancing

Time Study

Maintenance Inspection

MaintenanceProcedural change

Tool handlingMachine set up

Machine set up Row total

Relative decimal

valueLine balancing

Line balancing

Maintenance

Procedural

changeTool

handling

Prioritization Matrix (Cont’d)

Plan –Do-???? Solution Steps Metrics Results

1

Proper identification of tools

Place blue bins for tools & Black bins for WIP & yellow bins for raw materials

Hook the blue tool bin to the m/c table

Display tool matrix in front of m/c Label tools for identifications Train the operations about the tool

matrix Zero rework due to wrong tool usage

2

Accurate machine set-up

Oil change for tool lubrication to be done offline by maintenance personnel once on 2 days

Consolidate the tools & buy new tools if necessary to avoid sharing of tools

Following proper binning process as per regulation

1. No. of production stoppages due to wrong setup 2. Forty five percent reduction in set up time

3 Line balancing

Buy new m/c for processes where capacity is not matched 50% reduction in WIP

4 Providing skilled labor

Line supervisor develops a monthly training plan based on the workers' skill Replace casual labor with regular labor

1. No. of training programs per month and 2. Increase regular labor from 50% to 75%

5

Inspection immediately after vane groove grinding

Place a m/c & operator to implement 100% inspection for 2-3 months & observe the trend 7 communicate with operator to correct it online

No. of errors found by inspection personnel reduced by 25%

6 Rotation of jobs Train the worker for two or more jobs

Quarterly review by the manager

Implementation Gantt Chart

Program and Project Success factors

Strategy Management Value Workforce Motivation: + Inability to meet internal customer’s demand Vision: + Increase market share Goals: + To reduce lead time of plunger production in hard stage Metrics:

Time from production to delivery

Number of WIP held

Guiding coalition: + Management was introduced to lean techniques while changing the layout for a component called “barrel”. This motivated them to implement lean tools for plunger production Tracking: -/+After implementing the recommended suggestions, observe the changes in time and inventory (Perhaps using time study again) Symbolism: - Award programs, bonuses, incentives, and team lunches after target achievement Insistence on goal achievement: - Reduction of WIP will lead to reduction in cost

Alternatives: - Subcontract plunger manufacturing - Hire Six Sigma Black belt employee to implement the Six Sigma and Lean tools Prioritization: Prioritize based on RPN rating of FMEA chart and eliminate those failure modes first Small projects: + This is a small project and there are few more on going small projects in the department Short duration: - All small projects are of short duration

Communication: - Poor communication between line supervisors and workers Involvement: Engineers and line supervisors involvement is + and workers involvement is -/+

Program and Project Success factors

Team Composition Team Operations Systematize Team type Knowledge: + Upper management -/+ Workers Commitment and co-optation: + Team members, IE, Exec. Dir are committed - Workers & maintenance personnel need co-optation Continuity: + Management gives focus on ongoing projects to improve operational efficiency Integrity: -/+ Employees, line supervisors, upper management is fairly high Effort: + Equal effort by the team members to achieve the goal

Training and facilitation: -/+ No training provided Information: - Poor information system Empowerment: There is no pilot study done which can give direction for further analyses Rewards and consequences: Financial rewards: + Engineers - Workers Career rewards: + Workers Non-financial rewards: - Engineer + Worker Quick wins: - No benchmarking done to reveal where improvements need to be made

Methodologies: + All the DMAIC methodologies are done by the project team and need to be implemented by the company Tools: + All Six Sigma tools are implemented - No statistical tools needed or required Organization: + The project has the Executive Director as Sponsor and Asst. Manager of plunger department as the Owner

Steering committee: + All four team members of this project Strategy/scoping: + The team has narrowed the scope of achieving goals and has used is-is not analysis for scoping of the project. + Use of various tools in the Define phase has helped in establishing the strategy of this project Problem solving: + Root cause analysis in Analyze phase helps in identifying errors/problems and eliminating them Implementation: The company should agree to the recommendations given and should successfully implement them

Line balancing

Operation

Machine

# of M/cs

Output /machine

# of operators

Pre-dia Grinding

HMT 2 900 1


Supfina 1 3000 1

Final dia grinding

HMT 2 900 1

Throttle groove

Studer G9

21

650350

3

Operation Description

# of M/cs

Output/machine

# of operators

Vane grinding

CNC SPM

1 1500 1


SPM 1 1500 1

Brushing Bench 1 1

Cleaning Bench 1 1

Inspection Bench 1 1

Repair Bench 1 1

Line Balancing (Cont’d)

Summary

Operation Machine Line 1 Line 2 Line 3 Line 4

Pre-dia Grinding

HMT 21800

21800

21300

21625


Supfina 13000

13000

Final dia grinding

HMTParishudFortuna

21800

21800

11350

11500

Throttle groove

Studer G9

1650 1650 1650 1

Operation Machine Line 1 Line 2 Line 3 Line 4Vane grinding

CNC SPM 11500

11500

1(other plant)1500

21625


SPMJunkerJung

11500

11500

2675623

1500(other plant)

Brushing Bench 1 1 1 1

Cleaning Bench 1 1 1 1

Inspection Bench 1 1 1 1

Repair Bench 1 1 1 1

Summary (Cont’d)

Summary

Line Output per shift

Output per day

No. of shifts

1 1500 3750 3

2 1500 3750 3

3 1300 3250 3

4 1500 3750 2

Total output per day = 14500

ConclusionA thorough investigation of the problem indicates that some of the important factors that contribute to a high lead time are:

Imbalanced Line Improper binning & storage Bad maintenance programs High set up times Workers – being casual labor/regular labor

Our recommendations include: Balance the line identify four separate lines Employ kanban systems Schedule maintenance programs Reduce setup times by planning the production schedule Increase the number of regular employees Use control charts to ensure the manufacturing process is in

control

Appendix

PARETO CHART

Pareto Chart

35679.2828543.43

1085.27110

10000200003000040000

WIP

Unu

tiliz

edsp

ace

Man

pow

er

Parameters

Cos

t$

WIP

Unutilized space

Manpower

Time Study chart

Part # Date :

Operator Name:

Operations Activity done Start time End time Pre dia Grinding Pick grinding stone from

tool box

Fix grinding stone to the slot in the machine

Adjust angle of the cutting tool as per the finish

Fill in lubricant for grinding Check coolant level Fix Plunger to the work slot Adjust the angle Do machine setup like

mentioning the depth , length and width to be cut

Start the grinding Inspect the plunger for extra

burr and chip

Place in the bin after checking

Calculation Of Lead time:Parameter In Secs In daysCycle time (Soft Stage) 22 0.000382Cycle time (Heat Treatment) 46810.08 0.812675Cycle time (Hard Stage) 148.72 0.002582Wait time at each process step:Soft Stage 218419.2 3.792Heat treatment 90892.8 1.578Hard StagePre dia grinding 11981 0.208003

Top Surface grinding 33742 0.585799

Final dia grinding 40504 0.703194

Throttle groove grinding 5806 0.100799

Vane grinding 13773 0.239115

Stop groove grinding 8755 0.151997

Brushing 5760 0.1

Alkadeox cleaning 1152 0.02

Inspection 35630 0.618576

Total Wait time 466415 8.097483

Parameter In Secs In Days

Manufacturing lead time 513395.8 8.913122

Cycle time 46980.8 0.815639

Work-In-Process 101,219 101218.5

Bottleneck 466415 8.097483

Utilization 10.07% 10.07%

Benchmarking & Inventory Turns

Benchmarking is the process of determining who is the best? How good are they? And how do we get that good?

Since Plunger is not a FINAL product, we cannot do benchmarking. We cannot get data for intermediate stages of production costs.

However, we can benchmark the Final product (Fuel injection pump). This is beyond the scope of the project. We do not have access to data from other departments.

Inventory Turns:

Similarly, we cannot calculate inventory turns since, Plunger is not the final product. We cannot calculate the cost of goods sold for Plunger. The selling price of Fuel injection pump may be obtained, but is beyond the scope of our project. We do not have access to this data.

House of QualityThe team tried to implement House of Quality, but the tool was not really applicable to the project.

Responsiveness:

Final dia Grinding

Surface finish

Throttle groove angle

Stop groove angle

Vane grinding

On-time delivery

-2 -2 -2 -2 -2

Right place ? ? ? ? ?

Quality: ? ? ? ? ?

Less defectives ? ? ? ? ?

Precision +2 +2 +2 +2 +2

Conforms to specification

? ? ? ? ?

Customer Support:

? ? ? ? ?

Rapid removal of defects

? ? ? ? ?

Conforms to specification

+2 +2 +2 +2 +2

relax reduce lead time at company x ise 250 course project sponsor: executive director, diesel fuel...

Documents

saeedteam members

product engg

executive directorteam

workers line supervisors

managers engineersteam

mangers engineersteam

product engr industrial

project team