UMAS PVT. LTD.
PUNE
CASE STUDY: 2 WHEELER
AUTO COMPONENT
LEAN WORK MEASUREMENT WITH MOST
Compiled By Salim Khan and Sanket Mali 01/01/2008
CLIENT: MACROSCOPIC VIEW
Client has the widest range of Ride Control Products in India and enjoys a leadership position in the market. It has six plants with a total manufacturing capacity of over 10 million shock absorbers, struts and front forks. The Company caters to the requirements of all segments - Original Equipment, Replacement Market and Exports for application in two, three and four wheelers. Product Information: Shock Absorbers for Two-wheelers Mono Tube and Twin Tube Hydraulic and Gas
Shock Absorbers, McPherson Struts and Cartridges for Four-Wheelers Hydraulic and Gas-charged Twin Tube Type
EMBARKING PROJECT
The Lean work Measurement was initiated on 14th Nov.2006. Client Core team headed by Mr. L.N. Rao worked mutually along with MOST consultants (Mr. Sanket Mali & Mr. Digvijay Kulkarni).The MOST work Measurement project started with Data Collection & Value Stream Mapping of the plant. VSM (Value Stream Mapping) followed by work measurement with MOST.
APPROACH
#. Value Stream Mapping: We started with defining the scope of the project followed by detailed line of action for VSM & Work measurement. The Value stream mapping (VSM) consisted of following steps: 1. 2. 3. 4. 5. 6. 7. Department & Cell Standardization & Codification. Work center Codification. Interlinking each Cost Center with Central MDAT Database. Defining & Standardizing the Operations. Attaching the photographs of each work-center for its visual representation. Operation-wise Video clips of each of the product for improving Safety, Quality & Training. Uploading Data in MDAT & Linking the same to central MDAT Database.
#. Process Sheet Preparation: Operation-wise process sheet for each operation is prepared. The Comprehensive process sheet includes the SOP (Standard Operating Procedure), Tools/ Gauges along with their codification, Process Parameters, Operation-wise child parts, Equipments, Process sheet revision details. The process sheet also includes the operation-wise before & after photographs to facilitate visual understanding of the value added in the given operation along with video clip of each operation.
#. Work Measurement Methodology: We believe on the basic Japanese philosophy of Genchi
Genbutsu i.e. observing the things critically by going at that place. Considering this we have observed & analyzed each operation critically, written down the MOST Elements of the given operation & uploaded the same along with parameter indexing. We concentrated on the methods improvement, eliminating the
non-value added activities, reducing the operating motion losses in the given operation. The movements/ motions have been studied from the Ergonomics point of view. #. Common Sub-operations: After standardizing the operations on respective lines we concluded that common sub-operations can be used to study respective operations. Sub-operations are basically repetitive activities in given operation activities. We dwelled on this & prepared common sub-operations for packing, inspection operations. #. Operations Analysis: With the help of these common sub-operations, Operations were prepared with MDAT software.
#. Validation: The operation-wise MOST Elements were verified by the Client core team to ensure
that all the activities have been covered as per the process sheet. The concern changes have been modified in the MDAT database to freeze the operations & start the subsequent activity of Routing Preparation & to prepare MOST Analysis reports. #. Routing Preparation: As per the already defined process flow/ VSM, the operations were linked against the respective routing code. The cycle time & work content at each level i.e. element level, suboperation, operation, routing was be used to do further analysis.
OPERATING MOTION LOSS ANALYSIS:
We can get the Routing-wise Operating motion loss report in MDAT software which was used to analyze the operating motion losses with respect to each MOST Parameter i.e. Action distance, Gain Control, Placement, etc.
METHODS IMPROVEMENT & LAYOUT MODIFICATION:
THE O.E. AT PISTON ROD ASSEMBLY OPERATION IN TWIN TUBE CELL HAD TO WALK 11-15 STEPS [PER 100 CYCLES =840 STEPS PER SHIFT] TO GET THE CLEANED PARTS. THE LAYOUT WAS MODIFIED TO REDUCE THESE MOTIONS & SUBSEQUENTLY REDUCE THE RESULTING FATIGUE. AT THE CLEANING MACHINE THE CASUAL LABOR HAS TO BEND & ARISE (B6=2.16 SECS) WHILE KEEPING THE MATERIAL, WHICH WAS REDUCED BY JUST PROVIDING A WORKBENCH OF WAIST HEIGHT. Formulation of An Action Plan for Implementing MOST on the Shop Floor : After presenting the finding of the study in terms of work content & other resources (Manpower) required in each cell ,it was necessary to generate enough confidence among the Client Core team members so that we could proceed with actual implementation. We were able to convince the core team members along with the concern Line managers on the basis of facts & figures resulted from the study. We formulated an in depth Macro Level action plan in co-ordination with Core Team Members. While formulating the same we concentrated on the basic objective of increasing the MOP (Effective Measure of Performance) in each cell. The Macro Plan was supported with Micro plan which consisted with actual steps are to be taken i.e. either balancing of the resources for their Optimum Utilization or increasing the output keeping the input Same.
Fig.2.0- MOST Implementation Plan
RESULT ORIENTATED APPROACH:
After formulation of basic Line of action we embarked the actual implementation with shift-wise MOP monitoring at each cell. This MOP monitoring was followed by loss analysis i.e. finding out reasons of not achieving the targeted MOP. The problems were analyzed are fixed with the help of Cross functional Teams. UMAS team helped the core team in terms of the Line balancing & other creative approaches to increase the MOP. The Plant MOP was increased by a whopping 33 % i.e. from 188 mins to 251 mins. This can be summarized as:
350 300 250 200 150 100 50 0 Initial MOP Present MOP Target MOP
Fig. 2.1- Graphical Representation of Increase in Cell-Wise MOP. Note: All MOP figures in Minutes.
INITIAL MOP 212 120 186 254 224 208 169 140 188 MOP NOW 200 231.32 266.3 272.6 324 274 211.8 186 251 MOP TARGET 280 240 275 320 312 280 275 275 275
SL.NO. 1 2 3 4 5 6 7 8
CELL FF O/T CELL FF I/T CELL FF FINAL ASSEMBLY TT WELDING CELL TT SPINNING CELL SHOX FINAL ASSEMBLY P/R GRINDING MT SPINNING PLANT MOP
Fig. 2.2- Increase in Cell-Wise MOP (Mins).
CONTINUOUS IMPROVEMENT
We believe in continuous improvement which enables phase by phase MOST Implementation. These were results of just first phase of MOST Implementation. Still the challenging process of further optimization is going on. This process helps in optimum utilization of resources, Layout modification, understanding the scope for process improvement, Product-wise reduction in work content, resource Reallocation which ultimately results in aggregate productivity on the continual basis.
