The International Journal Of Engineering And Science (IJES)

|| Volume || 4 || Issue || 3 || Pages || PP.45-55 || 2015 ||

ISSN (e): 2319 1813 ISSN (p): 2319 1805

Hpu improvement in dv block line

Ganesh C, Giridharan D., and Guided by A.Venkatesan (Hod/Ap-Mech)
Ganesh C & Giridharan D with the final year(2011-15) student in Bachelor of mechanical engineering at
thirumalai engineering college , kanchipuram,TN,india
Guided by - A.Venkatesan (AP/HOD) is with the Mechanical Engineering Department, Thirumalai engineering
college, Kanchipuram, India

--------------------------------------------------------------- ABSTRACT-----------------------------------------------------The main aim of the project revolves around the improvement of production in OP50 station of the
DV (diesel) cylinder machining line engine plant in ford.Six Sigma Tool DMAIC (Define, Measure, Analysis,
Improve, Control ) is used to eliminate waste in the project.Now the Cylinder Block and Bed Plate assembly
timing is more due to Non Vaue added activities which is against LEAN manufacturing Princples. To find the
Non-value activity to eliminate using pnumatic fixture to improve the production.Reduce non-value added
activities by designing a pnumatic fixture to improve 18.75% production/year as well as increace profit
18.75% + 3head save at op50 station in DV block line.Man Utilization improved.
----------------------------------------------------------------------------------------------------------------------------- ---------Date of Submission: 19-March-2015
Date of Accepted: 05.April.2015
----------------------------------------------------------------------------------------------------------------------------- ----------

I. INTRODUCTION
FORD CHENNAI ENGINE PLANT OVER VIEW
Machine shop
The machine shop is involved in the Machining of Various Engine parts in a Sequence of operation supported
by lean manufacturing system .It consists of five lines namely
1. Crank Shaft machining (common to both DV and sigma)
2. DV (diesel) Cylinder block machining
3. DV (diesel) Cylinder head machining
4. Sigma (petrol) Cylinder head machining
5. Sigma (petrol) cylinder block machining
Overview of machine shop sigma line:
The cylinder head and block parts are being importedfrom Jaya Hind Industries,Pune,Maharashtra, India.

3 shift 21.34 hours of work per day

GROSS JPH of 28.7 & 27.1 and Annual Production Capacity of 170 000 & 160 000 for Sigma and DV
lines respectively.

3 crew A, B, C to support three shift

20 man heads per line, per crew (Sigma and DV )

Sigma and DV line Primarily Consists of High Precision 4 axis HMC CNC machines by German
manufacturer Mag and Robot Washers by Durr.

Fully Automated - Crank Shaft Line.

Five Petrol Variants and Two Diesel Variants are machined in the respective lines

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Hpu improvement in dv block line

Specifications of Engines Machined at FIPL:
Sigma - 1.19 Low Compression (LC)
1.4 LC
1.4 High Compression (HC)
1. 6 LC
1.6 HCor Ti- vct
DV -

1.4 Tdci& 1.5 Tdci

Quality policy
Online quality maintenance is carried out on the parts three times a shift, and also during change of the engine
variants.
This is carried out by the operator at every station and sub station with help of gauges Present

Three gauges from Italy namely

1. Attribute gauge - Accuracy Checking

The term Six Sigma originated from terminology associated with manufacturing, specifically terms
associated with statistical modeling of manufacturing processes. The maturity of a manufacturing process can be
described by a sigma rating indicating its yield or the percentage of defect-free products it creates. A six sigma
process is one in which 99.99966% of all opportunities to produce some feature of a part are statistically
expected to be free of defects (3.4 defective features / million opportunities), although, as discussed below, this
defect level corresponds to only a 4.5 sigma level. Motorola set a goal of "six sigma" for all of its manufacturing
operations, and this goal became a by-word for the management and engineering practices used to achieve it.

II. SIX SIGMA-DMAIC

Refers to a data-driven improvement cycle used for improving, optimizing and stabilizing business
processes and designs. The DMAIC improvement cycle is the core tool used to drive Six Sigma projects.
However, DMAIC is not exclusive to Six Sigma and can be used as the framework for other improvement
applications.
o
o
o
o
o

Define
Measure
Analyze
Improve
Control

Define
The problem identify by JPH(job per hour) , cycle time ,bottle neck concept The purpose of this step is
to clearly articulate the business problem, goal, potential resources, project scope and high-level project
timeline. This information is typically captured within project charter document. Write down what you currently
know. Seek to clarify facts, set objectives and form the project team .
JPH-JOB PER HOUR
Chennai Engine Plant the Current Capacity for DV Block & Bed line is 170K & their JPHs are 28.7.
Capacity enhancement is planned in both the lines with the help of Lean manufacturing Technique to increase
the efficiency of these lines by increasing the JPH.

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Hpu improvement in dv block line

45
40
35

40 40

40

36
32

32

32 32

34

40
35

32

32 32 33

35

JPH

30
25
20
15
10
5
0

Operation No.

Cycle time
Cycle time describes how long it takes to complete a specific task from start to finish. This task may be
to assemble a widget or answer a customer service phone call.
Now, you can get fancy and segregate value added cycle time from non-value added cycle time if youd like.
Cycle time can be measured with a stop watch.

Bottle Neck Concept

Bottlenecks determine the throughput of a supply chain. Recognizing this fact and making
improvements will increase cash flow.
Discribe The problem
The OP50 station having high cycle timing and low productivity that is 32cylinder block per hour and
113 sec per unit.there are two workers working.
The work of station is cylinder block and bed plate assmable.Now problem discribed.
Measure
The purpose of this step is to objectively establish current baselines as the basis for improvement. This
is a data collection step, the purpose of which is to establish process performance baselines. The performance
metric baseline(s) from the Measure phase will be compared to the performance metric at the conclusion of the
project to determine objectively whether significant improvement has been made. The team decides on what
should be measured and how to measure it. It is usual for teams to invest a lot of effort into assessing the
suitability of the proposed measurement systems.
Method Study
Method study is the process of subjecting work to systematic, critical scrutiny to make it more effective
and/or more efficient. It is one of the keys to achieving productivity improvement.
It was originally designed for the analysis and improvement of repetitive manual work but it can be used for all
types of activity at all levels of an organisation.

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The process is often seen as a linear, described by its main steps of:

Select (the work to be studied);

Record (all relevant information about that work);
Examine (the recorded information);
Develop (an improved way of doing things);
Install (the new method as standard practice);
Maintain (the new standard proactive).

OP50 STATION BEFORE

S No.

Activities of Associate - 1

Cycle Time (Sec)

Current

Take hoist to clamp the part from Op50 input conveyor

Move the hoist with part and load the part to Op50 fixture

Load the part to Op50 fixture

Unclamp the hoist and move to home position

Take the bed plate and place on the block

Take the locating pin and put in T1 & T3 hole

Take the power head and do the alignment

13

Auto cycle ( Ideal time )

43

10 After completed the process take the hoist and clamp the part in Op50 fixture

12

11 Move the part to Op50 output conveyor

12

12 Unload the part from hoist and move to Op50 input conveyor

Sub. Total Cycle Time (A)

113

Activities of Associate - 2
1

Take the part from bed plate trolley

Walk to bed plate fixture and load the part

4
7

Take the 14 nos of M6 bold and put in M6 holes

20

Take the 10 nos of M9 bold and dip the oil then put in to M9 holes

17

Move to Op50 output conveyor with permanent marker

Unload the pin from block assembly and put in the bin

Check all the bolt are tighten and put commitment mark in bolt head

13

Sub. Total Cycle Time (B)

71

7 WASTES OF LEAN MANUFACTURING

The seven wastes of Lean Manufacturing are what we are aiming to remove from our processes by
removing the causes of Mura and Muri as well as tackling Muda directly. But what exactly are the
seven wastes of Lean Manufacturing (or 7 Mudas)

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The Seven Wastes of Lean Manufacturing are;

Transport
Inventory
Motion
Waiting
Over-Processing
Overproduction
Defects

The OP50 station having two heads and having two types lean manufacturing waste found here.
The Waste of Waiting
How often do you spend time waiting for an answer from another department in your organization, or
waiting for a delivery from a supplier or an engineer to come and fix a machine? We tend to spend an enormous
amount of time waiting for things in our working lives (and personal lives too), this is an obvious waste.
The Waste of Waiting disrupts flow, one of the main principles of Lean Manufacturing, as such it is one of the
more serious of the seven wastes or 7 mudas of lean manufacturing.
The Waste of Motion
Unnecessary motions are those movements of man or machine which are not as small or as easy to
achieve as possible, by this I mean bending down to retrieve heavy objects at floor level when they could be fed
at waist level to reduce stress and time to retrieve. Excessive travel between work stations, excessive machine
movements from start point to work start point are all examples of the waste of Motion. All of these wasteful
motions cost you time (money) and cause stress on your employees and machines, after all even robots wear
out.
Analysing

Problem description :

Walking distance by Associate -1 for every cycle =3 meter

Walking distance by Associate2 for every cycle =5 meter

Time taken for every cycle by both the Associate 23 sec & 18 sec

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After improvement

Design of Conveyor
A conveyor system is a common piece of mechanical handling equipment that moves materials from one
location to another.

Gravity Roller Conveyor

The gravity roller conveyor design is by far the most popular conveyor design in use today. They are
used extensively in distribution, packaging, and manufacturing applications. On level conveyors, items are
placed on the conveyor and manually pushed along to the next station or operation. Gravity roller conveyors can
also be used in declines, where the items are placed on the conveyor and gravity takes over to convey the
product forward .

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Theoritical calculation
Height H = 105cm
Height h = 85 cm
Length
= 1300cm
Height to fall = 105-85 cm
= 20cm
According to Newton law of motion equation
V^2=U^2-2gS
V final velocity
U- initial velocity(0m/s)
S - height to fall(20cm)
g- gravity (9.81 m/ 2 )

solve the equation

V=1.98 m/s
Using sin law angle of conveyor = = 0.84876
Velocity of cylinder on conveyor = V-V
Velocity of cylinder
= 2.05 cm/sec
Actual velocity
= 2 cm/sec
Standard widths are offered from 8" up to 76" and rollers from 1.38" diameter up to 6.5" in diameter with over
40 different bearing options to ensure the right solution for your application. Gravity conveyors are offered in
straight and curved sections. Curved sections are also available with tapered rollers to help items being
conveyed track correctly throughout the curve.

5/3 VALUE

AND GATE

DOUBLE ACTING CYLINDER

PNEUMATIC FIXTURE

The relationship between the force, radius, and pressure can derived from simple distributed load equation:[7]

Where:
is the resultant force
is the pressure or distributed load on the surface
is the effective cross sectional area the load is acting on

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Where:
represents the resultant force(max 500N)
represents the radius of the piston
is pi, approximately equal to 3.14159.
P-pressure (6 bar)
Using above equation
Piston dia required = 17 mm
Finally select the double acting cylinder
FESTO ADN -80-50-KP-A-P-A
It oprating range pressure Pmax=1-10bar

Fixture design by using AutoCAD

Improve
The purpose of this step is to identify, test and implement a solution to the problem; in part or in whole.
Identify creative solutions to eliminate the key root causes in order to fix and prevent process problems.

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Hpu improvement in dv block line

Improved cycle time

S No.

Cycle Time (Sec)

Improved

Activities of Associate - 1

1 Take hoist to clamp the part from Op50 input conveyor

2 Move the hoist with part and load the part to Op50 fixture

3 Load the part to Op50 fixture

3.1 Up the locating pin unit using pneumatic value lever

4 Unclamp the hoist and move to home position

5 Take the bed plate and place on the block

6 Take the locating pin and put in T1 & T3 hole

7 Take the power head and do the alignment

13

8 Auto cycle ( Ideal time )

43

9 Unload the pin from block assembly and put in to the bin

9.1 Down the locating pin unit using pneumatic value lever

10 After completed the process take the hoist and clamp the part in Op50 fixture

11 Move the part to Op50 output conveyor

12 Unload the part from hoist and move to Op50 input conveyor

15 Take the part from bed plate trolley

16 Walk to bed plate fixture and load the part

17 Take the 14 nos of M6 bold and put in M6 holes

20

18 Take the 10 nos of M9 bold and dip the oil then put in to M9 holes

17

19 Move to Op50 output conveyor with permanent marker

20 Unload the pin from block assembly and put in the bin

21 Check all the bolt are tighten and put commitment mark in bolt head

13
94

Total Cycle Time (A)

Improved JPH

JPH

45
4040
40
40
38
40 36
35
35
32
3232 34 32
3232 33
35
30
25
20
15
10
5
0

Operation No

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CALCULATE IN PRODUCTION

Before production in JPH

= 32

After production in JPH

= 38

Increase prodution

= [(38 -32 ) / 32 ] * 100

= 18.75 % increase production in DV block line

Benifits
1. JPH improved from 32 to 38.
2. 3 Associate saved in 3 shift pattern.
3. Cycle time reduced from 113 sec to 94 sec .
4. Operator fatigue reduced by reducing the walk time .
5. One handling aid saved.
6. HPU improved from 0.91 to 0.88 (3.68%).
7.Increase 18.75 % production.
8.Incraese profit 18.75% and three head saved.

Improved OP50 station

CONTROL

Ford Total Preventive Maintenance department has the duty to keep the improved system in good
manner. The methods that can be used for proper updating of improved line should be systematic and scientific.
The following management tools can be used for future control.
Line-balance Sheet
Line Balancing is leveling of the workload across all operations in a line to remove bottlenecks and
excess capacity, defined by Six DV Material.
Modapts sheet (modular arrangement of pre-determined time standard)
MODAPTS is a third generation predetermined time system used for:
1.
2.
3.
4.

Calculating reliable production standards,

Improving an organization's productivity,
Analyzing departmental efficiency, and
Improving employee relations.

III-CONCLUTION
Using continues improvement tool(DMAIC) to eliminate two types lean manufacturing
waste(motion,waiting) got 18.75% production increasesd in OP50 station .

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BIBILIOGRAPHY

Ford Production System - Henry ford

Benchmarking Theory-Robert Camp
Toyota Production System -Taiichi Ohno, Shigeo Shingo and Eiji Toyota
(1948 -1975).
Productivity Fundamentals
7 Forms of Waste-Japanese term muda
http://www.isixsigma.com/dictionary/takt-time/
http://blog.gembaacademy.com/2010/07/20/how-to-determine-cycle-time-takt-time-lead-time/
http://en.wikipedia.org/wiki/Takt_time
http://www.lean-manufacturing-japan.com/scm-terminology/bottleneck-constraint.html
http://www.leanmanufacture.net/leanterms/bottleneck.aspx
http://www.ims-productivity.com/page.cfm/content/Method-Study/
http://www.ims-productivity.com/page.cfm/content/Method-Study/
http://leanmanufacturingtools.org/77/the-seven-wastes-7-mudas/
http://www.isixsigma.com/tools-templates/
http://www.mindtools.com/pages/main/newMN_TMC.html
https://www.moresteam.com/toolbox/
http://www.cisco-eagle.com/catalog/c-1753-light-duty-roller-conveyor-with-supports.aspx

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