International Journal of Application or Innovation in Engineering & Management (IJAIEM)

Web Site: www.ijaiem.org Email: [email protected]

Volume 7, Issue 6, June 2018 ISSN 2319 - 4847

CYCLE TIME REDUCTION THROUGH

JISHUKEN ACTIVITY AND LOW COST
AUTOMATION (LCA)
Krupakar.G.D1, Dr.C.S Chethan Kumar2
1
M.Tech. Student, Dept. of IEM, Ramaiah Institute of Technology, Bangalore, Karnataka, India
[email protected]
2
Associate Professor, Dept. of IEM, Ramaiah Institute of Technology, Bangalore, Karnataka, India
[email protected]

ABSTRACT
India has grown a lot in recent times and also its economy is incrementally growing. To hold on to this growth, quality
infrastructure is needed which includes of reducing labor cost, and increasing the quality of the products. The automotive
industry has been experiencing a competitive environment and striving hard to find methods to reduce manufacturing cost,
waste and improve quality. Low Cost Automation promotes cost effective reference architectures and growth approaches for
production and carriage that properly incorporates human skill and technical solutions, includes shop floor production support
and decentralized process control plans, addresses automation integrated with information processing as well as automation of
non-sophisticated and easily handled operations for productive maintenance.
For this we should reduce the cycle time so that the productivity of the organization will increase and which helps in keeping
the economy of the organization.
For reducing the cycle time in the production line first we should do time study of the system and implement some small kaizen
and remove all no value added activities.
Keywords: Cycle time, Takt time, Ergo study, Time study, Yamazumi, Kaizen, Jishuken, Muda, Mura, Muri.
1. INTRODUCTION
Now a days labour cost is becoming more gradually. So we have to constraint on reducing this, to do this we should
utilize the labour hour efficiently so for this we should reduce the cycle time which helps in increasing the productivity
which directly reduces the labour cost and add value to the organization.
Here we are doing cycle time reduction in final assembly line of R-type Transmission in Toyota Kirloskar Auto Part.
This contains 8 loops in it. Namely M8, Tester1, Tester2, T1, T2, T3, QC1, QC2.
For doing this first we collected data of all 8 loops, like time study data, ergo study of all loops, motion study of all
loops, and recording present cycle time of all loops.
After collecting this entire data implement some kaizen’s in the line so that which helps in reducing the cycle time and
ergo burden of the operators.
Kaizen it is a Japanese word which means continuous improvement, suppose we are assembling some part at the rate of
20 Sec per assembly now by using some kaizen we will improve the way of working and which helps in assembling it
less than 20 Sec. like this by implementing the kaizen tried to the cycle time of all the loops.
Here we use jishuken activity to reduce cycle time of the loops. Jishuken means is a form of problem solving using
gemba kaizen and kaizen blitz.
.
2. LITERATURE REVIEW
Hiten Patel, Sanjay C. Shah, “Review on Cycle Time Reduction in Manufacturing Industries”, JETIR (ISSN-2349-
5162) Dec 2014 (Volume 1 Issue 7)
Manufacturing Groups faces a Problem in reduction of cost and competence Challenges in their manufacturing
Operations. To stand up in today’s Globalization world, Industrialists need to find ways to reduce Production time and
cost in order to improve functional performance and Product quality. The time required at each station for the
performance of the work is known as cycle time.
Cycle time reduction is one of the most important elements of successful manufacturing today.
In this research paper it tells about present visions into how the manufacturing layout constraints (like process time,
work in process, and assignment of a checkup station) influence manufacturing system functioning. If cycle time is
reduced it helps in more responsive to changing customer demands, quicker time to market with new products, save
money by reducing WIP (Work in progress), Increase yield.

Volume 7, Issue 6, June 2018 Page 84

International Journal of Application or Innovation in Engineering & Management (IJAIEM)
Web Site: www.ijaiem.org Email: [email protected]
Volume 7, Issue 6, June 2018 ISSN 2319 - 4847

Abdul Talib Bon and Siti Nor Aini Samsudin, March 6-8, 2018 “Productivity Improvement in Assembly Line by
Reduction Cycle Time using Time Study at Automotive Manufacturer”, Proceedings of the International Conference on
Industrial Engineering and Operations Management Bandung, Indonesia. By making simple alterations to the process,
it can decrease the time taken for each work sequence to improve the process flow and speed it up the process flow. It is
imported that time study by using stopwatch it will help in knowing the time required for each operation ant hear it
shows that if small modification in the process it will definitely make an impact in the work sequence or in the
operations performed by the operators. Moreover this method measures the time necessary for a work process to be
completed using the best ways. Time study conducted for measuring work in process. Before making this time study
each operation was broken into definite of work activities in every work station. The time was measured using
continuous stopwatch equipment because it is easier and faster in data recording and using hand phone to record the
activities. Moreover, this type of stopwatch is suitable for research because it can provide accurate data. The element
times to be entered directly on the time study sheet without the need for subtractions. Main objective is to record the
time taken to perform an activity. Determining appropriate work standards, with the objective to eliminate waste
activities and to set a new standard time to calculate the standard time of each operation. Allow the element times to be
entered directly on the time study sheet without the need for subtractions. Observe operators performing a task and
record time taken for each work activities, over several cycles.
3. STUDY OBJECTIVE
The main objective of this project is to reduce the cycle time and to increase the productivity of the system by using
kaizens.
Here we tried to implement the small kaizens in all loops which helps in reducing the cycle time, ergo burden on
operator. And tried to eliminate the 3M’s (Muda, Mura, and Muri) and to reduce the burden on operators and if
possible reduce the man power by using low cast automation (LCA). Implement new way of operation which helps in
reducing the cycle time of that loop. To reduce the labor cost and to fully utilize the labor hour.
Reduce manufacturing cost, waste and improve quality. Low Cost Automation (LCA) promotes cost effective and
development approaches for production.
4. METHODOLOGY
First in this project we observe all the loops and we observe each and every operation of all the loops then find in which
operation we can eliminate 3M’s and where is more ergo burden is there on operator.
Do time study of each loops and time study of each operation in each loops, and note ergo points of each loops by using
standard ergo table.
After all this try to implement Kaizen in each loops such that it should help in reducing the cycle time and ergo burden
on operators and it should enhance the standardization of working. After doing all this work we should do yamazumi
rebalancing this means balancing the time for all the operators almost equally.
Some kaizens implemented will not work up to the mark or won’t give good result so we should rework on such
kaizens and we should be continuously tried to improve the process.
All the ∑CT before and after is shown in standardized work combination table (SWCT). And ergo points are noted for
each operation of each loop is noted in the standard motion evaluation sheet. And time study is made by using
stopwatch time recording.

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International Journal of Application or Innovation in Engineering & Management (IJAIEM)
Web Site: www.ijaiem.org Email: [email protected]
Volume 7, Issue 6, June 2018 ISSN 2319 - 4847

5. DATA COLLECTION
The below Fig-1 shows the R transmission final assembly line. There are 8 loops in it.

TESTER 1 TESTER 2
LEAK
TESTER

VISION
SYSTEM

ASSY HOLDING AREA

LK TESTER CLUTCH HOUSING BOOT & CLUTCH
CHUTE FORK CHUTE

REWORK JIG
TANK DISMANTING JIG

Fig -1: Layout

Present Takt time for these loops is 63 Sec.

Table -1: cycle time and ergo points

Loops Cycle time Ergo points
M8 61 -50
Tester1 124 -50
Tester2 122 -48
T1 55 -61
T2 58 -31
T3 55 -57
QC1 61 -70
QC2 56 73

Manually collect the time study data by using stopwatch and record the time on sheet for each operations and record the
ergo points in all the loops and every operations by comparing with standard charts. The above cycle time is taken from
the previous data. And the takt time is calculated by organization by knowing the customer demand at present takt is 63
Sec.

6. KAIZEN IMPLEMENTATION
Here we show some of the kaizens implemented in some of the loops.

Table -2: Kaizen implemented in M8 loop

Before After

Breather plug hose fitment difficult while Opposite side mirror fixed for easy visibility
leak test due to improper visible

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International Journal of Application or Innovation in Engineering & Management (IJAIEM)
Web Site: www.ijaiem.org Email: [email protected]
Volume 7, Issue 6, June 2018 ISSN 2319 - 4847

Here in M8 loop operator use to check breather plug which is located back side it was difficult in searching. So mirror
is provided which reduces the Muri of the worker and saves searching time of 3 Sec.

Table -3: Kaizen implemented in T2 loop

Before After

Air pressure is not building properly, delay in Extra air booster is provided for fast
bolt tightening tightening of bolt

Here delay in bolt tightening because of lack of pressure; it was taking nearly 22 Sec to tight 10 bolts. So provided with
extra air booster to build up pressure it saves 4 Sec.
Like this implement kaizen’s in all the loops and try to reduce time of operation and burden of operator as much as
possible.
Table -4: Kaizen implemented in QC1 loop

Before After

Manually pick and replace the torch to check o Torch is fixed in one position
ring.
Waste of time in pick and replace. It saves the time of picking and replacing

Here the operator is picking and keeping the torch manually it was time consuming.so we placed a torch in a position
such that it will focus on the “o” ring checking area properly. Operator should just press the on button it saves around
2Sec.
And in QC2 Loop speedo meter not required to the customer so we have eliminated the Muda activity. And it saves 5
Sec.

7. RESULTS
Table -5: Cycle time reduction
CYCLE TIME
LOOP BEFORE AFTER TIME SAVES
M8 61 58 3
TESTER 1 128 124 4
TESTER 2 122 122 0
T1 59 55 4

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Volume 7, Issue 6, June 2018 ISSN 2319 - 4847

T2 64 58 6
T3 55 55 0
QC1 72 61 11
QC2 60 56 4
TOTAL 621 589 32

In M8 loop 3 Sec saved because of installation of mirror to check breather plug.

In Tester1 loop 4 Sec saved because of Low Cost Automation (LCA) floating table conveyor.
In Tester2 loop there is no time reduction hear only ergo point reduction.
In T1 loop 4 Sec saved because filler plug loosing tool placement and clutch housing keeping on table.
In T2 loop 6 Sec saved because of implementing the air booster for pressure gun and changing the position of grease
gun.
In T3 loop there is no time reduction.
In QC1 loop 11 Sec saved because of eliminating picking and replacing Kanban, and picking and replacing torch and
done new Mechanical poke yoke for gasket and drain plug together, and eliminate speedo meter which is not required
for the customer.
In QC2 loop 4 Sec is saved because we eliminated the walking of the operator by placing the parts bins near to
operator.

7.1 Calculation of ∑CT and no. of assembly produced before Kaizens implementation
Table -6: ∑CT before Kaizen implementation

Before (∑CT 621 Sec)

for 621 Sec 1 Assy
per 1 Hr. 5.797101449 Assy
per shift 8 Hr. 46.37681159 Assy
per day (2 shifts) 92.75362319 Assy

The above table shows assembly produced per day before kaizen implementation.

7.2 Calculation of ∑CT and no. of assembly produced after Kaizens implementation

Table -7: ∑CT after Kaizen implementation

After (∑CT 589 Sec)

∑CT 589 Sec
for 589 Sec 1 Assy
per 1 Hr. 6.112054329 Assy
per shift 8 Hr. 48.89643463 Assy
per day (2 shifts) 97.79286927 Assy

The above table shows assembly produced per day after kaizen implementation.
∑CT reduction of all loops is shown graphically.

Chart -1: ∑CT of all loops

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Volume 7, Issue 6, June 2018 ISSN 2319 - 4847

97.79-92.75 = 5.04 units, so after Kaizen implementation nearly 5 more units were producing per day (2 shifts)

Increase in Productivity= *100 = 5.43%

Productivity increased by 5.43%.

SWCT of M8 loop
MODEL TYPE : R-TYPE LOOP M8 CYCLE TIME 61 Sec Manual
STANDARDISED WORK COMBINATION SHEET Auto
SECTION : ASSY Print Menu TAKT TIME 63 Sec Wal k

TIME Working time Unit 1 line = 1 Sec

Sl.No OPERATION
Ma nualAuto Wa lk 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90

1 Move Assy towards leak tester 4

Mask the O/P shaft,speedo hole, control

2 22
retainer, Drain plug and Breather plug.

3 Scan for cycle start 2 58

3
Lift assy by balancer and pick kanban from
4 pallet & keep the assy & kanban on tester 18
pallet

5 Insert I/P shaft mask to Assy 4

6 Demask the tested assy 8

Wait
Total 58
0 3

Fig -1: Layout

The above figure shows the SWCT of M8 loop which gives the information of the time taken by the operator to
complete each operation before and after the kaizen implementation. And this gives the information about walking
movement of the workers and auto timing of machines and we can understand where time is saved because of
implementation of kaizens.

8. CONCLUSIONS
The automotive industry has been experiencing a competitive environment and striving hard to find methods to reduce
manufacturing cost, waste and improve quality. Low Cost Automation promotes cost effective reference architectures
and development approaches for production and transportation that properly integrates human skill and technical
solutions, includes shop floor production support and decentralized process control strategies, addresses automation
integrated with information processing as well as automation of non-sophisticated and easily handled operations for
productive maintenance.
Hence improving man-hour with technological up-gradation and less inventory sums up the whole objective

 Here, after applying all the Kaizens the cycle time is reduced from 621 to 589 Sec, that we are able to reduce
around 32 Sec.
 This helps in increase in productivity of the system. Nearly we are able to produce 5 more units per day then
before.
 We are reduced the Ergo of the Worker, we reduced ergo points from -440 to -367 points we reduced around 73
points.
 Productivity increased by 5.43%.

References
[1] The Toyota Way (2003) by Jeffrey Liker.
[2] The Toyota Production System: Beyond Large-Scale Production (1988) by Taiichi Ohno.
[3] Performance improvement of manufacturing industry by reducing the Defectives using Six Sigma Methodologies.
Chethan Kumar C S, IOSR Journal of Engineering (IOSRJEN)
[4] Review on Cycle Time Reduction in Manufacturing Industries. Hiten Patel1 , Sanjay C. Shah, JETIR (ISSN-2349-
5162)

Volume 7, Issue 6, June 2018 Page 89

International Journal of Application or Innovation in Engineering & Management (IJAIEM)
Web Site: www.ijaiem.org Email: [email protected]
Volume 7, Issue 6, June 2018 ISSN 2319 - 4847

[5] Productivity enhancement in excavator manufacturing plant by eliminating non value added activities. Dr.
Chethan Kumar CS, Dr. NVR Naidu, Journal of Pharmacognosy and Phytochemistry 2016; 198-202
[6] Shingo, Shigeo. (1989) A study of the Toyota production system from an industrial point of view. Productivity
Press, Cambridge, MA.
[7] Productivity Improvement in Assembly Line by Reduction Cycle Time using Time Study at Automotive
Manufacturer. Proceedings of the International Conference on Industrial Engineering and Operations Management
Bandung, Indonesia, March 6-8, 2018. University Tun Hussein Onn Parit Raja, Johor, Malaysia.
[8] Adnan, a. N., arbaai, n. A., & ismail, a. (2016). Improvement of overall efficiency of production line by using line
balancing, 11(12), 7752–7758.

AUTHOR
Krupakar.G.D Perusing M.Tech degree in Industrial Engineering and Management from M S Ramaiah
Institute of technology during Year 2016-2018, Bangalore.

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