manufacturing systems & quality control emng‐2006...

Manufacturing Systems & Quality Control EMNG‐2006

Project # 2 Product Reverse Engineering

(Application of LEAN Principles and Quality Control Tools)

Dylan Rainey: 100884178

Eddy Cheung: 100835876

Steven Mac: 100907664

Shaun Wynne: 100915404

Cam Weyrauch: 100897318

COMPANY: A TEAM INC.

Table of Contents

Assumptions

Feature of Product

Bill of Material

Schematic Diagram of Parts Made

Key Manufacturing Process

Flow Chart

Lines 0‐10 (OVERVIEW)

TAKT TIME

Capacity Analysis Chart

Capacity Calculation

Capacity Calculations Injection Mold Machine

Capacity Calculations Quality Control Line 0

Capacity Calculations Sorting Machine Line 0

Capacity Calculations Line 1

Capacity Calculations Lines 3, 7, 9

Load Analysis Injection Molding

Load Analysis Line 1 Quality Control

Load Analysis Sorting Machine

Load Analysis Line 1

Load Analysis Lines 3, 7, 9

Layout of Factory

Potential Manufacturing Concerns

Design Enhancement

LEAN Principles

Value Added Analysis

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Income Statement

Capability Index Calculations

Sources

Project: Evaluation Guideline

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Assumptions Layout + Product:

● Small gear is attached to the motor when shipped from supplier ● Raw plastic will be bought from quality supplier in bulk ● All product are triple checked by supplier before shipping to factory ● Batteries are pre‐charged and tested before arriving at factory ● Flight control board is tested by supplier before shipping to ensure quality material ● ON and OFF switch is tested by supplier before shipping to ensure quality material ● Representative will be sent to supplier factory for inspection every 6 month to check quality ● Technicians are properly trained before employment ● Employees would be provided ESD equipment to prevent damage to machines and product ● Management will keep close eye on employees to ensure professional work space ● Factory floor will be kept clear of all obstructions to prevent injury ● Technicians and engineers will keep close eye on all machines ● Operator will notify team when problems appear ● Packaging boxes are held in the packaging machine ● Finished products are placed on skids inside truck containers awaiting shipment

Machine + Equipment:

● We will be buying our machines new instead of used ● All machines will be compatible with conveyors ● Most machines can be customized by the company but not low speed placement ● Machines will be inspected numerous times for ultimate quality

LEAN Principle:

● Assume 2D layout is exactly to scale. ● Assume rectangles in layout are exactly 20 x 18 (ft.) ● Assume Conveyor sq. ft. = Used sq. ft. – Σ Equipment sq. ft. ● Assume Targets are industry standards.

Flow Chart:

● Lines are 100% filled at beginning of shift ● Storage are equipped with automated loader

Utilization and Efficiency:

● Our production facility’s utilizations and efficiencies are very high ● All machines have been custom ordered to run in sync with each other ● Skilled engineers and highly trained technicians will setup and operate machines helping us

attain, and maintain these goals. ● Plant supervisors will thoroughly inspect all operations along the line ensuring max utilization

and efficiency.

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Feature of Product

Overview:

This new and improved RC helicopter is much different from the rest. With the advanced technology that has been implemented within this helicopter it’s suitable for all ages. Not only can you have fun flying it, but your friends will too. It has been constructed with new state of the art machining and automation. It is significantly faster, more powerful, and loaded with technical features. Due to the custom production of this prestigious toy it has advantages over its competition. A top‐of‐the‐line aerodynamic infrastructure has been carefully engineerd for this stunning RC helicopter. There is no doubt that this unbelievable helicopter will bring joy not only to you, but to everyone around.

Features:

● The use of three interchangeable frequencies which enables you to fly 3 helicopters during the same period

● High‐quality Gyro‐stabilizing technology has been implemented to achieve the best in class performance for a stable flight

● Constructed with flexible material allowing it to sustain itself from any crashes or anything in front of it

● Built with state of the art Infrared technology enabling an incredible range in the great outdoors

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● Assembled and ready to fly right out of the box allowing for instant fun

Specifications:

Model NO. : H3OV9‐Z05934

Material: PVC Plastic

Channel: 6

Frequency: A / B / C

Flight Time: 8‐12 minutes

Charge Time: 20 – 30 minutes

Control Range: 8 – 10 m

Control System: radiation – free IR control

Battery for controller: 6 x 1.5v AA Battery (Not included)

Battery for Helicopter: Lithium Ion 3.7V 500 maH

Dimension of Helicopter: 12 in x 2.5 in x 7.5 in

Weight: 1.14 kg

Package Includes:

XXXXX‐z5934 Gyro Helicopter

RF Remote Controller

USB Charging Cable

User Guide

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Bill of Material Part Number Thumbnail BOM

Structure Quantit

y Description Material

Front Housing

Made 1 Front housing with customize decal

Plastic

Rear Motor

Purchased 1 Brushless motor for turning

Motor

Rear Propeller

Made 1 Propeller for turning

Plastic

Battery

Purchased 1 Battery to power the helicopter

Battery

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Propeller Pin

Made 4 Pins to hold the propeller together

Plastic

Large Gear

Purchased 2 Gear to vary the speed of the propeller

Plastic

Front Main Motor

Purchased 1 Motor for the rotation of the propeller

Motor

Rear Main Motor

Purchased 1 Motor for the rotation of the propeller

Motor

Brass Fastener

Purchased 1 Nut to secure the rod for propeller

Bronze, Cast

Propeller Rod

Purchased 1 Rod to hold the propeller and stabilizer

Aluminum

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Flight Control Board

Purchased 1 PCB board to control the motors

Flight Control Board

Propeller Mount

Made 4 Clamps to attach propller to the rod

Plastic

Main Body

Made 1 Bare body of the helicopter

Plastic

Propeller

Made 4 Propeller to control lift

Plastic

Flight Stabilizer

Made 1 Stabilize the helicopter

Plastic

Top Motor Plate

Made 1 Secure the motors to the body

Plastic

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ON and OFF switch

Purchased 1 Turning the helicopter ON and OFF

PCB Board

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Schematic Diagram of Parts Made

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Key Manufacturing Process The key manufacturing processes that will be executed while our products are being built and assembled on our fully automated lines are as followed:

Used to Produce:

Hydraulic Injection Molding Machine:

This machine will mold the following parts out of plastic to produce our helicopters: Front Housing, Rear Propeller, Propeller Pin, Propeller Mount, Main Body, Propellers, Flight Stabilizer, and Top Motor Plate. The machine that will be used is:

300 Ton, 20z. Van Dorn Demag‐300HT‐20

Specs:

Tonnage: 300 Shot Size: 20 oz. Clamp Stroke: 24” Min Mold Thickness: 8” Tie Bar Distance: 25”x 25” Plate Size: 37” x 37” Max Daylight: 49” Ejector Stroke: 6” Control: Pathfinder 2500 Options: SPI Robot Interface Cost: Approximately $31, 000.00

Quality Control Machine:

This machine will be determining whether all the parts that are made up to spec and pass inspection. If they pass inspection they will proceed to the next station; If not, they will be recycled. We will have 4 of these in different parts of the building and assembly process to make sure everything is up to par.

CubiScan 210‐DS (Dual Sensor)

Specs:

Weight: 5lbs per sensor Useful Field of View: Maximum 70 degrees Conveyor Speed: 10fpm‐600fpm Object Remission: 15‐200% Minimum to Maximum Object Size (L x W x H): 2.4 x 2.4 x 2.4 in – 60 x 28 x 36 in Optical Indicators: 6 LEDs per sensor

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Laser Diode (Wavelength): Visible Light (650 NM) Operating Voltage/ Power Consumption: 24VDC +‐ 15%/ max. 50W Cost: Approximately $ 25, 000.00 Oven Machine:

This machine is in charge of taking all the painted parts and curing them in the oven. This allows for a quick and reliable process.

Continuing Process Oven C96

Specs

Operating Temperature: 500F Effective Work Area: 40W x 20H x 150L External Dimensions: 65W x 90H x 160L BTU: 75KW Recirculation Fan: 9000 CFM; 5HP Electric: 575/3/60‐ 92 amps; 125‐amp breaker Cost: Approximately $ 23,000.00

Separator Machine:

We will have one separator and one automatic conveyor selector machine. The separator is located at the end of line zero and the selector is located on line five, towards the end. These machines are responsible for sorting and conveying the required parts that were produced by the injection mold machine.

Larger: High Speed and Precision Scanning Sorting Machine CWM‐200

Specs

Weight accuracy: +‐ 0.5g Construction: 304US, Polishing Weigh Sensor: Double‐ beam load cell Conveying: Belt Machine Size (L x W): 750mm x 580mm Weight Capacity: 10‐1200g Minimum Scale: 0.1g Power Supply: Single‐Phase AC200V‐240V Cost: Approximately: $13,000.00‐$15,000.00 Smaller: Automatic Conveyor Selector Machine CWC‐230NS

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Specs

Measurement: Strain Gauge Belt Speed: 31‐70m/min Rejection: Air Jet/Flapper/Falling Drop Rated Output: Approx. 200W Automatic Check 2000 sorting records High accurate load cell Cost: Approximately: US $4,000‐$8,000 Paint Machine:

This machine is responsible for painting the propellers and front housing from the injection mold machine. These objects will undergo paint sessions, and then shortly after will be fed into the oven for a drying process. The colour that will be programmed into this fully automated, custom machine will be matte black for the housing and propellers.

Automatic Painting Machine LHxt02

Specs

Servo Motor Power: 4.5kw Dimensions: 3.5 x 1.6 x 2.0 (m) Weight of the machine: 1500kg Conveying Speed: 0‐50m/min Total Power: 2.25 KW Working gun: 3 Gun caliber: 0.9‐1.3mm Types of paint: PE, PU, UC, NC, UV, and Waterborne paint The amount of paint used: 60‐200g/m^2 Air Pressure: 0.5‐0.8MPA Power Supply: 380V, 50Hz (three‐phase) Cost: Approximately: $18,000.00‐$22,000.00 Used to Assemble‐

Packaging Machine:

This machine is responsible for packaging our final product which will be a RC helicopter. Our helicopter will be packed in a cardboard box with the front of the box open to see through plastic so you can see the product you are purchasing.

End of Line Case Packers E 4004,

Specs

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Material: Cardboard cases Max. Output: 4 cases/min Max. Case Size (A x B x H): 500 x 400 x 400mm Max. In feed: 300 cartons/min Cost: Approximately: $20, 000.00 Ultrasonic Plastic Welding Machine:

This machine is responsible for taking the products that were bought/produced, and welding them together in the proper order. Once the products are welded together in the proper order, it will produce our final product which is an RC helicopter.

Ultrasonic Plastic Welding Machine S‐PH3000A‐J

Specs

Power: 6.5KW Certification: CE Dimensions: 4300 x 3800 x 1100mm Usage: Plastic sheet welding Input Voltage: 380V Total Weight: 3000kg Air Pressure: 8, 0 bar Heating Element Power: 3.5KW Reel Motor Power: 3KW Cost: Approximately: $40,000.00 Low Speed Placement Machine:

This machine is responsible for the placement of the appropriate parts into our aircraft allowing for the welding of the parts to take place. This machine will grab the parts from the appropriate lines at the appropriate stage when required. These machines can be customized to our perfection with the following company:

Larger: FX‐3RA High Speed Modular Mounter

Specs

Board Size: L size (410x360mm), L‐Wide size (510x360mm) x1, XL size (610x 560mm) Component Height: 6mm Component Size: Laser Recognition, 002mm (01005inch)‐33.5mm Placement Speed (chip) ‐ 0.040Sec/chip (90,000CPH) x2, IPC9850: 66,000CPH x2 Placement Accuracy: Laser Recognition: +‐ 0.05mm Feeder Inputs: Max. 240 in case of 8mm tape Cost: Approximately $33,000.00

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Smaller: KE‐3020V High Speed Flexible Mounter

Specs

Board Size: Maximum board size is 22” x 24” Component Range: 01005 (0402metric) up to 74mm squared on the KE‐3020V Placement Accuracy: Laser Recognition: +‐0.05mm, Vision Recognition: +‐0.03mm Feeder Inputs: Max. 160 in case of 8mm tape Placement Speed: 17,100CPH (IPC9850) for chips or a new and improved speed of 9,470CPH (IPC9850) when using the tri‐coloured camera. Cost: Approximately $21,000.00 Conveyor Belt: These conveyor belts are used to transport our materials throughout our manufacturing line. Model: 725TB through Bed Belt Conveyor Specs Belting: PVC‐ 120 black Drive Pulley: 4” dia. With 1‐3/16” dia. Shaft or 8: dia. With 107/16” dia. Shaft, both machine crowned and fully logged. Tail Pulley: 4” dia., machine crowned, with 103/16” dia. Shaft. End Drive: Allows one‐direction (unit) operation; add optional center drive for reversible application. Take‐Up: Screw type unit at tail pulley provides 12” belt take‐up Bed: 7” deep x 12 ga. Box type bed with bed pan braces (all widths) and with 2‐1/2” deep x 12 ga. Formed through with formed flanges on sides to provide extra strength. Motor Drive: 1/3 HP, 230/460/3, 60 cycle, ODP right angle gear motor. Belt Speed: 60 FPM, constant. Cost: $201,756.00 Bin Cart: These bin carts are precisely used for holding small parts at specific points along our manufacturing line. They will be later disposed of in an environmentally friendly way. Model: H‐3907 Bin Cart

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Specs 6 Chrome shelves adjust in 1” increments NSF certified 4” side and back ledges keep items from falling off 10” rear pneumatic wheels, 5” front locking swivel casters. Polyethylene bins with molded label holder 117 lbs. per cart Cost: $7,500.00 Recycling Bin: These recycling bins will be located at the 4 quality control stations for parts that don’t pass inspection. They will be properly recycled for an environmentally friendly process. Model: SC1‐A65060, 650L Rotomolded Dust Bin Specs Made of imported material Stackable Rubber front caster with heavy duty Have passed CE, FDA, and ISO20089001 Colour: Black Internal Dimension (L x W x H): 1660 x 713 x 914mm External Dimension (L x W x H): 1740 x 800 x 920mm Weight: 54.4kg Loading Capacity: 350kg Cost: $1,000.00 Storage Metal Bin: We will have two metal bins located on our manufacturing line for holding medium size parts. Doing this prevents excess parts from being lost. Model: 61009 Specs Lifting/Crane Lugs Dimension (LxWxH): 42” x 42” x 24” ¼” Angle Runners

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7 gauge Runner Legs Fork Stirrups/ Straps 3” x 6” x 10” gauge fork tubes 5” x 7” Card Holders 1” Stenciling Cost: $ 700.00 Storage Pellet Bin: There will be one large pellet bin which is where our injection mold machine will have access to the large amount of plastic. This also helps keep pristine conditions throughout our machine shop Model: HJ‐006 Specs Material: Strengthen Steel Surface Treatment: Paint Spraying High Quality Dimensions (L x W x H): 3.6m x 1.5m x 1.2m Weight: 622.8kgs Cost: $800.00

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Flow Chart

Lines 0‐10 (OVERVIEW)

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Line 0 (RED) Storage – The bin funnels into an auto loader, which dispenses into the Injection mold

machine on command from a PLC. (0 persons required, 0 seconds) Injection Mold – This machine makes 8 different parts, but just one at a time. The first part

made is the main body. The mold machine can make one body at a time because it is bigger and highly detailed. This process takes 13.35 seconds and is active for 2 hours in a shift. This machine is then shut down for 0.2 hours to change the injection plates and reprogram software. This same process is followed for every other part. The specific times are as followed: (0 persons required, 45.05 seconds)

Main Body CT = 13.35 seconds Active = 2.0 Hr Down Time = 0.2Hr 2 Front Housing: CT = 10.32 seconds Active = 1.5 Hr Down Time = 0.2 Hr 6 Main Propellers: CT = 4.16 seconds Active = 0.5 Hr Down Time = 0.2 Hr 7 Propeller Mounts: CT = 3.54 seconds Active = 0.4 Hr Down Time = 0.2 Hr 10 Rear Propellers: CT = 3.2 seconds Active = 0.35 Hr Down Time = 0.2 Hr 7 Propeller Pins: CT = 3.05 seconds Active = 0.3 Hr Down Time = 0.2 Hr 10 Flight Stabilizer: CT = 3.03 seconds Active = 0.3 Hr Down Time = 0.2 Hr 5 Top Motor Plate: CT = 4.39 seconds Active = 0.55 Hr Down Time = 0.2 Hr Quality Control – This computer scans the 8 different parts, one at a time, for proper

measurements according to the mold. The first part that is sent through the computer is the main body. The computer can only scan one body at a time because it is bigger and highly intricate. Therefore the process take 13.15 seconds and is active for 2.1 hours in a shift. The computer is then reprogrammed taking a total downtime of 0.1 hours. The sequence of scanning parts mimics the mold machine. The sequences are as followed: (0 persons required, 45.05 seconds)

Main Body CT = 13.15 Active = 2.1 Hr Down Time = 0.1 Hr 2 Front Housing: CT = 10.35 seconds Active = 1.6 Hr Down Time = 0.1 Hr 6 Main Propellers: CT = 4.13 seconds Active = 0.6 Hr Down Time = 0.1 Hr 7 Propeller Mounts: CT = 3.66 seconds Active = .05 Hr Down Time = 0.1 Hr 10 Rear Propellers: CT = 3.26 seconds Active = 0.45 Hr Down Time = 0.1 Hr 7 Propeller Pins: CT = 3.08 seconds Active = 0.4 Hr Down Time = 0.1 Hr 10 Flight Stabilizer: CT = 3 seconds Active = 0.4 Hr Down Time = 0.1 Hr 5 Top Motor Plate: CT = 4.39 seconds Active = 0.65 Hr Down Time = 0.1 Hr Separator –

This machine sorts the 8 different parts created by the injection mold machine into 8 separate bins. The bins funnel into auto loaders, which dispense units onto a conveyer belt. The loaders only dispense on command by a PLC. The loader for the main body dispenses onto line 1, the loader for the top motor plate dispenses onto line 5, the loaders for the flight stabilizer and rear propeller dispense onto line 6, the loaders for the front housing, and main propellers dispense onto line 7, and the loader for the propeller mounts, and propeller pins dispense onto line 9. The sequence of scanning parts mimics the mold machine and quality control computer. The sequences are as followed: (0 persons required, 46 seconds)

Main Body: CT= 13.1 seconds Active = 2.2 Hr Down Time = 0 Hr Front Housing: CT= 10.47 seconds Active = 1.7 Hr Down Time = 0 Hr Main Propellers: CT= 4.17 seconds Active = 0.7 Hr Down Time = 0 Hr Propeller Mounts: CT= 3.6 seconds Active = 0.6 Hr Down Time = 0 Hr Rear Propellers: CT= 3.35 seconds Active = 0.55 Hr Down Time = 0 Hr Propeller Pins: CT= 3.02 seconds Active = 0.50 Hr Down Time = 0 Hr Flight Stabilizers: CT= 3.05 seconds Active = 0.50 Hr Down Time = 0 Hr Top Motor Plate: CT= 4.5 seconds Active = 0.75 Hr Down Time = 0 Hr

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Line 2 (PUKE GREEN)

Storage – Three electronic components are sent from storage by conveyor to line one. The components include one battery, one flight control board, and one on/off switch. The bins funnel into auto loaders which dispense units onto the conveyor belt. The loaders only dispense on command by a PLC. The units meet up with the main body at the LSP #1. (0 persons required, 0 seconds)

Line 3 (GREY) Storage – Three separate storage bins hold the large gears, propeller

rods, and brass fasteners. The bins funnel into auto loaders which dispense units onto the conveyor belt. The loaders only dispense on command by a PLC. (0 person required, 0 seconds)

Low Speed Placement #1 ‐

This machine has two robotic arms. The first arm grabs the propeller rod and turns it horizontally, the second arm then places the two large gears on to the bottom end of the rod. After, the brass fastener is attached to the same end of the rod. (0 persons required, 45.67 seconds)

Line 4 (GREEN) Storage ‐ Three separate storage bins hold the main motors, rear

main motors, and rear motor. The bins funnel into auto loaders which dispense units onto the conveyor belt. The loaders only dispense on command by a PLC. (0 person required, 0 seconds)

Line 5 (PINK) Conveyor ‐ This conveyor transports the top motor plate to the 2nd

low speed placement machine on line one. (0 persons required, 0 seconds)

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Line 6 (LIGHT BLUE) Conveyor ‐ The conveyor transports the flight stabilizer and rear

propeller to the 3rd low speed placement machine on line one. (0 person required, 0 seconds)

Line 7 (NAVY BLUE) Painting Station ‐

This machine sprays a thin coat of matte black paint onto both the front housing, and the main propeller. Further into the machine a clear coat of preservative is also sprayed on to protect the base coat. (0 persons required, 45.17 seconds)

Oven ‐ This oven has a slow moving conveyor, which moves the

front housing and the main propellers through the machine. The oven is set to 200 degree Celsius which cures the paint to the plastic, and also speeds up the drying process. (0 person required, 45.83 seconds)

Sorter ‐ This computer scans the part and sends it down the

propeller line. Front housings are sent further down the line towards the low speed placement #3 on line one and propellers are sent down line 9. (0 persons required, 0 seconds)

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Line 8 (BROWN) Conveyor‐ The conveyor receives main propellers from the sorter

on the 5th line and transports them to the low speed placement machine on line 6. (0 persons required, 0 seconds)

Line 9 (PURPLE) Low Speed Placement #1 ‐

This machine assembles the propellers. First a propeller mount is placed down flush on the tray of the machine. Next, two propellers are placed on top of the mount with all sets of holes lined up. A second propeller mount is sat on top. The propeller pins are forced through the two holes, reaching from the top mount to the bottom. (0 persons required, 46.25 minutes)

Quality Control‐

This machine scans the propellers for any paint imperfections. It then runs the propeller assembly through a number of stress tests to ensure the parts will be strong enough to withstand crashes in flight from the consumer. Any rejected units are sent to recycling (0 persons required, 45 seconds)

Line 10 (GOLD) Storage ‐ Three separate storage bins hold the remote controls,

manuals, and chargers. The bins funnel into auto loaders which dispense units onto the conveyor belt. The loaders only dispense on command by a PLC. (0 person required, 0 seconds)

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TAKT TIME

Available Work Time

Assume the process is scheduled to run 8 hrs / day on 1 shifts.

The Total Time Available

8 HRS/DAY

480 MINUTES/DAY

28 800 SECONDS/DAY

Assume each shifts gets a 30 minute lunch

0.5 HRS OF LUNCH /DAY

30 MINUTES OF LUNCH /DAY

SUBTRACT 1 800 SECONDS OF LUNCH /DAY

Available Work Time / Day = 28 800 – 1 800 = 27 000 SEC / DAY

Customer Demand Rate

The daily demand

2700 PARTS / WEEK

5 DAYS / WK SCHEDULED TO WORK

DEMAND RATE 540 PARTS / DAY (2700 / 5)

TAKT TIME FOR PROCESS

= vailable Work Time / Customer Demand Rate A = 27 000 SEC/DAY540 PARTS/DAY

TAKT Time Equals 50 SECONDS / PART

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Capacity Analysis Chart

Total time of each process

Station

Units Per Station

Units made combined

Time to complete process (s) Cycle

Time (s) Utilization Efficiency Capacity Station Loading

LINE 0 (Injection Mold Machine)

Injection Mold Main Body (2.0 UP and 0.2 DOWN) 7920 1 1 1 13.35 13.35 95% 97% 546.688 0.988 Injection Mold Front Housing (1.5 UP and 0.2 DOWN) 6120 1 2 2 20.64 10.32 94% 98% 546.293 0.988 Injection Mold Main Propellors (0.5 UP and 0.2 DOWN) 2520 1 24 6 24.95 4.158 93% 96% 541.048 0.998 Injection Mold Propellor Mounts (0.4 UP and 0.2 DOWN) 2160 1 28 7 24.8 3.543 96% 93% 544.320 0.992 Injection Mold Rear Propellor (0.35 UP and 0.2 DOWN) 1980 1 10 10 32 3.2 92% 96% 546.480 0.988 Injection Mold Propellor Pins(0.30 UP and 0.2 DOWN) 1800 1 28 7 21.35 3.05 95% 97% 543.836 0.993 Injection Mold Flight Stabilizer (0.30 UP and 0.2 DOWN) 1800 1 10 10 30.37 3.037 97% 95% 546.164 0.989 Injection Mold Top Motor Plate (0.55 UP and 0.2 DOWN) 2700 1 5 5 21.95 4.39 94% 95% 549.226 0.983

45.048 QC Main Body (2.1 UP and 0.1 DOWN) 7920 1 1 1 13.15 13.15 95% 95% 543.559 0.993 QC Front Housing (1.6 UP and 0.1 DOWN) 6120 1 2 2 20.7 10.35 95% 97% 544.887 0.991 QC Main Propellors (0.6 UP and 0.1 DOWN) 2520 1 24 6 24.8 4.133 93% 96% 544.320 0.992 QC Propellor Mounts (0.5 UP and 0.1 DOWN) 2160 1 28 7 25.6 3.657 97% 95% 544.261 0.992 QC Rear Propellor (0.45 UP and 0.1 DOWN) 1980 1 10 10 32.6 3.26 95% 95% 548.144 0.985 QC Propellor Pins (0.40 UP and 0.1 DOWN) 1800 1 28 7 21.55 3.0786 98% 95% 544.343 0.992 QC Flight Stabilizer (0.40 UP and 0.1 DOWN) 1800 1 10 10 30 3 94% 97% 547.080 0.987 QC Top Motor Plate (0.65 UP and 0.1 DOWN) 2700 1 5 5 21.95 4.39 94% 94% 543.444 0.994

45.019

Sorting Machine Main Body (2.2 UP and 0 DOWN) 7920 1 1 1 13.1 13.1 94% 96% 545.573 0.990 Sorting Machine Front Housing (1.7 UP and 0 DOWN) 6120 1 1 1 10.4 10.4 95% 97% 542.267 0.996 Sorting Machine Main Propellors (0.7 UP and 0 DOWN) 2520 1 4 1 4.17 4.17 98% 92% 544.852 0.991 Sorting Machine Propellor Mounts (0.6 UP and 0 DOWN) 2160 1 4 1 3.6 3.6 95% 95% 541.500 0.997 Sorting Machine Rear Propellor (0.55 UP and 0 DOWN) 1980 1 1 1 3.35 3.35 97% 95% 544.648 0.991 Sorting Machine Propellor Pins (0.50 UP and 0 DOWN) 1800 1 4 1 3.02 3.02 95% 96% 543.576 0.993 Sorting Machine Flight Stabilizer (0.50 UP and 0 DOWN) 1800 1 1 1 3.05 3.05 95% 97% 543.836 0.993 Sorting Machine Top Motor Plate (0.75 UP and 0 DOWN) 2700 1 1 1 4.5 4.5 95% 95% 541.500 0.997

45.19

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Total time of each process

Station

Units Per Station

Units made combined

Time to complete process (s) Cycle Time

(s) Utilization Efficiency Capacity Station Loading

Line 1 (Main Assembly)

Low Speed Placement #1 (Battery, ON/OFF Switch, Flight Control Board) 27000 1 2 2 92 46 97% 96% 546.573 0.988 Ultrasonic Fuser #1(Battery, ON/OFF Switch, Flight Control Board) 27000 1 3 3 136 45.333 97% 95% 548.835 0.984 Quality Control #1 (Electronics Test) 27000 1 1 1 45 45 94% 97% 547.080 0.987 Low Speed Placement #2 (MotorsX3,Back Prop, Top Motor Plate, Prop Rod, Gears, Brass Fastener) 27000 1 2 2 90 45 93% 98% 546.840 0.987 Ultrasonic Fuser #2 (MotorsX3,Back Prop, Top Motor Plate, Prop Rod, Gears, Brass Fastener) 27000 1 4 4 181 45.25 95% 97% 549.845 0.982 Low Speed Placement #3 (Wing AssemblyX2, Flight Stabilizer, Front Housing) 27000 1 2 2 91 45.5 98% 94% 546.646 0.988 Ultrasonic Fuser #3 (Wing AssemblyX2, Flight Stabilizer, Front Housing) 27000 1 4 4 180 45 93% 99% 552.420 0.978 Quality Control #2 (Final Product Testing) 27000 1 6 6 275 45.833 97% 96% 548.561 0.984 Packaging (Final Product Packaging) 27000 1 5 5 230 46 96% 98% 552.209 0.978

Line 2 (Electronics Conveyor) Line 3 (Prop Rod, GearsX2, Brass Fastener) Low Speed Placement (Prop Rod, GearsX2, Brass Fastener) 27000 1 3 3 137 45.667 94% 98% 544.651 0.991

Line 4 (Motors Conveyor) Line 5 (Top Motor Plate Conveyor) Line 6 (Stabilizer and Rear Propeller Conveyor) Line 7 (Propeller and Front End Painting) Paint(Front Housing, Main Propellers) 27000 1 30 30 1355 45.1667 96% 95% 545.181 0.990 Oven(Front Housing, Main Propellers) 27000 1 60 60 2750 45.833 95% 98% 548.444 0.984 Automatic Conveyor Selector(Front Housing, Main Propellers)

Line 8 (Propeller Conveyor)

Line 9 (Propeller Assembly) Low Speed Placement(Propeller Assembly) 27000 1 4 4 185 46.25 96% 98%

549.2237838 0.983205782

Quality Control(Propeller Assembly) 27000 1 2 2 90 45 94% 97% 547.08 0.987058565

Line 10 (Remote, Manual, Charger Conveyor)

Hours Per Shift (s)

TAKT Time (s)

Product needed in a day

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27000 50 540

Capacity Calculation

Capacity Calculations Injection Mold Machine

Station Time Available (s)

C/T (s) Utilization (%)

Efficiency (%)

Station Capacity

Front Housing 6120 10.32 94 98 546

Main Body 7920 13.35 95 97 546

Main Propellers 2520 4.16 93 96 541

Propeller Mounts 2160 3.54 96 93 544

Rear Propeller 1980 3.2 92 96 546

Propeller Pins 1800 3.05 95 97 543

Flight Stabilizer 1800 3.04 97 95 546

Top Motor Plate 2700 4.39 94 95 549

Formula

Front Housing OUTPUTSTAMAX = (6120 x 0.94 x 0.98) / (10.32) = (5639.58) / 10.32) = 546 units

Main Body OUTPUTSTAMAX = (7920 x 0.95 x 0.97) / (13.35) = (7298.28) / (13.35) = 546 units

Main Propellers OUTPUTSTAMAX = (2520 x 0.93 x 0.96) / (4.16) = (2249.86) / (4.16) = 541 units

Propeller Mounts OUTPUTSTAMAX = (2160 x 0.96 x 0.93) / (3.54) = (1928.45) / (3.54) = 544 units

Rear Propeller OUTPUTSTAMAX = (1980 x 0.92 x 0.96) / (3.2) = (1748.74) / (3.2) = 546 units

Propeller Pins OUTPUTSTAMAX = (1800 x 0.95 x 0.97) / (3.05) = (1658.7) / (3.05) = 543 units

Flight Stabilizer OUTPUTSTAMAX = (1800 x 0.97 x 0.95) / (3.04) = (1658.7) / (3.04) = 546 units

Top Motor Plate OUTPUTSTAMAX = (2700 x 0.94 x 0.95) / (4.39) = (2411.1) / (4.39) = 549 units

Station Capacity: OUTPUTSTAMAX = (2520x0.93x0.96) / (4.16) = (2249.86) / (4.16) = 541 units

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Capacity Calculations Quality Control Line 0

Station Time Available

(s)

C/T (s) Utilization (%) Efficiency (%) Station Capacity

Front Housing 6120 10.35 95 97 544

Main Body 7920 13.15 95 95 543



Rear Propeller 1980 3.26 95 95 548

Propeller Pins 1800 3.08 98 95 544

Flight Stabilizer 1800 3 94 97 547

Top Motor Plate 2700 4.39 94 94 543

Formula






Propeller Pins OUTPUTSTAMAX = (1800 x 0.98 x 0.95) / (3.08) = (1675.8) / (3.08) = 544 units

Flight Stabilizer OUTPUTSTAMAX = (1800 x 0.94 x 0.97) / (3) = (1641.24) / (3) = 547 units

Top Motor Plate OUTPUTSTAMAX = (2700 x 0.94 x 0.94) / (4.39) = (2385.72) / (4.39) = 543 units

Station Capacity: OUTPUTSTAMAX = (2700x0.94x0.94) / (4.39) = (2385.72) / (4.39) = 543 units

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Capacity Calculations Sorting Machine Line 0 Station Time

Available (s)


Front Housing 6120 10.4 95 97 542

Main Body 7920 13.1 94 96 545



Rear Propeller 1980 3.35 97 95 544

Propeller Pins 1800 3.02 95 96 543

Flight Stabilizer 1800 3.05 95 97 543

Top Motor Plate 2700 4.5 95 95 541

Formula






Propeller Pins OUTPUTSTAMAX = (1800 x 0.95 x 0.96) / (3.02) = (1675.8) / (3.02) = 543 units Flight Stabilizer OUTPUTSTAMAX = (1800 x 0.95 x 0.97) / (3.05) = (1658.7) / (3.05) = 543 units Top Motor Plate OUTPUTSTAMAX = (2700 x 0.95 x 0.95) / (4.5) = (2436.75) / (4.5) = 541 units Station Capacity OUTPUTSTAMAX = (2700x0.95x0.95) / (4.5) = (2436.75) / (4.5) = 541 units

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Capacity Calculations Line 1 Station Time

Available (s)


LS Placement #1 27000 46 97 96 546 Ultrasonic Fuser #1 27000 45.3333333 97 95 548 Quality Control #1 27000 45 94 97 547 LS Placement #2 27000 45 93 98 546

Ultrasonic Fuser #2 27000 45.25 95 97 549 LS Placement #3 27000 45.5 98 94 546

Ultrasonic Fuser #3 27000 45 93 99 552 Quality Control #2 27000 45.83333 97 96 548

Packaging 27000 46 96 98 552

Formula

Low Speed Placement #1

OUTPUTSTAMAX = (27000 x 0.97 x 0.96) / (46) = 5142.4) / (46) = 546 units

Ultrasonic Fuser #1 OUTPUTSTAMAX = (27000 x 0.97 x 0.95) / (45.333) = (24880.5) / (45.333) = 548 units

Quality Control #1 OUTPUTSTAMAX = (27000 x 0.94 x 0.97) / (45) = (24618.6) / (45) = 547 units


OUTPUTSTAMAX = (27000 x 0.93 x 0.98) / (45) = (24607.8) / (45) = 546 units

Ultrasonic Fuser #2 OUTPUTSTAMAX = (27000 x 0.95 x 0.97) / (45.25) = (24880.5) / (45.25) = 549 units


OUTPUTSTAMAX = (27000 x 0.98 x 0.94) / (45.5) = (24872.4) / (45.5) = 546 units

Ultrasonic Fuser #3 OUTPUTSTAMAX = (27000 x 0.93 x 0.99) / (45) = (921.6) / (45) = 552 units Quality Control #2 OUTPUTSTAMAX = (27000 x 0.97 x 0.96) / (45.833) = (25142.4) / (45.833) = 548 units Packaging OUTPUTSTAMAX = (27000x0.96x0.98) / (46) = (25401.6) / (46) = 552 units Line 1 Capacity: Formula

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OUTPUTLINEMAX = (27000x0.97x0.96) / (46) = (25142.4) / (46) = 546 units

Capacity Calculations Lines 3, 7, 9 Station Time

Avail. (s)


Line 3

LS Placement 27000

45.3333333 97 95 548

Line 7 Paint 2700

0 45.166666 96 95 545

Oven 27000

45.83333 95 98 548

Line 9

LS Placement 27000

46.25 96 98 549

Quality Control 27000

45 94 97 547

Formula

Line 3 Low Speed Placement


Line 7 Paint OUTPUTSTAMAX = (27000 x 0.96 x 0.95) / (45.1666) = (24624) / (45.1666) = 545 units

Oven OUTPUTSTAMAX = (27000 x 0.95 x 0.98) / (45.833) = (25137) / (45.833) = 548 units

Line 9 Low Speed Placement


Quality Control OUTPUTSTAMAX = (27000 x 0.94 x 0.97) / (45) = (24618.6) / (45) = 547 units

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Line 3 Capacity OUTPUTLINEMAX = (27000 x 0.97 x 0.95) / (45.333) = (24880.5) / (45.333) = 548 units Line 7 Capacity OUTPUTLINEMAX = (27000 x 0.96 x 0.95) / (45.1666) = (24624) / (45.1666) = 545 units Line 9 Capacity OUTPUTLINEMAX = (27000 x 0.94 x 0.97) / (45) = (24618.6) / (45) = 547 units Total Line Capacity OUTPUTLINEMAX = (1800 x 0.78 x 0.90) / (2.3333) = (1263.6) / (2.3333) = 541 units

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Line Balancing

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Load Analysis

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Load Analysis Injection Molding

Station Cycle Time:

Front Housing: TSTA = Time Taken to Produce ÷ Units Produced = 20.64s ÷ 2 = 10.32 seconds

Main Body: TSTA = Time Taken to Produce ÷ Units Produced = 13.35s ÷ 1 = 13.35 seconds

Main Propellers: TSTA = Time Taken to Produce ÷ Units Produced = 24.95s ÷ 6 = 4.158 seconds

Propeller Mounts: TSTA = Time Taken to Produce ÷ Units Produced = 24.8s ÷ 7 = 3.54 seconds

Rear Propellers: TSTA = Time Taken to Produce ÷ Units Produced = 32s ÷ 10 = 3.2 seconds

Propeller Pins: TSTA = Time Taken to Produce ÷ Units Produced = 21.35s ÷ 7 = 3.05 seconds

Flight Stabilizer: TSTA = Time Taken to Produce ÷ Units Produced = 30.37s ÷ 10 = 3.037 seconds

Top Motor Plate: TSTA = Time Taken to Produce ÷ Units Produced = 21.95s ÷ 5 = 4.39 seconds

Station Output:

Front Housing: OutputSTA,Max = (AVAILxUxE) ÷ TSTA = (6120s x 0.94 x 0.98)÷10.32s = 546 units/day Main Body: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (7920s x 0.95 x 0.97)÷13.35s = 546 units/day Main Propellers: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (2520s x 0.93 x 0.96)÷4.16s= 541 units/day Propeller Mounts: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (2160s x 0.96 x 0.93)÷3.54s = 544 units/day Rear Propellers: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (1980s x 0.92 x 0.96)÷3.2s = 546 units/day Propeller Pins: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (1800s x 0.95 x 0.97)÷3.05s = 543 units/day Flight Stabilizer: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (1800s x 0.97 x 0.95)÷3.04s = 546 units/day Top Motor Plate: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (2700s x 0.94 x 0.95)÷4.39s = 549 units/day

Station Load:

Front Housing: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 546 units/day = 0.989

Main Body: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 546 units/day = 0.989

Main Propellers: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 541 units/day = 0.997

Propeller Mounts: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 544 units/day = 0.992

Rear Propellers: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 546 units/day = 0.989

Propeller Pins: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 543 units/day = 0.993

Flight Stabilizer: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 546 units/day = 0.989

Top Motor Plate: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 549 units/day = 0.982

Total Station Load: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 541 units/day = 0.997

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Load Analysis Line 1 Quality Control

Station Cycle Time:





Rear Propellers: TSTA = Time Taken to Produce ÷ Units Produced = 32.6s ÷ 10 = 3.26 seconds


Flight Stabilizer: TSTA = Time Taken to Produce ÷ Units Produced = 30s ÷ 10 = 3 seconds


Station Output:

Front Housing: OutputSTA,Max = (AVAILxUxE) ÷ TSTA = (6120s x 0.95 x 0.97)÷10.35s = 544 units/day Main Body: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (7920s x 0.95 x 0.95)÷13.15s = 543 units/day Main Propellers: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (2160s x 0.93 x 0.96)÷4.13s= 544 units/day Propeller Mounts: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (1800s x 0.97 x 0.95)÷3.66s = 544 units/day Rear Propellers: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (1620s x 0.95 x 0.95)÷3.26s = 548 units/day Propeller Pins: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (1440s x 0.98 0.95)÷3.08s = 544 units/day Flight Stabilizer: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (1440s x 0.94 x 0.97)÷3s = 547 units/day Top Motor Plate: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (2340s x 0.94 x 0.94)÷4.39s = 543 units/day

Station Load:

Front Housing: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 544 units/day = 0.992

Main Body: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 543 units/day = 0.994

Main Propellers: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 544 units/day = 0.992

Propeller Mounts: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 544 units/day = 0.992

Rear Propellers: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 548 units/day = 0.985

Propeller Pins: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 544 units/day = 0.991

Flight Stabilizer: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 547 units/day = 0.986

Top Motor Plate: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 543 units/day = 0.994

Total Station Load: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 543 units/day = 0.994

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Load Analysis Sorting Machine Station Cycle Time:





Rear Propellers: TSTA = Time Taken to Produce ÷ Units Produced = 3.35s ÷ 1 = 3.35 seconds


Flight Stabilizer: TSTA = Time Taken to Produce ÷ Units Produced = 3.05 ÷ 1 = 3.05 seconds


Station Output:

Front Housing: OutputSTA,Max = (AVAILxUxE) ÷ TSTA = (6120s x 0.95 x 0.97)÷10.4s = 542 units/day Main Body: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (7920s x 0.94 x 0.96)÷13.1s = 545 units/day Main Propellers: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (2520s x 0.98 x 0.92)÷4.17s= 544 units/day Propeller Mounts: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (2160s x 0.95 x 0.95)÷3.6s = 541 units/day Rear Propellers: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (1980s x 0.97 x 0.95)÷3.35s = 544 units/day Propeller Pins: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (1800s x 0.95 x 0.96)÷3.02s = 543 units/day Flight Stabilizer: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (1800s x 0.95 x 0.97)÷3.05s = 543 units/day Top Motor Plate: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (2700s x 0.95 x 0.95)÷4.5s = 541 units/day

Station Load:

Front Housing: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 542 units/day = 0.996

Main Body: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 545 units/day = 0.991

Main Propellers: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 544 units/day = 0.993

Propeller Mounts: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 541 units/day = 0.998

Rear Propellers: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 544 units/day = 0.993

Propeller Pins: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 543 units/day = 0.994

Flight Stabilizer: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 543 units/day = 0.994

Top Motor Plate: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 541 units/day = 0.998

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Total Station Load: LoadSTA= Volume REQUIRED ÷ OutputSTA,MAX= 540 units ÷ 541 units/day = 0.998

Load Analysis Line 1

Station Cycle Time:

Low Speed Place #1: TSTA = Time Taken to Produce ÷ Units Produced = 92s ÷ 2 = 46 seconds

Ultrasonic Fuser #1: TSTA = Time Taken to Produce ÷ Units Produced = 136s ÷ 3 = 45.3 seconds

Quality Control #1: TSTA = Time Taken to Produce ÷ Units Produced = 45s ÷ 1 = 45 seconds

Low Speed Placement #2: TSTA = Time Taken to Produce ÷ Units Produced = 90s ÷ 2 = 45 seconds

Ultrasonic Fuser #2: TSTA = Time Taken to Produce ÷ Units Produced = 181s ÷ 4 = 45.25 seconds

Low Speed Placement #3: TSTA = Time Taken to Produce ÷ Units Produced = 91s ÷ 2= 45.5 seconds

Ultrasonic Fuser #3: TSTA = Time Taken to Produce ÷ Units Produced = 180s ÷ 4 = 45 seconds

Quality Control #2: TSTA = Time Taken to Produce ÷ Units Produced = 275s ÷ 6 = 45.83 seconds

Packaging: TSTA = Time Taken to Produce ÷ Units Produced = 230s ÷ 5 = 46 seconds

Station Output:

Low Speed Place #1: OutputSTA,Max = (AVAILxUxE) ÷ TSTA =(27000s x 0.97 x 0.96)÷46s = 546 units/day Ultrasonic Fuser #1: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (27000s x 0.97 x 0.95)÷45.3s = 548 units/day Quality Control #1: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (27000s x 0.94 x 0.97)÷45s= 547 units/day Low Speed Placement #2: OutputSTAMAX = (AVAILxUxE) ÷ TSTA =(27000s x 0.93 x 0.98)÷45s = 546 units/day Ultrasonic Fuser #2: OutputSTAMAX= (AVAILxUxE) ÷ TSTA=(27000s x 0.95 x 0.97)÷45.25s = 549 units/day Low Speed Placement #3: OutputSTAMAX =(AVAILxUxE) ÷ TSTA=(27000s x 0.98 x 0.94)÷45.5s = 546 units/day Ultrasonic Fuser #3: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (27000s x 0.93 x 0.99)÷45s = 552 units/day Quality Control #2: OutputSTAMAX =(AVAILxUxE) ÷ TSTA =(27000s x 0.97 x 0.96)÷45.83s = 548 units/day Packaging: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (27000s x 0.96 x 0.98)÷46s = 552 units/day

Station Load:

Low Speed Place #1: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 546 units/day = 0.988

Ultrasonic Fuser #1: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 548 units/day = 0.984

Quality Control #1: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 547 units/day = 0.987

Low Speed Placement #2: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 546 units/day = 0.987


Low Speed Placement #3: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 546 units/day = 0.987


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Quality Control #2: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 548 units/day = 0.984

Packaging: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 552 units/day = 0.977

Line Load: LoadLINE= VolumeREQUIRED ÷ OutputLINE,MAX= 540 units ÷ 546 units/day = 0.988

Load Analysis Lines 3, 7, 9 Station Cycle Time:

Line 3

Low Speed Placement: TSTA = Time Taken to Produce ÷ Units Produced = 137s ÷ 3 = 45.7 seconds

Line 7

Paint: TSTA = Time Taken to Produce ÷ Units Produced = 1355s ÷ 30 = 45.1 seconds

Oven: TSTA = Time Taken to Produce ÷ Units Produced = 2750s ÷ 60 = 45.8 seconds

Line 9

Low Speed Placement: TSTA = Time Taken to Produce ÷ Units Produced = 185s ÷ 4 = 46.25 seconds

Quality Control: TSTA = Time Taken to Produce ÷ Units Produced = 90s ÷ 2 = 45 seconds

Station Output:

Line 3

Low Speed Placement: OutputSTA,Max = (AVAILxUxE) ÷ TSTA =(27000s x 0.94 x 0.98)÷45.7s = 544 units/day Line 7

Paint: OutputSTAMAX = (AVAILxUxE) ÷ TSTA = (27000s x 0.96 x 0.95)÷45.1s= 545 units/day Oven: OutputSTAMAX = (AVAILxUxE) ÷ TSTA =(27000s x 0.95 x 0.98)÷45.8s = 548 units/day Line 9

Low Speed Placement: OutputSTAMAX =(AVAILxUxE) ÷ TSTA=(27000s x 0.96 x 0.98)÷46.25s = 549 units/day Quality Control: OutputSTAMAX =(AVAILxUxE) ÷ TSTA =(27000s x 0.94 x 0.97)÷45s = 547 units/day

Station Load:

Line 3

Low Speed Placement: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 544 units/day = 0.991

Line 7

Paint: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 545 units/day = 0.990

Oven: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 548 units/day = 0.985

Line 9

Low Speed Placement: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 549 units/day = 0.983

Quality Control: LoadSTA= VolumeREQUIRED ÷ OutputSTA,MAX= 540 units ÷ 547 units/day = 0.987

Line 3 Load LoadLINE= VolumeREQUIRED ÷ OutputLINE,MAX= 540 units ÷ 546 units/day = 0.991

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Total Line Load LoadLINE= VolumeREQUIRED ÷ OutputLINE,MAX= 540 units ÷ 541 units/day = 0.997

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Layout of Factory

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Potential Manufacturing Concerns There are a number of potential manufacturing concerns caused by the design of our product. The list is as followed:

1. The Main body is highly intricate with a considerable amount of detail. In some areas of the body, the plastic is insubstantial causing vulnerability to stress fractures. This issue could present itself when the main body is being dropped out of the mold machine seconds after being formed. This could also be an issue anywhere along the conveyor system due to high vibration.

2. The electrical components being placed on the bottom of the frame are in tight corridors. The low speed placement machine will have to operate slower then normal, and with a high level of precision to be able to place the components correctly.

3. The propeller pins are small in size, smooth surfaced, and cylindrical. This could make it hard for the placement machine to clutch and install.

4. The majority of the components in our helicopter are plastic. This makes the product susceptible to intense heat that could be present in a factory setting.

5. The assembly of the helicopter includes a multitude of parts and processes. This has lead to a very clustered plant layout. Limited space could become an issue if machines break down.

6. A lot of the parts are manufactured in house but some of the parts are purchased from around the world. If a shortage were to occur, the manufacturing process could be delayed.

7. The helicopter is rather large in size, spanning about one foot from end to end. Storage for parts in our separator machine, as well as after packaging has to be considerable. If our order size was to increase from 540 units per day, substantial overflow may not be possible in the current layout.

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Design Enhancement There are plenty of suggestions for design enhancements to improve manufacturability, quality, and reduction of costs. The list is as followed:

1. We can make two molds (top half and bottom half) for the main body. This would allow the low speed placement machines more room to place components in the beginning stages lowering cycle times. The two half’s could be fused together later in assembly.

2. We could use coloured pellets in the injection mold machine to create the front housing and main propellers. This would allow us to get rid of the painting machine and oven making the layout less congested, and reducing overhead costs.

3. We can outsource the main body to be made out of carbon fibre. This would not only strengthen our whole helicopter, but this would free up 1.7 hours throughout the day. With that 1.7 hours we could slow down the other processes to improve precision, while also being able to manufacture more parts in the shift.

4. Instead of creating main propellers, propeller mounts, and propeller pins, then assembling them together, we could morph the three parts into one mold. This would free up 3.4 hours throughout the day. This time could be spent just as the suggested above. Morphing the three parts into one would also eliminate one low speed placement machine from our layout.

5. We could use a dual carbon battery in place of the lithium polymer. This would reduce charging cycles by 20 times, improve the life of the battery, and reduce the variable cost associated with buying the part.

6. We could use polypropylene plastic instead of polyvinyl chloride plastic in our injection mold machine. This plastic is tougher, more flexible, extremely lightweight, and less susceptible to extreme temperature changes.

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LEAN Principles Quality at Source:

Quality at Source has been chosen for multiple significant reasons. It has been known to be one of the most forgotten, misconceived, and neglected principles within the manufacturing setting. It has been stated that if this principle can be achieved, it is one of the most dominant set of skills needed to see quick improved results. This specific principle is geared towards our technicians and engineers who will be monitoring our machines and flow of parts. The five key factors that will be understood and taken upon in our daily schedule are:

● Standardized Work ● Self‐Checks ● Successive Checks ● Visual Management & Mistake Proofing ● Continuous Improvement

Standardized work will be mandatory to ensure production quality. At each major machine there

will be a set of rules/orders and guidelines that will be documented. This will establish a ground base allowing our technicians or engineers to properly check machines for any problems. There will be a checklist at all operations, which must be checked off when complete. The most important part to remember is to keep improving methods. If our methods are positive and dependable, our output will be consistent. Self‐checks and successive checks correlate with each other as they have similar outcomes. They will both be enforced allowing our technicians/engineers to check machines on a regular bases. This allows the worker to measure the yield on his own, and if a problem arises he can raise a flag for back up help, or higher authority such as our engineers. For successive checks, once the machine has been checked and is up to par, this allows for a steady output. It will have a second inspection by another employee to double check. In our manufacturing plant, as parts move down the line, we will make sure other technicians check the input before it proceeds. This ensures supreme helicopter parts.

Visual Management & Mistake Proofing will also be set in place at all quality control stations. If there is a problem with the quality of our parts being manufactured, we will install a signal or Andon light which indicates to other technicians there is a problem. If the problem occurs more than once, production will stop and engineers will report to the scene immediately to evaluate, and resolve the problem. They will specifically evaluate, resolve, and take action if there is a defect. This allows us to take action right away, which will reduce wasted time, and wasted material.

Continuous Improvement is known to be one of the hardest strategies for a corporation to analyze and accept. We will constantly be improving our system. As the system is updated and improved, problems will become far fewer. We will be looking for superior updated systems on a regular bases to keep improvement on‐going. Our technicians and engineers will be updated with the

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latest education possible to maximize production and quality. Higher authority, such as our floor managers, will be regularly testing our employees to make sure this is implemented.

Overall, if understood, these implemented principles can be extremely effective. We will always have problems, and we will keep educating and updating our employees and manufacturing process to strive for excellence. We stay on top of each unique scenario as it arises, and will not leave a problem unsolved. We will make sure that deadlines don’t get in the way of producing the best product that we can. In the end, the best way to think of it in non‐technical terms is:

Would you constantly drive down the road with a tire that is flat, which means destroying the rim at the same time, all because you believe you don’t have a few minutes to change that tire? As a proud member of A Team Inc, we change those tires.

SMED (Single Minute Exchange of Dies):

Single Minute Exchange of Dies refers to decreasing changeover time between manufacturing machines. One of the key principles of SMED is to convert the number of steps required to changeover machines, to external elements. External elements state that there are products that can still be accomplished while the machines are still in process mode, along with depleting and streamlining the further steps. SMED was established, by the theory of simplify changeover time to single digits. There are 4 main key processes that can help eliminate changeover time to help achieve single digits, and they are as followed:

● Before SMED ● Separate Elements ● Convert Elements ● Streamline Elements

We will accomplish SMED within our manufacturing line by strictly following those steps to reduce

our complicated manufacturing layout. First off, we will start by grouping our machines and products together that correspond to one another. We will implement our new and improved layout, somewhat like Toyota’s manufacturing line. We have analyzed as a group, and concluded that this would be best suited for our product. By grouping machines together it will decrease changeover time.

The layout will proceed by starting off with four injection mold machines at the beginning of the process followed by a quality control machine to produce a high‐caliber product. From the quality control machine, all parts will be sent to a large separator. The separator will then sort each element into bins, and the bins will be sent down wherever they are needed on the main line. In the next process, we will have our main body of our helicopter in the middle of the station, with four robots on each side. These eight robots will then start assembling each part simultaneously, grabbing the parts from the bins. This manufacturing layout will help reduce changeover time, to single digits. As a

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manufacturing team, we achieved to have only one internal element, which is the injection mold machine. All of the rest are external elements, as they can be worked on while running.

In conclusion, we identified our internal elements, and converted them to external, we have:

● Accomplished the first and second processes called “Before SMED” and “Separate Elements”, ● Considered all factors to try and make all stations external elements. We know achieving this

is highly impossible, as the injection mold machine is large and can be extremely dangerous. If worked on while running, we will be breaking safety rules within our manufacturing business, as safety is a top priority.

● We have qualified engineers and technicians. ● We have reviewed our internal elements. ● We have achieved converting elements

The last and most important process is known as streamline elements. Since we have fully identified internal and external elements, we will look for a way to constantly streamline and reduce changeover processes, as manufacturing lines can never be perfect. The most important part of this step is realizing the arranged work discipline needed for an improved changeover. You can achieve this by enforcing a key process from quality at source, known as constructing standardized work. If these four key steps are followed and endured properly, after each process, you will notice that your changeover time will be greatly reduced, getting closer and closer to single digits.

Resolving and obtaining this necessity of SMED within our updated manufacturing line, we will notice:

● Improved changeover times ● Lower manufacturing costs as downtimes have been reduced. ● Our receptivity to customer’s needs and demand will be improved, due to decreased lot

sizes, which enables flexible arrangement. ● Our inventory will be decreased to almost nothing due to smaller lot size, which states

decreased supply of parts. ● We have accomplished peaceful startups, since we have constructed standardized work.

Due to the enhancements that have been established, our manufacturing line, will become significantly more efficient and reliable, generating a positive outcome for the company.

Takt Time:

Takt time is best described as the amount of production time needed to produce one unit, and be able to meet customer demands. The word takt comes from the German language referring to the “beat” or “rate” of music. Instead of setting a rate or beat for music we have a set rate or beat for our production line to run at. The takt time calculation can be quite easy, but the benefits of using this lean principle are remarkable.

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One advantage of implementing takt time into our manufacturing process is production stability. This will help us limit over production and prevent a buildup of inventory. This will also help us easily identify any bottlenecks on the production line.

Another huge advantage of implementing takt time into our system is that it gives you a set time to complete your value added operations. This will inspire us to cut back on all non‐value added tasks. Operations such as setting up machines and transporting products to different stations can be costly and inefficient. Implementing takt time helps motivate us to cut back as much as possible on these tasks.

We found takt time to be a crucial part of most manufacturing facilities, so it was an easy decision to choose it for a lean principle. As talked about previously, takt time can help prevent over production, keep your line running smoothly, and cut costs by encouraging you to eliminate non‐value added operations. Takt time is a very simple calculation and should be implemented in any production setting where there is a required demand for a product.

(Takt time calculations can be found on page 23)

Line Balancing:

When we chose takt time as one of our lean principles we also thought it was a good idea to include line balancing, as the two work hand in hand with each other. Line balancing can disperse the workload among all stations, therefore reducing risk of line jams and excess capacity. Takt time for our production facility is 50 seconds so we would like to keep all of our stations under takt time by no more than ten percent. This would be the ideal scenario. If any stations are too fast it could cause bottlenecks, storage problems, and inefficiencies. We can immediately detect any constraint we may have by slowing down production if any stations run above takt time.

Our company has hired extremely well trained technicians to ensure proper setup and use of the machines. All stations are tuned to optimal settings and are monitored to ensure the process runs

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smoothly. Our team of extremely skilled engineers have provided all line balancing calculations in this document and they have been implemented into our system.

(Line balancing graphs can be found on page 31)

Team Building

It takes great leadership to shape great teams. We need leaders who are not afraid to course correct, leaders who make difficult decisions for establishing standards of performance that meet expectations, and leaders who always find ways to improve. Team building involves a variety of activities and discussions. These aide in focusing a group’s energy towards problem solving and task effectiveness, maximizing the use of all members’ resources in achieving the team’s goal. Team building therefore requires a deep understanding of people, their strengths and weaknesses, and what motivates them to work with others.

For effective team building, each of the following four approaches must be thoroughly considered:

Goal Setting ‐ The most important aspect of team building. Set concrete goals for which the entire team must adhere to and work towards accomplishing. Successful goal setting helps make teams more task‐oriented, working towards a defined outcome as a unit.

Interpersonal – Refers to relationship management. It is important to build effective working relationships. The ability to connect with one’s team on a person‐to‐person basis is just as important as working as a unified group. Team development heavily relies on the respect and trust of each of its team members.

Role Clarification – It is crucial that the job description and expectations of each team member is well established in the training process. Communicating clear expectations will help a member to stay focused on the team’s objectives.

Problem Solving – Most of the training and discussion that occurs in team building activities involve problem solving and how to conduct effective and efficient meetings.

Every week we will have a meeting to discuss our short‐ and long‐ term goals for steering the team in the same direction. We will be discussing role clarification, job description and the expectations we have for each team member. Every individual will be held accountable for their actions, ensuring maximum performance and results. Starting from the first meeting, we will acquaint ourselves with the strengths and abilities of each member of the team. By building relationships and fully understanding our team, we will understand how we all think, and know what to do to motivate each other to excel. In our meetings, each team member will have the opportunity to speak and give individual feedback. This feedback will be taken into consideration and will ensure continuous forward improvement.

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We will be doing several team‐building exercises such as;

Survival Scenarios This exercise forces a group to communicate and agree in order to ensure their 'survival.' Tell your group that their airplane has just crashed in the ocean. There is one lifeboat. It has room for each passenger to safely escape to a nearby deserted island with one item they feel is necessary for survival on this island. Discuss as a group how you would handle this emergency situation.

Back‐to‐back This exercise forces individuals to be able to communicate effectively. Form pairs, having one person with a geometric shape on a card, and the other with pen and paper. Sit back‐to‐back. While sitting, the person holding the shape will explain how to draw their shape without explicitly naming it. As their partner listens and draws, the pairs in your team should begin to understand how to most effectively explain concepts to their peer. At the end, compare the results with the other pairs. Discuss as a group why some drawings may be more accurate than others. As your team becomes more familiar with one another, you can also try this exercise with more complex shapes or symbols.

Truth and Lie This game enables members of a team to be able to openly communicate in‐group discussions. Have each member make an introduction by first stating their name, followed by one truth and one lie about themselves. After each introduction, allow for a quick open conversation where everyone may question the circumstances surrounding these two statements. As a group, guess which is the truth and which is the lie. This requires an individual and group to employ multiple aspects of interpersonal communication.

These activities will assist a team with the better understanding of each member as it encourages group interaction and communication. It also involves a crucial aspect in team building, which is problem solving. Problem solving is an essential characteristic that a team must have to be successful. A team that can co‐operation, be focused on a single goal, while staying on task and communicating with others to find new ways to improve, is a team with trust. By trusting each member to stay focused on their task, to work effectively, efficiently, and to be able to collaborate with others towards a definite and unified outcome is what builds great teams. With these meetings, teams will learn how to focus on a common goal, with the ability to solve any problem that may arise.

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Value Added Analysis Dimensions

Below are two charts displaying square footage per box. Each box is 20 x 18 ft. The below information was found by estimating the amount of used space per section. The percentages in the picture were then multiplied by the square footage per box which is 360 sq. ft.

Used Space per Section

108 72 126 144 0

54 108 252 180 18

18 90 270 126 144

0 72 216 144 90

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36 54 108 126 0

18 54 36 54 0

Dead Space per Section

Dead space was found by subtracting the used space from 360 sq. ft.

252 288 234 216 360

306 252 108 180 342

342 270 90 234 216

360 288 144 216 270

324 306 252 234 360

342 306 324 306 360

Therefore:

Total Area: 10800 sq. ft. Used Space: 2718 sq. ft. Dead Space: 8082 sq. ft.

With these calculations, we can now estimate dimensions of the V.A operations. Cycle times were pulled from a previous section of the project on pages 24‐25, and cost of the machines are attached in the Income statement located on page 50 in this same section.

Equipment C/T (s) Dimensions (sq. ft.) Cost

Storage (Bin Cart) x 10 0 60 $7,500.00

Storage (Metal Bin) x2 0 40 $700.00

Storage (Pellet Bin) x1 0 36 $800.00

Injection Mold x1 45.05 71 $31,000.00

Quality Control x4 180.84 16 $100,000.00

Recycling Bin x4 0 80 $1,000.00

Separator x1 45.19 72 $15,000.00

Selector x1 0 12 $5,000.00

Small LSP x3 137.91 120 $63,000.00

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Large LSP x2 90 126 $66,000.00

Ultrasonic x3 136.59 81 $120,000.00

Paint x1 45.17 16 $22,000.00

Oven x1 45.83 60 $23,000.00

Packaging x1 46 68 $20,000.00

Conveyor 0 1860 $213,452.00

Total: 772.58 2718 $688,452.00

Calculations

1. Floor Space Ratio (Floor Space V.A Operations / Total Floor Space) x 100 =(542 sq ft/10800 sq ft) x 100 =(0.0501) x 100 =5 %

2. Capital Spent Ratio =(Capital Spent V.A Operations / Total Capital) x 100 =($314000/$676756) x 100 =(0.4640) x 100 =46 %

3. Time Ratio (Time of V.A Operations / Total Time) x 100 =(546.55 s / 772.58 s) x 100 =(0.7074 s) x 100 =71 %

Targets:

Floor Space Ratio: 60 %

Capital Spent Ratio: 70 %

Time Ratio: 80 %

In conclusion: We can see that both our floor space ratio, and capital spent ratio are extremely lower than our targets. The biggest factor causing this problem is clearly the conveyor system. The floor space ratio and capital spent ratio can be improved by reconfiguring the layout to use fewer conveyors for transporting, and have the system more compact so there is less dead space within the system.

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Income Statement Revenue:

Price per Helicopter

Quantity Per Day

Daily Revenue

Weekly Quantity

Weekly Revenue Yearly Quantity

Yearly Revenue

Helicopter Sales $50.00 540 $27,000.00

2700 $135,000.00

140400 $7,020,000.00

Total Revenue: $7,020,000.00

Expenses:

Fixed Expenses

Type of Expense Quantity Cost per Unit Total Cost

Hydraulic injection mold 1 $31,000.00 $31,000.00

QC machine 4 $25,000.00 $100,000.00

Oven 1 $23,000.00 $23,000.00

Selector 1 $5,000.00 $5,000.00

Paint 1 $22,000.00 $22,000.00

Packaging 1 $20,000.00 $20,000.00

Ultrasonic 3 $40,000.00 $120,000.00

large low speed 2 $33,000.00 $66,000.00

small low speed 3 $21,000.00 $63,000.00

Seperator 1 $15,000.00 $15,000.00

Conveyor Line 0 (Creation) 5 $1,462.00 $7,310.00

Conveyor Line 1 (Main Body) 32 $1,462.00 $46,784.00

Conveyor Line 3 (Propeller Rod) 13 $1,462.00 $19,006.00

Conveyor Line 4 (Motors) 12 $1,462.00 $17,544.00

Conveyor Line 6 (Stabilizer+Rear Propeller) 10 $1,462.00 $14,620.00

Conveyor Line 7 (Paint) 16 $1,462.00 $23,392.00

Conveyor Line 9 (Propeller Assembly) 21 $1,462.00 $30,702.00

Conveyor Line 10 (Accesories) 10 $1,462.00 $14,620.00

Conveyor Line 5 (Top Motor Plate) 9 $1,462.00 $13,158.00

Conveyor Line 2 (Electronics) 8 $1,462.00 $11,696.00

Conveyor Line 8 (Propeller Conveyor) 10 $1,462.00 $14,620.00

Storage (Bin Cart) 10 $750.00 $7,500.00

Storage (Metal Bin) 2 $350.00 $700.00

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Storage (Pellet Bin) 1 $800.00 $800.00

Recycling 4 $250.00 $1,000.00

Warehouse 1 $180,000.00 $180,000.00

Total Fixed Expenses: $868,452.00

Variable Expenses

Type of Expense

Quantity Per Helicopter

Cost Per Helicopter

Daily Quantity Per Helicopter

Daily Cost Per Helicopter Monthly

Quantity Monthly Cost

Yearly Quantity

Yearly Cost

Back Motor 1 $0.52 540 $280.80 10800 $5,616.00 129600 $67,392.00

Battery 1 $4.19 540 $2,262.60 10800 $45,252.00 129600 $543,024.00

Large Gear 2 $1.00 1080 $1,080.00 21600

$21,600.00 259200 $259,200.00

Middle Motor 2 $0.60 1080 $648.00 21600

$12,960.00 259200 $155,520.00

Middle Back Motor 1 $0.52 540 $280.80 10800 $5,616.00 129600 $67,392.00

Middle Pole Nut 1 $3.00 540 $1,620.00 10800

$32,400.00 129600 $388,800.00

Middle Rod 1 $0.20 540 $108.00 10800 $2,160.00 129600 $25,920.00

PCB Board 1 $4.49 540 $2,424.60 10800

$48,492.00 129600 $581,904.00

On/Off Switch 1 $0.60 540 $324.00 10800 $6,480.00 129600 $77,760.00

Remote 1 $5.00 540 $2,700.00 10800 $54,000.00 129600 $648,000.00

Charger USB 1 $4.00 540 $2,160.00 10800

$43,200.00 129600 $518,400.00

Raw Plastic 1 $1.00 540 $540.00 10800

$10,800.00 129600 $129,600.00

Utilies $1,875.00 $37,500.00 $450,000.00

Wages $4,333.33 $86,666.67

$1,040,000.0

Total Variable Expenses: $4,952,912.00

Total Expenses: $5,821,364.00

Net Income:

Net Income = Revenue ‐ Expenses $1,198,636.00

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Quality Plan

1. Inspection Point

We will have five inspection points in our manufacturing system. These serve as a pickup point where a chosen amount of product will be pulled from the line. Other than the final inspection point, every pickup point will be set up directly after each quality control station. The locations were strategically chosen to segregate the processes in order to examine every aspect in our manufacturing line. Aspects being examined at each inspection point are as followed:

The inspection point on Line 0 will examine the eight different parts being made from the injection mold machine. (IP 1)

The first inspection point on Line 1 will examine the three electrical components added to the main body. (IP 2)

The inspection point on Line 5 will examine the main propeller assembly. (IP 3) The second inspection point on Line 1 will examine the completed helicopter. (IP 4) The final inspection point will be located directly after the packaging operation, ensuring all

content is placed appropriately. (IP 5)

2. Data to be collected

Inspection Point 1

We will collect data on the key measurements of all eight parts being created. Specifics are as followed:

Main Body:

Bottom Cutout‐ Measurement 2.0 “Length x 1.25” Width

Tolerance Length +/‐ 0.01 “, Width +/‐ 0.005”

Top Plate Gap‐ Measurement 2.5” Length x 0.76” Width

Tolerance Length + 0.005 “Length, +/‐ 0.05”

Motor Mount Holes‐ Measurement 0.3” Diameter

Tolerance +/‐ 0.002” Diameter

Rear Motor Holster‐ Measurement 0.5” Length x 0.4” Width

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Tolerance + 0.05” Length, + 0.002” Width

Front Housing:

Inside Left to Right Wall‐ Measurement 2” Width

Tolerance + 0.005“Width

Inside Top to Bottom Wall‐ Measurement 2.2” Height

Tolerance + 0.005” Height

Inside Front to back Wall‐ Measurement 3.08” Depth

Tolerance + 0.005” Depth

Main Propellers:

Propeller Hole‐ Measurement 0.2” Diameter


Mounting End‐ Measurement 0.5” Length x 0.5” Width

Tolerance +/‐ 0.1” Length, +/‐ 0.1” Width

Propeller Mounts:

Center Hole‐ Measurement 0.2” Diameter

Tolerance + 0.005” – 0.001” Diameter

Outside Holes‐ Measurement 0.2” Diameter

Tolerance + 0.001” Diameter

Rear Propeller:

Center Hole‐ Measurement 0.04” Diameter x 0.8” Depth

Tolerance + 0.001” Diameter, +/‐ 0.002 Depth

Individual Blade Length‐ Measurement 0.8” Length x 0.15” Width

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Tolerance +/‐ 0.05” Length, +/‐ 0.05” Width

Propeller Pins:

Measurement 0.19” Diameter x 0.12” Height

Tolerance +/– 0.001” Diameter, + 0.1” Height

Flight Stabilizer:

Centre Fillet‐ Measurement 0.1” Diameter x 0.05” Depth

Tolerance + 0.001” Diameter, ‐ 0,001 Depth

Individual End Weight‐ Measurement 0.1” Diameter x 0.5” Length

Tolerance +/‐ 0.005” Diameter, +/‐ 0,005 Length

Top Motor Plate:

Propeller Rod Hole‐ Measurement 0.2” Diameter

Tolerance + 0.005” – 0.001” Diameter

Rear Motor Clamp‐ Measurement 0.38” Diameter


Overall Length‐ Measurement 2.8” Length

Tolerance ‐0.005” Length

Inspection Point 2

At this inspection point, we will focus directly on the electronics included in the helicopter.

Battery:

Ensure the battery is fastened to the main body

Check for positioning at the front of he main body.

Test for full charge

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Check for connectivity to the flight control board

Flight Control Board:

Ensure the FCB is fastened to the main body

Check for positioning in the middle of the main body, ensuring the FCB is not encroaching the bottom cut out

Test for correct voltages

Ensure wireless communication connectivity

Ensure computation is correct between the remote signal and the commands for the motors.

On/Off Switch

Ensure the switch is operational

Perform a stress test to simulate a length of time; ensuring the switch remains fully functional

Inspection Point 3

At this inspection point, we will examine the assembly of the propellers, mainly looking for flaws in the fusing process.

Main Propellers

Examine the mounting end for hairline splitting

Test the propeller for free, easy movement

Inspect the propeller hole for abrasion

Check for flaws in the paint design

Propeller Mounts

Examine the entire surface of the mounts for hairline splitting

Inspect the center hole for abrasion

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Inspect the outside holes for abrasion

Propeller Pins

Examine the top and bottom of the pin looking for cracks in the plastic

Ensure the pins are driven down to the proper depth so there is material overlap on the top and bottom of the mount

Inspection Point 4

This is the final inspection that looks at the assembly of the helicopter. Parts being added to the main body in the last low speed placement include the two main wing assembly’s, the rear propeller, and the flight stabilizer. The wing assembly’s have already be inspected but placement on the propeller rod need to be checked.

Flight Stabilizer

Ensure the stabilizer has been mounted symmetrically in every axis on the top of the propeller pole

Check for free easy motion in the y‐axis

Rear Propeller

Ensure the rear propeller has been mounted on top of to the rear motor pin symmetrically in every axis.

Inspection Point 5

This inspection point looks at the complete helicopter in its final stage of assembly. The extremely detailed inspections have already occurred. At this point, the helicopter will be looked at for the finishing touches. These details include the paint applied to the main propellers and front housing, the neatness of the plastic welding done to every component from start to finish, and how all of the parts have been packaged together. At the end, the inspector will double‐check every part to ensure nothing is missed.

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3. Frequency of data

The frequency of data collection will be different for every inspection point in our manufacturing facility. This is the case for a few main reasons:

1. Some parts are more detailed then others leaving more room for error. For these complex parts we will need to collect data more frequently, and vice versa.

2. Line 0 is down eight times during the day to adjust the machinery. This provides a perfect time to pull a part from the line while workers are in the area. Therefore the number of times down will be equal to the number of parts being pulled.

3. Some stages in the assembly are far more important then others. For these complex stages we will need to collect data more frequently, and vice versa.

4. Machines have different accuracy and tolerance ratings.

IP 1

We will collect one unit for each type of mold we make in the factory every shift. This gives us 8 parts to inspect during the shift. The part being pulled will obviously depend on the part being molded at the time. We decided on this frequency because there shouldn’t be much variation in quality of the output, since the machine uses the same mold throughout the specific running time.

IP 2

We will collect one main body with electronics every 100 units. This gives us 5 units to inspect during the shift. The approximate 40 extra units being made in a day will carry over to the running total for the next day. The three components added are imported and should rarely malfunction. We believe 5 units will cover enough of the sample population in order to find variation if any has occurred in the day.

IP 3

We will collect one main propeller assembly every 75 units. This gives us 7 units to inspect during the shift. The approximate 8 extra units being made in the day will carry over to the running total for the next day. The propeller assembly is relatively complex, and also has plastic pins being forced through the aligned holes. This process has more room for error, making us believe a more frequent collection is suitable.

IP 4

We will collect one finished helicopter every 100 units. This gives us 5 units to inspect during the shift. The approximate 40 extra units being made in the day will carry over to the running total the next day. All the components being added already got checked in an earlier inspection so having a smaller number being pulled is reasonable.

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IP 5

We will collect one final package every 250 units. This gives us 2 boxes to inspect during the shift. The approximate 40 extra units being made in the day will carry over to the running total the next day. Packaging isn’t a complicated process, which means there isn’t much room for error. Inspecting two final products per day will be enough to notice if the is any change in the quality of output from the morning until late afternoon.

4. How the data is used to manage quality.

We performed an analysis on one measurement of one part from inspection point 1. The part is the top motor plate, and the measurement is the rear motor clamp diameter. Below is the data collected over the course of one month (inches).

Rear Motor Clamp‐ Measurement 0.38” Diameter, Tolerance +/‐ 0.1” Diameter

0.258 0.275 0.285 0.311 0.318 0.329 0.346 0.357 0.360 0.360

0.361 0.367 0.367 0.374 0.380 0.380 0.381 0.381 0.381 0.391

0.410 0.410 0.425 0.427 0.428 0.438 0.442 0.445 0.445 0.450

0.453 0.455 0.455 0.455 0.463 0.465 0.471 0.472 0.475 0.477

0.482 0.485 0.498 0.498 0.502 0.505 0.507 0.510 0.510 0.517

Creating a Histogram

Range (Inches):

R = XH – XL R = 0.517 – 0.258 Range = 0.259

Number of Cells:

I = 0.04315”

NC = R/I +1 NC = (0.259/0.04315) + 1 Number of Cells = 7

Cell Midpoints (Inches):

1st Midpoint = XL = 0.2580

2nd Midpoint = XL + I = 0.3012

3rd Midpoint = XL + (2 x I) = 0.3443

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4th Midpoint = XL + (3 x I) = 0.3875

5th Midpoint = XL + (4 x I) = 0.4306

6th Midpoint = XL + (5 x I) = 0.4738

7th Midpoint = XH = 0.5170

Cell Boundaries (Inches):

1st Cell Boundary CBL = 1

st Midpoint – (I/2) CBL = 0.258 – (0.04315 / 2) CBL = 0.2364

CBH = 1

st Midpoint + (I/2) CBH = 0.258 + (0.04315 / 2) CBH = 0.2795

2nd Cell Boundary CBL = 2

nd Midpoint – (I/2) CBL = 0.3012 – (0.04315 / 2) CBL = 0.2796

CBH = 2

nd Midpoint + (I/2) CBH = 0.3012 + (0.04315 / 2) CBH = 0.3227

3rd Cell Boundary CBL = 3

rd Midpoint – (I/2) CBL = 0.3443 – (0.04315 / 2) CBL = 0.3228

CBH = 3

rd Midpoint + (I/2) CBH = 0.3443 + (0.04315 / 2) CBH = 0.3658

4th Cell Boundary CBL = 4

th Midpoint – (I/2) CBL = 0.3875 – (0.04315 / 2) CBL = 0.3659

CBH = 4

th Midpoint + (I/2) CBH = 0.3875 + (0.04315 / 2) CBH = 0.4090



CBH = 5




CBH = 6


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CBH = 7


From our histogram we executed on the rear motor clamp at inspection point 1, we can conclude:

● Shape: Skewed to the left

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● Location: Centralizized ● Spread: Platykurtic ● Pattern: Unimodal ● The majority of the clamps are out of the tolerance, as they are being made way to big.

Possible reasons for our results could be, problems with the tooling, tool wear, accuracy of the machines, and our methods in the manufacturing plant. Since we know the majority of the clamps are too big, we can look at the injection mold plate and make the proper adjustments. The plate could have something stuck in it, it could be worn down, or the clamp may not have been the right size to begin with.

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Capability Index Calculations (All Specs. Are in Inches)

Spec Measurements for Rear Motor Clamp:

0.258 0.329 0.361 0.380 0.410 0.438 0.453 0.465 0.482 0.505 0.275 0.346 0.367 0.381 0.410 0.442 0.455 0.471 0.485 0.507 0.285 0.357 0.367 0.381 0.425 0.445 0.455 0.472 0.498 0.510 0.311 0.360 0.374 0.381 0.427 0.445 0.455 0.475 0.498 0.510 0.318 0.360 0.380 0.391 0.428 0.450 0.463 0.477 0.502 0.517 Mean:

Mean = Sum of all specs. / Number of specs.

Mean = 20.937 / 50 = 0.41874

Mean = 0.41874

Specs Difference from Mean:

Difference = Spec. – Mean

‐0.1607 ‐0.0897 ‐0.0577 ‐0.0387 ‐0.0087 0.0193 0.0343 0.0463 0.0633 0.0863

‐0.1437 ‐0.0727 ‐0.0517 ‐0.0377 ‐0.0087 0.0233 0.0363 0.0523 0.0663 0.0883

‐0.1337 ‐0.0617 ‐0.0517 ‐0.0377 0.0063 0.0263 0.0363 0.0533 0.0793 0.0913

‐0.1077 ‐0.0587 ‐0.0447 ‐0.0377 0.0083 0.0263 0.0363 0.0563 0.0793 0.0913

‐0.1007 ‐0.0587 ‐0.0387 ‐0.0277 0.0093 0.0313 0.0443 0.0583 0.0833 0.0983

Variance:

Variance = Sum of each difference squared / Number of Specs.

Variance = 0.2233 / 50 = 0.004466

Variance = 0.004466

Standard Deviation:

Standard Deviation = Square Root of Variance

Standard Deviation = Square Root of 0.004466

Standard Deviation = 0.066831373

Z MIN:

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Zmin = Smaller of (USL ‐ X bar)/Sigma or (X bar – LSL)/Sigma

We found (USL – X bar)/Sigma to be the lower of the 2.

Zmin = (USL – X bar)/Sigma

Zmin = (0.517 – 0.41874)/ 0.66831373

Zmin = 1.47026756

CP:

CP = (Upper Spec Limit – Lower Spec Limit) / 6 sigma

CP = (0.517 – 0.258) / 6(0.066831373) = 0.645904

CP = 0.645904

CPK:

CPK = Zmin / 3

CPK = 1.47026756 / 3 = 0.490089

CPK = 0.490089

5. How quality data is communicated to employees

Collecting and sorting data are major steps in the process of improving machinery and manufacturing systems overall, but if the information isn’t communicated correctly, advancements are nearly unattainable. Our data will be collected and sorted into control charts, pareto charts, and histograms. In order to communicate in a meticulous but efficient way to our employees, we will do the following:

1. Schedule a meeting every morning for 15 minutes at the start of the shift going over the previous day’s execution on our goals. In this meeting, a breakdown of all results from the five inspection points will be reviewed. Clear efforts will be made to emphasize where we need improvement and where we can stay the course.

2. Have LCD monitors throughout the plant displaying the key data for each station from the previous day.

All data will be posted for every inspection point in our company employee app. This app will allow the technician or engineer to have access to all information at his fingertips at the snap of his finger. Having the numbers in front of our workers while they are making adjustments to our machines we feel is extremely important.

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Sources

#3: Key Manufacturing Process:

Machines Chosen:

(n.d.). Retrieved December 1, 2014, from http://www.jukiamericas.com/placementmachines/ 650l Rotomolded Dust Bin Service Cart Kids Trolley ‐ Buy Dust Bin Service Cart Kids Trolley,Tilt Truck,Tilt Cart Product on Alibaba.com. (n.d.). Retrieved December 5, 2014, from http://www.alibaba.com/productdetail/650LRotomoldedDustBinServiceCart_392804557.html Alibaba.com. (n.d.). Retrieved December 8, 2014, from http://sdhengji.en.alibaba.com/product/1940047310221824352/large_metal_skip_bins_tipping_skip_steel_garbage_skips_in_good_quality.html Alibaba.com. (n.d.). Retrieved December 3, 2014, from http://sbecer.en.alibaba.com/product/1519584720214846854/Hot_Sale_Automatic_Check_Weigher.html Alibaba.com. (n.d.). Retrieved November 30, 2014, from http://sbecer.en.alibaba.com/product/1479583488214846854/High_Speed_And_Precision_Weight_Sorting_Machine_For_Tablet.html Automatic Painting Machine For Picture Frame,Door Frame,Baseboard,Etc ‐ Buy Automatic Spraying Machine,Paint Spraying Machine,Painting Machine Product on Alibaba.com. (n.d.). Retrieved December 1, 2014, from http://www.alibaba.com/productdetail/AutomaticPaintingmachineforPictureFrame_1977333113.html Automated Sorting Machines & Equipment Manufacturers. (n.d.). Retrieved November 29, 2014, from http://www.automation.com/suppliers/machineequipmentmanufacturers/machineequipmentcategories/sorting Bin Cart. (n.d.). Retrieved December 4, 2014, from http://www.uline.ca/BL_186/BinCart Case packers E 4004, E 4012. (n.d.). Retrieved December 1, 2014, from http://www.uhlmann.de/en/blistermachinescartonersblisterlinesendoflinebottlelinesfeeders/stretchbandingoverwrappercasepackerspalletizer/e40044012.html Dimension Weigh Scan (DWS). (n.d.). Retrieved from http://www.datalogic.com/eng/products/industrialautomation/integratedsystems/dimensionweighscandwspd571.html Ground Bond, Continuity, Current Trip and Hi‐pot Testing Systems. (n.d.). Retrieved from http://alliedautomation.com/groundbondcontinuitycurrenttripandhipottestingsystems/ In Motion Systems | CubiScan. (n.d.). Retrieved November 30, 2014, from http://www.cubiscan.com/products/inmotionsystems/

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Leaving Facebook... (n.d.). Retrieved November 28, 2014, from http://www.facebook.com/l.php?u=http://www.ebay.ca/itm/121258615070?_trksid=p9999999.c100156.m2829&_trkparms=aid%3D111001%26algo%3DREC.SEED%26ao%3D1%26asc%3D20140616150416%26meid%3D30c567ff02ad4464814cd0eea0a47e91%26p Material Handling ‐ Allied Automation. (n.d.). Retrieved from http://alliedautomation.com/materialhandling/ RIGID WIRE MESH CONTAINERS. (n.d.). Retrieved December 5, 2014, from http://www.lkgoodwin.com/more_info/rigid_wire_mesh_containers/rigid_wire_mesh_containers.shtml

#7: Design Enhancements

Lithium Ion vs. Lithium Polymer ‐ What's the Difference? ‐ Android Authority. (n.d.). Retrieved November 22, 2014, from http://www.androidauthority.com/lithiumionvslithiumpolymerwhatsthedifference27608/ MS HELI PROTOS 500 ‐ 500 CLASS PARTS ‐ HELICOPTER PARTS. (n.d.). Retrieved November 15, 2014, from http://www.helihobby.com/helicopterparts/500classparts/msheliprotos500.html New "dual carbon" battery charges 20 times faster than Li‐ion. (n.d.). Retrieved November 22, 2014, from http://www.gizmag.com/dualcarbonfastchargingbattery/32121/ Plastic Injection Molding Materials and Injection Molding Resins. (n.d.). Retrieved November 22, 2014, from http://www.paramountind.com/injectionmoldingmaterial.html Protomold: Design Tips for Rapid Injection Molding. (n.d.). Retrieved November 22, 2014, from http://www.protolabs.com/resources/injectionmoldingdesigntips/unitedstates/201103/ RC Helicopter Material ‐ Plastic, Aluminum, Carbon Fiber. (n.d.). Retrieved November 22, 2014, from http://www.rchelicopterfun.com/rchelicoptermaterial.html

#8: LEAN Principle

Quality at Source:

Quality at the Source – How it Works. (n.d.). Retrieved December 6, 2014, from http://cogentmr.com/wordpress/?p=350

SMED:

Lean Production ‐ Doing more with less (free online Business e‐Coach by 1000ventures.com). (n.d.). Retrieved December 7, 2014, from http://it4b.icsti.su/1000ventures_e/business_guide/lean_production_main.html

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TAKT Time:

All About Takt Time. (n.d.). Retrieved December 8, 2014, from http://www.strategosinc.com/takt_time.htm Lean Principles: Lean Production ‐ Doing More with Less (free online Business e‐Coach by 1000ventures.com). (n.d.). Retrieved December 7, 2014, from http://it4b.icsti.su/1000ventures_e/business_guide/lean_production_main.html Quality at the Source – How it Works. (n.d.). Retrieved December 6, 2014, from http://cogentmr.com/wordpress/?p=350

Team Building:

Team‐Building Exercise: Planning Activities That Actually Work. (n.d). Retrieve December 10, 2014, from http://www.mindtools.com/pages/article/newTMM 52.htm 6 Ways Successful Teams Are Built To Last. (n.d.). Retrieved December 10, 2014, from http://www.forbes.com/sites/glennllopis/2012/10/01/6‐ways‐successful‐teams‐are‐built‐to‐last/ Team Building. (n.d.). Retrieved December 10, 2014, from http://edweb.sdsu.edu/people/arossett/pie/Interventions/teaming_1.htm

Value Added Analysis

Loreto Forte. (2014). Lean Manufacturing Principles.ppt. Personal Collection of Loreto Forte, George Brown College, Toronto, Ontario. Multi‐Step Income Statement. (n.d.). Retrieved November 29, 2014, from http://accountingexplained.com/financial/statements/multi‐step‐income‐statement

#9: Quality Plan

Loreto Forte. (2014). Introduction To Quality.ppt. Personal Collection of Loreto Forte, George Brown College, Toronto, Ontario. Loreto Forte. (2014). Quality Data Analysis Tools.ppt. Personal Collection of Loreto Forte, George Brown College, Toronto, Ontario. Loreto Forte. (2014). Quality Statistics.ppt. Personal Collection of Loreto Forte, George Brown College, Toronto, Ontario. Loreto Forte. (2014). Equipment Capability Study.ppt. Personal Collection of Loreto Forte, George Brown College, Toronto, Ontario.

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Project: Evaluation Guideline

In the Table below, you are required to identify each section as either individual (resp. member name) or TEAM, except where noted. This table must be included at the beginning of your written report.

Section Team / Individual Contribution

1. Product Description TEAM

2.Structured Bill of Materials (BOM) TEAM

3.Key Manufacturing Processes TEAM

4.Manufacturing Flow Chart TEAM

5.Shop Floor Layout Drawing TEAM

6.Product Design Concerns/Proposed Design Enhancements

TEAM

7.LEAN Principles TEAM

8.Quality Plan TEAM

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9. Written Report TEAM

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Project: Report Elements

marks as indicated Incomplete Basic Adequate Good

1. Product Description

Some product features and/or functionalities are missing and/or incomplete.

All product features and functionalities are described with limited development.

All product features and functionalities are fully described.

All product features and functionalities are fully described.

Product pictures are included.

All product features andfunctionalities are fullydescribed.

Product pictures are includedand pictures supportdescribed product featuresand functionality.

(1) (2) (3) (4)

2. Structured Bill of Materials (BOM)

Some components missing, descriptions are vague.

All components are identified with meaningful names.


BOM demonstrates some form of structure (subassemblies).


BOM demonstrates some form of structure (subassemblies).

BOM supported with pictures/drawings.

All components are identifiedwith meaningful names.

BOM demonstratescomprehensive structuresincluding sub assemblies and2nd tiered assemblies.

BOM supported withpictures/drawings.

(1) (2) (3) (4)

3. Key Manufacturing Processes

Some manufacturing processes are identified.

All key manufacturing processes are identified

All key manufacturing processes are identified with some basic description

All key manufacturing processes are identified with comprehensive description.

All key manufacturingprocesses are identified withcomprehensive description.

Text is accompanied bysuitable images/pictureswhich support text.

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References used in researchare identified.

(2) (4) (6) (8)

4. Manufacturing Flow Chart

Many required elements are missing.

Some required elements are missing and/or poorly developed.

Required elements are present & have limited development.

Assignment is complete and has good supportive data.

All required elements areshown including decisionsand repeat loops.

(1) (2) (3) (4)

5. Shop Floor Layout Drawing

Many required elements are missing.

Some required elements are missing and/or poorly developed.

Required elements are present & some consideration given to material storage and transport.

Required elements are present & consideration given to material storage and transport. Clear focus is given to manufacturing product flow.

Required elements arepresent & considerationgiven to material storage andtransport. Clear focus isgiven to manufacturingproduct flow. Highlights ofthe layout are noted.

(2) (4) (6) (8)

6. Current Design Concerns & Proposed Product Design Enhancements.

Suggestions identified without sufficient supporting explanation.

Suggestions are identified with limited explanation. (at least 2)

Suggestions are identified with limited explanation. (at least 3)

Suggestions are identified with comprehensive explanation. Explanations enhanced with supporting sketches and/or calculations. (at least 2)

Meaningful suggestions areidentified withcomprehensive explanation.Explanations enhanced withsupporting sketches and/orcalculations. (at least 3)

(2) (4) (6) (8)

7. LEAN Principles

Some LEAN principles are identified.

Some LEAN principles are identified and integrated into manufacturing plan.

The integration of LEAN principles is described but has limited development.

6 LEAN principles are identified and integrated into the manufacturing plan.

The integration of 6 LEAN principles is described but has limited development.

6 LEAN principles are identified and integrated into the manufacturing plan.

The integration of 6 LEAN principles is described and fully developed.

More than 6 LEAN principlesare identified and integratedinto the manufacturing plan.

The integration of more than6 LEAN principles is describedand fully developed

Text is accompanied bysuitable images/pictureswhich support text.

References used in researchare identified.

(2) (4) (6) (8)

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8 Quality Plan Some quality plan elements are described.

Some quality plan elements are identified and integrated into the manufacturing plan.

The integration of the quality plan is described but has limited development.

All Quality plan elements are identified and integrated into the manufacturing plan.

The integration of the quality plan is described but has limited development.

All Quality plan elements are identified and integrated into the manufacturing plan.

The integration of the quality plan is described and fully developed.

All Quality plan elements areidentified and integrated intothe manufacturing plan.

The integration of the qualityplan is described and fullydeveloped.

Execution of the quality planis described in detail..

(2) (4) (6) (8)

9. Quality of Written Report

Project is hand‐ written, and appears to have been hastily thrown together.

Some sections of assignment are typed and some sections are hand written.

Assignment is fully typed and includes cover page, table of contents.

Report is organized.

Report is stapled/bound.

Assignment is fully typed and includes cover page, table of contents.

Report is organized.

Report is stapled/bound.

Assignment looks professional.

Assignment looksprofessionally done includinggraphics that support text.Style maintained betweensections. Project containsreferences (whereappropriate).

(2) (4) (6) (8)

10. Individual Contribution

No evidence of Individual contribution .

Individual contribution is present but is poorly developed.

Individual contribution is present with limited development.

Individual contribution is present and satisfactorily developed.

Developed in a manner that is consistent with the overall project (and other group members).

Contributes to the overall professional appearance of the group report.

Individual contribution ispresent and fully developed.

Developed in a manner thatis consistent with the overallproject (and other groupmembers).

Clearly enhances overallproject report.

(0) (6) (15) (20)

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