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A PROJECT REPORT

ON

A) Streamlining Program Management Tracking System for

Original Equipment Manufacturers

B) Time Study Of Muffler End Spinning Machine

Submitted in partial fulfilment of the requirement for the award of the degree of

BACHELOR OF ENGINEERING

in

Production Engineering

By

Samhita Prajapati (60012115020)

Under the guidance of

Prof. Rajendra Khavekar

(Training & Placement Officer)

DEPARTMENT OF PRODUCTION ENGINEERING

DWARKADAS J. SANGHVI COLLEGE OF ENGINEERING

MUMBAI

YEAR (2014-2015)

UNIVERSITY OF MUMBAI

iii

CERTIFICATE

This is to certify that

Ms. Samhita Prajapati

Has completed his INPLANT TRAINING PROJECT titled

A) Streamlining Program Management Tracking Systems for Original

Equipment Manufacturers

B) Time Study Of Muffle End Spinning Machine

In partial fulfillment of the requirement for the degree of

BACHELOR OF ENGINEERING (PRODUCTION)

During the academic year 2014-2015

From: Tenneco Automotive Pvt. Ltd.

__________________ __________________

Prof. Rajendra Khavekar Dr. Hari Vasudevan

Internal Guide Principal

_____________ _____ __________________

Mr. Praveen Garrote Dr. Hari Vasudevan

Head of Department

. Production Department

iv

Declaration

I declare that this written submission represents my ideas in my own words and where others'

ideas or words have been included, I have adequately cited and referenced the original sources. I

also declare that I have adhered to all principles of academic honesty and integrity and have not

misrepresented or fabricated or falsified any idea/data/fact/source in my submission. I understand

that any violation of the above will be cause for disciplinary action by the Institute and can also

evoke penal action from the sources, which have thus not been properly cited, or from whom

proper permission has not been taken

-----------------------------------------

Samhita Prajapati

BE Production

60012115020

v

Project Report Approval for B. E.

This thesis / dissertation/project report entitled

A) Streamlining Program Management Tracking System for Original Equipment

Manufacturers

B) Time Study of a Muffler End Spinning Machine

by Samhita Prajapati is approved for the degree of Production Engineering.

Examiners

1.---------------------------------------------

2.---------------------------------------------

Date:

Place:

vi

PREFACE

Practical knowledge means the visualization of the knowledge, which we read in our

books. For this, we perform experiments and get observation s. Practical knowledge is very

important in every field. One must be familiar with the problems related to that field so that he

may solve them and become a successful person.

After achieving the proper goal in life, an engineer has to enter in professional life.

According to this life, he/she have to serve an industry, may be public or private sector in self-

own. For the efficient work in the field, he/she must be well aware of the practical knowledge as

well as theoretical knowledge.

To be a good engineer, one must be aware of the industrial environment and must know

about management, working in the industry, labour problems etc. So he/she can tackle them

successfully.

Due to all the above reasons and to bridge the gap between theory and practical, out

engineering curriculum provides a practical training of approximately 06 months. During this

period, a student works in the industry and gets all type of experience and knowledge about the

design and problem solving methods.

I have undergone my in plant training at Tenneco Automotive Pvt. Ltd. (Program

Management Department) this report is based on the knowledge, which I acquired during my

training period at the plant.

vii

Acknowledgement

I would like to express my deep gratitude and sincere thanks to my mentor Prof. Rajendra

Khavekar for helping me complete this internship and guiding me in this project. It gives me

tremendous pleasure to present this report of In-plant training at Tenneco Automotives Pvt. Ltd.

for a period of six months. This training provided me a golden opportunity to expose myself to

the Industrial environment.

I am grateful to Mr. Kiran Damdhere who willingly backed up my queries and difficulties during

my training period at workplace as well as Mr. Avinash Chaudhary who diligently guided me in

my project and patiently answered my numerous queries and doubts. I consider my most

significant gain as the bestowal of a degree of maturity for which I thank Mr. Rishi Verma and

Mr. Santosh Tavadare who guided me to gain knowledge and made me realize that engineering

is not a mere possession of abundant knowledge. Further I believe that the list of people would

remain incomplete if I fail to mention the Department heads & Supervisors, they were constant

source of encouragement and timely help.

Samhita Prajapati

Dwarkadas J. Sanghvi College of Engineering

viii

ABSTRACT

The Program Management Department handles multiple projects with a number of

clients. There arose a need to create a centralised database to keep track of the status of the

product. Using Excel Visual Basic for Applications (VBA) Programming a “Project Health

Report” excel file was designed and created with specifications dictated by the Program

Manager.

The “Project Health Report” compiles all the data of active projects as well their statuses

and displays them on a ‘Dashboard’ for quick analysis. This feature will not only help in

strategizing but will help in making quick executive decisions with respect to production and

sales. This program also has a life of around 10 years and is capable of housing large amounts of

data.

A Time Study is conducted to calculate the production rate of a particular product while

considering allowances for the worker. The “Minimum Repetitive Time” method was

implemented in calculating the cycle time for a machine and subsequently the entire cell.

Table of Contents

1. Company Profile ................................................................................................................. 1

2. Introduction ......................................................................................................................... 2

3. Review of Literature ........................................................................................................... 4

3.1 Dashboards ........................................................................................................................ 4

3.2 Methodology ..................................................................................................................... 5

4. Program Sheets ................................................................................................................... 7

4.1 Screenshots ....................................................................................................................... 8

4.2 Conclusion ...................................................................................................................... 16

5. Time Study ........................................................................................................................ 17

5.1 Introduction ..................................................................................................................... 17

5.2 Methodology ................................................................................................................... 18

5.3 Readings and Calculation ............................................................................................... 20

5.4 Conclusion ...................................................................................................................... 27

6. Bibliography ..................................................................................................................... 28

7. Personal Experience .......................................................................................................... 29

8. LIST OF FIGURES AND TABLES................................................................................. 30

1 D. J. Sanghvi College of Engineering

Chapter 1

Company Profile

Tenneco Inc. is one of the world's leading designers, manufacturers and distributors of

clean air and ride performance products and systems for the automotive, commercial truck

and off-highway markets and the aftermarket. The company is well-balanced across end-

markets, geographic regions, customers, product lines and vehicle platforms.

Using a combination of leading-edge technology, manufacturing expertise and dedication

to customer service, Tenneco has increased revenues to $8 billion annually and penetrated

new markets to solidify its leadership in the global supplier industry. The company is well

positioned to capture significant revenue growth, driven by stricter light and commercial truck

and off-highway emissions regulations being implemented globally.


Tenneco’s Global Presence

Tenneco India has 5 manufacturing locations in Bawal, Chakan, Chennai, Hosur and

Podicherry each of which have an ISO 14001:2004 certification and TS/16949:2009

certification.

Their objective is to support the growth of the independent Aftermarket in India. In

addition to superior products, they are also committed to providing their customers leading-

edge logistics solutions to ensure rapid delivery of products, customer service, training and

electronic catalogues and websites designed to provide easy access to the very latest

information.

In addition to manufacturing products that clean the environment and improve driver comfort

and safety they are focused on environmental stewardship and the health and safety of their

employees, their customers and their communities.

Figure 1.1


Tenneco’s Vision Pioneering global ideas for cleaner air, and smoother, quieter and safer transportation.

Tenneco’s Values Accountability - Accepting responsibility.

Health & Safety - Committed to a healthy and safe work environment for all employees.

Innovation - Discovering new solutions using engineering expertise and advanced

technologies.

Integrity - Being honest, fair and never compromising our ethics.

Passion and a Sense of Urgency - A consuming desire to win now.

Perseverance - Resolute and unyielding; the unrelenting pursuit of a goal.

Results Oriented - Taking authority; driving to achieve and meet commitments.

Teamwork - Seamless collaboration.

Transparency - Raising issues; being forthcoming and open.

Trust - Relying on and having faith in one another.

Figure 1.2


Tenneco provides a wide range of products for vehicles in various markets.

Passenger car

Light truck

On- and off-road commercial vehicles

Locomotive

Agricultural

Construction

Marine

Forestry vehicles

Mining vehicles

Two-wheelers

Off-road recreational

Tenneco has a sizeable list of satisfied and dedicated clients. They supply the product to

Original Equipment Manufacturers like:

General Motors

Ford Motor Co.

Volkswagen

Daimler

Toyota

PSA Peugeot Citroen

BMW AG

Chrysler

Harley-Davidson

Nissan

Honda

Suzuki

Mazda

Renault

Caterpillar

International Truck

Tata Motors

Tenneco sells their Ride Performance products under the well-known Monroe brand and

clean air systems under the Walker brand.

Figure 1.3

Figure 1.4


Chapter 2

Introduction

The Program Management department is tasked with the handing of multiple products

almost simultaneously. There is a single program manager supervising two project managers

in the Clean Air division of the company. These managers work in tandem with other

department heads of Quality, Engineering, Design and Supply Chain Management to monitor

the progress of the project. Regular meetings are held to plan and strategize future steps and

actions.

Business is always done on paper. However, physical copies take up considerable

space. A single project requires multiple years for the detailed planning, execution and

maintenance. All this planning is done on paper. Documents concerning design, shipping,

supplier contracts, customer orders and contracts, etc. are essential for the purpose of auditing

and the tracking of the project timeline. The monitoring of multiple products becomes

disorienting after a while. Project documents are processed and filed in document folders of

concerned projects.

There arose a need to quickly determine the status of a project without having to go

through the concerned project folder which was time consuming.


Most company documentation is created using MS Office based applications like MS

Word, MS Excel and MS PowerPoint. Every employee, especially those concerned with

management and general administration is expected to be well-versed in these softwares. It

seemed ideal to create a model of project data summarization and project status tracking in

such a familiar format. Hence, the creation of an MS Excel based program was commissioned

with specifications prescribed by the managers as to which features, charts, graphs and tables

were of importance and needed to be included in the program for quick and easy analysis.

This program was intended to track the progress of the project, display the basic

project details, the cumulative information and data of all the current and open projects. This

helps in financial and resource allocating decisions.


Chapter 3

Review of Literature

3.1 Dashboards

Dashboards often provide at-a-glance views of KPIs (key performance indicators) relevant to

a particular objective or business process (e.g. sales, marketing, human resources, or

production). The term dashboard originates from the automobile dashboard where drivers

monitor the major functions at a glance via the instrument cluster. Dashboards give signs

about a business letting the user know something is wrong or something is right.

Dashboards typically are limited to show summaries, key trends, comparisons, and

exceptions. There are four Key elements to a good dashboard.

1. Simple, communicates easily

2. Minimum distractions...it could cause confusion

3. Supports organized business with meaning and useful data

4. Applies human visual perception to visual presentation of information

In management information systems, a dashboard is

"An easy to read, often single page, real-time user interface, showing a graphical

presentation of the current status (snapshot) and historical trends of an organization’s KPIs

to enable instantaneous and informed decisions to be made at a glance."

Dashboards are unique. The design of each dashboard is driven by the business and its

needs and culture. What may work for one business may not work for another. There are


general guidelines that are available when initially developing the tool or when looking to

improve current performance metrics.

Planning and researching a good design is crucial for dashboards. A good information

design will clearly communicate key information to users and makes supporting information

easily accessible. Setting up a business dashboard can also be fun and worthwhile if done

correctly.

The program manager dictated the specifications and features expected in the

Dashboard and the program. Dynamism and simplicity of the program was stressed upon.

User-friendliness was the key factor considered in the program development.

3.2 Methodology

The Windows version of Excel supports programming through Microsoft's Visual

Basic for Applications (VBA), which is a dialect of Visual Basic. Programming with VBA

allows spreadsheet manipulation that is awkward or impossible with standard spreadsheet

techniques. Programmers may write code directly using the Visual Basic Editor (VBE), which

includes a window for writing code, debugging code, and code module organization

environment. The user can implement numerical methods as well as automating tasks such as

formatting or data organization in VBA and guide the calculation using any desired

intermediate results reported back to the spreadsheet.

Sheets designed specially for the program are:

Pilot

Paynter

CT+EDT

TAVA

Status

Customer Milestones

Dashboard


Sample Coding used in the program:

Sub CopyProjectPaynter()

Worksheets("Paynter").Activate

Dim i As Integer

Dim Proj_num As Integer

Proj_num = 0

For i = 4 To 50

With Worksheets("Pilot")

For Each Cell In .Cells(i, 2)

If Cell = "" Then

Exit For

Exit For

Else

Proj_num = Proj_num + 1

End If

Next Cell

End With

Next i

Dim a As Integer

a = Proj_num + 4 - 1

Dim wb As Workbook

Set wb = ActiveWorkbook

wb.Worksheets("Pilot").Range("B4:B" & a).Copy

wb.Worksheets("Paynter").Range(Cells(5,2),Cells((5+Proj_num),2)).PasteSpecial xlPasteValues

End Sub


Chapter 4

Program Sheets


4.1 Screenshots

The company designed the “Manager Input” sheet. It includes all the important and

necessary details that need to analysed and translated into various charts and graphs on the

excel dashboard. Modifications made to this was the inclusion of the buttons – “Add Project”,

“Hide Closed Projects”and “Show Closed Projects” as requested by management.

Figure 4.1


The Pilot page is designed to give a basic summary of all projects at a single glance. The

update button will update the information entered by respective managers onto this sheet. The

project status, milestones at risk, progress of various departments and issues if any are

included in this pilot sheet.

Figure 4.2


The Paynter chart is used to determine the number of delays that have occurred in different

departments over a definite period irrespective of the project. This is to determine which

department has caused the most delays in a project so it can be pinpointed for improvement

techniques. A review can be demanded to determine the root cause of the issues.

Figure 4.3


Customer ED&T & Customer Tooling charts and TAVA charts are the direct

representation of the cumulative financial data of all the projects being presided over all the

managers in both the clean air and ride performance divisions.

Figure 4.4

Figure 4.5


Figure 4.6


Status chart is used to determine the departments causing the most delays in production and

manufacturing. By plotting the trend of the R, Y or G curves, a pattern can be determined and

studied in order to take further action for various improvement processes. An internal review

is always the best solution to determine faults and delays in manufacturing. However, it may

be time and labour consuming.

Figure 4.7


The Customer Milestone chart provides the perfect template in determining the company

milestones. The customer milestones provide certain deadlines for various stages in design

and production.

Figure 4.8


The Dashboard serves as the news feed of the Program Management Department.

Various financial data and Project status of multiple projects are cumulatively presented here

for the purpose of analysis and assisting in decision making skills. The excel program is

intended for use during monthly meetings. The project managers will regularly update the

data of their respective and concerned projects. The Program Manager will then execute

actions provided on the Dashboard and as a result will be presented with a view of all relevant

data during a monthly strategic and decision planning meeting. This will enable him to

conduct a thorough review of the company’s finances as well. If any shortcomings or risks are

detected, they can brainstorm solutions. The Project Health Report is an internal program tool

designed for the exclusive use of the Program Management Department.

Figure 4.9


4.2 Conclusion

The Project Health Report is a handy Program Management Tool.

It is user-friendly and can be used by anyone with minimal knowledge of MS Excel.

It is color coded for quick analysis with financial data represented in the form of

charts.

It is based on MS Excel software enabling those well-versed with it to make personal

modifications if required.

It has a long life of around 10 years and is capable of storing data of over 200 projects.


Chapter 5

Time Study

5.1 Introduction

A Time Study is conducted with the aim of reducing overall lead time and boosting

productivity rates.

A Time Study is initiated when:-

The desired productivity rate is not being achieved.

When an improvement is desired, it is necessary to conduct a review of the old system

to determine the areas requiring improvement

It is also conducted when a new machine is installed or a layout/cycle time undergoes

a change.

It is also conducted as a periodic review of the manufacturing process.

Time and Motion Study is carried out every 6 months. This period varies from

Organization to Organization. Time Study is conducted on every product. Its final outcome is

to achieve the ideal production rate.


The time study duration could take as little as a week to a month as it depends upon the

product being manufactured. High runners (month-long production schedule) have longer

time studies than short runners.

Ideal cycle time is the “auto cycle time” of the machine when it is newly installed. The

observed time varies vastly with this figure. Hence studies are conducted to achieve the

observed time as close as possible to ideal cycle time.

Method and Time Study is usually conducted together. Suggestions for improvement

in productivity is provided in the following sequence – Man; Method; Material; Machine

(4M’s).

For ex. the operator’s actions can be easily modified at minimal cost. This can be

followed by employing a safer/quicker method of operation in terms of feeding or fitment.

An issue could arise with the material of the job such as quality and dimensions. It is costly to

change the material of the product and also time consuming.

Lastly, machine modifications take place only in the scenario when other measures

prove ineffective. This is a very expensive solution and hence it is undertaken as a last resort.

5.2 Methodology

The Method and Time study was conducted in the following way:

1. A video study of each of the individual operations in the defaulting manufacturing cell

was conducted.

2. The station with operating time much greater than machine cycle time or other

operations in the same cell, was considered to be the bottleneck operation.

3. A thorough Method and Time Study is then carried out on the bottleneck operation to

weed out the cause of delay.

Note: Always conduct a time study with a highly skilled operator manning the machine.

There are several causes for long lead times. A time study makes these problems

superficial. A Process Flow is first charted. This helps us ascertain the origin of the delay if

any. For ex. the delays could be caused due to low inventory or poor material handling.


The cell in question is the Muffler Assembly cell. The various operations are:-

Embossing

Spot Welding

Notching

Lock-Seaming

Flanging

Stuffing

Welding (if non-circular shaped muffler shell)

Spinning

The Spinning machine was found to have a much greater operating time as a result of

machine downtime and operator mishaps. Hence, it was selected for further study.

Machine Cycle Time = 22 seconds

General Operating Time = 39.4 (average) seconds

Figure 5.1


5.3 Readings and Calculation

Ideal Cycle Time Calculation for Muffler End Spinning Machine

The End Spinning machine was further studied. The actions of the operator were divided into

elements for better study. Elements formed were:-

Waiting for the machine cycle to end, picking up and loading of the job

Unloading the job and placing on the table; initiate machine cycle

Place the FG in the FG trolley, walking to the Muffler Shell receiving point

Avoidable delays like chatting with a co-worker or waiting for parts/tools are to be

recorded and mentioned as a comment in the concerned cell of record.

Unavoidable delays like Machine Downtime, power failures, etc. are not to be recorded.

Once the video has been studied, any suggestions regarding a change in the

performance of the operator must be noted and given to the operator. It is beneficial to

develop a rapport with the operator. This will help in the operator adopting the corrections in

his actions with less resistance. Also, the operator gets encouraged to offer a few inputs

regarding the working and handling of the machine.

Figure 5.2


In the table below, the observations are recorded along the table in a running cycle.

The individual cycles are later calculated and noted in the last row.

While observing the individual times taken for each element, a minimum repetitive

time is picked out. This is done for each element and entered into a separate column on the far

right. This helps to calculate the ideal cycle time.

Note: Average Cycle time is not taken into consideration as the productivity rate

is much higher than when considered with minimum repetitive time.

An operator will not perform his operation with 100% consistency. He is subject to

various factors like fatigue and might require frequent personal breaks depending upon the

environmental factors and the nature of his work.

For example, welding operators are exposed to toxic fumes and high levels of heat. They are

required to don safety wear like safety goggles, thick gloves and padded uniforms to protect

themselves in case of accidental fire. This might cause them to perspire a lot and tire easily

and cause a delay in the work and reduction in the overall output.

The ISO Handbook has specified guidelines about the allowances that need to be

made for the workers benefit for his safety and welfare. Certain points are allocated

depending upon the nature of the work. These allowances are added into the machine cycle

time to get the total cycle time of the operation.

WORK ELEMENT /

CYCLE

OBSERVATION TIME - IN LAP (IN

SECONDS)

1 2 3 4 5 6 7 8 9 10 11 12 Min

Rep

Walk,take muffler & load on

m/c 11 6 6 6 6 7 7 6 7 7 6 13 6

Take unloaded job & put on

table 2 2 3 2 2 2 3 2 2 2 2 3 2

Press cycle start button &

observek 1 rotation 3 3 4 3 3 5 6 5 4 8 10 10 3

Walk to LT & right LT value 6 8 7 8 5 23 10 8 20 7 6 6 6

Unload job & put on LT,load

new job,press cycle start

button

11 10 11 11 13 0 9 10 0 10 10 10 9

Check unloaded job & put in

FG trolley 7 8 7 10 8 0 9 7 0 5 6 8 6

40 37 38 40 37 37 44 38 33 39 40 50 32

Table 5.1


Cycle Time Calculation for Muffler Cell

Calculating allowance

Stn. Name: Muffler Cell

Points allocated for

various strains Stress Point Definition

Physical strain resulting from Nature of work

1 Average force exerted L 0 Equivalent average wt to be considered

2 Posture L 4 Sitting - 0, Standing or walking free - 4, with

load - 6

3 Vibration L 0 Not applicable for welding, Sizing

4 Short Cycle L 0 1 for 16 to 17 centiminutes, NA for welding

5 Restrictive clothing M 13 Cotton gloves - 0, Rubber - 2, Leather - 5 , face

mask - 8, restrictive clothing 20

Mental strains

1 Concentration L 2 Not Applicable (Applicable for small high

speed assemblies )

2 Monotony L 3 Not Applicable (Applicable for Non

Repetative or high repetitive work )

3 Eye strain L 10 Auto welding - 0, Inspection of faults - 2,

manual full welding with Helmet- 10

4 Noise L 2 Operating in light machine shop

Working condition

1 Temparature L 9 Temp more than 90 F & Humidity upto 75

2 Ventillation L 1 Work shop with reasonable ventillation

3 Fumes L 3 gas cutting equivalent

4 Dust L 0 Normal light assy operation

5 Dirt L 0 Normal light assy operation

6 Wet L 0 Normal factory operations

Grand Points

Total 47

Relaxation

allowance 22%

Table 5.2


Calculating Available Working Time

Cycle Time

Load 42

Process 81 On table & fixture

Unload 9

Idle Time 0

Allowance in sec. 29

Tea time Allowance in

sec.

0

If all allowance is considered in Idle time

then only tea time allowance is applicable

Total Cycle time in Sec 132

Applicable cycle time 161.04

Actual Hourly Output (

5% allowance) 57 min

hour

21

Shift Output 162

Table 5.1


Available shift working time & calculation of hourly output

Method of Hourly production calculation

First we calculate the total available working time in a shift.

Allowances for lunch break, tea break, meetings/inspections and miscellaneous other needs

are considered. These are deducted from the total shift time to give us the total working time.

Time calculation Mins

A Total Shift Time 510

Less Lunch Time 30

B Available time for work 480

C Personal need Allowance 5% 24

D Available time for work 456

Less

E Shift Start , PM , Inspection 10

F Shift end Cleaning & Last off 10

E Net Working Tiime

( for calculation of Output ) 436

Table 5.2

Hence, 436 minutes of a total 510 minutes shift (8.5 hours) is made available for work.

The output will not be the same for every hour of the working shift.

Lunch and tea breaks need to be considered as well the set-up times and time required for

team meetings and/or inspections. Hence, the output per hour is considered for calculation of

the output.

The Cycle Time for the Muffler Manufacturing Cell is 161.04 seconds


For Shift I (7am – 3:30pm):

Time Avl Time

Net Time including 5% personal need allowance

Net time ( Tea time distributed )

Hourly Output

7-8 am 60.0 47.0 48 18

8-9 am 60.0 57.0 58 22

9-10 am 60.0 57.0 58 22

10-11 am 60.0 57.0 58 22

11-12 am 30.0 28.5 29 11

12-1 pm 60.0 57.0 58 22

1-2 pm 60.0 47.0 48 18

2-3 pm 60.0 57.0 58 22

3-3.30 pm

30.0 18.5 19 7

I Shift 480.0 426.0 436.0 162 Table 5.3

For Shift II (3:30pm – Midnight):

Time Avl Time


Net time ( Tea time distributed )

Hourly Output

3.30 - 4 pm

30.0 18.5 19 7

4 - 5 pm 60.0 57.0 59 22

5 - 6 pm 60.0 42.0 43 16

6 - 7 pm 60.0 57.0 59 22

7 - 8 pm 60.0 57.0 59 22

8 - 9 pm 30.0 28.5 30 11

9 - 10 pm 60.0 57.0 59 22

10 - 11 pm

60.0 57.0 59 22

11 - 12 pm

60.0 47.0 49 18

II Shift 480.0 421.0 436.0 162 Table 5.4


Shift III (Midnight – 7am):

Time Avl Time


Net time Hourly Output

12-1 am 60.0 47.0 47 18

1-2 am 60.0 57.0 57 21

2-3 am 60.0 57.0 57 21

3-4 am 30.0 28.5 29 11

4-5 am 60.0 57.0 57 21

5-6 am 60.0 57.0 57 21

6-7 am 60.0 47.0 47 18

III Shift 390.0 350.5 350.5 131 Table 5.5

Inference

The time study conducted on the individual machines of a manufacturing cell is computed

together to determine the ideal cycle time of the complete cell while considering the various

allowances to be made to operators working in the cell.

Once this cycle time has been calculated, the hourly output is calculated.

The hourly output was calculated to be 162 units for Shifts I & II and 131 units for Shift III.


5.4 Conclusion

A video study of the Muffler End Spinning Machine was conducted.

o Ideal machining time is = 32 seconds

The Cycle Time for the entire Muffler Assembly Cell for Product X was calculated to

be 161.04 seconds

The calculated cycle time was used to calculate the hourly output rate.

Thus for output for each shift are:

o 162 products in Shift I

o 162 products in Shift II

o 131 products in Shift III


Chapter 6

Bibliography

http://www.tenneco.com/

Excel 2010 Power Programming with VBA by Walkenbach

http://en.wikipedia.org/wiki/Dashboard_%28business%29

A Paper on “Time Study Method Implementation In Manufacturing

Industry” by Nor Diana Hashim of UNIVERSITI TEKNIKAL

MALAYSIA MELAKA

http://businessroundtable.org/resources/create-grow-sustain


Chapter 7

Personal Experience

My time at Tenneco Automotive lasted for a duration of 6 months (during the

period between July 1st and December 31st, 2014)

During this period, I learnt about the various managerial techniques that go into

ensuring a smooth and efficient running of a company. I was exposed to the

professional manner in which the various heads of departments conduct

meetings so as to arrive at a combine solution together to any problem that

arises.

I was assigned to the Program Management Department headed by Mr. Rishi

Verma. My primary function was to compile the various project folders and

understand the vast documentation that is required in the development of a

project. The program that I created for the department’s use eliminates the need

of constant referral to the project file. It helped me understand the necessity of

streamlining the managerial process and that it is not strictly the characteristic of

a shop floor production line.

The various tasks assigned to me inculcated in me a sense of responsibility and

the value of hard work. By working in a team, I realized the importance of team

work and how brainstorming of ideas in tackling of an issue is the most efficient

way in getting the job done.


LIST OF FIGURES AND TABLES

FIGURES

Fig No. Description Page

No.

1.1 Tenneco’s Global Presence 2

1.2 Tenneco Automotive, Chakan 3

1.3 Monroe Logo 4

1.4 Walker Logo 4

3.1 Manager Input Sheet 5

3.2 Pilot Sheet 6

3.3 Paynter Sheet 7

3.4 Customer ED&T Sheet 8

3.5 Customer Tooling Sheet 8

3.6 TAVA Sheet 9

3.7 Status Sheet 10

3.8 Customer Milestones Sheet 11

3.9 Dashboard 12

4.1 Process Flow Diagram

4.2 Muffler End Spinning Machine Layout


TABLES

Table

No.

Description Page

No.

5.1 Observation Time for Muffler End Spinning Machine 21

5.2 Allowance calculation 22

5.3 Cycle time calculation 23

5.4 Available working hours 24

5.5 Hourly Output for Shift 1 25



print

Documents

engineering production

production department

samhita prajapati

original sources

preface practical knowledge

theoretical knowledge

degree of bachelor

project report approval