Productivity Improvement of Automobile Service Facility- A Case Study

Khatib Shahnawaz

MASTER OF ENGINEERING IN ADVANCED ENGINEERING MANAGEMENT

Department of Industrial and Production Engineering

BANGLADESH UNIVERSITY OF ENGINEERING AND TECHNOLOGY

October 2017

ii

Productivity Improvement of Automobile Service Facility- A Case Study

by

Khatib Shahnawaz

MASTER OF ENGINEERING IN ADVANCED ENGINEERING MANAGEMENT

Department of Industrial and Production Engineering

BANGLADESH UNIVERSITY OF ENGINEERING AND TECHNOLOGY

October 2017

CERTTFICATE FOR APPROVAL

The project titled "PRODUCTI\ITY IMPROVEMENT OF AUTOMOBILE SERVICEFACILITY - A CASE STUDY" submitted by Khatib Shahnawaz. Roll No. 04130821 l7 P,

Session Aprill2}l3 has been accepted as satisfactory in partial fulfillment of the requirementsfor the degree of Master of Engineering in Advanced Engineering Management. on October15,2017.

BOARD OF EXAMINERS

).u"lLH,bDr. Abdullahil AzeemProfessorDepaftment of IPE, BUET, Dhaka.

Assistant ProfessorDepartment of IPE. BUET, Dhaka.

Chairman(Supervisor)

MemberDr. M.

Department of IPE, BUET, Dhaka.

Member

CANDIDATE' S DECLARATTOI{

It is hereby declared that this project or arry part of it has not been submitted

elsewhere for the award of any degree or diploma.

Signature of the Candidate

1{ Sl"t",-,2-

Khatib Shahnawaz

ID No: 0413082117

Date:44. to-?la

v

DEDICATION

This work is dedicated to my great Parents for their nonreturnable sacrifice, as well as my

beloved Wife for her continuous support.

vi

ACKNOWLEDGEMENT

First, I am very much grateful to the most powerful, the gracious almighty Allah for giving

me knowledge, energy and patience for completing the project work successfully.

I would like to express my deepest indebtedness and gratitude to my project supervisor, Dr

Abdullahil Azeem, Professor, Department of Industrial and Production Engineering (IPE),

Bangladesh University of Engineering and Technology (BUET), Dhaka, for his continuous

guidance, invaluable suggestions, constructive comments and endless encouragement

throughout the progress and preparation of this project work.

I am very much thankful to Mr. Rasfeq Hossain, Head of Service operation, Nitol Motors

Ltd for giving me opportunity to implement new methods and ideas in his service facility. I

also express my gratitude to Mr Jayanto Saha (Sr Executive- Service Floor), Mr Asif Raisul

(Sr Engineer-Repossessed Dept), Mr Saidur Rahman (Sr Executive- Quality Control) and

technician with other staff of Nitol Motors Ltd, Tongi,Gazipur, for their cordial support and

cooperation by providing me the respective information, valuable time and great support

during the assessment and implementation phase while I was working there as Service

Head- Commercial vehicle segment, and also for my project work. I am also thankful to my

colleagues Mr. Jahin Amin Khan, Executive (service), and my team who has given their

support and cooperation all the time.

In addition, thanks are due to those who helped me directly and indirectly during the

different stages of the project work.

Finally, I would like to convey my sincere gratitude to my family members whose

continuous inspiration, sacrifice and support encouraged me to complete the project

successfully.

vii

ABSTRACT

Service and maintenance work of commercial vehicle is a regular phenomenon and to

resume running the vehicle for earning money and installment payment, the shortest

possible work process time is usually a crying need of each customer. Most of the

automobile companies in Bangladesh are practicing conventional method to improve

service productivity and thus significant changes in this arena have not been visualized yet.

This is the high time to implement effective process improvement tools and techniques in

automobile service operation. Kaizen is the Japanese word for "continual improvement". In

business, kaizen refers to activities that continuously improve all functions and involve all

employees. On the other hand, Line balancing is the assignment of work to stations in a line

as to achieve the desired output rate with the smallest number of workstations. The goal of

line balancing is to obtain workstations with well-balanced workload. All the works in

automobile service facility are divided into 2 main categories i.e. a) Major Work b) Minor

Work and each of the tasks is again subdivided into periodic, predictive and failure

maintenance. Any service operation can be seen from a system point of view: Inputs

(material, labor, capital, energy & information) go into the system & outputs-repaired

object. Productivity is a very important measure in service operations because it provides

insight into the efficiency & effectiveness of operations and focuses as customer can avail

their required job done within lesser time frame. Major Engine overhauling is the most time

consuming job of any commercial vehicle and thus productivity of this work is very

important measure from service point of view. Improvement in this specific job is highly

demanded.. The present study focuses on improvement of the overall productivity of

automobile service facility through VSM methodology using selected KAIZEN tools and

line balancing techniques. And a case study-engine overhauling, troubleshooting of fuel

ignition pump and washing bay in a large automobile service facility have been considered

and productiveness is compared before and after implementing the technique.

viii

TABLE OF CONTENTS

CONTENTS PAGE NO

Acknowledgement vi

Abstract vii

List of Tables xi

List of Figures xii

CHAPTER 1: INTRODUCTION 1-5

1.1 Rational of the study 2 1.2 Background 3 1.3 Problem statement 3 1.4 Objective of the study 3 1.5 Outline of Methodology 4 1.6 Organization 4

CHAPTER 2: LITERATURE REVIEW 6-10

2.1 Historical Background 6 2.2. Kaizen and Line Balancing 7

CHAPTER 3: VSM CURRENT STATE MAPPING 11-26

3.1 Method applied for designing current state map 11 3.2 Value Stream Mapping data details 11 3.3 Workshop overview 12 3.3.1 Bay wise monthly job details 14 3.3.2 Financial Summary 16 3.3.3 Monthly Job frequency 17 3.3.3.1 Pareto Chart of top ten time consuming jobs 18 3.4 Current State of Engine Overhauling, FIP repair and Vehicle washing 19 3.4.1 Current State of Engine Overhauling 19 3.4.2 Current State of FIP repair 20 3.4.3 Current state of vehicle washing 21 3.4.4 Combined current state map of Engine overhauling, FIP repair and 21 vehicle washing 3.4.5 Result analysis of current state map 22 3.4.6 Current value adding, non value adding and unavoidable non value 24 adding graph 3.5 Cause & Effect diagram 26

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CHAPTER 4: LINE BALANCING 27-38

4.1 Line balancing project team 27 4.1.1 Responsibility of the team 27 4.2 Engine Overhauling Shop Line Balancing 29 4.2.1 Data analysis 29 4.2.2 Model Line Balancing layout 30 4.3 FIP Repair Work 32 4.3.1 Data analysis 33 4.3.2 Model Line Balancing Layout 34 4.4 Washing Bay 34 4.4.1 Data analysis 35 4.4.2 Model Line Balancing Layout 36 4.5 Line Balancing Outcome Comparison 36

CHAPTER 5: VSM FUTURE STATE MAPPING AND IMPLIMENTATION 39-47

5.1 Drawing Future State VSM 39 5.2 Future VSM implementation project team 39 5.2.1 Responsibility of the Team 39 5.3 Company Profile 41 5.4 Kaizen Events / Blitz 42 5.4.1 Service bay implementation 42 5.4.2 Work Practice implementation 43 5.4.3 Improvement guideline after kaizen process 46 5.4.4 Overall Benefits after Kaizen Process 47

CHAPTER 6: DATA ANALYSIS AND RESULTS 48-56

6.1 Data Analysis 48 6.2 Summary after implementation of Future State map 48 6.2.1 Future State of Engine Overhauling 49 6.2.2 Future State of FIP repair 49 6.2.3 Future state of Vehicle Washing 50 6.2.4 Combined Future State of Engine Overhauling, FIP repair and 51 Vehicle Washing 6.3 Result analysis of model future state map 51 6.3.1 Future value adding, non value adding and unavoidable non 54 value adding graph 6.4 Final Results 55

CHAPTER 7: CONCLUSIONS AND RECOMMENDATIONS 57-58

7.1 Conclusions 57 7.2 Recommendations 58

REFERENCES 59-61

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APPENDICES 62-69

Appendix A: Engine Overhauling Current Data Log Sheet 63

Appendix B: FIP Repair Current Data Log Sheet 65

Appendix C: Vehicle Washing Current Data Log Sheet 65

Appendix D: Line Balancing Current Data Log Sheet- Engine Overhauling 66

Appendix E: Line Balancing Future Data Log Sheet- Engine Overhauling 68

Appendix F: Line Balancing Future Data Log Sheet- FIP Repair 69

Appendix G:Line Balancing Future Data Log Sheet- Vehicle Washing 69

xi

LIST OF TABLES

Table no. Title Page No.

Table 3.1 Workshop Facility name and Quantity 14

Table 3.2 Manpower Category & Quantity 14

Table 3.3 Monthly bay wise job Frequency 15

Table 3.4 Workshop monthly Financial Summary 16

Table 3.5 Pareto chart data table (Monthly job frequency and significance) 17

Table 3.6 Current State Engine Overhauling 19

Table 3.7 Current State FIP Repair 20

Table 3.8 Current State Vehicle washing 21

Table 3.9 Combined Current State Summary 22

Table 3.10 Summary of Current state map 24

Table 4.1 Line Balancing project team details 27

Table 4.2 FIP Repair Line Balancing Data 32

Table 4.3 Washing Bay Line Balancing Data 34

Table 4.4 Engine Overhauling Improvement 37

Table 4.5 FIP Repair Improvement 37

Table 4.6 Washing Bay Improvement 38 Table 5.1 Kaizen event Project Team 39

Table 5.2 Company Profile 41

Table 6.1 Comparison between traditional line and model line Summary 48

Table 6.2 Future State Engine Overhauling 49

Table 6.3 Future State FIP Repair 50

Table 6.4 Future State Washing Bay 50

Table 6.5 Summary of combined Future state map 51

Table 6.6 Summary of model line 52

Table 6.7 Comparison between traditional and model line 55

xii

LIST OF FIGURES

Figure no. Title Page No.

Figure 3.1 Current Workshop Layout, Nitol Motors Ltd, Tongi 13

Figure 3.2 Pie Chart- Bay wise Job Frequency 15

Figure 3.3 Pie chart of individual share on monthly revenue 16

Figure 3.4 Pie Chart of Monthly Job Frequency 18

Figure 3.5 Pareto Chart – Standard Time vs Job Type 18

Figure 3.6 Combined VSM current state map 23

Figure 3.7 Engine Overhauling Summary 24

Figure 3.8 FIP Repair Summary 24

Figure 3.9 Vehicle Washing Summary 25

Figure 3.10 Total Summary 25

Figure 3.11 Cause & Effect Diagram 26

Figure 4.1 Present Engine Overhauling line layout 28

Figure 4.2 Future line Balancing Layout of Engine Overhauling 31

Figure 4.3 Present FIP repair Line Layout 32

Figure 4.4 Future Line Balanced Layout of FIP Repair 34

Figure 4.5 Present Washing Bay Line Layout 35

Figure 4.6 Future Washing Bay Line Layout 36

Figure 5.1 Service Bay marking Kaizen Diagram 43

Figure 5.2 Service Bay numbering Kaizen Diagram 43

Figure 5.3 Underbody work Kaizen Diagram 44

Figure 5.4 Small parts cleaning Kaizen Diagram 44

Figure 5.5 Mechanic work posture kaizen Diagram 44

Figure 5.6 Tyre parking Kaizen Diagram 45

Figure 5.7 Spare Parts collection kaizen Diagram 45

Figure 5.8 Tool room Kaizen Diagram 46

Figure 5.9 Moral boosting Slogans 46

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Figure 5.10 Summary of benefits after Kaizen Process 47

Figure 6.1 Combined VSM Future State Mapping 53

Figure 6.2 Engine Overhauling Summary 54

Figure 6.3 FIP Repair Summary 54

Figure 6.4 Vehicle Washing Summary 54

Figure 6.5 Total Summary 54

Figure 6.6 Comparison of Combined Efficiency 55

Figure 6.7 Comparison of Lead time 55

Figure 6.8 Comparison of Value adding time 56

Figure 6.9 Comparison of Unavoidable time 56

Figure 6.10 Comparison of Non value adding time 56

1

CHAPTER ONE

INTRODUCTION

The automobile industry in Bangladesh is mainly based on trading, assembling and

after sales service not manufacturing, R&D. This industry has the organizational

structure but do not have the proper job description of the employee so the problem

arises from the entry level employee. Description of rules and responsibility along

with power and authority is essential for smooth running of any organization. In

today’s competitive world the service industry needs to be conscious about time, cost,

quality and delivery. To be the winner in business there are four components that

should be given most priority along with good management skill and innovation

technological aspect of modern development. Service is the most important part of

automobile business. Sales volume and branding of vehicle directly related with

performance of after sales service. Nowadays, automobile companies are considering

service operation as main tool to sustain and excel competitive business. The present

situation of service sector is not in a satisfactory one. Over the years, there is a

massive technical agitation because of salary structure, working environment,

compliance issue and other human rights. With the spiracle economy of Bangladesh-

rapid increase of communication, connectivity, human movement are common

phenomenon. To meet present and future demand of comfort ability and smooth

human movement and transfer of goods, road condition, practicing of vehicle rules &

regulation, vehicle fitness etc facility associated with communication have not being

developed as required. Thus, overloading tendency, lack of technical know-how of

vehicle operation and running, frequently driver switching, negligence about periodic

maintenance etc are common scenario that ultimately causes unexpected failure of

vehicle. In order to face the challenges, Bangladesh service sector has to apply new

methods, tools and technique in different area of service operation management and in

other business areas.

The project addresses the application of Kaizen tool and line balancing technique to

the automobile service sector with a focus on the productivity of most time

consuming jobs. The objective of the study is to investigate the present status of the

2

industry, scope of improvement and the benefit that will be achieved by the

implementation of new selected kaizen tools and line balancing technique.

Communication is the key to the economical development of a country. Automobile

industry plays a vital role on socio economic activity of a country as 80%

communication is done by road in Bangladesh and large number of human

involvement. To meet the ever increasing socio economic activity of mass population

and international demand of connectivity with regional countries, automobile industry

has the great chance and opportunity to improve service productivity that will shorten

vehicle repairing time so that vehicle is available enough to run longer time. Because

of being technological skilled labor dependent, automobile service industry has a

large number of technician involvements so it helps in socio-economical development

of the poor fraction of population of the country

Service and maintenance work of commercial vehicle is a regular phenomenon and to

resume running the vehicle for earning money and installment payment, the shortest

possible work process time is usually a crying need of each customer.

All the works in automobile service [1] facility are divided into 2 main categories i.e.

a) Major Work b) Minor Work and each of the tasks is again subdivided into periodic,

predictive and failure maintenance. Major Engine overhauling is the most time

consuming job of any commercial vehicle and thus productivity of this work is very

important measure from service point of view [2]. Improvements of higher time

consuming jobs including engine overhauling are highly demanded.

The present study focuses on identification and improvement of most time consuming

works using different kaizen tools and line balancing technique. A case of top three

time consuming works in a large automobile service facility will be considered to

implement this study and productivity as well as line efficiency will be compared

before and after implementing the techniques.

1.1 Rationale of Study

Local automobile service industry currently is facing many challenges which can be

addressed by systematic analysis of the servicing system and link their problem with

Kaizen tool and Line balancing technique to enhance customer satisfaction.

3

The application of selected Kaizen tools and Line balancing technique in automobile

business and service industry describes a philosophy that incorporate a collection of

tools and technique into the business process to minimize time, best utilization of

human resource, asset and enhance productivity, while improving the quality level of

service to their customers. If the application of kaizen tools and Line balancing

produces positive impact on productivity, quality and lead time it may have snow ball

effect on the whole automobile sector of the country.

1.2 Background

All major automobile companies in Bangladesh are practicing conventional method

for service productivity improvement with a view to achieving higher level of

customer satisfaction. Application of Pareto Chart, Value stream mapping, Cause &

Effect diagram and Line Balancing technique have being used in garments industry

[3-4] and pharmaceutical industry [5-6] in Bangladesh. However, so far none of the

automobile service sectors in Bangladesh have implemented these techniques for

productivity improvement. So, customer satisfaction level is not being increased as

expected rather is being gone down in many cases. The project work tries to find out

the common phenomenon to implement selected kaizen tools and Line balancing

technique.

1.3 Problem Statement

The ever increasing demand from customers side to increase productivity and service

quality have forced local automobile servicing companies to search for improved lead

time, operation time, job excellence to stay competitive in the business and thrive. In

this scenario, application of tools and technique of Line balancing could benefit the

local automobile service companies immensely.

1.4 Objective of the Study

The specific objectives of this project work are:

1. To identify most time consuming works, inappropriate practice and idle time

of selected services.

2. To improve productivity of service lines by implementing different process

improvement techniques using existing resources.

4

1.5 Outline of Methodology

The outline of project methodology is as follows:

1. Different kind of data i.e. category wise job frequency, bay wise monthly

work frequency etc were collected from service station floor.

2. Top three bottleneck jobs were identified by using Pareto Chart.

3. Based on collected data current state map using VSM for top three bottleneck

jobs were drawn.

4. After analyzing current state map, potential area of improvements were

identified by using Cause & Effect diagram.

5. Line balancing technique was used to get well balanced model workloads

process line which minimizes idle time hence improves productivity.

6. Then after implementation of selected process improvement technique (Kaizen

and Line balancing), a future state map was designed.

7. Finally comparison of improved future state map against the current state map

was shown.

1.6 Organization

This project work has been organized is seven chapters, along with a list of references

and appendices. Chapter 1 is entitled as “Introduction”, which describes the

motivation, background and justification of the project on automobile service

productivity. The project objectives and the outline of methodology followed in this

thesis are also depicted there.

Historical background of Kaizen and evolution of researches on productivity

improvement through different process improvement techniques like Kaizen, Line

balancing by international researchers are summered in the following Chapter 2,

termed as “Literature Review”.

The latter portion of this paper deals with the target problem and its details which is

illustrated in Chapter 3, named as “VSM Current State Mapping”. This chapter also

5

includes detailed data analysis of Current state Value Stream Mapping and potential

area of improvements.

In Chapter 4, which is called “Line Balancing”, present layout of selected jobs are

shown and then following the desired output rate, future well balanced workstation

layout are also drawn. This chapter also shows comparison of significant parameters

between current and improved future well balanced layout.

In Chapter 5, termed as “VSM future state mapping and Implementation”, discusses

on the implementation of Kaizen blitz and sort out the improvements achieved.

In Chapter 6, which is called “Data Analysis and Results”, includes future data

calculation of three bottleneck jobs and graphical representation of comparison

between current and future state.

“Conclusions and Recommendations”, which is Chapter 7, incorporates the project

conclusion, with potential recommendations for the future researchers.

6

CHAPTER TWO

LITERATURE REVIEW

Kaizen is the Japanese word for "continual improvement". In business, kaizen refers

to activities that continuously improve all functions and involve all employees from

the CEO to the assembly line workers. It also applies to processes, such as purchasing

and logistics that cross organizational boundaries into the supply chain.

Line balancing is the assignment of work to stations in a line as to achieve the desired

output rate with the smallest number of workstations. It levels the workload across all

processes in a cell or value stream to remove bottlenecks and excess capacity. The

goal is to obtain workstations with well-balanced workload. Output rate is needed to

be matched with desired plan.

Another way of looking at Kaizen and line balancing is that these aim to improve

productivity with less input-less time, less space, less human effort, less machinery,

less material, less cost. Today’s service and manufacture industry must be innovative

while focusing on waste reduction, improved lead time, maximize flexibility, and

upgraded quality of work. Kaizen and Line balancing concepts are proven strategies

to obtain these attributes.

2.1 Historical Background

The small-step work improvement approach was developed in the USA under

Training within Industry program (TWI Job Methods) [7]. Instead of encouraging

large, radical changes to achieve desired goals, these methods recommended that

organizations introduce small improvements, preferably ones that could be

implemented on the same day. The major reason was that during WWII there was

neither time nor resources for large and innovative changes in the production of war

equipment [8]. The essence of the approach came down to improving the use of the

existing workforce and technologies.

As part of the Marshall Plan after World War II, American occupation forces brought

in experts to help with the rebuilding of Japanese industry while the Civil

Communications Section (CCS) developed a management training program that

7

taught statistical control methods as part of the overall material. Homer Sarasohn and

Charles Protzman developed and taught this course in 1949-1950. Sarasohn

recommended W. Edwards Deming for further training in statistical methods.

The Economic and Scientific Section (ESS) group was also tasked with improving

Japanese management skills and Edgar McVoy was instrumental in bringing Lowell

Mellen to Japan to properly install the Training Within Industry (TWI) programs in

1951. The ESS group had a training film to introduce TWI's three "J" programs: Job

Instruction, Job Methods and Job Relations. Titled "Improvement in Four Steps"

(Kaizen eno Yon Dankai) it thus introduced kaizen to Japan.

For the pioneering, introduction, and implementation of kaizen in Japan, the Emperor

of Japan awarded the Order of the Sacred Treasure to Dr. Deming in 1960.

Subsequently, the Japanese Union of Scientists and Engineers (JUSE) instituted the

annual Deming Prizes for achievement in quality and dependability of products. On

October 18, 1989, JUSE awarded the Deming Prize to Florida Power & Light Co.

(FPL), based in the US, for its exceptional accomplishments in process and quality-

control management, making it the first company outside Japan to win the Deming

Prize.

Kaizen was first practiced in Japanese businesses after the Second World War,

influenced in part by American business and quality-management teachers, and most

notably as part of The Toyota Way [9]. It has since spread throughout the world and

has been applied to environments outside of business and productivity.

Masaaki Imai [10] made the term famous in his book Kaizen: The Key to Japan's

Competitive Success.

2.2 Kaizen and Line Balancing

The Toyota Production System is known for kaizen, where all line personnel are

expected to stop their moving production line in case of any abnormality and, along

with their supervisor, suggest an improvement to resolve the abnormality which may

initiate a kaizen.

8

Apart from business applications of the method, both Anthony Robbins [11] and and

Robert Maurer [12] have popularized the kaizen principles into personal development

principles. In the book One Small Step Can Change Your Life: The Kaizen Way, and

CD set The Kaizen Way to Success, Maurer looks at how individuals can take a

kaizen approach in both their personal and professional lives.

In the Toyota Way Fieldbook, Liker et al. [13] discuss the kaizen blitz and kaizen

burst (or kaizen event) approaches to continuous improvement. A kaizen blitz, or

rapid improvement, is a focused activity on a particular process or activity.

Asaad et al. [14] did research work on 5s, Kaizen and Organization Performance.

They tried to find out reasons of failure of some automobile companies after

implementation of Kaizen. The work concluded with the fact that implementation of

5S is much easier than Kaizen and strong top management commitment is required to

implement Kaizen for productivity improvement.

Service industries are extremely important industries that account for almost 70% of

the Japanese economy, whether measured in terms of GDP or employment.

Productivity growth rate is relatively low than increasing rate of role of service

playing in economy. The study group conducted discussion based on opinions of

about 20 experts and about 100 corporate practitioners from the first-line of service

industries and by analyzing various cases in the service industry [15].

Lin [16] analyzes the Japanese automotive manufacturers and their primary

subcontractors in his study. It describes the Japanese role in the global industry.

Author showed in his paper that developing cooperative arrangements with other

major assemblers and parts makers (Japanese, American, and European) will be

critical to develop the necessary capability for competing in the 21st century.

In the conceptual paper published by Linkoping university electronic press Carlborg

et al. [17] suggests promising synergies, as well as important obstacles, for applying

lean principles in services. Standardizing services and increasing reliability in service

processes through lean principles can increase efficiency. However, the customer’s

active role in certain services and, simultaneously, high diversity make the application

9

of lean principles increasingly difficult. This study contributes to the research on

service productivity and continues the discussion on prototypic characteristics of

service and manufacturing orientations.

Rajenthirakumar et al. [18] describes in their paper about how the value stream

mapping (VSM) and other suite of lean tools such as kaizen can be used to map the

current state of a production line of automobile components and design a desired

future state. The work concluded with a significant increase in quality as well as

productivity, production flow was smoothened by elimination of several non-value

added activities.

Sheth et al. [19] in their journal paper addresses the implementation of value stream

mapping in automotive industry. A case study conducted at automotive industry and

some of the observations may be useful to engineers in implementing VSM in small,

medium and large industries. In this study, significant reduction in non value added

time and WIP are observed which proved the utility of value stream mapping.

An attempt has been made to identify and eliminate different types of wastes with the

application of Lean tools in an automotive industry by Pandi et al. [20]. Gearbox

Case machining has been selected due to high economic value and complicated

processing cycle resulting into excessive rework, longer lead time, and high rejection

rate. In the present work, they recommend that value stream mapping tools can further

be used with advanced tools or automations for simulating the existing parts under

production to derive and analyze the results before implementation.

Motavallian et al. [21] worked to identify the considerations for adapting Value

Stream Mapping in a product development environment and provide a “best practice”

approach for VSM. According to this study, identifying key specific objectives,

choosing the suitable scope and project, and noticing the information and output

uncertainties are the main subjects that should be considered during the application of

VSM in the product development area. Based on the findings a step by step procedure

is provided that helps organizations to apply VSM in Product development

environment. They mentioned that VSM is originally developed in a manufacturing

environment and used in product development but there are other areas and different

services that have potential for implementation of the VSM in future studies.

10

Purpose and use of standard work were described in the book “The Basics of Line

Balancing and JIT Kitting,” written by Beverly [22]. The book facilitates a clear

understanding of the seven deadly wastes (muda) as well as what you can do to

eliminate them from your facility. It also explains how to properly staff work cells

and how to develop flex plans for fluctuations in demand using this data.

“Balancing and Sequencing of Assembly Lines (Contributions to Management

Science)” written by Armin [23] is dealt with two main decision problems which arise

when flow-line production systems are installed and operated.

Kumar et al. [24] presented in their published journal paper reviews of different works

in the area of assembly line balancing and tried to find out latest developments and

trends available in industries in order to minimize the total equipment cost and

number of work stations,

A journal paper on Productivity improvement of automobile assembling line through

line balancing published by Firake et al. [25] was focused to identify the bottleneck

workstations in the current layout and eliminate those activities that were taking too

much time on that workstations. Eventually, productivity of engine assembly line was

thus found to be increased.

From the above discussion and reference, it is observed that most of Kaizen tools

specially VSM and Line Balancing technique have been used in manufacturing and

assembly industry. Some very significant Kaizen tools like Value Stream mapping,

Pareto Chart, Cause & Effect diagram and even Line Balancing technique have not

been considered on automobile service productivity improvement in any previous

work. So, goal of this study was to develop improved service line model with the

application of mentioned Kaizen tools and Line balancing technique. This will

ultimately enhance the overall productivity of the automobile service sector in

Bangladesh.

11

CHAPTER THREE

VSM CURRENT STATE MAPPING

To eliminate waste, first a value stream had to be developed for the current system.

The Value Stream Mapping (VSM) is a visualization tool by this method different

value added and non-value added activities can easily be identified. It helps to

understand and streamline work process using various process improvement

techniques with existing resources.

3.1 Method apply for Designing Current State Map

The first step is to draw the current state value stream mapping to take a snapshot of

how things are being done now. To collect data for VSM, core team was trained on

how to collect data and exercise was carried out to ensure that core team was capable

to collect date accurately. Material flow related data was collected by physically

following the material from service bay to engine overhauling to FIP repair workshop

to washing bay.

Following are the steps how current steps are drawn

➢ First select the process of a product which is wanted to be designed by VSM

➢ Collect the information walk through and identify the main process (i.e. how

many process boxes from store to delivery)

➢ Note the all data information

➢ Mention value added & non value added work

➢ Fill the data box about non value added and Value added work

➢ Mention non value added work (cycle time, actual time, activities, defects,

WIP, transport, waiting)

➢ Calculation & make a process chart of value & non value added work

➢ Make a summary sheet percentage of value added & non value added

3.2 Value Stream Mapping data details

In value Stream Mapping data boxes there are some data uses, which details are

following:

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a. Cycle time: The period required to complete one cycle of an operation; or to

complete a function, job, or task from start to finish. Cycle time is used in

differentiating total duration of a process from its run time.

b. Process/Actual time: The time need to transfer or physical appearance change

or value adding.

c. Changeover time: Non-value added time required to convert a setup for one

product line to a setup for another product line.

d. Lead time: The amount of time it takes from the beginning of a project to the

completion of a finished part, or from an order for a part and its shipment to a

customer.

e. Availability time: The time a production line is available for production.

Availability time is measured in seconds and does not include planned

downtime like lunch periods and breaks.

f. Uptime: The ratio of actual production time of a machine to the availability of

time. Expressed as a percentage, uptime is calculated by dividing actual

production time by the availability time.

g. WIP: Work in progress is a type of inventory that is currently in process and is

measured by days.

h. Batch: A specific quantity to be produced. Batch-model assembly lines

product products in groups.

3.3 Workshop Overview

The most facilitated commercial vehicle service workshop in Bangladesh- Nitol

Motors Ltd Service Station, Tongi, Gazipur was considered for this project work.

Layout and summary of the facility are as follows:

13

14

Based on different task whole workshop facility can be divided into following

categories:

Table 3.1: Workshop Facility Name and Quantity

Total staffs of the service facility can be categorized as follows:

Table 3.2: Manpower Category & Quantity

Technical (Workshop) 106

Workshop Manager & Supervisor 16

Clerk for office work+ Store+ Services 44

Total 166

3.3.1 Bay wise monthly job details

Vehicles are coming to the facility for different kind of jobs. Considering variety of

jobs, all service bays have been divided into ten categories. Certain type of job is

being done in predefined service bay. Previous six month data were collected and

average monthly job frequency of each service bay was considered. Details are given

in following table:

1. Service Bay – 37

2. Machine Shop-1

3. Overhauling Shop

4. BOSS / TVS FIP service workshop-1

5. Tools Room-1

6. Spare Store-1

7. Electric Room-1

8. Documentation Room-1

9. Defective Parts Store Room-1

10. Filter Scrap Area-1

11. Office-1

12. Canteen-1

13. Store Room-1

14. Toilet-3

15. Night Hault Room-1

16. Kitchen-1

17. Reception-1

18. Display Centre-1

19. Office Vehicle Parking-1

20. Security Room-1

21. Gate-2(One open & other

closed)

15

Table 3.3: Monthly bay wise Job Frequency

Here, periodic service of vehicle is being done in oil change bays where as passenger

car servicing is being done in only Cobra bays i.e. Bay#9-12. On the other hand Lion,

Dragon and Tiger (Bay#13-18) bays are engaged with all kind of works except

mentioned earlier.

Average monthly frequencies are represented in following pie chart:

Lion- 8 7%

Cobra-4 PCD 4% Quick Service-1

4%

Dragon-10 28%

Tiger-6 8%

Oil Change-412%

Washing Bay-337%

Monthly Bay wise job frequency

Bay Name & Number Monthly Frequency (Avg.)

January-June 2017

Lion- 8 ( Bay# 1-8) 172

Cobra-4 PCD (Bay#9-12) 99

Quick Service-1 (Bay# 19) 100

Dragon-10 (Bay# 20-29) 701

Tiger-6 (Bay#13-18)

Tiger-8 Most Time Consuming Jobs (Bay# 30-37) 193

Oil Change Bay- 4 306

Washing Bay-3 936

Seize/ Dead Vehicle By-2

Waiting Bay-2

Parking Bay-5

Total 2507

16

Labor Charge

20%

Lube Oil Sale29%

Spare Sales51%

Income

3.3.2 Financial summary

Workshop generates its income from labor charge, parts sale and Lube oil sale. To

meet workshop’s operating cost, monthly profit target is usually given and everybody

works his / her possibly best to ensure desired achievements. Consecutive six months

data from January to June 2017 were considered to calculate average sales, profit and

achievements as mentioned below:

Table 3.4: Workshop monthly Financial Summary

Parameter Value/ Qty

Labor Charge Amount (A) Tk 4936990

Parts Sale (B) Tk 12764245

Lube Oil Sale (c) Tk 7170446

Gross Profit (100%A+ 12%B+12%C) Tk 5851401.08

Gross Target Tk 7130000

Percentage Achievement 82.07%

Individual share of Spare parts, Lube oil and labor charges on total average monthly

workshop turnover are given in following pie chart:

Figure 3.3: Pie chart of individual share on monthly revenue

17

3.3.3 Monthly job frequency

Different type of jobs needed to be categorized with respect to required standard

completion time. Goal of this project was to minimize consumption time of top three

most time consumed jobs. Pareto Chart is such kind of tool by which significance of

individual factors can be identified. Here pareto chart has been prepared with respect

to Standard time of individual top ten most time consuming jobs (figure 3.5).

table 3.5 contains data of top ten time consuming jobs and their significance:

Table 3.5: Pareto chart data table (time consumption and significance)

Job Name Monthly

Frequency

Standard

Time(min)

Cumulative

Time

Cumulative

Percentage

80%

Line

Engine

Overhauling 13 5800 5800 55% 83%

FIP Repair 52 2520 8320 79% 83%

Washing Vehicle 936 373.33 8693.33 83% 83%

Alternator Repair 106 350 9043.33 86% 83%

AC System

Repair 119 320 9363.33 89% 83%

Brake Servicing 150 290 9653.33 92% 83%

Differential

Repair 100 260 9913.33 94% 83%

Periodic

Servicing 258 260 10173.33 97% 83%

Cooling System

Repair 111 230 10403.33 99% 83%

Gas Tuning 157 120 10523.33 100% 83%

Total 2002 10523.33

18

1%3%

47%

5%6%

7%

5%

13%

5%8%

Pie Chart of Monthly Job Frequency

Engine Overhauling

FIP Repair

Washing Vehicle

Alternator Repair

AC System Repair

Brake Servicing

Differential Repair

Periodic Servicing

Cooling System Repair

Gas Tuning

0%

20%

40%

60%

80%

100%

120%

01000200030004000500060007000

Engi

ne

Ove

rhau

ling

FIP

Rep

air

Was

hin

g V

ehic

le

Alt

ern

ato

r R

epai

r

AC

Sys

tem

Rep

air

Bra

ke S

ervi

cin

g

Dif

fere

nti

al R

epai

r

Per

iod

ic S

ervi

cin

g

Co

olin

g Sy

stem

…

Gas

Tu

nin

g Cu

mu

lati

v P

erce

nta

ge

Stan

dar

d T

ime(

min

.)

Job Type

Pareto Chart- Standard Time vs Job Type

Standard Time(min)

Cumulative Percentage

Cumulative 83% line

Graphical representation for the comparison of different type of job frequency is

given in below pie chart:

Figure 3.4: Pie Chart of Monthly Job Frequency

3.3.3.1 Pareto chart of top ten time consuming jobs

Relative influence of individual task on total time consumption can easily be obtained

from pareto chart. Pareto chart of top ten time consuming jobs is given below:

19

From the pareto chart, it is observed that around 80% of total time are consumed by

engine overhauling and FIP repair. Along with this two jobs vehicle washing was also

considered which is third highest time consuming job.

3.4 Current State of Engine Overhauling, FIP Repair and Vehicle Washing

The current state of engine overhauling, FIP repair and vehicle washing of TATA 407

commercial vehicle series are drawn (figure 3.6) by taking all necessary data of data

log sheet (appendix- A, B and C). Also value adding, non-value adding and

unavoidable non value added activities were identified. To understand current state of

Engine Overhauling, FIP repair and vehicle washing, data of value added, non value

added and unavoidable time were needed. Followings are the summary of current

state.

3.4.1 Current state of engine overhauling

Based on data mentioned in table 4.4, quantities of different parameters of engine

overhauling current state are given in table 3.6.

Table 3.6 Current State Engine Overhauling

Cycle Time( min) 960 min

Actual Time (min) 291 min

Workers 13

Quantity Output (Pcs) 13 unit/month

No of activities 22

Idle Time 520 min

Efficiency 86.46%

Booking Time 72 Hrs

Value added time = 291 min

Unavoidable time:= 960 – 291 = 669 min

Non value added time= 520 min

Total / Lead time= 291 + 669 + 520 = 1480 min

20

Value added time = 19.66%

Unavoidable time = 45.20%

Non value added time = 35.14%

3.4.2 Current state of FIP repair

Based on collected data from workshop floor and data mentioned in table 4.5,

quantity of different parameters of FIP repair current state are given in table 3.7.

Table 3.7 Current State FIP Repair

Cycle Time( min) 240 min

Actual Time (min) 58 min

Workers 04

Quantity Output (Pcs) 52 unit/month

No of activities 04

Idle Time 138 min

Efficiency 71.25%

Booking Time 36 Hrs

Value added time = 58 min

Unavoidable time = 240 – 58 = 182 min

Non value added time= 138 min

Total / Lead time= 58 + 182 + 138 = 378 min

Value added time = 15.34%

Unavoidable time = 48.15%

Non value added time = 36.51%

21

3.4.3 Current state of vehicle washing

Based on collected data from workshop floor and data mentioned in table 4.6,

quantity of different parameters of vehicle washing current state are given in table 3.8.

Table 3.8: Current State Vehicle washing

Cycle Time( min) 13.33

Actual Time (min) 6 min

Workers 03

Quantity Output (Pcs) 936 unit/month

No of activities 01

Washing Bays Qty 3

Idle Time 00 min

Efficiency 100%

Booking Time 06 Hrs

Value added time = 6 min

Unavoidable time = 13.33 – 6 =7.33 min

Non value added time = 00 min

Total / Lead time = 6 + 7.33 + 00 = 13.33 min

Value added time = 45.01%

Unavoidable time = 54.99%

Non value added time = 00%

3.4.4 Combined current state map of engine overhauling, FIP repair and vehicle

washing

All the three tasks i.e. Engine Overhauling, FIP repair and Vehicle washing were

considered as a single combined case. Here, because of the nature of jobs FIP repair

and Engine Overhauling operation run simultaneously. Combined data of different

parameters of Engine overhauling, FIP repair and vehicle washing are given below:

22

Table 3.9: Combined Current State Summary

Cycle Time( min) 1213.33 min

Actual Time (min) 355 min

Workers 20

No of activities 27

Output Rate 13 unit/month

Efficiency 85.90

Idle Time 658 min

3.4.5 Result analysis of current state map

Total Value added time = 355 min

Total unavoidable time =1213.33-355= 858.33 min

Total non- value added time = 658 min

Total time = VA time + NVA time + UNVA time = 1871.33 min

Total Lead time = 1871.33 min

Value added time = 18.97%

Non-value added time = 35.16%

Unavoidable non value added time = 45.86%

As Engine overhauling, FIP repair workshop and vehicle washing output rate are 13

units/month, 52 units/ month and 936 unit/month respectively. So, combined output

rate is minimum one i.e. 13 unit / month.

24

15%

48%

37%

FIP Repair

Total Value Added

Total Unavoidable

TTL Non value Added

20%

45%

35%

Engine Overhauling

Total Value Added

Total Unavoidable

TTL Non value Added

Following are the Current state map value adding, non-value adding and unavoidable

non value adding summary:

Table 3.10: Summary of Current State map

Criteria Implement Current State Map

Time Percentage

Lead Time(min) 1871.33

Non Value adding time 658 35.16%

Value adding time 355 18.97%

Unavoidable non value adding time 858.33 45.86%

3.4.6 Current value adding, non value adding and unavoidable non value adding

graph

Value added, non value added and unavoidable time of individual jobs i.e. Engine

overhauling, FIP repair and vehicle washing can easily be compared from graphical

pie chart which are given below:

Figure 3.7: Engine Overhauling Summary Figure 3.8: FIP Repair Summary

25

19%

46%

35%

Total Summary

Total Value Added

Total Unavoidable

TTL Non value Added

45%

55%

0%

Vehicle Washing

Total Value Added

Total Unavoidable

TTL Non value Added

Figure 3.9: Vehicle Washing Summary Figure 3.10: Total Summary

27

CHAPTER FOUR

LINE BALANCING

Line balancing is commonly technique to solve problems occurred in assembly line.

Line balancing is a technique to minimize imbalance between workers and workloads

in order to achieve required run rate. This can be done by equalizing the amount of

work in each station and assigning the smallest number of workers in the particular

workstation.

4.1 Line Balancing Project team

A team was formed as follows for collecting and analyzing proper data about process

of top three time consuming jobs i.e. Engine overhauling, FIP repair and vehicle

washing:

Table 4.1: Line balancing project team details

4.1.1 Responsibility of the team

Project Manager Responsibility:

Planning, Controlling and follow up

Regular meeting

Provide guideline

Communication with service management

Present and future layout making

Project Team Current Status

Project Manager Deputy Manager-Service

Supporting Staff 1. Service Engineer

2. Service Engineer

3. Executive

28

Figure 4.1: Present Engine Overhauling Line layout

B

A

C

B4

B5

B3

B6

B7

B10

B9

9

B8

F E D

B1

B2

C4

C5

C3

C6

C7

C1

C2

29

Supporting Team Staff:

Time study & cycle time check

Team comparison

Discuss with technician and understand work process, sequence

Collect important suggestion from floor in charge

Logistic support

4.2 Engine Overhauling Shop Line Balancing

Engine overhauling is the most time consuming job of the service facility. To analysis

engine overhauling, firstly whole overhauling work was divided into individual task

element. Then Cycle time of each task was calculated (appendices- D). Our objective

was to increase productivity rate double than present by applying line balancing

technique i.e. minimizing idle time through well balanced workloads. Present layout

of Engine overhauling work is shown in figure 4.1.

4.2.1 Data analysis

Current State:

From appendices D and layout (figure 4.1), quantity of some important parameter of

current layout are obtained from following calculations:

Cycle Time, C = 16Hr = 960 min

Output rate, r =1

c=

1

16 units/hr

= 8

16x26 units/month = 13 units/month

Work Station =Sumt

C=

3320

960= 3.45 ≈ 4 stations

Idle Time, I = nc − sumt = 4x960 − 3320 = 520 min

Efficiency, e =Sumt

nCx100 =

3320

3840x100 = 86.46%

Engine in queue for overhauling job, n =Booking Time

Cycle Time=

72

16 unit

30

Future State:

From 4.2.1 calculation, output rate is only 13 units/month. Service output rate is

targeted double i.e. 26 units/month. Future data of different parameters comes from

following calculations:

Desired output rate, r = 26 units/month = 1

8 units/hr

Cycle Time, C =1

r= 8 hr

Theoretical minimum, TM =Sumt

C=

3320

480= 6.92 ≈ 7 Stations

Idle Time, I = nc − sumt = 7x480 − 3320 = 40 min

Efficiency, e =Sumt

nCx100 =

3320

3360x100 = 98.81%

Engine in queue for overhauling job,

n =Booking Time

Cycle Time=> 𝐵𝑜𝑜𝑘𝑖𝑛𝑔 𝑇𝑖𝑚𝑒 = 4.5𝑥8 = 36𝐻𝑟

4.2.2 Model line balancing layout

Double production rate can be achieved by setting 7 workstations with 8 hours cycle

time each as mentioned in above future data analysis. All task elements have been

relocated to get best balanced workloads at each stations maintaining task sequence

accurately. Line efficiency of 98.81% may be achieved instead of 86.46% . Future

line balancing layout is shown in figure 4.2.

32

4.3 FIP Repair Work

FIP Repair is the second most time consuming job of the service facility. To analysis

FIP repair, at first whole repair work was divided into individual task element. Then

Cycle time of each task was calculated as shown in following table:

Table 4.2: FIP Repair Line Balancing Data

Category Work

No Work Details

Time

Required

Hr

Predecessor Machine

FIP

Repair

A FIP Test 24 min

FIP Calibration

Machine

B

Repair Work-

without

change of

parts

52 min A

C

Repair Work-

With Parts

Replacement

232min A

D

Final

Calibration

Test

34 min B,C, FIP Calibration

Machine

Total 342 min

Objective is to increase productivity rate double than present by line balancing

technique i.e. minimizing idle time through well balanced workloads. Present layout

of FIP repair work is shown in figure 4.3.

Figure 4.3: Present FIP repair Line Layout

B

Delivery

A

D

C

33

4.3.1 Data analysis

Current State:

From table 4.2 and layout (figure 4.3), quantity of some important parameters of

current layout are obtained from following calculations:

Cycle Time, C = 4Hr = 240 min

Output rate, r =1

c=

1

4 units/hr

= 8

4x26 units/month = 52 units/month

Work Station =Sumt

C=

342

240= 1.425 ≈ 2 stations

Idle Time, I = nc − sumt = 480 − 342 = 138 min

Efficiency, e =Sumt

nCx100 =

342

480x100 = 71.25%

Engine in queue for FIP repair job, n =Booking Time

Cycle Time=

36

4= 9 units

Future State:

From above calculation, current output rate is only 52 units/month. Service output rate

is targeted double i.e. 104 units/month. Future data of different parameters come from

following calculations:

Desired output rate, r = 104 units/month = 1

2unit/hr

Cycle Time, C =1

r= 2 hr/unit

Theoretical minimum, TM =Sumt

C=

342

120= 2.85 ≈ 3 Stations

Idle Time, I = nc − sumt = 3x120 − 342 = 18 min

Efficiency, e =Sumt

nCx100 =

342

360x100 = 95%

FIP in queue for FIP repair job,

n =Booking Time

Cycle Time= 9 =

Booking Time

8=> 𝐵𝑜𝑜𝑘𝑖𝑛𝑔 𝑇𝑖𝑚𝑒 = 9𝑥2 = 18𝐻𝑟

34

4.3.2 Model line balancing layout

Double production rate can be achieved by setting 3 workstations with 2 hours cycle

time each as mentioned in 4.3.1 future data analysis. All task elements have to be

relocated to get best balanced workloads at each stations maintaining task sequence

accurately. Line efficiency of 95% may be achieved instead of 71.25%. Future line

balancing data log sheet is given in appendices F and layout is shown in figure 4.4.

Figure 4.4: Future Line balanced layout of FIP repair

4.4 Washing Bay

Vehicle washing is the third most time consuming job of the service facility. Cycle

time of vehicle washing was determined which is shown in following table:

Table 4.3: Washing Bay Line Balancing Data

Category Work

No Work Details

Time

Required Hr Predecessor Machine

Washing A Waiting of

Vehicle 40 min

Pump,

Water Gun

CT- 116 min

Idle- 04 min

Station-3

CT- 116 min

Idle- 04 min

Station-2

CT- 110 min

Idle- 10 min

Station-1

D

A C

C

B

35

Present layout of washing bay work is shown in figure 4.5.

Figure 4.5: Present Washing Bay Line Layout

4.4.1 Data analysis

Current State:

As 3 bays are used for vehicle washing simultaneously so cycle time for one unit

vehicle washing is 40/3= 13.33 min.

Cycle Time, C = 13.33 min = .22 Hr

Output rate, r =1

c=

1

.22 units/hr

= 4.5x8x26 units/month = 936 units/month

Work Station =Sumt

C=

13.33

13.33= 1 = 1 station

Idle Time, I = nc − sumt = 13.33 − 13.33 = 00 min

Efficiency, e =Sumt

nCx100 =

13.33

13.33x100 = 100%

Engine in queue for overhauling job, n =Booking Time

Cycle Time=

360

13.33= 27 units

Future State:

From above calculation, output rate is 936 units/month. Vehicle washing output rate is

targeted double i.e. 1872 units/month. Future data of different parameters come from

following calculations:

Desired output rate, r = 1872 units/month = 9 unts/hr

Cycle Time, C =1

r=

1

9 hr/unit = 6.6.7 min/unit

Theoretical minimum, TM =Sumt

C=

6.67

6.67= 1 Station

Idle Time, I = nc − sumt = 1x6.67 − 6.67 = 00 min

Efficiency, e =Sumt

nCx100 =

360

360x100 = 100%

Vehicle in queue for vehicle washing job,

n =Booking Time

Cycle Time= 27 => 𝐵𝑜𝑜𝑘𝑖𝑛𝑔 𝑇𝑖𝑚𝑒 = 27𝑥6.67 = 3𝐻𝑟

Delivery A Waiting in Queue

36

4.4.2 Model line balancing layout

As vehicle washing includes only one task, and efficiency is 100%, double output rate

can be achieved by introducing three water guns and thus three more technicians are

required to operate. Future line balancing data log sheet is given in appendices G and

layout is shown in figure 4.6.

Figure 4.6: Future Washing Bay Line Layout

4.5 Line Balancing Outcome Comparison

Based on 4.2.1, 4.3.1 and 4.4.1 calculations, proposed layout of each task i.e. engine

overhauling, FIP repair and vehicle washing definitely improves productivity along

with other parameters significantly with almost existing resources. Line balancing

technique shows best utilization of current resources to meet desired output rate.

Comparisons of parameters of selected three tasks before and after line balancing are

given in following tables:

Station-1

Delivery A Waiting in Queue

37

Table 4.4: Engine Overhauling Improvement

Category Parameter Present Future Improvement/

Change

Productivity Cycle Time 16 Hr/unit 8 Hr/unit 8 Hr/unit

Output Rate 13 unit/month 26 Unit/month 13 Unit/month

Station 4 7 3 More

Idle Time 520 min 40 min 480 min

Efficiency 86.46% 98.81% 12.35%

Booking

Time 72 Hr 36 Hr 36 Hr

Manpower

Dismantling

-

Machine

Shop-

Assembly-

-2-

-9-

-2-

Total-13

Total-12

1 technician less

Equipment As listed

As listed As listed 1 Hand tools set

less

FIP repair workshop different parameters comparison from present to future are given in following table:

Table 4.5: FIP Repair Improvement

Area Parameter Present Future Improvement/

Change

Productivity Cycle Time 4 Hr/unit 2 Hr/unit 2 Hr/unit

Output Rate 52 unit/month 104 Unit/month 52 Unit/month

Station 2 3 1 More

Idle Time 138 min 18 min 120 min

Efficiency 71.25% 95% 23.75%

Booking Time 36 Hr 18 Hr 18 Hr

Manpower Mechanics 4 3 Mechanics 1 Mechanic less

38

Table 4.5: FIP Repair Improvement (continued)

Area Parameter Present Future Improvement/

Change

Equipment

FIP Calibrator

Machine

2

1 FIP

Calibrator

Machine

1 Machine less

Set Hand Tools 3 3 Set Hand

Tools

Vehicle washing bay different parameters comparison from present to future are given

in following table:

Table 4.6: Washing Bay Improvement

Area Parameter Present Future Improvement/

Change

Productivity Cycle Time 13.33 min/unit 6.67 min/unit 6.67 min/unit

Output Rate 936 unit/month 1872 Unit/month 936 Unit/month

Station 1 1

Idle Time 0 0 0

Efficiency 100% 100% 0

Booking

Time

6 Hr 3 Hr 3 Hr

Manpower Technician 3 6 3 more

Equipment Washing

Pump

3 3

Water Gun 3 6 3 more

39

CHAPTER FIVE

VSM FUTURE STATE MAPPING AND IMPLIMENTATION

Value Stream mapping is important to identify non value adding task and time. Non

value adding activities can be reduced by increasing of value adding activities through

a future state mapping. All the activities and corresponding data which are selected

for improvement in future are given in future state map.

5.1 Drawing Future State VSM

For designing a future state map preparation has to be made and activities have to be

initiated using an implementation plan that describes how to achieve the future state

plan. The propose Future State VSM is drawn after implementation of different types

of Kaizen event using selected tools, line balancing technique, job sharing,

multitasking, and operation change. The service operation unit needs to work with the

required rate of delivery and to maintain the quality as well as efficiency also. Figure

6.1 shows the future state mapping.

5.2 Future VSM Implementation Project Team

A project team was formed to rectify existing service inappropriate practice by Kaizen

events and implement future state plan.

Table 5.1: Kaizen event Project Team

Project Champion Chief Business Executive

Project Manager Manager- Service

Project Team Leader Asstt. Manager- Service

Executive Team member Sr Executive, Executive, Asstt. Executive

Supporting Team member Sr officer, Officer

5.2.1 Responsibility of the team

Project Champion Responsibilities:

Champion is someone with the authority and the responsibility to allocate the

organization resources. The champion should possess the following attributes:

40

• A sense of Project ownership

• Authority to make change happen across functions and departments

• Authority to select the implementation core team

• Authority to commit resources

Project Manager Task:

• Planning and Controlling and follow up the team

• Regular basis meeting with team

• Provide necessary guideline and direction

• Communication with project champion

Project Team Leader Task:

• Communication with Team regular basis

• Give information to team according to project manager direction

• Regularly monitor and control project team

• Implement new good ideas other teams

• Create benchmarking for project products

Execution Team member Task:

• Execution the new layout according to team leader direction

• Communication with production team regularly

• Motivation workers

• Logistics support (Guide, Folder arrangement)

• Regularly time study

• Skill matrix creation

• Productivity analysis daily basis

• Layout design and comparison

Supporting Team member task:

• Capacity study and line graph make

• Production study

• Time study and cycle time check

• Hourly production follow up the team

41

• Record data before and after layout change

• Task comparison

• Take picture and video

5.3 Company Profile

The selected Service facility is Nitol Motors Ltd(Service). Nitol Motors Ltd is the

largest automobile trading company of Bangladesh founded in 1988 which involves in

assembling, technical service and marketing of TATA commercial vehicle all over the

country. Main products are Buses, trucks, passenger version pickup trucks, Maxi and

construction equipment. Currently Nitol Motors Ltd is providing service from total 72

service centre with around 1300 personnel around the country including 24 of its own

and rest are authorized. All kind of troubleshooting work of each segment of TATA

vehicle are being done from its central service centre located at.100, Tongi Industrial

Area, Gazipur, Bangladesh. Nitol Niloy Group has opted for trading assembling of

vehicles, bus body making, after sales support, transport and aviation services,

financial institutions, manufacturing industries, real state including building of

satellite townships, properties development and sports promotion.

Table 5.2: Company Profile

Company name Nitol Motors Ltd (Service)

Factory address 100, Tongi Industrial Area, Gazipur

Total direct labor 166

Service range TATA Small, Light, Medium and Heavy

commercial vehicles all kind of

troubleshooting works

Engine overhauling line 1

FIP repair line 1

Vehicle washing line 3

Daily working hours 8 Hr

Selected product for mapping TATA 407 Light Commercial Vehicle

(Engine Overhauling, FIP Repair,

Washing Bay)

Absenteeism 4.5%

42

5.4 Kaizen Events/Blitz

Kaizen means "continuous improvement" and Blitz means "lightening fast”.

Traditionally, kaizen means making small, incremental improvements over a long

period of time. A blitz is an intense and lightning-quick version of the kaizen process

used to implement a variety of Lean techniques in a hurry, usually three to eight days

in length. It is also sometimes called a Kaizen Event. Each tool incorporates team

empowerment, brainstorming, and problem solving to rapidly make improvements to

a specific product or portions of your processes.

The Kaizen Blitz methodology has been used extensively for improving the

organization of work in factories and actual methods used to manufacture products.

Not only will you obtain immediate improvements to your process-you will also

develop a list of other improvement opportunities that your staff can investigate and

implement after the Kaizen Blitz. The Kaizen Blitz will provide your company with

immediate tangible results and motivation for ongoing continuous improvement

within your company.

5.4.1 Service Bay implementation

Service workshop bay shortcomings were identified as follows:

❖ Bay demarcation not properly visible

❖ Vehicle parked in front of service bay leads to congestion

❖ Difficult to drive for vehicle parking

❖ Bay numbering was not available

Each bay was marked properly with different service category e.g. quick service, oil

filling-greasing, minor & major services that eventually have made better visual

control and easy vehicle parking or identifications.

43

Figure 5.1: Service Bay marking Kaizen Diagram

Figure 5.2: Service Bay numbering Kaizen Diagram

5.4.2 Work practice implementation

Following obstacles were identified about work practice of technicians:

❖ Awkward posture during underbody work

❖ Fatigue to mechanic leads to loss in productivity

❖ Mechanics cleaning small parts

❖ Wastage of precious kerosene due to onetime use

❖ No defined place for tyre parking hence tyres on floor

❖ Difficult man and material movement

❖ Mechanic used to go for issuing parts from store

44

Creeper trolley was provided to mechanic for underbody work which reduces fatigue

and makes better work posture as shown in following figure:

Figure 5.3: Underbody work Kaizen diagram

Washing container was provided for reuse of Kerosene that reduces operating cost

and makes better work practice as follows:

Stools were supplied to each bay for decreasing technician fatigue thus increase

productivity as shown in following figure :

45

Tyre stand was supplied for tyre parking at rear side of the bay as a result man &

material movement becomes free from obstacles as follows:

Figure 5.6: Tyre parking Kaizen diagram

“Runner” concept was introduced to issue of parts as follows:

Figure 5.7: Spare Parts collection kaizen diagram

Tool Room: Following problems were found at tool room:

❖ Shadow board not properly managed.

❖ Poor visibility of tool

❖ Inadequate approach

Shadow board was painted with golden yellow and then tools have been arranged

properly as follows:

46

Figure 5.8: Tool Room Kaizen diagram

To boost up moral value, following slogans were hung up at different visible places on wall:

Figure 5.9: Moral boosting Slogans

5.4.3 Improvement guideline after Kaizen process

Kaizen blitz created certain impact on workshop operation; all the area of

improvement guideline are mentioned below:

1. Workshop Entry & Exit: Security department will observe the safety of

premises and traffic rules inside the premises. They will ensure all the

gangways are free for vehicle movement

2. Workshop Premises: All the vehicles must be parked within the specified area.

Action plan is needed to clear all long pending vehicles for clearance

3. Parking area: Parking area must be used for the vehicles waiting for service

and vehicle after completing service. Team should clear the job card closing

formalities in short period to reduce customer waiting

47

4. Service bays: All service bays must be well equipped to enhance service in

short time. Define bay wise service activity and it must be followed. After

every service activity responsible bay owner will ensure cleaning of bay

5. Aggregate Overhauling area: Aggregate repair area must be well equipped and

all the equipments must be used. Maintain flow in material movement as per

work practice to reduce time loss Area must be free from dust and should have

enough illumination Nothing should be kept on floor

6. Oil storage area: Oil storage must be done in close room. No excess oil barrels

supply in service bays Oil consumption pattern to be maintained and to be

reviewed to keep the consumption check based on traffic.

7. Washing area: Area should be free from traffic congestion. Washing activity

must be planned with traffic to minimize time loss during vehicle change over.

Equipments check must be done at end of day to ensure healthiness for next

morning.

8. Sustenance & Horizontal deployment: All the system should be sustained and

further improved based on experience. Horizontal deployment should be done

in other work place / workshops.

5.4.4 Overall benefits after kaizen

Figure 5.10 shows some benefits from implemented Kaizen process:

48

CHAPTER SIX

DATA ANALYSIS AND RESULTS

A future state map is generated based on the current state map to improve the value

adding time by eliminating the non-value adding time in the current system. To

implement future state line balancing technique, different types of Kaizen tools have

been implemented and various initiatives have been taken. The process time is

shortened by the proper follow up and motivation, delay time is removed by proper

planning, controlling and the schedule is maintained with the help of all related and

concerned people.

6.1 Data Analysis

After implementation of line balancing and Kaizen events on current state following

table shows comparison between current and model line:

Table 6.1: Comparison between traditional line and model line summary

Comparison Criteria Traditional Line Model Line

Quantity output Engine Overhauling 13 unit/month 26 unit/month

FIP Repair 52 unit/month 104 unit/month

Vehicle Washing 936 unit/month 1872 unit/month

Combined 13 unit/month 26 unit/month

No of machine 18 20

Total technician 20 21

Avg. working Hour 8 hour/day 8 hour/day

6.2 Summary after Implementation of Future State map

After implementation of future state map following are the data and result analysis

(See appendix E,F,G):

49

6.2.1 Future state of engine overhauling

Based on data mentioned in table 4.4, quantities of different parameters of engine

overhauling future state are given in table 6.2.

Table 6.2 Future State Engine Overhauling

Cycle Time( min) 480 min

Actual Time (min) 291 min

Workers 12

Quantity Output (Pcs) 26 unit/month

No of activities 22

Idle Time 40 min

Efficiency 98.81%

Booking Time 36 Hrs

Value added time = 291 min

Unavoidable time = 480 - 291 min = 189 min

Non value added time = 40 min

Total / Lead time = 291 + 189 + 40 = 520 min

Value added time = 55.96%

Unavoidable time = 36.35%

Non value added time =7.69%

6.2.2 Future state of FIP repair

Based on data mentioned in table 4.5, quantity of different parameters of FIP repair

future state are given in table 6.3.

50

Table 6.3 Future State FIP Repair

Cycle Time( min) 120 min

Actual Time (min) 88 min

Workers 03

Quantity Output (Pcs) 104 unit/month

No of activities 04

Idle Time 18 min

Efficiency 95%

Booking Time 18 Hrs

Value added time = 88 min

Unavoidable time = 120 – 88 = 32 min

Non value added time = 18 min

Total / Lead time = 88 + 32 + 18 = 138 min

Value added time = 63.77%

Unavoidable time = 23.79%

Non value added time = 13.04%

6.2.3 Future state of vehicle washing

Based on data mentioned in table 4.6, quantities of different parameters of vehicle

washing future state are given in table 6.4.

Table 6.4: Future State Washing Bay

Cycle Time( min) 6.67 min Washing Bay Qty 3

Actual Time (min) 03 min Idle Time 00 min

Workers 06 Efficiency 100%

Quantity Output (Pcs) 1872 unit/month Booking Time 03 Hrs

No of activities 01

51

Value added time = 3 min

Unavoidable time = 6.67 – 3 = 3.67 min

Non value added time = 00 min

Total / Lead time = 3 + 3.67 + 00 = 6.67 min

Value added time = 44.98%

Unavoidable time = 55.02%

Non value added time = 00.0%

6.2.4 Combined future state of engine overhauling, FIP repair and vehicle washing

Based on the individual data of different parameters mentioned in 6.2.1, 6.2.2 and

6.2.3, quantity of different parameters of combined future state are given in table 6.5.

Table 6.5: Summary of combined future state map

Cycle Time( min) 606.67 min

Actual Time (min) 382 min

Workers 21

No of activities 27

Output Rate 26 unit/month

Idle Time 58 min

Efficiency 97.94%

6.3 Result Analysis of Model Future State Map

Total Value added time = 382 min

Total non- value added time = 58 min

Total unavoidable time = 606.67 - 382=224.67 min

Total time = VA time + NVA time + UNVA time

= 382 + 58 + 224.67 = 664.67 min

Total Lead time = 664.67 min

52

Value added time = 57.47%

Non-value added time = 8.73%

Unavoidable non value added time = 33.80%

As engine overhauling, FIP repair workshop and vehicle washing output rate are 26

units/month, 104 units/ month and 1872 units/month respectively. So, combined

output rate is minimum one i.e. 26 units/ month.

Following table contains implemented future state map value adding, non-value

adding and unavoidable non value adding summary:

Table 6.6: Summary of Model Line

Criteria Time Percentage

Lead Time (min) 664.67

Non Value adding time 58 8.73 %

Value adding time 382 57.44 %

Unavoidable non value adding time 224.67 33.80 %

54

20%

45%

35%

Engine Overhauling

Total Value Added

Total Unavoidable

TTL Non value Added

64%

23%

13%

FIP Repair

Total Value Added

Total Unavoidable

TTL Non value Added

45%

55%

0%

Vehicle Washing

Total Value Added

Total Unavoidable

TTL Non value Added

57%34%

9%

Total Summery

Total Value Added

Total Unavoidable

TTL Non value Added

6.3.1 Futures value adding, non value adding and unavoidable non value adding graph

Future data comparison for the three tasks are represented in pie chart as shown

below:

55

75.00%

80.00%

85.00%

90.00%

95.00%

100.00%

Tradiotional Model

Combined Efficiency

0

500

1000

1500

2000

Tradiotional Model

Lead Time

6.4 Final Results

Following table contains comparison data of different parameters with improvements

between traditional line and model line.

Table 6.7: Comparison between traditional and model line

Performance

measures

Unit of

Measurement

Traditional

Line

Model

Line

Improvement

percentage

Line Efficiency

increased

Percentage 85.90 % 97.94% 14.02%

Lead time reduction Percentage 1871.33 664.67 64.48%

Value adding time

increased

Percentage 355 382 7.6%

Non value adding time

reduction

Percentage 658 58 91.19%

Unavoidable time

reduction

Percentage 858.33 224.67 73.82%

Following are the traditional and model line efficiency, lead time, value adding, non

value adding and unavoidable time comparison graph:

56

340

345

350

355

360

365

370

375

380

385

Tradiotional Model

Value Adding Time

0

100

200

300

400

500

600

700

Tradiotional Model

Non Value adding Time

0

200

400

600

800

1000

Tradiotional Model

Unavoidable Time

Figure 6.10: Comparison of non value adding time

57

CHAPTER SEVEN

CONCLUSIONS AND RECOMMENDATIONS

7.1 CONCLUSIONS

Different parameters like value added, non value added, and unavoidable non value

added time have been considered to quantify current status, area of improvement and

potential future state by implementation of proposed model. After assessment of

current state data, it is found that Value adding time is 355 min, idle time is 658 min,

unavoidable time is 858.33 min, line efficiency is 85.90%, line is not properly

balanced which shows huge opportunity for improvement in those areas. Before

implementation of Line balancing and Kaizen tools, the service staff specially

supervisor have to be trained and make them knowledgeable about different types of

waste, how to identify and reduce them. Also technician has to be trained about

proper handling and maintaining SOP of individual task. Moreover technician as well

as supervisor have to be trained about Kaizen- how well small change make their

work simple, improve visibility of off standards and they were introduced to change

for better. After applying line balancing technique and implementation of Kaizen

blitz, all the tasks are well balanced at each station that eventually eliminate

unnecessary activities, idle time. The team achieved 97.94% line efficiency; lead time

was reduced by 64.48%, value adding time was increased by 7.6%, and also non value

adding time was reduced by 91.19% than previous traditional systems.

From the above results, it can be said in conclusion that implementation of

improvement tools i.e. pareto chart, cause & effect diagram, 5S, VSM and Line

balancing eventually play significant role to improve service productivity. So it is

proven that VSM and Line Balancing techniques may also be used in automobile

service industry along with manufacturing and assembly plant. The predictive model

not only benefits the customer, but also gives the automobile service management a

vital competitive edge by enhancing efficiency and better utilization of different

resources. Proposed model should be used on automobile service sector in Bangladesh

which will definitely improve service productivity.

58

7.2 RECOMMENDATIONS

There are some possible directions to which this project can be extended:

1. The study was done with a limited scope. Future works may include Kanban,

JIT implementation.

2. The future work may also include technological advancement of workshop

service process by introducing modern efficient machine, equipment and

highly skilled manpower.

3. The predictive service model can also be implemented in two wheeler, three

wheeler and other four wheeler automobile service industries.

4. Although spare parts is one of the three pillars of automobile business,

shortfall of parts against demand is a common phenomenon. So, kaizen tools

may be applied for improvement of spare parts operation.

59

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Automobile Service Centre”, in International Conference on Industrial Engineering

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Quality In Four Wheeler Automobile Service Industry: A Review”, SSRG

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2014.

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Education Limited, London.

60

[10] Imai, M.(1986) Kaizen: The Key to Japan's Competitive Success. Random

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your mental, emotional. Simon & Schuster, New York.

[12] Maurer, R.(2004) One Small Step Can Change Your Life: The Kaizen Way.

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[13] Liker, J. and Miller, j.(2006) The Toyota Way Fieldbook (Business Books).

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[15] Innovation and Productivity Improvement of Service, Government of Japan,

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[17] Carlborg, P., Kindstrom, D. and Kowalkowski, C., “A lean approach to service

productivity improvements: Synergy or oxymoron?”, Managing Service Quality: An

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[18] Rajenthirakumar, D. and Thyla, R. P., “Quality and Productivity Improvement in

Automotive Component Manufacturing Company Using Kaizen”, presented at

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Dhaka, Bangladesh, 2010.

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Case Study of Automotive Industry”, IJRET: International Journal of Research in

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61

[20] Pandi, N. and Verma, S., “Value Stream Mapping in an Automotive Industry”,

International Journal of Current Engineering and Technology, Vol. 2, No. 3, pp. 313-

317, 2012.

[21] Motavallian, M. S. and Settyvari, H., Application of Value Stream Mapping in

Product Development, M. Sc. Thesis, Department of Technology Management and

Economics, Chalmers University of Technology, 2013.

[22] Townsend, B.(2012) The Basics of Line Balancing and JIT Kitting. CRC Press,

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[23] Scholl, A.(1999) Balancing and Sequencing of Assembly Lines. Springer, Berlin.

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Developments and Trends in Approach to Industrial Application”, Global Journal of

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[25] Firake, T. S. and Inamdar, K. H. D., “Productivity Improvement of Automotive

Assembly Line through Line Balancing”, International Journal of Technical Research

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62

APPENDICES

63

APPENDIX A: Engine Overhauling Current Data Log Sheet

SL No Category Activity Time required

Actual Time Worker

1 Dismantling Dismantling of Engine

474 m 0 2

Engine Block 2 Cylinder block

boring honing with Liner

opening fitting (for 04 Cylinder)

120 min 30 min

5

3 Cylinder Block line checking for

04 cylinder engine (01pc)

30 min 0

4 Cylinder Block Parent bore

boring for 04 cylinder

60 min 20 min

5 Main & big-end bearing setting (

01 set)

30 min 0

6 Crankshaft grinding 04

cylinder (TATA)

236 min 50 min

7 Crankshaft polishing 04

cylinder (TATA)

45 min 30 min

8 Crankshaft main sealing ring

runway repair & liner new making

51 min 15 min

9 Crankshaft thrust washer point

repair per side

360 min 70 min

10 Connecting bush opening, fitting, polishing 01 set

(04 PC)

55 min 02 min

11 Cylinder Block Surfacing

60 min 05 min

64

APPENDIX A: Engine Overhauling Current Data Log Sheet (Continued)

SL No Category Activity Time required

Actual Time Worker

Engine Head 12 Cylinder head

seat socket opening cutting

fitting 04 cylinder (8 pc)

60 min 5 min

4

13 Replacing valve guides

30 min 0

14 Cylinder head seat guide

opening fitting 04 cylinder (8 pc)

20 min 0

15 Camshaft Measurement

10 min 0

16 Camshaft grinding (AC,

Con Rod journal)

20 min 2 min

17 Camshaft grinding (bushing point) per point

45 min 10 min

18 Cam bush Boring fitting (for 497

Engine) 01 set 03 Pc

60 min 12 min

19 Cylinder head surfacing 04

cylinder

30 min 17 min

20 Cleaning and grinding of valves

all cyl.

90 min 25 min

21 Assembly

Assembling of Engine

Components

954 min 00 min 2

22 Test Engine Test 480 min 00 min Total 3320 min 291 min 13

65

APPENDIX B: FIP Repair Current Data Log Sheet

SL No Activity Time Required

Actual Time Worker

1 FIP Test 24 min 0 1 2 Final Calibration Test 34 min 0 3 Repair Work- without change of parts 52 min 18 min 1 4 Repair Work-With Parts Replacement 232 min 40 min 2 Total 342 min 55 min 4

APPENDIX C: Vehicle Washing Current Data Log Sheet

SL No Activity Time Required

Actual Time

Actual Time for 3 Bays Worker

1 Washing of vehicle 40 min 18 min 6 min 1 Total 40 min 18 min 6 min 1

66

APPENDIX D Line Balancing Current Data Log Sheet - Engine Overhauling

Category Work No Work Details Time Required Predecessor Machine

Dismantling A Dismantling of

Engine 474 min Manually

Engine Block B

Engine Block

B1 Cylinder block boring honing with

Liner opening fitting (for 04 Cylinder)

120 min A Honing M/C

B2 Cylinder Block line checking for 04 cylinder engine

(01pc)

30 min n/a torque range, dial

gauge, micromete

r

B3 Cylinder Block

Parent bore boring for 04 cylinder

60 min n/a Parent Bore m/c

B4 Main & big-end

bearing setting ( 01 set)

30 min n/a torque range ,dial

gauge, micromete

r

B5 Crankshaft grinding

04 cylinder (TATA)

236 min n/a crankshaft grinding

m/c

B6 Crankshaft polishing 04 cylinder (TATA)

45 min n/a by hand

B7 Crankshaft main sealing ring runway repair & liner new

making

51 min n/a lathe m/c

B8 Crankshaft thrust

washer point repair per side

360 min n/a Parent Bore m/c

B9 Connecting bush opening, fitting,

polishing 01 set (04 PC)

55 min n/a lathe m/c

B10 Cylinder Block

Surfacing

60 min n/a Head Surfacing

m/c

67

APPENDIX D Line Balancing Current Data Log Sheet - Engine Overhauling (Continued)

Category Work No Work Details Time Required Hr Predecessor Machine

Engine Head

C

C1 Cylinder head seat socket

opening cutting fitting 04

cylinder (8 pc)

60 min n/a seat cutter, hand polish

C2 Replacing valve guides

30min n/a puller, welding m/c, hammer

C3 Cylinder head seat guide

opening fitting 04 cylinder (8

pc)

20min n/a puller

C4 Camshaft Measurement

10 min n/a micrometer

C5 Camshaft grinding (AC,

Con Rod journal)

20 min n/a crankshaft grinding m/c

C6 Camshaft grinding

(bushing point) per point

45 min n/a crankshaft grinding m/c

C7 Cam bush Boring fitting

(for 497 Engine) 01 set 03 Pc

60 min n/a lathe m/c

C8 Cylinder head

surfacing 04 cylinder

30 min n/a Head Surface m/c

C9 Cleaning and

grinding of valves all cyl.

90 min C8 by hand

Assembly D Assembling of

Engine Components

954 min B,C

Test E Engine Test 480 min D Tester Machine

68

APPENDIX E: Line Balancing Future Data Log Sheet - Engine Overhauling

Work No. Category Activity Time

required Actual Time Worker

A Dismantling Dismantling of Engine 474 min 0 2 B Engine Block B1

Cylinder block boring honing with Liner

opening fitting (for 04 Cylinder)

120 min 30 min

2 B2 Cylinder Block line

checking for 04 cylinder engine (01pc)

30 min 0

B3 Cylinder Block Parent bore boring for 04

cylinder

60 min 20 min

B4 Main & big-end bearing setting ( 01 set)

30 min 0

B5 Crankshaft grinding 04 cylinder (TATA)

236 min 50 min

B7 Crankshaft main sealing ring runway repair &

liner new making

51 min 15 min

1 B8 Crankshaft thrust

washer point repair per side

360 min 70 min

B9 Connecting bush opening, fitting,

polishing 01 set (04 PC)

55 min 02 min

B6 Crankshaft polishing 04 cylinder (TATA)

45 min 30 min

1

B10 Cylinder Block Surfacing

30 min 05 min

C Engine Head C1 Cylinder head seat

socket opening cutting fitting 04 cylinder (8 pc)

60 min 5

C2 Replacing valve guides 30 min 0 C3 Cylinder head seat guide

opening fitting 04 cylinder (8 pc)

20 min 0

C4 Camshaft Measurement 10 min 0

69

APPENDIX E: Line Balancing Future Data Log Sheet - Engine Overhauling (Continued)

SL No. Category Activity Time required Actual Time Worker

C5 Camshaft grinding (AC, Con Rod

journal)

20 min

2 min

2

C6 Camshaft grinding (bushing point) per

point

45 min 10 min

C7 Cam bush Boring fitting (for 497

Engine) 01 set 03 Pc

60 min 12 min

C8 Cylinder head surfacing 04 cylinder

30 min 17 min

C9 Cleaning and grinding of valves all cyl.

90 min 25 min

D Assembly Assembling of Engine Components

954 min 00 min 4 E Test Engine Test 480 min 00 min

Total 3320 min 291 min 12

APPENDIX F: Line Balancing Future Data Log Sheet - FIP Repair

Activity Time Required Actual Time Worker FIP Test 24 min 0 1 Final Calibration Test 34 min 0

Repair Work- without change of parts 52 min 18 min 1 Repair Work-With Parts Replacement 232 min 70 min 1

Total 342 min 88 min 3

APPENDIX G: Line Balancing Future Data Log Sheet - Vehicle Washing

Activity Time Required Actual Time Actual Time for 3 Bays

Worker

Washing of vehicle 20 min 09 min 3 min 2 Total 20 min 09 min 3 min 2