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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
ix
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
x
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
xiii
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:
12
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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[20] Pandi, N. and Verma, S., “Value Stream Mapping in an Automotive Industry”,
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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