Project report on process study

7/30/2019 Project report on process study....

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PGCBM 22 Group 50

Prof. Rajiv Mishra

Sharda Oil MillsProduction & Process AnalysisRavipratap Singh Tomar (2224997-Gurgaon),Shashank Kumar (2224682-Vadodra),Vrishali Rajhans (2224164- Borivali),Ganesh Gopalkrishnan (2224693-Vadodra)


2/17

Mustard oil can be named among the top choices of the people when it comes to edible oil,

especially in central and Eastern States of India, Bangladesh and Nepal. Only one

byproduct, the solid part (Oil cake or Khalli) is used as an admixture for milk producing

cattles food, which helps them to increase volume of milk production. Sharda Oil Mill is

small scale unit produces mustard oil using mustard as raw material and having a byproduct

oil cakes (Khalli).This small plant can be treated as continuous / plant, which needs very limited number

of processes and limited number of machineries / equipments are used but the processes

are not continuous lets understand it better

Identification under Product MIX

SOM = Sharda Oil Mill


3/17

History of Sharda oil mill is , they had started the business with a bull working for getting oil

mill , it was called Kolhu ka bell

But and he had shifted to purify the oil to , increasing oil capacity 50 kg / day to 1200 Lit/ Day

after investing almost 25 Lakh in 2 yr., where BEP was met in 6 years and now baring the

perpetual output from it, being a low maintenance machine they are able to earn more. This

company will slice for shifting to more Line and subsequently to Continuous. Since the

product type is such that where :Kacchi ghani is becoming un popular due to heavy and

lesser refined , the type of product can also be limited in the same fashion and moving more

toward make to stock than MTO / ATO as present.

As mustard seeds are taken from a much targeted area (close villages) and grain mart

(Galla Mandi), from 1/4th part of Tehsil Gohad (Seed production Area = 140 km2). Hence in

majority, quality of seeds are of under controllable range but since the location of land is

near to Tehsil`s biggest mart, option for superior quality is easy which is done on two sample

quality assessment basis here two samples are taken randomly from one cubic feet (One

Trolley of farmer`s tractor), and checked for yellowness of seed and the moisture content in

seed under field and Lab testing facility.

After Quality assessment the material is measured and loaded in located storage place

(Refer Fig. Plant Layout).


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We may list the establishment list as:-

Item Description Quantity

Oil Expeller 2

Filter Press (Oil Extractor) 1

Other support equipments like electric

motors, diesel engine, conveyor belt,

As required (having one set of Belt and tool

box , which are enough to open / pack

complete Oil Expeller / Filter press)

Testing laboratory 1

weighing scales, etc 3 (2 for up to 300 kgs 1 for up to 30 kg)

Man Power 5 (One Skilled another Semi skilled)

Actual layout of this plant is as shown


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1. Raw material testing, purchase, and unloading at Storage area. Unpacking Raw

material / screening for impurity.

2. Transportation of raw material to expeller filtering and packing:

3. Feeding the hopper of Expellers in this process at first time up to 40% oil is extracted

in bottom of expeller which is collected and transported to filter , this filtered part is

called Kachhi ghani oil which is blackish in color , some part of it is packed at this

stage (Type 1 product) , along with oil solid flakes are extracted from expeller which

are repeatedly processed from the same hopper 3 times , from which oil is collected

stage wise and sent to filter press (Type 2 Product) and last extract oil cakes are

stored at another place.

4. Type 1, 2 and 3 both are packed in both small (20%) and drum (80%) packing andstored for sell on the spot (retail) and on demand basis.

5. Waste is 2-3% in terms of residual sediments from Filter and 3-4 % gets spilled while

collection, filling, transporting and 2-3 % at raw material stage due to very small size

of seeds.


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1. Identify Bottleneck Based on above process flow diagram we can very well make

out that the Expeller is the busiest equipment. The same is used quite repetitive

process. The objective of this production process is to produce refined mustered oil.

In the whole process few Byproducts are produced and pulled out of the process. To

get the finished product the Raw material is passed through the Expeller trice. A

minute wasted at this stage will have drastic impact on the process chain.2. Exploit the bottleneck Expellers have to be continuously busy. We can also

consider adding another Expeller if possible to enhance the processing time.

3. Subordinate to the bottleneck All the remaining activities need to to align to the

Expeller process. Maintenance department need to ensure that there is no

breakdown. Need to ensure constant supply to Raw material / Inventory to ensure no

ideal time for Expeller.

4. Elevate the bottleneck At this stage now we need to process analysis again to

validate the bottleneck. Its possible that by adding the new Expeller now Filter has

become new bottleneck.

5. Go back to stage 1The entire process will be repeated to identify new bottleneck.

We can observe following in this product chain / supply chain.

Product is linked to customer order at retail counter.

Operations are not customer driven rather they are forecast driven.

Major inventory is held at Whole seller/dealer and small inventory is kept in factory

for retail selling from the factory itself. We consider major inventory & ignore the

inventory kept in the factory.

It is Made to Stock type of business

Hence, we conclude that De Coupling point of business is Retailers Inventory.


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Raw Material Production Whole Sellers Storage Retailers Storage Customer

Although, direct redesign of the product manufacturing process is not feasible but following

gives options of doing product postponement. Ways are:

1. Benchmarking

Modularity of product.

1. At

stage 1-2 , at exit of unpacking area :- Wastage is created at unpacking stage from

where batches are kept in area 1 and 2 , constraint is that bags cannot be moved in


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between two expellers (due to space), if batch size is directly taken from unpacking area

then will have requirement for additional 2 non skill labor

:

Creating smaller batch sized bag / temporary batch, which can be directly stacked at

same area (As at stage 2), this batch needs to be reusable.

Since the investment is low budget where conveyer belt cannot be used / purchased hence

reusable batch / smaller, stackable bags can be stored.

A. More raw material can be pushed / batch (since wastage is saved) hence under

production will be stopped and over consumption (kg/ lit) will also improve.B. Space can be utilized more storage during low prize material.

2. Since there are less numbers stages between raw materials and output hence safety

and limited movement are not followed. Skill of workmanship can be increased by putting

information diagram and material stacking methodology (As shown in Fig 1 at stage 1 i.e.

arrival storage).

Mitigation Plan:

Posters are to be pasted at:

A. Arrival storage.

B. Between expellers

C.At Oil cake storage.

This will help to do storage / counting and control of inventory at each storage.

3. Since there is only one level of production , hence wastage due to over production shall

not be envisaged

4. The Focus of company was to fulfill 80% demand as bulk supply and keeping 20% of

retailers was creating waiting more longer (Avg. 5 Hr) for the same trucks to load Oil

tanks , who dumped raw material (Mustard seeds). But packing of retail and small packet

Was being at the same time.


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Mitigation Plan :

A. First bulk packing needs to be done then followed by small packing needs to be

done.

A continuous improvement on the same is required to maintain PDCA action criteria.

5. Since Filter area is not the bottleneck, hence plant is underutilized, efficiency of filter is

efficiency of plant hence over discussed parameter needs to be calculated and made

efficient such that everything subordinates filter.


10/17


11/17

Plant Rapid Plant Assessment Date

No Table 2--Assessment Questionnaire

1 Are visitors welcomed and given information about plant layout, workforce, customers, and pr

2 Are ratings for customer satisfaction and product quality displayed?

3 Is the facility safe, clean, orderly, and well lit? Is the air quality good and noise levels low?

4 Does a visual labeling system identify and locate inventory, tools, processes, and flow?

5 Does everything have its own place, and is everything stored in its place?

6 Are up-to-date operational goals and performance measures for those goals prominently post

7 Are production materials brought to and stored at line side rather than in separate inventory s

8 Are work instructions and product quality specifications visible at all work areas?

9 Are updated charts on productivity, quality, safety, and problem solving visible for all teams?10 Can the current state of the operation be viewed from a central control room, on a status boar

11 Are production lines scheduled off a single pacing process with appropriate inventory levels a

12 Is material moved only once as short a distance as possible and in appropriate containers?

13 Is the plant laid out in continuous product flow lines rather than in "shops"?

14 Are work teams trained, empowered, and involved in problem solving and ongoing improveme

15 Do employees appear committed to continuous improvement?

16u v v u u v

17 Is there an effective project management process, with cost and timing goals, for new product

18 Is a supplier certification process--with measures for quality, delivery, and cost performance--

19 Have key product characteristics been identified and fail-safe methods used to forestall propa

20 Would you buy the products this operation produces?

Total number of Yeses


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Rated by: Group (VR GG SK RPT) Rapid Plant Assessm

Tour Date:______________ Table 1--Rating She

Ratings PoorBelow

AverageAverage

Abo

Aver

No Measure Score 1 3 5 7

1 Customer Satisfaction 1,2,20

2Safety, environment,

cleanliness, & order3,4,5,20 5

3Visual Management

Deployment2,4,6,7,8,9,10,20 5

4 Scheduling system 11,20 5

5Product flow, space use &

material movement means7,13,12,20 7

6 Inventory & WIP Levels 7,11,20 3

7People teamwork, skill

level, & motivation6,9,14,15,20 5

8Equipment & tooling state

& maintenance16,20 5

9 Ability to ManageComplexity & Variability

8,17,20

10 Supply Chain Integration 18,20 5

11Quality System

Deployment15,17,19,20 7

Totals 65


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Study of a car engine manufacturing

Engine is the heart of any automobile and when it comes to an engine of a car which is

a vehicle used by millions across the world ,the following parameters are very important

for a car engine manufacturing company

While a study is conducted to identify areas of improvement while manufacturing or

assembly of an engine ,the following parameters are important and needs to look at

No of components in an engine and optimization ,if possible

Sources of the components and their cost

Mettallurgy of construction of each component

Manufacturing lead time to assemble the engine.

Quality requirements of the components to ensure long life of the engine Cost of manufacturing.

Min inventory holding.

Fuel Efficiency and BHP

Reduction in the no .of parts being sourced

Optimisation of Vendors for sourcing

Reducing transportation costs

Normally a Car engine consists of the following components and is being sourced from

various parts of the world which is received in the engine assembly plant ,be it Honda

,Toyota ,Skoda ,Volvo or any other car engines

The car engine manufacturing companies source all the above materials from different

suppliers and assemble it in the plant

These engines are internal combustion engines and has the following components

Cylinder Blocks,Crankcases ,Pistons ,Piston Rings ,Piston pins ,Piston pin locks

,Connecting Rods ,Rod Bearings ,Shims ,Crank Shafts ,Camshafts ,Valve Lifters,Timing

Gears ,Valves ,Engine Bearings,Flywheels ,Cylinder Heads ,Oil Pans ,Manifolds ,Oil

Pumps ,water pumps ,Carburatos,Fand and Gaskets


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We went through the engine manufacturing operations of Honda Car Engine .

Key informationAnnual Production 2,40,000 engines per annum

Honda produced their first engine in 1989 The plant has the capacity to produce 1,000 engines per day Only Honda assemble both petrol and diesel engines on the same line More than 500 associates work across three different shift patterns

Business Processes

Honda Engine Manufacturing Process

Engine Material

Services

High Pr Die

Casting

Machining &

Tooling

Low Pr Die

Casting

Engine Assembly

Engine Quality

Despatch


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Business Process

High Pressure Die Casting

This facility produces the cylinder block. Aluminium ingots are loaded into furnaces and

melted. These furnaces are capable of melting 800kg of aluminium an hour and areunique as they combine both the melt and holding furnace. The dies are then forced

together, at which point molten aluminium is poured into the shot cylinder and fired into

the dies at around 2.7 metres per second. Once casting is complete, the dies open and

the cylinder block is transferred to the inspection platform before being passed to

Machining Machining and Tooling

Machining

Here the block and head cast components undergo various cutting, milling, drilling,boring, honing and reaming operations. The layout of the Machining Lines is extremelycompact, with Computer Numerically Controlled (CNC) machines achieving consistenthigh-precision results. Although the machines have a number of automatic test features,Honda associates still carry out manual checks at every stage to ensure a consistentlevel of quality is maintained.

Tooling

Associates who work in Tooling maintain and control all the specialist cutting tools usedwithin both head and block machining.

Engine Material Services

Engine Material Service (EMS) receives component parts from all over the world. Allparts for die-cast, machining and engine assembly are managed using first in first outprinciples.

Low Pressure Die Casting

This facility produces the cylinder block. Aluminium ingots are loaded into furnaces and

melted. These furnaces are capable of melting 800kg of aluminium an hour and are

unique as they combine both the melt and holding furnace. The dies are then forcedtogether, at which point molten aluminium is poured into the shot cylinder and fired into

the dies at around 2.7 metres per second. Once casting is complete, the dies open and

the cylinder block is transferred to the inspection platform before being passed to

Machining


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Engine Assembly

This is where the machined engine blocks, cylinder heads and clutch and transmissioncases meet with the other engine components for the final engine assembly process.First the engine blocks, clutch and cylinder heads are sub-assembled on separate lines.

At this stage the pistons, crankshafts, con rods and oil pan are installed into the blockand the springs and valves are built into the cylinder heads. Once the sub-assemblyprocess is complete, the modules are joined together to form the complete engine.

The engine then undergoes a series of in-built process tests before being transferred byoverhead conveyor to the Engine Control Centre. This houses a High Speed Serverwith a fully automated engine storage and retrieval facility

Engine Quality

The Engine Quality (EQ) Department's role is to support in the design and development

of engine components right from initial concept to mass production. EQ also supportsthe Die Cast, Machining and Engine Assembly sections with process confirmation andcalibration, as well as the maintenance of all inspection, measuring and test equipment.In addition, EQ is also responsible for four onsite dynamometers which carry out static,dynamic and endurance testing to quality assure all engine and transmissioncomponents.

Improvement Areas

The following areas could be focused

Performance Productivityno of hours /engine

LayoutSpace required per engine assembly

Inventories

Workforce : no of persons working per engine

Automation

Reduce WIP

No of stations in an operation

Suggestions

1. Form Cells

2. Sequential Operations

3. Decouple operator from machine

4. Reduce downtime during change over increases flexibility

5. Level and balance

6. Propagate low WIP to vendors


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7. Reduce vendors

8. Make ontime performance part of expectation

9. Make it a pull systemSixSigma

Documents

Project report on process study