Ford India - Time and Motion Study Project - Final Report

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PRODUCTIVITY IMPROVEMENT

THROUGH TIME AND MOTION


STUDY
A PROJECT REPORT

Submitted by
R.GURU PRASAD (90105114012)
PRADEEP GOPAKUMAR (90105114031)
S.RAGHAVENDAR (90105114034)
AC.SANTHOSH (90105114042)

In partial fulfillment for the award of the degree


Of
BACHELOR OF ENGINEERING

IN

MECHANICAL ENGINEERING

A.C.COLLEGE OF ENGINEERING AND TECHNOLOGY,


KARAIKUDI-630004
ANNA UNIVERSITY: CHENNAI 600 025

APRIL 2009
BONAFIDE CERTIFICATE

Certified that this project report “PRODUCTIVITY IMPROVEMENT


THROUGH TIME AND MOTION STUDY “is the bonafide work of
“R.GURUPRASAD, PRADEEP GOPAKUMAR, S.RAGHAVENDAR and
AC.SANTHOSH” who carried out the project work under my supervision.

SIGNATURE SIGNATURE

PROF.M.K.DURAISAMY M.E. Mr.K.NARAYANAN M.E.

HEAD OF THE DEPARTMENT SUPERVISOR

DEPARTMENT OF MECHANICAL ASST.PROFESSOR IN MECHANICAL


ENGINEERING ENGINEERING
A.C.COLLEGE OF ENGG & TECH A.C.COLLEGE OF ENGG & TECH
KARAIKUDI -4. KARAIKUDI -4.

DATE: PLACE:

Submitted for the VIVA-VOCE held on ………………

INTERNAL EXAMINER EXTERNAL EXAMINER

ii
ABSTRACT

Every industry tries to improve their process by using the existing


resources. We have understood this current scenario and we have come up with
a concept of productivity improvement through time and motion study. Our area
of study was in TCF (assembly) of Ford India Pvt Ltd.
We conducted our project by using the famous Japanese seven step
methodology. Using this methodology, we have studied the operator activities
in each station and recorded the activities in a work study sheet. Then we
analyzed the non value added movements and eliminated some of them. For
analyzing the non value added we have used some tools such as flow diagram,
flow process chart and line balancing diagram.
We have developed improved methods for each station. We have
standardized the improved process and the company has implemented some of
it. We have come out with operator calculation, time calculation and cost
calculation in our project. We have also suggested some improvements which
can be deployed in the future as a part of expansion plan.

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ACKNOWLEDGEMENT

We express our sincere thanks to our beloved


Principal Dr.R.Sundararajan, Alagappa Chettiar College of Engineering &
Technology, Karaikudi for his encouragement.

We extend our sincere thanks to Prof.M.K.Duraisamy M.E.,


Professor& Head of the Department of Mechanical Engineering for granting us
permission to do our project in Ford India Ltd.

Our heart-felt thanks to Prof.K.Narayanan M.E., Asst.Professor in


Mechanical Engineering our internal guide who had been monitoring the
progress of our project with whole hearted enthusiasm. We also thank our
faculty members Mr. S.Senthil Kumar M.E., and Mr. V. Ravi Kumar M.E., for
their able guidance.

We extend our sincere thanks to Mr. Praveen, HR department Ford India


Ltd, for granting us permission to do project in Ford India. We express our
gratitude to Mr. Anand Misra, Manager TCF, Mr. S. Mahesh and Mr. C.Baskar,
TCF department, Ford India.

And we thank all the line engineers, zone leaders and operators of TCF who
helped directly or indirectly a lot in the progress of the project.

iv
CHAPTER TITLE PAGE NO
ABSTRACT iii
ACKNOWLEDGEMENTS iv
TABLE OF CONTENTS v
LIST OF TABLES viii
LIST OF FIGURES ix
LIST OF ABBREVIATIONS x

1 Introduction and objectives 2


1.1 ABOUT FORD INDIA 4
1.2 PRODUCTION VARIANTS 5
1.3 TCF 6
1.3.1 TCF LAY OUT 8
1.3.2 STATION 9
1.3.3 AREA OF STUDY 10
1.4 QLS 14
1.5 QPS 15
1.6 BROAD CAST SHEET 15
1.6.1 SIGNIFICANT FEATURES OF A 15
BROAD CAST SHEET
1.7 PROCESS IN DETAIL 16
1.8 CONTROL POINT 17
1.9 BLUE Q 17
2 Productivity improvement 19
2.1 WHAT IS PRODUCTIVITY? 19
2.2 PRODUCTIVITY IMPROVEMENT 21
2.3 NEED FOR PRODUCTIVITY 22
IMPROVEMENT
3 TOOLS USED 24
3.1. TIME AND MOTION STUDY 24
3.1.1. TIME AND MOTION STUDY 24
AND PRODUCTIVITY
3.1.2 DEFINITION OF TIME STUDY 24
3.1.3 TIME AND MOTION STUDY 25
HISTORY
3.1.4 USES OF TIME STUDY 25
3.1.5 TIME STUDY EQUIPMENT 25
3.1.6 MICRO MOTION STUDY 27
3.1.6.1 PURPOSES OF MICRO 28
MOTION STUDY
3.1.6.2 USES OF MICRO MOTION 28
STUDY
3.1.7 FLOW PROCESS CHART 28
3.1.7.1 DEFINITON 29
3.1.7.2 WHEN DO WE USE IT? 29
3.1.7.3 CONSTRUCTION 29
3.1.7.4 METHOD STUDY OR 30
PROCESS CHART SYMBOLS
3.1.8 FLOW DIAGRAM 31
3.1.8.1 CONSTRUCTION 32
PROCEDURE
3.1.9 LINE BALANCING DIAGRAM 33
4. METHODOLOGY ADOPTED 34
4.1. BASIC APPROACH FOR EACH 35
PROBLEM
4.2 SEVEN STEP METHODOLOGY 36
4.2.1 GRASP THE PRESENT 36
CONDITION
4.2.2 ANALYSE FOR IDENTIFYING 55
WASTE
4.2.3 DEVELOP PROPOSED PLAN 55
4.2.4 IMPLEMENT ACTIONS 90
4.2.5 CHECK FOR RESULTS 95
4.2.6 STANDARDIZATION 95
4.2.7 HORIZONTAL DEPLOYMENT 95
5 REPORT SUMMARY 98
5.1 OPERATOR CALCULATION 98
5.2 TIME CALCULATION 99
5.3 COST CALCULATION 100
5.4 IMPLEMENTED ACTIONS 101
6. IMPROVEMENT SUGGESTIONS 103
7. CONCLUSION 108
8. REFERENCES 109
vii

LIST OF TABLES

TABLE NO DESCRIPTIONS PAGE NO


1 Flow process chart table-sample 30
2 Process chart symbols 30
3 Time study sheets for existing process 37-53
4 Flow process chart for existing process 54
5 Analyzed time study sheet 56-71
6 Time study sheets for proposed process 73-88
7 Flow process chart for proposed process 89
8 Operator calculation 98
9 Time calculation 99
viii

LIST OF FIGURES

FIGURE NO DESCRIPTION PAGE NO


1 Various processes involved in manufacturing of cars 7
2 TCF layout 8
3 Station 9
4 Productivity conceptual model 20
5 Sample flow diagram 32
6 Line balance – example 33
7 Flow diagram for existing process 54
8 Flow diagram for proposed process 89
9 Line balancing diagrams 91-94
10 Electric power tool 103
11 Multi spindle nut runner 104
12 Automatic pick and place robot for wind shield 106
assembly
13 Automatic pick and place robot for rear axle 106
assembly
14 Automatic pick and place robot for under body and 107
engine fixture

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LIST OF ABBREVATIONS

TCF Trim chassis final


QPS Quality process chart
VA Value added
NVA Non value added
VIN Vehicle Identification Number
RH Right hand side
LH Left hand side
FT Front
RR Rear
CAL Customer acceptance line
IP Instrumental panel
PU Poly urethane
FEM Front end module
ABS Anti lock braking system

x
1
1. INTRODUCTION AND OBJECTIVES

                         With increased competition in the automobile


industry, the product has to reach the market within the stipulated time with
required features. Hence in order to position in a highly competitive market, the
automobile manufacturers have to offer wide variety of product features to the
customers. To achieve this, the main vehicle assembly conveyor should be
flexible to produce any kind of variance. 

                          Vehicle assembly is viewed as the heart of the core vehicle


production activity. The operators involved in this assembly operation are to be
separated from the machine such that the man has to load the component and
the rest of the work has to be done by the machine and then, after the operation
is completed the man has to once again upload the component from the fixture. 

                         The savings done by implementing any project should also be


considered from the following point of view:

1. Productivity
2. Quality

3. Cost

4. Delivery

5. Safety

6. Morale

  The present sequences of operations are analyzed for Value Added


activity (VA) and Non Value Added activity (NVA) to implement the required
project for the particular stage.
2

The objective of the project undertaken includes Design for


Assembly and also considers the operators fatigue, along with the
manufacturing feasibility. The following are the other objectives:

1. Minimize the number of parts used.


2. Top down (gravity) assembly.

3. Movement reduction.

4. Simple to assemble and simple processing equipments.

5. Standardized process and standardized equipments.

6. Symmetric assembly

7. Visual inspection at each stage.

8. Manual operation could be done if the automated fixture breaks down.

9. Ensure 100% defect free process.

10.Ensures operators safety.

11.To reduce the duration of continuous work done by the operator.

12.To ensure a fair decrease in the cost involved in the process.


3

1.1 ABOUT FORD INDIA:

Ford Motor Company, one of the leading automobile


companies was set up by the great American visionary, Mr. Henry Ford in the
year 1903. Ford set up its manufacturing facility in India which has made giant
strides in the Indian auto industry over the last few years.

Ford Motor Company established a joint venture with Mahindra and


Mahindra in November 1995 to assemble and distribute the company’s first
market offering, the FORD ESCORT. The company was re-christened Ford
India Limited in Feb 1999. Following a change in equity pattern which is
currently 100% owned by Ford Motor Company, Ford India shifted its
operations to Maraimalai Nagar, 45 km from Chennai in 1999, where it
manufactures the Ford Ikon at its modern integrated manufacturing facility. The
site covers 350 acres and has the capacity of manufacturing up to 50000
vehicles per annum. Started with an investment of over $400 million, Ford India
employs a large, local work force of over 900 highly skilled personnel
intensively trained at Ford facilities, both in India and overseas, now this work
force got increased to 1470.

FIL has 94 Indian suppliers, and a network of 48 dealerships with a total


of 112 sales and service outlets.

Ford Ikon, designed specifically to meet the needs of Indian customers,


currently leads “Affordable Luxury” segment in the Indian automobile segment.
In the year 2000, the car owns the best Brand Award. It was declared Car of the
Year 1999 to 2000 by BS motoring and most appealing entry mid-size car, 2000
by JD Power. In the year 2001 the car owns accolades from JD Power as “Best
entry initial quality mid-size car”. Ford India launched the internationally

acclaimed Ford Mondeo in India in the year end 2001. Mondeo is imported
from Belgium plant as a complete built unit and sold in India. Ford India also
launched Ford Endeavour, Ford Fusion, and Ford Fiesta.

Ford Motor Company celebrated its first century on 2003.

1.2 PRODUCTION VARIANTS:

 FORD IKON

o 1.3 SOHC-Flair

 FORD FIESTA

o 1.4 Duratec-Petrol-EXI

o 1.4 Duratec-Petrol-ZXI

o DV4 Duratorq- Diesel- ZXI

o Duratec- Petrol-SXI

 FORD FUSION

 FORD ENDEAVOUR

o 4x4

o 4x2
5

1.3 TCF:

The assembly shop process in Ford India is broadly classified into 3 areas.

1. Trim.

2. Chassis.

3. Final.

Shop is divided in to 9 teams .Each individual team has their own objectives in
the form of SQDCME format.

The assembly shop process starts from pre trim. Assembly shop gets painted car
bodies from paint shop. Here the initial process starts. Paint inspection is done
here. Major process here is triggering the cars. Then the car body will be stored
in the banks. There are 3 banks which contains 33 cars.

From here, by sequence cars will go to trim 1 line for trim process. Major
processes involved are: VIN punching, door wiring, Loom routing, Roof liner,
Steering column, Side trims, seats, windshield and backlit fitment. Then the car
goes to the trim 2 by transfer car. Here major processes are electrical test and
trim buyoffs.

Then the car moves to clamp shell for under body operations. Major functions
are axle fitment, bumper fitments, brake pipes, disc, engine mounting, and
wheel and tyre assembly.
Then car body will come down to running conveyor for final line operations.
Door setting, Coolant, PAS oil, AC, Brake fluid filling will be done here. Then
the finished car will be inspected for appearance, functionally. This area is
called FAI (final acceptance area) which is one of the Ford’s internal indicators.

Then the car will undergo several processes like wheel alignment, head lamp
aiming, rolls and brake, squeak and rattle, lock to lock test, water test. Here the
assembly process finishes and quality inspection followed by CAL review
(CAL-customer acceptance line) starts. In CAL, engineers will be checking only
the customer issues which were driven from pre delivery inspection.

Various processes involved in manufacturing of cars in FORD INDIA:

BLANKING

STAMPING

BODYSHOP

PAINTSHOP

TCF

QUALITY

MP& L
Fig 1

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1.3.1 TCF LAYOUT
Fig 2
8
Fig 3

1.3.2 STATION:
A station is a pre defined working area for an operator on the
assembly line. Its length is about 5.5 metre. A station has been divided in to LH
side and RH side. Each zone is divided into 10-15 stations approximately. The
beginning of every station is marked by a yellow line, a blue and yellow line
represents 70% of the station length and at the end it is marked by a yellow line
which also indicates the beginning of the succeeding station.
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1.3.3 AREA OF STUDY:
We did time and motion study from zone 1 to zone 4 for
identifying non productive areas and thereby improving the productivity of
these zones.
Major processes done in each zone are given below.
ZONE 1:
1. Parts flowing to zone 1 are entirely different from other zones. Here
parts are supplied by kitting method whereas in other zones parts are
supplied in.
2. Major process in Zone 1 is to stick various tapes, plugs to restrict noise
and to avoid water leakages & wire routing of main loom.
3. Apart from this, major parts that are being fixed into the car are
accumulator, brake booster, door latches, weather strips and floor carpet.
4. Pedal box is sub assembled and fitted to the car in this zone for all cars.
5. Various clips and fasteners are fixed to the cars to hold various parts in
the sub sequent zones.
6. To facilitate the instrument panel insertion door is removed using
manipulator.

7. Safety limit switches are used to operate the manipulator.


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8. The instrument panel weighs approximately 20 kg. Door is re fixed using
the same manipulator after instrument panel fitment irrespective of the
variants.
ZONE 2:
1. Foam fixing in Front & Rear area and Routing in B, C pillar of the car in
both LH and RH side is done here.
2. Head lamp and head liner are fixed.
3. Sub assembly of gaitor with carpet and spreading of insulator floor mat,
carpet is done.
4. Badge fixing and fixing carpet with clips is done.
5. Sun visor fitting, fix front and rear door weather strips, insertion of
channel weather strip on both LH and RH of the car is also done here.
6. Steering sub-assembled and steering column fixing in IP of the car.
7. Scuff plate and B pillar trim fixing on both sides of the car is done.
8. Hand-starts front seat belt, height adjuster and front seat buckle
tightening is also done.
ZONE 3:

1. Front and rear seat fitment is also being done using equipment.
2. This equipment is pneumatically operated.
3. PU is applied on to the wind shield with the help of robot. PU is an
adhesive which helps the wind shield and back lit to stick firmly to the
car body.
4. To maintain constant bead width and height PU application is
automated.
5. The robot is pre programmed. Hence it senses the type of wind shield
and applies the PU according to the variants.
6. After the PU application the wind shield and back lit are fitted manually.
11
7. Trim board, arm rest, door bin, weather strip, water sheets, rear seat
cushion, etc are fitted in this zone.
ELECTRONIC CHECK OUT SYSTEM
Current level of all the electrical and electronic devices is checked.
8. Head lamps, interior lamps, power windows, indicators, horn, centre
lock, wiper, boot release are checked for its operation.
9. Front end module (FEM) is sub assembled separately and is fitted to the
car using handling aid.
10.Bolster, radiator, beam are some of the major parts which are used for
subassembly.
11.One of the most important processes in this zone is the transformation of
car from flat conveyor to over-head conveyor.
12.Ski bar which has been used for holding the car in the conveyor line is
removed and is sent back to the body shop again.

ZONE 4:

1. Rear and front bumper, muffler, Bundy bundle, H-bracket, hand brake
cable, heat shields, brake pipe, windshield wiper motor are fitted in this
zone.
2. Brake drum is fitted to the brake shoe assembly in the rear axle.
3. Assembled rear assembly is loaded onto the electro hydraulically
operated decking fixture using a handling aid.
4. After the rear axle is fitted to the car, the decking fixture is manually
brought back to the position and moved back to its original position.
5. Engine from the dressing is transferred to the synchronized decking
conveyor where some of the sub assemblies are done.
12

6. Engine is fitted with front axle, drive shaft and strut assembly.
7. Transmission oil is also filled here.
8. Engine is fitted to the car with the help of semi automatic decking fixture.
9. Locators are available in the decking fixture to align the engine to the
car.
10.Once the engine-decking to the car is completed the fixture will
automatically goes around for the next cycle.
11.Wheel and tyre assembly is supplied to the line by Just In Time (JIT)
process based on the requirement.
12.Wheel is picked up with a handling aid and is fitted to the car.
13.Vehicle is transferred from the over head conveyor to flat running
conveyor.
13

1.4 QLS:

The QLS data collection menu is used to access the screens used by
inspectors to collect data as they inspect units and record concerns by
repairment to recall the inspector’s data and record repair analysis into and by
drivers to view the inspector’s data to more units from location to location

 Collection point:
It is available to inspectors only. The configuration of the collection
point screens depend upon your role as an inspector and the equipment located
on the line or in the zone in which the collection point is located.

 Unit repair:
The unit repair screens are available to repairmen only. To begin the
repair process, click on the unit repair button. You are taken to the repair unit
identification screen.

 Driver:
The driver screws are available to drivers only. To begin the process of
relocating units, click on the driver button. You are taken directly to the driver
unit identification screens.
14

1.5 QPS:

Quality Process System (QPS) is also known as OIS (Operator Instruction


Sheet). It has various symbols of safety equipments indicated at the top. It also
has definitions for various symbols used in QPS.

QPS has a table denoting various work elements for a particular station,
work element times (what is to be done to complete the task), key point symbol,
key points (how to complete the work element) and recommended safety
procedures. At the bottom of QPS, calculated cycle time will be indicated.
Technicians, team leaders, safety and maintenance personnel for respective
shifts will affix their signatures at the bottom of the QPS.

1.6 BROAD CAST SHEET:

Every Ford model is pasted with a sheet while


running in the conveyor and this sheet is called a broad cast sheet. The main
purpose of the sheet is recognizing the variant for the operators while the car is
in the shop floor.

1.6.1 SIGNIFICANT FEATURES OF A BROAD CAST SHEET:


15

1. The broad cast sheet has the VIN (Vehicle Identification number).

2. The broad cast sheet has the wiring codes as per the variant.

3. The broad cast sheet is printed with accessories like ABS as per the variant.

4. The broad cast sheet is printed with wheel specification of the variant.

1.7 PROCESS IN DETAIL:

                                    Our concerned model FORD IKON variant has three


broad cast sheets pasted on the body. One is pasted in the centre of the rear
bumper in the PRE TRIM itself. Other two are pasted in the 4 th station of ZONE
1, one on the left hand side of the car by LH operator and another on the right
hand side of the RH operator.

     The operator in every station has to identify the variant through the broad
cast sheet before starting the operations. After identification, the operator can
choose the tools and accessories involved as per the variant.

In station 4RH, the operator scans the bar code printed in the broad cast
sheet. The operator scans the first and top most bar code in the sheet. Scanning
is done with a bar code reader and it is being entered into the computer. A VIN
plate printing machine is connected with the computer. After scanning, the VIN
plate printing machine starts to print the VIN plate. Printed VIN plate is fitted in
the engine compartment area of the car.
16

As for as the productivity improvement is concerned, we have shown


improvements in broad cast sheet pasting and scanning. This can be known in
detail in the forthcoming pages.

1.8 CONTROL POINT:

To prevent the issues going to the PDI or to the customers,


issues from PDI and customers will be verified and the concerns will be made
as a check point at the CAL area. This is called as control point.

1.9 BLUE Q:

To detect the issues at POF itself, operator will check the concern.
Data will be collected and validated by the team leaders.
17
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2.PRODUCTIVITY IMPROVEMENT:

2.1 WHAT IS PRODUCTIVITY?

A simple way of looking at productivity in a


business organization is to think of it in terms of the productivity model below.

Essentially, productivity is a ratio to measure how well an organization (or


individual, industry, country) converts input resources (labour, materials,
machines etc.) into goods and services.

This is usually expressed in ratios of inputs to outputs. That is (input) cost per
(output) good / service. It is not on its own a measure of how efficient the
conversion process is.

Productivity is the ratio of output to some or all of the resources used to produce
the output.

Labour productivity=

Capital productivity=

Material productivity=

The Productivity Conceptual Model below takes the form of a 'productivity


tree'. The roots denote the inputs to the system, the trunk the conversion process
and the foliage and fruits the systems outputs.
19
Fig 4

20
The successful management of this process is ultimately the key to
survival of any organization. It should be the concern and a development goal
for all organizational members, irrespective of their position.

2.2 PRODUCTIVITY IMPROVEMENT:

There are six lines of attack to improve the productivity ratio of an organization,
namely:

 Improve basic process by research and development (long term)


 Improve and provide new plant, equipment, and machinery (long term)
 Simplify the product and reduce the variety (medium term)
 Improve existing methods and procedures (short term)
 Improve the planning of work and the use of manpower (short term)
 Increase the overall effectiveness of employees (short term)

That is, if employees are properly motivated, coached,


receive the right information at the right time and are rewarded in an
appropriate way, the productivity will be increased.

21
2.3 NEED FOR PRODUCTIVITY IMPROVEMENT:

Since there is a dynamic trend in the market of automobile


industries in the developing countries like India, the automobile manufacturers
are finding difficult to survive. The customer requirements are keeping on
increasing in view of functions, quality, price and delivery. Also due to very
high competency in the automobile market, the manufactures are under
tremendous pressure to launch the new products frequently with competitive
prices.

The prices of raw materials are steadily increasing because of


frequent hike in the price of petrol & diesel. On one side, the manufacturing
cost of the product is getting increased and the other side, customer wants the
products at the reduced price. If this continues, the profit of the industry will get
reduced. As an impact of these, development activities may hold up, which is
the back bone of the success of an industry.

Being buyer market in Auto industry, the companies are in a position to


give what the customer wants at the right price and at the right time. Hence all
the companies are focusing on waste reduction and productivity improvements
to get more out of available resources.

As a result, the areas of productivity & quality improvements are


identified and the strategies are drawn to minimize the losses and the cost
incurred.

22
23
3. TOOLS USED:

3.1. TIME AND MOTION STUDY:

3.1.1. TIME AND MOTION STUDY AND PRODUCTIVITY:

There is a body of knowledge which has evolved over the years


to increase the productivity of an organization and of individuals who make up
the organization. Motion and time study has as its objective the elimination of
unnecessary work, the design of methods and procedures which are most
effective, which require least effort, and which are suited to the person who uses
them. Moreover, it provides methods of measuring work for determining a
performance index or productivity index for an individual or for a group of
workers, a department, or for an entire plant.

Although industrial engineers and staff specialists ordinarily


perform work in this field, there is a trend toward developing forms of work
organization in which motion and time study and the problem-solving process
are used directly by the managers, supervisors, and the employees themselves.
In the latter case they assume responsibilities for the design of jobs, determine
work schedules, and verify the quality of the work they produce. Time study,
predetermined time systems, standard data and work sampling are used for
measuring work in industry. Time study is the most versatile and the most
widely used.

3.1.2 DEFINITION OF TIME STUDY:

Time study is used to determine the time


required by a qualified and well-trained person working at a normal pace to do a
specified task. The result of time study is the time that a person suited to the job

24
and fully trained in the specified method will need to perform the job if he or
she works at normal or standard tempo. This time is called the standard time for
the operation.

3.1.3 TIME AND MOTION STUDY HISTORY:

Frederick W. Taylor and his followers


developed and refined the Time Study. Frank B. Gilberth and his wife Lillian
developed and redefined the Motion Study.

3.1.4 USES OF TIME STUDY:

 Determining schedules and planning work


 Determining standard costs and as an aid in preparing budgets
 Estimating the cost of a product before manufacturing it. Such
information is of value in preparing bids and in determining selling price.
 Determining machine effectiveness, the number of machines which one
person can operate, and as an aid in balancing assembly lines and work
done on a conveyor.
 Determining time standards to be used as a basis for the payment of a
wage incentive to direct labour and indirect labour.
 Determining time standards to be used as a basis for labour cost control.

3.1.5 TIME STUDY EQUIPMENT:

The equipments needed for time study work are listed below:

25
 Decimal stop watches:
The decimal-minute stop watch has the dial
divided into 100 equal spaces, each of which represents 0.01 minute, the hand
making one complete revolution per minute. A smaller dial on the watch is
divided into 30 spaces, each of which represents 1 minute, the hand making one
complete revolution in 30 minutes. The hands of the watch are controlled by the
slide and the winding stem. The starting and stopping of the stop watch are
controlled by the slide. It is possible to stop the hand at any point and then start
it again from that position. Pressure on the top of the stem returns the hand to
zero, but it starts off immediately upon releasing the stem. The hand may be
held at zero either by holding the stem down or by pushing the slide away from
the stem.

 The Motion Picture Camera and Video Equipment:


The time for the elements of an operation can be
obtained from motion pictures of the operation made with synchronous motor-
driven motion picture camera of known speed, or by placing a micro
chronometer in the picture when the operation is filmed. The camera speed most
frequently used is 1000 frames per minute, which permits the measurement of
time in thousands of a minute. A motion picture of an operation forms a
permanent record of the method used as well as the time taken for each element
of the operation. Moreover, the film may be projected at the exact speed at
which the picture was made, and a check may be made of the operator’s
performance.

The video camera and recorder operate at constant speed of 30


frames per second and identification numbers indicating the scene, the hour,
minute, second and frame, appear at the top or bottom edge of the frame.

26
 Observation board and observation sheet:
A lightweight board, slightly larger than the
observation sheet, is used to hold the paper and the stop watch. The analyst, in
most cases, must record the data while standing; it is desirable to have the watch
and paper arranged as conveniently as possible.

While taking a time study the observer should hold the board against
the body and the upper left arm in such a way that the watch can be operated by
the thumb and index finger of the left hand. The observer holds the board with
the left hand and arm, leaving the right hand free to record the data. By standing
in the proper position relative to the work being observed, and by holding the
board so that the dial of the watch falls in the line of vision, the observer can
concentrate more easily on the three things that demand attention, namely, the
operator, the watch, and the observation sheet.

The observation sheet is a printed form with spaces provided for


recording information about the operation being studied. This information
usually includes a detailed description of the operation, the name of the
operator, the name of time study observer, and the date and place of study. The
form also provides spaces for recording stop-watch readings for each element of
the operation, performance ratings of the operator and computations. Space may
be provided for a sketch of the work place, a drawing of the part, and
specifications of the material, jigs, gauges and tools.

3.1.6 MICRO MOTION STUDY:

Micro motion study provides a technique for


recording and timing an activity. It consists of taking motion pictures of the
operation with a clock in the picture or with a motion picture camera or video
camera operating at constant and known speed.

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3.1.6.1 PURPOSES OF MICRO MOTION STUDY:

Micro motion study was originally employed for job


analysis work, but new uses have been found for this valuable tool. Micro
motion study has two important uses:

1) To assist in finding the preferred method of doing work and

2) To assist in training individuals to understand the meaning of motion study


and when the training is carried out with sufficient thoroughness, to enable them
to become proficient in applying motion economy principles.

3.1.6.2 USES OF MICRO MOTION STUDY:

Micro motion study provides a technique that is unique


for making a minute analysis of an operation. The procedure consists of 1)
filming the operation to be studied 2) analyzing the film 3) charting the results
of the analysis and 4) developing an improved method through the problem-
solving process.

Micro motion study should be treated like any tool, that


is, to be used when it is economical to do so. It might profitably be utilized in
the investigation of short-cycle operations that are highly repetitive or largely
manual in character, of work produced in large volume, or of operations
performed by large number of workers.

3.1.7 FLOW PROCESS CHART:

A flow process chart is a graphical representation of all


operations, transportations, inspections, delays and storages occurring during a
process or procedure. This also gives the information regarding distance moved
and time required for different items.

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3.1.7.1 DEFINITON:

A flow process chart is a process chart setting out the


sequence of flow of a product or a procedure by recording the entire event under
review using appropriate process chart symbols.

Three types of flow process charts are

1. Flow process chart-man type: it records what the worker does.

2. Flow process chart-material type: it records how the material is handled


or treated.

3. Flow process chart-equipment type: it records how the equipment is


used.

3.1.7.2 WHEN DO WE USE IT?

 To fix up the sequence of operations.

 To reduce the cycle time by combining or eliminating operations.

 To reduce the distance travelled by men or materials.

 To avoid waiting time or unnecessary delay.

3.1.7.3 CONSTRUCTION:

The flow process chart is constructed using five


symbols namely operation, transport, delay, inspection, storage. At a time, a
flow process chart can record flow of either- man, material, or equipment on a
single chart. We have used man type flow chart for vehicle assembly. The
process description, the distance moved by the operator, the time taken by the
operator is given in the following flow process chart.

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FLOW PROCESS CHART MAN TYPE
SUBJECT: SUMMARY
chart begins: ACTIVITY PRESENT PROPOSED SAVING
OPERATION
chart ends: TRANSPORT
DELAY
INSPECTION
STORAGE
METHOD: TIME:
DESCRIPTION SYMBOL
DISTANCE TIME REMARKS

TOTAL

3.1.7.4 METHOD STUDY OR PROCESS CHART SYMBOLS:

These are the symbols used in the construction


and interpretation of the charts. The five basic symbols which are used in the
charts are explained in the table.

S.NO SYMBOL ACTIVITY DESCRIPTION


 It indicates main
steps in a process,
method or
1 Operation procedure.
Usually the
process
concerned may
be modified.
 It indicates any
type of inspection
2 Inspection check
measurement,
visual scrutiny
for quality.
 It indicates
movement of
workers,
3 Transport materials or
equipment from
place to place.
 It indicates a
delay i.e.,
4 Delay(temporary
temporary halt in
storage)
the sequence of
events
 It indicates a
controlled storage
in which
5 Storage(permanent materials are
storage) received in to be
issued from
stores under some
form of
authorization.
3.1.8 FLOW DIAGRAM:

Flow diagram is a diagram showing the location of


various activities along the assembly line. It is associated with particular flow
chart (either man or material) type. Thus the flow diagram is used to supplement
the flow process chats. In this diagram, the routes followed in transport are
shown in sequence by a line, which represents as nearly as possible the paths or
movements of the subject concerned. Here the subject concerned is the operator.

3.1.8.1 CONSTRUCTION PROCEDURE:

1. Draw the plan of the work area.

2. Note down the movement of the operator with respect to


the car.

3. Trace the path followed by the operator under study by


drawing lines.

4. Number each movement serially and indicate its direction


by an arrow.

SAMPLE FLOW DIAGRAM


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Fig 5

3.1.9 LINE BALANCING DIAGRAM:

Here is a simple definition and example of line balancing:

1. Everyone is doing the same amount of work


2. Doing the same amount of work to customer requirement
3. Variation is ‘smoothed’

4. No one is overburdened

5. No one is waiting

6. Everyone is working together in a BALANCED fashion

Fig 6

Here we see operator number 1 over-producing, thus creating the other 6


wastes. We simply re-balance the work content (Re distributes some of the
work), using a line balancing board or Yamazumi board as it is often known.

33
34
4. METHODOLOGY ADOPTED:
4.1. BASIC APPROACH FOR EACH PROBLEM:
The basic approach that we have followed in our
project is a systematic approach that involves the present operation to be:

1. Eliminated 3. Combined
2. Simplified 4. Reduced

Select Assembly line to be studied

Take Time and Motion study of each


assembly operation

Analyze Time and Motion study for VA


and NVA

Identify Improvements for eliminating


NVA

Implement Improvements identified

Result and further scope

35

4.2 SEVEN STEP METHODOLOGY:


A Famous Japanese methodology is adopted by us
in conducting time and motion study. This methodology consists of 7 steps. The
7 steps are listed below.

1. Grasp the present condition.


2. Analyze for identifying waste.
3. Develop proposed plan.
4. Implement actions.
5. Check for results.
6. Standardization.
7. Horizontal deployment.

4.2.1 GRASP THE PRESENT CONDITION:

This is the first and foremost step adopted by us in


our project. Grasping the present condition refers identifying the existing
process in each station from zone1to zone 4 for FORD IKON variant. We stood
along with the operators in each station and learnt from them the actual
activities done by them in each station. A Work study sheet was prepared by us,
which contains columns like process description and different set of times. We
noted down every value added and non value added movements of the operator
and the activities done by the operator in each station in the correct sequence in
process description column of the work study sheet. The process description had
been checked once before the time study is done. The left out activities were
added and a final process description column is prepared. Then with a help of a
stop watch two set of time was noted down for each station for both LH and RH
side of the variant. The activities in each station were splitted in to two to three
main processes and separate time is noted

36
down. The average of the two readings was calculated which can be compared
with the standard time. Each day we studied and noted down time for 4 to 5
stations. For completing our time and motion study it took nearly 10 working
days. A sample work sheet is inserted along with the flow diagram for the
sample station. The following tables from table to table represent the complete
time and motion study.

4.2.2 ANALYSE FOR IDENTIFYING WASTE:

In the previous step we have gathered information about


the various activities done in each station from zone 1 to zone 4 for FORD
IKON variant. The next step is to critically examine the recorded facts. The
critical examination is the means by which each activity is subjected to
systematic and progressive series of questions. We have also identified the time
taken by the operator in each station. The main purpose of the step is to identify
non value added movements in each station and thereby to reduce the time
taken, so that the productivity can be improved .We examined each and every
movements of the operator thoroughly in each station. Several non value added
movements have been identified and thoroughly analyzed. Few of such
movements can be eliminated and few can be combined. Bottle neck stations
have been identified. Bottle neck station is a station which consumes more time
for the operations to be completed. Possibilities for automation have been
analyzed where manual labour is time consuming. For analyzing the above said
things we took nearly 7 working days. The following tables from table to table
represent the complete analysis.

4.2.3 DEVELOP PROPOSED PLAN:

Once the critical examination is over successfully,


half the work of development is complete. Initially a record of all

55
the relevant information regarding the proposed method is made on a flow
process chart so as to make a comparison with the original method. It is always
checked that no point have been overlooked. The possible saving can be
expected in terms of the money and the distances travelled by the men and the
materials during the various stages in proposed method. The analysis of the
existing work method can provide a starting point for the synthesis of suggested
improvement in job performance. The technique specially designed for
improving the work method is called the process improvement formula. The
four steps of the formula are.

1. Eliminate all unnecessary operations.


2. Combine two or more operation.
3. Sequence various activities properly.
4. Simplify the necessary operations.

After analyzing the existing activities in a detailed manner,


few time consuming non value added movements identified in the previous step
have been eliminated/combined. Few stations identified in the last step have
been eliminated. The activities of these stations were included in the adjacent
stations. Some automation proposals were also made. For example a pick and
place robot can be used for rear axle assembly, an automated robot can be used
in windshield shield and backlit assembly and an automated robot can be used
for weather strip fixing. The existing process description sheet is revised and a
new improved process description sheet was prepared for every stations from
zone 1 to zone 4.The activities added in each stations are highlighted in table to
table .A sample improved time study sheet and its flow diagram are shown
below.

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4.2.4 IMPLEMENT ACTIONS:

The fourth step in our methodology is to implement the


proposed actions. Initially implement the proposed plan on a limited scale or
conduct an experiment to test the proposed improvements. Collection of data is
hereby very essential. Train all involved employees in the use of improved
methods and techniques. Describe the process which is considered for
improvement and form project teams to lead the process.

90
4.2.5 CHECK FOR RESULTS:

After implementing the proposed method, check for


the expected results. Evaluate the trial project with the performance indicators.
Verify whether the improvement has been successful or not. If the results are
successful then those proposals can be standardized if not analyze again and
again. If the proposed improvement is not satisfactory it can be rejected.

4.2.6 STANDARDIZATION:

The sixth step in this methodology is to install the


proposed method as the standard method. For this purpose the following
procedure may be followed.

 Get the proposed method accepted by all operators, team


leaders, zone engineers and management.
 Refrain the workers/operators about the new method and
operations to be implemented.
 Train the operators and the team leaders to work
according to the new method.
 Handle carefully the problem of
displacement/retrenchment of operators.
 Minimize the hardship or inconvenience to all concerned.

4.2.7 HORIZONTAL DEPLOYMENT:

Once the proposed method is standardized and


accepted as a suitable alternative method, then it should be deployed
horizontally in line. Then it should be maintained in its specified form and is not
allowed to slip back to original form or introduction of any other unauthorized
changes.

95
The following measures may be taken to ensure that the best method developed
is implemented.

 Adopting various monitoring methods.


 Data collection and interpretation.
 Introducing various controlling measures and methods.
 Periodical review and audit saving.
 Evaluation of proposed method for its effectiveness.
 Feedback from the evaluation reports.

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97
5. REPORT SUMMARY:

5.1 OPERATOR CALCULATION:

NO. OF OPERATORS ZONE 1 AND ZONE 3 AND TOTAL


ZONE 2 ZONE 4
LEFT RIGHT LEFT RIGHT
HAND HAND HAND HAND
SIDE SIDE SIDE SIDE

IN ACTUAL 25 20 22 23 90
PROCESS

IN IMPROVED 22 19 19 19 79
PROCESS

TOTAL NUMBER OF OPERATORS REDUCED=11

TOTAL NUMBER OF STATIONS ELIMINATED

ZONE 1 AND ZONE 2

1. 6LA
2. 9RH
3. 9LH
4. 12LA

98

ZONE 3 AND ZONE 4


5. 27RH
6. 27LH
7. 32RH
8. 43
9. 47A
10.50C
11.51LH

5.2 TIME CALCULATION:

TIME IN MINS TIME IN MINS


ZONE 1 AND ZONE 3 AND TOTAL TIME
ZONE 2 ZONE 4
LEFT RIGHT LEFT RIGHT
HAND HAND HAND HAND IN MAN HOURS
SIDE SIDE SIDE SIDE

IN ACTUAL PROCESS 74.13 63.3 63.38 74.23 4.59

IN IMPROVED 59.5 51.5 50 62.05 4.12


PROCESS

TOTAL TIME TAKEN IN EXISTING PROCESS = 4.59 hours

TOTAL TIME TAKEN IN IMPROVED PROCESS =4.12 hours

TOTAL TIME SAVED=47 minutes

99

STANDARD TIME FOR A CAR IN A STATION=4.30 minutes


TOTAL INCREASE IN THE NUMBER OF CARS MANUFACTURED
PER DAY = 47÷4.30 = 11 cars (approximately)

5.3 COST CALCULATION:

CTC per operator per month=Rs 25,000 (approximately)

Total number of operators reduced=11

Total operator cost saved per month= 25,000×11

=Rs 2, 75,000(approximately)

Total operator cost saved per annum=Rs2, 75,000×12

=Rs33, 00,000 (approximately)

100

IMPLEMENTED ACTIONS:
1. In Zone 1 and Zone 2 the elimination of the following stations 6LA, 9L and 9R has
been implemented.

2. Automatic scanning of bar code has been implemented in 4R, 20R and 26R instead of
manual scanning.

3. In the actual process two fixtures were used for badge fixing, from our suggestion this
has been replaced by a single fixture.

4. In station 26R the bins and trolley have been relocated in order to reduce the non
value added moments.

5. A rail trolley which moves with the conveyor has been suggested and it is under
study.

6. Variable torque power tool has been implemented instead of single torque power tool.
.

101
101

6. IMPROVEMENT SUGGESTIONS:
6.1. Electric power tool:
The electric power tool or nut runners operate on electric current.
It is portable. These nut runners have to be
charged depending upon their usage.

Electric nut runners have the following special


characteristics:

1. Torque or Angle Control fastening.


Fig 10.
2. 1, 2 or 3 Step Fastening.

3. Torque Recovery.

4. Storage of 10,000 Cycles of Data.

5. Torque Rate Monitoring (up to 3 areas).

6. Batch Counting.

Electric power tool has the following advantages:

 Low noise.
 Low energy consumption.
 Reliability & durability.
 Soft touch grip surfaces.
 Connecting cable delivered with the tool.

103
6.2 Electric Multi spindle nut
runner:
Fig 11

This type of nut runner has the following advantages:

 Space Saving Design:

This type of nut runner has combined servo drive and


fastening controller all in the same unit. The Multi Spindle Controller
features modular I/O interfaces, communication ports and high speed control
of up to 31 spindles.

 Simple to use settings:

With only three major components for each spindle


(controller, cable & tool), installation & operation is relatively simple.

 Time reduction:
Time can be drastically reduced because it can drive even
four nuts at a time.

104

6.3 Fixture for badge fixing in deck lid:


Currently they are using two different fixture for fixing
IKON logo and TDCI logo, which is quite time consuming during their
alignment in deck lid. Instead we can use a single fixture for fixing the
two logos. Over hanging fixture could be used.
6.4 Rail trolley:
Rail trolley is a moving type of trolley, which moves along
with the conveyor at the same speed through a stepper motor or
connecting rod. It has racks where in we can keep fasteners, power
tools, torque wrench and parts as required. By doing so, non value
added movements get reduced which in-turn reduces time.
6.5Automatic retracting seat handling aid.
6.6Automated weather strip fixing robot.
6.7 Automated window glass assembly robot.
6.8 Automated scanning of broadcast sheet:
All three broadcast sheets can
be pasted in the pre trim itself, so that time can be saved in the trim, to do
some other activities. An automatic bar code reader can be used to scan
the bar codes from the broadcast sheet in the respective stations, so that
operator time can be saved.

105

6.9 Automatic pick and place robots for windshield assembly:


Fig 12
The above shown diagrams are vertical articulating robots which use complex
pneumatic gripper for parts assembly. The robots are mainly used for two
functions:

 For applying rubber coating to edges of car windows


 For assembling car windscreens
These robots are used for payloads up to 300 kg and with working
areas up to 15m X 2m. These robots can be controlled by software. The
software includes many special built in functions for work piece handling,
including functions to optimize robot movement according to payload,
minimizing cycle time and robot wear and tear.

6.10 Automatic pick and place robots for rear axle assembly:

Fig 13

106
The above shown diagram is a vertical articulating robot which uses complex
pneumatic gripper for parts assembly. The robots are mainly used for rear axle
assembly.
These robots are used for payloads up to 300 kg and with
working areas up to 15m X 2m. These robots can be controlled by software. The
software includes many special built in functions for work piece handling,
including functions to optimize robot movement according to payload -
minimizing cycle time and robot wear and tear.

Presently the operators are facing the problem of more time consumption in the
assembly of rear axle. By using the rear axle fixing robot, time consumed for
rear axle assembly would be drastically reduced. Moreover burden of work can
be reduced.

6.11 Automatic pick and place robot for underbody and engine fixture:

Fig 14

The above shown robot is mainly used for engine fixing. It is also used for
fixing cross member, pillar, muffler and other underbody components.

107
7. CONCLUSION:

The profit of the organization not only depends on the sales


of the product, it also depends on the cost of manufacturing. Time and motion
study is one of the effective tools in identifying the wastage present in the
process. Every industry requires improvement in their processes without any
additional investment. We have clearly understood the need of the hour and we
have brought about productivity improvement with the existing resources by
reducing NVA’s and thereby eliminating few operators. We have conducted
Time and Motion study from Zone 1 to Zone 4 in TCF. This project has the
future scope of conducting Time and Motion study in the zones 5 & 6.

Benefit of the study

 Quicker
 More effective
 Reduced the floor space
 Reduced time
 Reduced cost
 Reduced number of operators
 Increase in number of cars manufactured

From our project, we have gained knowledge to some extent and thus it acts as a
learning tree for us.

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REFERENCES

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