IIMT COLLEGE OF POLYTECHNIC. ™ GREATER NOIDA Object : To prepare a Gantt chart. a es ed after its inventor, ‘A Gantt Chart is a type of bar chart that illustrates a project schedule, named alter {ts inventor, Henry Gantt (1861-1919), who designed such a chart around the years deal with complex activities, - WerGilerand current Modern Gantt charts also shows the dependency relationships between acuvies Tre. Cartent schedule status. This chart lists the tasks to be performed on the vertical axis, and time iotcrvals on the horizontal axis. The width of the horizontal bars in the graph s si elemeneaania summary activity. Gantt charts illustrate the start and finish dates of the terminal elements and sulmary Slements of a project/:Terminal element afd suimtnaty elements] ea ect os ra aati weert structure of the project. Modern Gantt Charts also show the dependency activities. Gantt charts can be used to show current schedule status. ACTIVITIES. 7 150 20 25 a 0 aa ag aaaicag| UNITS OF TIME———» Fig. 2.1: Gantt or Bar Chart The length of the bar shows the time that the job or activity takes for completion. Mostly in every project some jobs are taken up concurrently and some are to be completed before other can begin. Hence in a bar chart, some of the bars run parallel or overlap each other timewise and some run serially with one bar beginning after another bar ends. Page S —Activities A and Bean hoy ites an cy sa at the same dine and proceed concur they tae diferent ive intervals for tel completion, Atvy be rently oF In parallel th setae snd AA ly anata started until activity His over Activ ae ee started until activities A, B, C, aaa is the start of Activity ©. petiilen a was Neve 0, H cannot Task ¢ Draw the bi C w wing, wi wt chart (Gantt Chart) for the following Dra nd P 7 1 Work zh A. Make drawing by Penell B, Do inking and drawing tae G. Make Prints a D, Cut & Fold ae day ‘otal 9 days Construction Method : 2 2 Activity 9 esl 7 8 o 1 23 4 5 6 Time in Days —> Fig, 22 Here in this problem, activities A, B, and C are interdependent. Temeans activity B will begin when activity A is over and activity C will begin when activity Bis over, Activity D consumes 1 day and this can be started simultaneously with activity C, on the 7h dday and thus project completion time will be 8 days ‘Thus one day can be saved. Uses: A Gantt chart is Gantt charts are incredibly useful in p! status of project tasks. They also help ket art used to show a project plan ancl its progress overtime. ment because they allow you to track the and hours worked. a horizontal bar chi yoject manage! ep track of deadlines, milestones, Benefits : ‘The main benefits of Gantt charts a 1. Garity : One of the biggest advantage multiple tasks and timelines into a single document, 2, Communication : Teams can use Gantt charts (0 r status updates. Simply clarifying chart positions offers an easy, vist members understand task progress. 3. Motivation : Some teams or team n, Gantt charts offer teams the ability is follows + of a Gantt chart is the tool's ability to boil down ace meetings and enhance other fal method to help team ive when faced with a rk at the front of a task members become more effecti to focus wot form of external motivatio Page 6timeline, or at = tail end of a chart segment. Both types of team members can find Gantt charts meaningful as they plug their own work habits into the overall project schedule. 4 oe ae : For project managers and resource schedulers, the benefits of a Gante Chart include the ability to sequence events and reduce the potential for overburdening team members. Some project managers even use combinations of charts to breakdown projects into more manageable sets of tasks. 5. Creativity : Sometimes, a lack of time or resources forces project mana7*rs and teams to find creative solutions. (6) Time Management : Most managers regard scheduling as one of the major benefits of Gantt Charts in a creative environment. (7) Flexibility : Whether you use Excel to generate more precise chart generator, the ability to issue new charts as unexpected changes in project scope or timeline. (8) Manageability : For project managers h: publishing or event planning, the benefits of Gantt Cl (9) Efficiency : Another of the Gantt Chart benefits is the leverage each other's deadlines for maximum efficiency. (10) Accountability : When project teams face major organizational change, documenting nd outcomes becomes crucial to career success. Using Gantt Charts during critical projects and participants to track team progress, highlighting both big wins Gantt charts or you load tasks into a your project evolves lets you react to andling complex assignments, like software sharts include externalizing assignments. ability for team members to effort allows both project managers and major failures. Conclusion : Gantt charts are useful to planning and scheduling projects. They help you assess how long a eded, and plan the order in which you'll complete project should take, determine the resources ne« ni eae hey‘ also helpful for managing the dependencies between tasks, QaIIMT COLLEGE OF POLYTECHNIC. ™ GREATER NOIDA Experiment-3 Object : To draw X, R, pand C-charts. ed. The meaning implied by average i th [A] X (Mean) Chart viding all the numbers or measuremens ___ In statistical quality control the arithmetic mean (X)". An average vi taken and dividing this total by the num measurements verage or Mean (%) = Sunt peehe a x Mean (X)= Number of measurements pa ttXe Kar Xy tt hn average is widely us! falue can be found by a Sar of measurements involved. tion in the reading target value, but s of the X-chart. If the vai {hem may be same or near tO se chart. [B] R (Range) Chart: The general idea of range charts is same © obtained on the component is large, the sverane of Still the process is out of 1. ‘This is detected by rang dR charts controlled experiments. ¢ is usually {mation process is easier than "les. Table. We first compute range R= ving for each sample. Then take averase Calculation of Process standar .d using averag' ndard devi ‘n maximum rea ation and yet i estimate ding and mi computing sta) Difference betwee! nimum rea R. For Xcontrolehart — eee yer = X+Sax = 24 Aak RAR and for R control chart UCLR and LCLp = D3 a jhereiAg) Da Ds are deren malas number of observations in samples, are given !? following table 3.1 : able 3.1; Factors for contro! limits 2S ie Factors | observations in sam 1-881 02 1.023 0.729 0-877 [mv 28 ples| Ag On [Ds ee ° o ° ° 0-483 o _ Page 807 0-419 | 0-076 | 1-924 | 2704 | 0.370 08 0-373 0-136 1.864 2.847 0-351 09 0-337 0-184 1.816 2-970 | 0.337 10 0-308 | -0.223 1.777, =3-078 | 0-325 Plotting of X and R Chart: atte ood RUmber of samples of items coming out of the machine are collected at random at ifferent intervals of times and their quality characteristics (say length of diameter etc.) are measured, For each sample, the mean value and range is found out. For example, if a sample contains 5 items, whose diameters are d,, da, ds, d4 and ds, the sample average : + dy +d + dy tds 5 and Range (R) = maximum diamter— minimum diameter. A number of samples are selected and their average values and range are tabulated. Example: ‘The following example will explain the procedure to plot ¥ and R chart. Sample No. Za (Sample size 5) x R 1 7.0 2 2 75) 3 3 8.0 2 4 10.0 2 5. 95 3 6 11.0 4 7 us 3 8 40 ss 9 3.5 3 10 4.0 2 ZR=26 ¥ = EX/No. of samples R = =R/No. of samples 76 6 Therefore, X To 7 and R= 28-26 Page 9ample : Number of | Number of pes defective | Fraction Date inspected | Pleces | defective (a) found | p=(b)/(a)| 100 p (b) September 4 300 25 0.0834 8.34 September 5 300 30 0.1000 10.00 September 6 300 35 0.1167 11.67 September 7 300 40 0.1333 13.33 September 8 300 45 0.1500 15.00 September 10 300 35 0.1167 11.67 September lL 300 40 0.1333 13,33 September 12 300 30 0.1000 10.00 September 13 300 20 0.0666 6.66 September 14 300 50 0.1666 16.66_| Total Number of =10 3000 350 days 5 Upper control limit, UCL = p +3. Lower control limit, LCL = p -3. /PG=p) where Total number of defective pieces found P =~ “Total, number of pieces inspected and n= number of pieces inspected every day =300 pd-p. 5 -0.1167) Therefore, J2O=B). [01167x0—01167) _ (01167 (08333) ss 300 = 0.01852 and 3. 2O=P) ~ oorgse x3 = 0.05556 n .17226 = 0.1723 (Approx.) 0.0611 (Approx.) Thus, UCL = LCL = 1167 + 0.05556 = 1167 - 0.05556 = 0.06114‘Example t Number of | Number of on pieces. | defective | Fraction inspected | Pieces | defective a found | p=(b)/(a) (b) September 4 300 25 0.0834 8.34 September 5 300 30 0.1000 10.00 | September 6 300 35 0.1167 11.67 September 7 300 40 0.1333 13.33 September 8 300 45 0.1500 15.00 September 10 300 35 0.1167 11.67 September ll 300 40 0.1333 13.33 September 12 300 30 0.1000 10.00 September 13 300 20 0.0666 6.66 September 14 300 50 0.1666 16.66 Total Number of =10 3000 350 days 1 Upper control limit, UCL = p +3. Jpa-P) Lower control limit, LCL = p-3. J20=P) where a Total number of defective pieces found Total, number of pieces inspected and n= number of pieces inspected every day = 300 _ Therefore, pO —P).. - pao ee 300 = 0.01852 and 3. pO-P) . = 0.01852 x3 = 0.05556 Thus, UCL = 0.1167 + 0.05556 = 0. 17226 = 0.1723 (Approx.) LCL = 0.1167 - 0.05556 = 0.06114 = 04 0611 (Approx.) ——ee va 9 9.472 NUMBER OF DEFECTS OR 2nd 4626-78 9° 10 Casting Number Fig. 2.3: C-Chart Value of C, control limits and number of defects per casting are plotted on the graph paper. It is concluded that since all the values of C lie within the control limits, the process is under control. Applications of control chart. Control charts find applications in controlling the quality characteristics of the following : 1. e 2) PEN aAA aw Final assemblies (Attribute charts). Manufactured components (sharts, spindles, balls, pins, holes, slots, etc.) (Variables charts). Bullets and shells (Attribute charts). Soldered joints (Attribute charts). Castings and cloth lengths (Attribute, C-charts), Defects in components made of glass (C-charts), For studying tool wear (Variables charts). Punch press works, forming, spot welding, etc. (Attribute charts). Incoming material (Attribute or Variables charts). tered complex products like bomber engines, turbines, etc. (C-charts),ILMT COLLEGE OF POLYTECHNIC. @ GREATER NOIDA Object : To estimate the cost of turning. Steps involved in cutting time calculation : Step 1 : Calculation of length of cut (1: Step 2 : Calculation of feed (f) and depth of cut. ioteg a esicnlaion or speed (5); [pm yy = 10008 Step 4 : Calculation of machining time by using the formula = 5557 Machining Time It is the time for which the machine works on the component, i.e., form the time when the tool touches the work piece to when the tool leaves the component after completion of operation. The machining time depends on the type and extent of machining required material being machined, speed, feed, depth of cut and number of cuts required. Machining Time for Turning : ‘Turning, on a lathe is the removal of excess material from the work-piece by means of a pointed tool, to produce a cylindrical or cone shaped surface. From cutting speed, r-p.m. of job is calculated by using the formula (0008 Nimon D. where, .N = rp.m. of Job § = Surface cutting speed in metres/minute d= Diameter of the stock to be turned (in mm) f = Feed per revolution (in mm) L = Length of stock to be turned (in mm) T = Time required for turning (in minutes) L Then Tt7eN Example : . ep id steel bar 100 mm long and 38 mm in diameter is turned to 35 mm dia. And was SE chit The bar was ma‘ the machining dime not to exceed 3 mm tured toa diameter of 32 mm over a length of 40 mm as shown in the Fis miiboth the ends to give a chamfer of 45° x 5 mm after facing. Caleulat ‘speed of 60 m/min and feed 0.4 mm/rev. The depth of cu Assume cutting jay operation. If machining cost is € 18250 per hour, calculate the turning cost- — Page16 —Fig. 4.1 Solution : Ist Operation : Turning from 4 38 mm to 35 mm S = 60 metres/min D = 38mm py 2000S 100060 nD ——-&X38 = 503 rpm. is = th of cut ‘Time taken = 7pm, x Feed /76 = 1009s mi Santas 2nd Operation = L = 40mm p = 35mm ! s = 60 m/min : 60 x 1000 ee p.m. N OR 545 rpm. aie Length ‘Time taken for second operation © apn x teed ee ees ; = sax04 0.18 min 3rd Operation = Facing of both ends L = Length of cut ood eo 17.5 mm pD = 35mm s = 60 m/minIIMT COLLEGE OF POLYTECHNIC. © GREATER NOIDA [Experiment] Object : To estimate the c Estimation of Machining time for drilling : Time of drilling = DEPthof hole to be produced (Feed / rev)x(. p.m.) i TT FsN Example : Calculate the: ‘machining time to drill four, 8 mm dia holes and one 40 mm dia central hole in the Range shown in figure 20 mm dia hoe is drilled first and then enlarged to 40 mm hole. Take cutting speed 10 m/min, feed for 8 mm drill 0. 1 mm/rev, for 20 mm drill feed is 0.2 mm/rev. and for 40 mm @ drill feed is 0.4 mm/rev. If total machining cost is ¥ 7350 per hour, calculate the drilling cost. A ee 5 E ® ——— Page19 —+IIMT COLLEGE OF POLYTECHNIC. GREATER NOIDA Object : To prepare maintenance schedule. Maintenance Scheduling : Maintenance scheduling refers to the timin, 5 10 th .g of planned work, when the work should be done and who should peform it, It offers details of ‘when’ and ‘who’. Scheduling is meant to : © Schedule the maximum amount of wok with the available resources. iO) Schedule according to.the highest priosiiy work otdert Schedule the maximum number of preventive maintenance jobs when necessary: © Minimize the use of contract and out-side resources by effectively using internal labour Maintenance Scheduling Principles : Job plans are needed for scheduling. Gi) Scheduling and job priorities are important. (iii) Schedule based on the highest skills available. (iv) Schedule for every available work hours. (@) Daily work is handled by the crew leaders. (vi) Measure performance by schedule compliance. Maintenance Planning and Scheduling Phases = Phase 1 : Set up Phase 2 : Define and analyze the situation. Phase 3 : Develop and prepare for delivery. Phase 4 : Implement Phase 5 : Review Phase 6 : Sustain Calendar time PM = Preventive Maintenance or runtime { Maintenance PM task is ice henel |e pertormed ‘assigned aeons Ropoat PM “| how Fig. 6.1 : Preventive Maintenance Worktlow Maintenance Planning and Scheduling Tips = ‘Choose a good maintenance planner. Properly train the planner. : Uieberevand the difference between Planning and Scheduling. Ensure job plans are clear a nd concise. 0000 Page 210 Provide feedback on completed tasks. © Make changes based on feedback. Avoid the consequences ‘of component or system Replace failure improve et reliability ‘components ond ee predictability ‘they fail Clean and Preventive Trains restore Maintenance experts on ‘components proper before perfor- procedure & mance degrades| techniques Fig. 6.2 : Preventive Maintenance Weekly Maintenance Schedule : Deptt—01 ‘Weekly Maintenance Schedule Production Machinery C= Clean, O = Overhaul F = Functional check ‘Machine | Machine No. [Description | + | 2|3|4]s5] 6] 7 1501 Lathe ci ° 755 | Surface F Grinder 675 __| Shaper c a 650, Milling EL, 327 Dring & a Fig. 6.3 : Weekly Preventive Maintenance (PM) Schedule Maintenance scheduling is ° ° ° ° Conclusion : important because : It eliminates unexpected replacements and breakdowns, It keeps costs down because repairs are not made on an emergency basis. It extends the lives of expensive common elements Itstops problems before they occur. nd reduces reserved funds. ‘The maintenance schedule is a useful tool that keeps costs down and Property function and appearance up. Bear with them; eventually everything will get done in the most efficient, economical way. Page 22 a